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Kibaha Education Centre

Strategic Plan

2012/2013 – 2016/2017

Kibaha Education Centre

P.O. Box 30054

Kibaha- Pwani

Tel: 023-2402142

Fax 023-2402142

Email: kex@kec.or.tz

Website: www.kec.or.tz

November 2012

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TABLE OF CONTENTS

Preface............................................................................................................................................. 6

Statement of the Executive Director ............................................................................................... 7

Executive Summary ........................................................................................................................ 8

1 CHAPTER ONE: INTRODUCTION AND BACKGROUND.............................................. 9 1.1 Background of the Institution ....................................................................................................................... 9

1.2 Methodology of Developing the Plan........................................................................................................ 10

1.3 Purpose of the Plan .......................................................................................................................................... 10

1.4 Layout and Structure of the Document ................................................................................................... 11

2 CHAPTER TWO: SITUATIONAL ANALYSIS ................................................................. 11 2.1 Literature and Performance Review ........................................................................................................ 11

2.1.1 Education and training.............................................................................................................................. 13

2.1.2 Health Services ............................................................................................................................................. 14

2.1.3 HIV and AIDS ................................................................................................................................................. 19

2.1.4 Social Welfare ............................................................................................................................................... 19

2.1.5 Community Development ........................................................................................................................ 20

2.1.6 Livestock Production ................................................................................................................................. 21

2.1.7 Water ................................................................................................................................................................ 22

2.1.8 Works ............................................................................................................................................................... 24

2.1.9 Land Use .......................................................................................................................................................... 25

2.1.10 Trade and Industry................................................................................................................................ 26

2.1.11 Finance ....................................................................................................................................................... 26

2.1.12 Administration ........................................................................................................................................ 28

2.1.13 Economic activities ............................................................................................................................... 30

2.1.14 Partnership and Linkages ................................................................................................................... 31

2.2 Stakeholders Analysis ..................................................................................................................................... 33

2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis for Kibaha

Education Centre .............................................................................................................................................................. 35

2.3.1 Strengths ......................................................................................................................................................... 35

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2.3.2 Weaknesses ................................................................................................................................................... 36

2.3.3 Opportunities ................................................................................................................................................ 37

2.3.4 Threats ............................................................................................................................................................. 38

2.4 Summary of Critical Issues ........................................................................................................................... 38

2.5 Values .................................................................................................................................................................... 39

2.5.1 Core Values .................................................................................................................................................... 40

2.5.2 Generic Values .............................................................................................................................................. 40

3 CHAPTER 3: STRATEGIC DIRECTION ........................................................................... 41 3.1 Vision, Mission, and Objectives ................................................................................................................... 41

3.1.1 Vision Statement .......................................................................................................................................... 41

3.1.2 Mission Statement ...................................................................................................................................... 41

3.1.3 Objectives ....................................................................................................................................................... 41

4 CHAPTER 4: STRATEGIES AND TARGETS ................................................................... 42 4.1 Strategies ............................................................................................................................................................. 42

4.2 Derived targets from Institutional Objectives ...................................................................................... 43

4.3 Strategic Areas that Need Stakeholders Technical and Financial Support ............................... 53

4.3.1 Economic productivity development and Infrastructure ........................................................... 53

4.3.2 Education and Training ............................................................................................................................ 53

4.3.3 Reproductive Health services and Nutrition ................................................................................... 54

4.3.4 Medical equipment, drugs supply and logistics Background .................................................... 54

4.3.5 Community development and Participation .................................................................................... 55

4.3.6 Results Based Management, M&E and Accountability ................................................................ 55

5 CHAPTER 5: INSTITUTIONAL FRAMEWORK .............................................................. 57 5.1 Results Framework .......................................................................................................................................... 57

5.2 Arrangement for Results Monitoring ....................................................................................................... 59

5.3 Risks and Assumptions for the Implementation of this Strategic Plan ...................................... 62

6 ANNEXES............................................................................................................................. 64 6.1 Annex 1: Organizational Structure ............................................................................................................ 64

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LIST OF ABBREVIATIONS

AMO - Assistant Medical Officer

ANC - Ante - Natal Clinic

ART - Anti – Retroviral Therapy

ARV - Anti – Retroviral

BOT - Bank of Tanzania

CCM - Chama Cha Mapinduzi

CO - Clinical Officer

CSO’s - Civil Society Organizations

CTC - Care and Treatment Clinic

DART - Dar es salaam Rapid Transport D by D - “Decentralization by Devolution”

DAWASA - Dar es salaam Water Supply and Sewerage Authority

DAWASCO - Dar es salaam Water Supply and Sewerage Company

DOC - Day Old Chick

DSM - Dar-es-salaam

FBOs - Faith Based Organizations

FY - Financial Year

HBDP - Home Based Care Provider

HMIS - Health Management Information System

HMT - Health Management Team

HR - Human Resource

ICAP - International Centre for AIDS Care and treatment Program

ICT - Information and Communication Technology

IeDEA - International Epidemiological Database to Evaluate AIDS

IFMS - Integrated Financial Management System

IT - Information Technology

JICA - Japan International Cooperation Agency

JHPIEGO - John Hopkins Program for International Education in Gynecology and

Obstetrics

KEC - Kibaha Education Centre

KFDC - Kibaha Folk Development College

KOFIH - Korean Foundation for International Health care

KSS - Kibaha Secondary School

KTC - Kibaha Town Council

LAPF - Local Authority Pension Fund

LGAs - Local Government Authorities

LGTI - Local Government Training Institution

LGRP - Local Government Reform Program

M&E - Monitoring and Evaluation

MDAs - Ministries, Departments and Agencies

MDGs - Millennium Development Goals

MKUKUTA - “Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania”

MMR - Maternal Mortality Rate

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MoAI - Ministry of Agriculture and Irrigation

MoCDGC - Ministry of Community Development, Gender and Children

MoEVT - Ministry of Education and Vocational Training

MoF - Ministry of Finance

MoHSW - Ministry of Health and Social Welfare

MTUHA - “Mfumo wa Taarifa za Uendeshaji wa Huduma za Afya”.

MVC - Most Vulnerable Children

NGOs - Non-Governmental Organizations

NHIF - National Health Insurance Fund

NSGRP II - National Strategy for Growth and Reduction of Poverty II

NSSF - National Social Security Fund

NTP - Nordic Tanganyika Project

OC - Other Charges

OPD - Out Patients Department

OVC - Orphans and Vulnerable Children

PCCB - Prevention and Combating of Corruption Bureau

PEDP - Primary Education Development Programme

PLHIV - People Living with HIV

PLWHA - People Living With HIV and AIDS

PMO-RALG - Prime Ministers’ Office – Regional Administration and Local Government

PMTCT - Prevention of Mother-to-Child Transmission (of HIV&AIDS)

RCH - Reproductive and Child Health

RS - Regional Secretariat

SMART - Specific, Measurable, Achievable, Realistic and Time bound

SP - Strategic Plan

STI - Sexual Transmitted Infection

SWOT - Strength, Weakness, Opportunities, Threat

TA - Technical Assistance

TANESCO - Tanzania Electric Supply Company

TDHS - Tanzania Demographic and Health Surveys

UMISSETA - “Umoja wa Michezo Shule za Sekondari Tanzania”

UMITASHUMTA- “Umoja wa Michezo Shule za Msingi Tanzania”

UN - United Nation

URT - United Republic of Tanzania

VCT - Voluntary Counseling and Testing

VETA - Vocational Education and Training Authority

WRA - Women in the Reproductive Age group

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Preface

It is honor and memorable event to write this preface for Kibaha Education Center Strategic Plan for the

period of 2012/13 – 2016/17

The preparation of this Strategic Plan has been a well-established collective and participatory process

involving senior management, employees, consultation with a wide range of stakeholders and the

community at large. On behalf of Kibaha Education Center, I would like to extend my gratitude to Dr.

Cyprian Mpemba; The Executive Director for his professional input in the preparation of this valuable

document especially his endless commitment towards the production of the Strategic Plan. In this regard,

also I wish to extend my thanks to Ms Lucy Ssendi who was the Chair person and in-charge formed the

Secretariat team during the drafting of this document and collection of valuable information from

Community and other Stakeholders within Kibaha Town Council. The Management of Kibaha Education

Center played a valuable support on all processes of developing the document.

I also wish to thank all Stakeholders, including the NGOs, CSOs, FBOs and the Private Sector for their

valuable contribution during the preparation of this Strategic Plan. The contribution of the Community in

this context is highly appreciated.

The process of developing this plan, provided an opportunity for Kibaha Education Center to address

fundamental questions; to come up with a defined vision and mission with clear sense of direction and

inspirational to guide our long-term perspective and collaboration with all social stratum and other

Development Partners in Tanzania. The expected results of this crucial development are worth the efforts

and input from every one. The Strategy has come at a very opportune time in an endeavor of Kibaha

Education Center to contribute to the development of Tanzania as well as the international Community.

Tanzania is faced with numerous Socio and Economic challenges such as diseases, poverty and ignorance

while emerging challenges of rapid population growth, environmental degradation, gender disparities and

HIV and AIDS. Kibaha Education Center’s experience in service delivery to the community with diverse

political and socio-economic environment is in line with implementing strategies to cope with current and

future development challenges. All this occurs within the context of dynamic and changing global forces

including globalization, trade imbalance and unfavorable Development Aid Policies. The stated factors in

various ways influence poverty and development.

The Kibaha Education Center takes on board internal, national and international commitments to poverty

reduction strategies and development initiatives. It adheres to National Policies, guidelines and Strategies

such as the Millennium Development Goals (MDGs); the Tanzania Long Term Perspective Plan 2011/12

– 2025/26; the Five Year Development Plan 2011/2012 – 2015/2016 whereas the National Strategy for

Growth and Reduction of Poverty (NSGRPII) is articulated. The Strategy and approaches we have

charted are relevant, appropriate and sustainable and result oriented. Since we are committed to the

implementation of this Strategic Plan our expectations will be realizable by June 2017.

Prof. Samwel Wangwe

Chair Board of Directors

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Statement of the Executive Director

The revised strategic plan is a living document and will be updated and improved from time to time. What

is being presented here represents the culmination of consultations, reviews and discussions over a period

of four months. While it does not represent an enormous departure from what was already in place, it has

been updated to reflect the changed policy environment in Tanzania, as well as the clearly laid out

strategies of the Fourth Phase Government.

The strategic plan will address the objectives of the establishment of the Centre and will strategically take

into account the context of the Tanzania Long Term Perspective Plan 2011/12 – 2025/26; the Five Year

Development Plan 2011/2012 – 2015/2016 whereas the National Strategy for Growth and Reduction of

Poverty (NSGRPII) is articulated, Ruling Party CCM Election Manifesto 2010-2015 and the Millennium

Development Goals (MDGs) and strategies.

Kibaha Education Centre was established to fight the enemies of development; namely; ignorance,

poverty and diseases. The Center then is envisioned “to become a Centre of excellence in eradicating

poverty; ignorance and diseases”. To that end, the main functions of the Centre as per establishment Act

Number 17 of 1969 are to provide health education and services in particular, curative, preventive and

nutrition to the people in the Coast Region and their neighbors; to train Medical Staff, Clinical Officers

and Nurses, to provide education services, pre-primary, primary and secondary education, to provide

skills and knowledge to youth and adults for income generation in order to raise the standard of living of

the Kibaha area people; to provide animal demonstration farms and practical education to farmers and

students of higher learning institutions and also to provide constant supply of day old chicks, fresh milk,

and agricultural products to the communities surrounding KEC. In brief the “interest of Kibaha

Education Centre arises from the fact that it is an integrated development which encourages balanced

growth in many different fields, so that each aspect of change reinforces and encourages the others” (J. K.

Nyerere, 1973: 143)

Other related functions are to publish and disseminate materials produced in connection with the work

and activities of the Centre, including teaching manuals and materials and results of any research carried

out by the Centre.

It hereby propounded that all activities are carried out in an integrated manner and in collaboration with

all stakeholders. Indicators to measure progress, includes “among others” the cost efficiency and effective

value for money and recovery rate,

Thus, in order to implement the strategic plan, I urge to stakeholders that close teamwork will be an active

agenda in all programmatic interventions. We strive to serve thousands of populations around us on social

economic services and entrepreneurship competency. Failure is not an option. Therefore I once again

urge all stakeholders to join hands with renewed vigor for the good of our community.

Dr. Cyprian G. C. Mpemba

Executive Director

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Executive Summary

Kibaha Education Centre, is continuing with the implementation of interventions that are in line with the

Tanzania Five Year Development Plan 2011/2012 – 2015/2016 in which NSGRP II is articulated and

follows Medium Term Expenditure Framework (MTEF) model in its resource arrangement; that is, the

derived institutional objectives are achieved as a results of putting in place smart annual targets and

related activities which are carried out quartery, depending on the availability of resources.

The core trust in this implementation of Strategic Plan for the year 2012/2013 – 2016/2017 for Kibaha

Education Center will depend on several factors, namely; strong leadership, technical and institutional

capacity, well prioritized projects, reliable resources throughout the implementation process, change of

mind-set and acceptance in transformation and effective communication strategy.

Thus, Kibaha Education Center is committed to delivery of quality services to the community through

effective and efficient use of resources, provision of quality education and health services, competency

entrepreneurships skills, capacity building to management staff and governance and thus adhere its

mandate and scope of implementation of fighting against ignorance, poverty, and diseases. The Center

then is envisioned “to become a Centre of excellence in eradicating poverty; ignorance and diseases”.

It is envisaged that for the year 2012/13 to 2016/17, Kibaha Education Center in collaboration with

stakeholders will implement the following objectives as derived from current situation analysis: Services

improved and HIV/AIDs infections reduced; Quality and quantity of social economic products, services

and infrastructure improved; Good governance and administrative services enhanced; Emergence

preparedness and disaster management improved and Management of data flow from community and

between service departments and sections improved.

The means to achieve the aforementioned objectives relies on strategies such as resource mobilization;

capacity building; partnership, coordination, monitoring and evaluation; awareness and sensitization;

sensitization of community and other beneficiaries. Furthermore using existing legislative and regulatory

framework that depict the roles, responsibilities, functions and structure for delivering services to the

community guided by values of integrity, respect for rule of the law, customer focus, equity and

professionalism.

The implementation philosophy of Kibaha Education Centre is within the concept of fit in integration

manner (kushabihiana na kushabikiana), focusing on fighting the enemies of development; namely;

Ignorance, Poverty and Diseases. That is, Kibaha Education Centre arises from the fact that it is an

integrated development which encourages balanced growth in many different fields, so that each aspect of

change reinforces and encourages the others. The center believes that tools for strategic interventions are

“among others”, Private public partnership; institutional reform and transformation; improving business

environment and enhancing skills base and adopting technological innovation in all mandated functions.

Kibaha Education Centre Management and staff in general are committed to exploit the opportunities

available and use the available resources efficiently and effectively in order to improve services to our

clients and community at large. To that end it is expected that national development Strategies will be

improved

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1 CHAPTER ONE: INTRODUCTION AND BACKGROUND

1.1 Background of the Institution

Kibaha Education Centre is multi-purpose education institution that is situated in Coast Region about 40

kilometres (24 miles) west of Dar es Salaam City along Morogoro road. The Centre started in 1963, and it

was sponsored by five countries – The then Tanganyika Government on one hand and the Government of

four Nordic Countries; namely: Denmark, Finland, Norway and Sweden. This collaboration presented a

symbol of International Brotherhood. In other words, Kibaha Education Centre arises from the fact that it

is an integrated development which encourages balanced growth in many different fields, so that each

aspect of change reinforces and encourages the others.

The Centre was known as “Nordic Tanganyika Project” until 1970, when the four countries handed it

over to Tanzania Government. The Nordic Tanganyika Project then becomes Kibaha Education Centre

(KEC) as per establishment Act No 17 of 1969. It is one of five1 affiliated institution of the Prime

Minister’s Office, Regional Administration and Local Government (PMO-RALG).

Kibaha Education Center has six (6) directorates, 25 departments namely: Administration and Human

Resources Directorate which comprised of 3 departments. Finance and Accounts Directorate which

comprised of 5 departments, Community Service Directorate which comprised of 3 departments,

Education Service Directorate which comprised of 5 departments, Health Service Directorate which

comprised of 5 departments and Planning and Economic Development Directorates which includes 6

departments. Also there are five units which support KEC operations and they are answerable directly to

the Executive Director. (Refer Annex 1 – Organization Structure).

The arrangement of organization structure, functions and responsibilities of the Centre are guided by the

Board of Directors2. The Executive Director is the Chief Executive Officer and Accounting Office

responsible to the Board of Directors for all activities and financial matters of the Centre. Coordination of

National policies and strategies are executed in line with Sectors Ministries and the Parent Ministry-

PMO-RALG. Employment establishment is under Registrar- Ministry of Finance (MoF).

Kibaha Education Centre has implemented 2 Strategic Plans since 2000 and the current being

implemented is of 2008/09 – 2011/12. This is the second review aiming at incorporation major policy

changes as well as addressing shortfalls in the implementation of the previous Strategic Plan and

particularly focusing on Sectors performance reforms, reviews, updates and the Tanzania Five Year

Development Plan 2011/2012 – 2015/2016 in which NSGRP II is articulated.

Kibaha Education Centre is within newly established Kibaha Town Council (KTC) in Pwani Region. It

should then be understood right from the beginning that Kibaha Education Centre, is within KTC. To that

1 LAPF, Loans Board, LGTI, KEC and DART

2 PMORALG, MoEVT, MoHSW, MoAI, MoF and MoCDGC

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end this document will carry some service operational performance available information and statistics3

synonymous to facilitate description of KEC situation denominators in most cases.

1.2 Methodology of Developing the Plan

This strategic plan was developed using a participatory and consultative approach involving both internal

management collaborators4 and key Center’s Stakeholders. Facilitation was carried out by internal

facilitators. The process involved reviewing the previous Strategic Plan by a thorough examination of the

Vision and Mission Statements, Objectives, Targets and performance indicators. The reviews done were

presented and agreed in a stakeholders meeting as well as group work and plenary sessions involving

Heads of Departments and Heads of Units. The new reviewed Strategic Plan (SP) was later presented

before the Management and Board of Directors for final approval. In the course of preparing this SP,

considerations was taken to embrace the policy environment currently prevailing in Tanzania particularly

the Tanzania Five Years Development Plan 2011/2012 – 2015/20165. The strategic plan was aligned in

order to examine whether or not it was policy compliant against the following strategic documents; the

Millennium Development Project and Goals, Vision 2025, the 1998 Policy on Local Government Reform,

the LGRP Medium Term Plan (2005-8), the CCM Election Manifesto, Sector Policies, the Planning and

Budgeting Guidelines. Partnership and aligning issues of service delivery with Kibaha Town Council6

was taken in board especially uniqueness was determined in terms of how each establishment focuses its

envisaged vision7

1.3 Purpose of the Plan

This Strategic Plan is intended to guide Kibaha Education Centre in fulfilling its objectives derived from

its mandate and functions as prescribed in policies, laws and regulations. It establishes objectives and

targets to guide all stakeholders in fulfilling collaborative efforts for achieving the Centre and National

developmental goals.

The overall purpose of this Strategic Plan therefore can be summarized as follows:

Be source of resource mobilization (Need for Funds, Technical Assistant (TA), Centre be model8

for MKUKUTA strategies implementation).

Be a frame of reference for all stakeholders in terms of supporting and enhancing synergies in

implementing various development and governance interventions, social well being and

economic viable projects/programs and all entrepreneurships activities.

Indicate the timing of implementation.

3 Majority of community members served surrounds and receive services at KEC, so in most cases service sample

characteristics are likely to be the same 4 Heads of departments and sections

5 Unleashed Tanzania’s Latent growth potentials

6 KTC vision (2010), Town Council capacitate itself socially, economically and culturally to deliver quality services

and improving living standard of entire people 7 KEC vision (2012), is envisioned ‘to be a Centre of excellence in eradicating poverty, ignorance and diseases

8 It is hereby informed that strategic clusters of NSGRP II fits well at Kibaha Education Center Implementation

Framework

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Indicate how progress will be measured against baselines and agreed performance indicators.

Enable the preparation of performance budgets- The MTEF performance cycle

Used as a management tool.

1.4 Layout and Structure of the Document

The Strategic Plan for 2012/13 to 2016/17 document contains five chapters preceded by preface,

statement of Executive Director and an executive summary.

The executive summary briefly outlines key performance issues; the mission; vision and objectives and

outlines the broad strategies to be undertaken in the implementation of the plan.

CHAPTER ONE: Chapter one introduces the document by describing the approach adopted, purpose of

the Plan, layout and Structure of the document and background of the Institution.

CHAPTER TWO: This chapter presents the Situational Analysis. The two methods applied in

situational analysis namely budget and service delivery performances as well as Strength, Weakness,

Opportunity and Threat (SWOT) analysis are the basis of which Kibaha Education Centre Vision,

Mission statement and Objectives were developed.

CHAPTER THREE: This chapter is about the Vision and mission statements and Objectives of the

Strategic Plan.

CHAPTER FOUR: In this Chapter, Strategies and Targets are described. Strategies for each target are

outlined for the purpose of achieving the set targets. Further, synopsis of abstracts of areas that call for

support from other Stakeholders (UN Agencies, NGOs, FBOs, CSOs, and Individual partners), are briefly

highlighted.

CHAPTER FIVE: The performance indicators for the implementation of the plan are shown in this

chapter, as well as the monitoring and evaluation of the plan is discussed and presented here.

The plan also has an annex

ANNEX 1: Describes the organization structure of Kibaha Education Centre

2 CHAPTER TWO: SITUATIONAL ANALYSIS

2.1 Literature and Performance Review

Since the attainment of independence from colonial rule in 1961, successive Tanzanian Government has

been committed to eradicating poverty, ignorance and diseases. In order to achieve that thrust the

Government of United Republic of Tanzania (URT) has been pursuing economic and social policies

aiming at poverty reduction and economic growth. The implementation of policies thereof has been

aligned with international obligations such as Millennium Development Goals (MDG).

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Along with structural and institutional reforms9 that are ongoing, more emphasis has been put in

improving delivery of quality services and general welfare of Tanzanian. It is for this reason KEC is

envisioned to become a center of excellence in eradicating poverty, ignorance and diseases in order to

facilitate contribution to harmonized services delivery model10

.

As stated earlier the Centre is within Kibaha Town Council11

. According to the survey which was done by

KEC’s research and development section in January, 2012, the Kibaha Town council has a population of

100,179 people with a growth rate of 2.4 percent. The rapid population increase is influenced by both

natural causes and immigration. KTC has an area of 750km squared, and the population density is

estimated at 140 persons per square kilometer. The KEC has an area of 1,358 ha. Other land, which are

outside the mentioned land are Kibamba and Nanenane Morogoro Municipality Council, in which the

Centre occupies an area of 119 ha and 0.6 ha respectively.

The micro socio-economic characteristics in brief indicate that KTC faces the challenges of increasing

population. It is estimated that 30,054 residents of KTC are employed in both private and public sectors.

Out of these, 15,600 are employed in the private sector while the 10,000 are employed in the public

sector. A working force of 4,454 people is self-employed. The majority of the residents are involved in

petty businesses, livestock keeping and agriculture including horticulture. About 70 percent (70,125

people) of the working force is engaged in subsistence agriculture in the peri-urban areas.

KEC has population of 4,913 people (excluding an average of 657 patients per day from Tumbi hospital)

and there are 228 houses built for staff since 1965 and 20 houses built after the NTP. Number of

permanent staff employed for all departments is 919 by June 2012. Majority uses infrastructures (Health,

Education, Community services and Economic development) to support their livelihood. These achieved

synergies are an important factor in reviewing strategic direction of the KEC strategic plan, which will

accommodate new established KTC strategies, linking it to meso strategies within all stakeholders for

Pwani region, then micro alignment with macro policies.

It is acknowledged therefore that the link between growth and poverty is mainly through employment.

Majority of Tanzanians (83 percent) are engaged in agriculture sector. KEC is confined in service

provision and entrepreneurship skills which contribute to the poverty reduction as already stated in

paragraph two. Of recent (2012), the Board of Directors and other stakeholders emphasized to KEC

management and staff on the need to triangulate both quality of service delivery and enforcement is

required to put in place interventions or projects that will support an increase of an internal revenue

collection.

Making consortium and working synergies with other intuitions such as UN agencies, Development

Partners, Parent Ministries, Universities, NGO’s, FBOs CBOs and the like be a permanent agenda for

Management Team Work with Board of Directors. Such kind of partnership is likely to facilitate more

technological processes, informed provision of socio economic services and research.

9 Civil services reforms, health services reforms, public services reforms, etc

10 Education, health, economic and community development services be the core function of the Centre

11 Kibaha Township today is Kibaha Town Council and was started in 2000

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2.1.1 Education and training

Education is a crucial ingredient for national development. It continues to be instrumental in creating the

high quality human capital necessary for improving productivity and hence propel economic growth.

Increasing education participation by all social groups as well as improving quality of education at all

levels is essential for Tanzania to become a competitive middle-income country

As stated before, literature suggests that the link between growth and poverty is mainly through

employment. Majority of Tanzanians (83 percent) are employed in agriculture sector. The URT envisions

a well educated society by 2025, so KEC as among institutions align its objectives to fulfill this vision.

KEC has one pre-primary school, one primary school and three public secondary schools. A total of 920

pupils have been enrolled in pre- primary and primary schools in the year 2011 and 1,051 in the year 2012

respectively. It is generally acknowledged that the key indicators in the education sector have shown

positive trends in recent years as attributed to the implementation of Primary Education Development

Programme (PEDP). For example at KEC the class pupils ratio have improved from 1:60 to 1:45 as

opposed to 1:70 in year 2007 to 1:60 in year 2011 respectively, desk pupils ratio have improved from 1:5

to 1:3 as opposed to the national ratio of 1:9 to 1:5 in the years 2007 and 2009 respectively, teacher pupil

ratio have improved from 1:60 to 1:45 as opposed to the national ratio of 1:70 to 1:60 in the same years

and book pupil ratio stands at 1:6 down from 1:8 in the same period. It is also worth to note that girls

enrolment have been slightly higher than boys in the same review period.

The centre aimed at improving book ration to pupils and students to enhance learning.1:1 book ratio was

still a problem, at primary school the ratio was 1:4, and secondary school ordinary level the ratio was 1:3

and 1:10 for advanced level. For colleges the book ratio was 1:5.

For the past five years i.e., from 2008/09 to 2011/12 Kibaha Education Centre continued to undertake

several initiatives pertaining to education and training. Through pre primary facility, the Centre aimed at

improving the ability of children to read and write before they begin primary education. 100 percent of

children completed pre-primary know how to read and write. The Centre also aimed at enhancing good

attendance in schools and improving performance in District, Regional and National levels. For primary

school the drop out was rate 0.2 percent. The transition rate from primary to secondary education

increased from 94 percent in 2006 to 100 percent in 2011. The primary school performance at District

level ranged between 4-5, Regional levels ranged between 20–26 and at National level ranged between

800-849. Each year the number of schools varies and therefore percentage performance varied.

For secondary schools the drop out rate for boys was nil while for girls was 1.3 percent. For advance

level, the performance was improved and for the past five years the performance at National level was 18

out of 230, 20 out of 317, 3 out of 302, 4 out of 337 and 4 out of 337 respectively. For ordinary level the

Centre was not able to reach top ten ranking at District, Regional or National level.

In its colleges, the Centre aimed at improving the performance of students to attain a pass mark of over 80

percent. For the past five years the performance trend at Clinical Officers College was recorded at 100

percent in each year, and for Folk Development College where enrolled students were mostly primary

school levers the performance for the past five years was 72.3 percent, 90 percent, 91 percent, 88 percent

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and 91.2 percent respectively. 170 students from the Folk Development College sat for VETA Trade test

III and II while in first and second year respectively. Usually students sit for Trade Test III exam towards

the end of their studies.

The Centre also aimed at creating awareness in the use of public library to 50,000 users per year. In the

past five years library services were provided to 219,682 users where by 171,849 were male and 47,833

were female.

During the implementation of KEC Strategic Plan 2008/09 – 2011/12 provisions of education services

was faced by a number of challenges namely:

Gender imbalances at primary and secondary education level remain an issue, likewise equity

issues, since there is evidence that the least poor continue to benefit disproportionately from

KEC/LGA12

spending in education (Nationally).

Inadequate furniture such as desks chairs and table for teachers and pupils.

School committees have generally not responded well on contributions to school development

plans.

Shortage of funds to contribute on rehabilitation of primary and secondary school infrastructures:

e.g. pit latrines, reliable source of water ; building and rehabilitation of hostels

Old infrastructure at Kibaha Secondary Schools and KFDC.

Some of form one students who are selected to join KSS as talented students do not perform as

expected.

Some of students selected to join day secondary schools do not come from 5km catchment’s area.

Inadequate teaching and learning materials.

Shortage of teachers and laboratory technicians.

KEC will have to address the need for enough facilities and equipment for every school; increased

number of classrooms; improved sanitation facilities in schools; quality provision of education services in

a professional manner; balance and good ratio between professional teachers and students just to cite afew

examples

2.1.2 Health Services

Healths as one of the priority sector strive at achieving high quality livelihood. Recognizing the linkages

between health and person’s ability to earn and participate well in economic development is an important

government agenda. KEC strives to have healthy community that will contribute their own economic

enterprise. The main focus in health sector is “among others” increase access to primary health care for all

and universal access to safe water and attains life-expectancy of typical middle income personnel’s

Currently health services at KTC are provided by the government, NGOs, FBOs and private individuals.

There are seven hospitals (out of which six are government owned, one belongs to parastatals, none

belongs to private and one is faith based organization.). Additionally there are 23 Health centers out of

which, 18 are government; one belongs to a parastatal organization, two are private and one belongs to

Faith Based organizations (FBOs), one is a voluntary agency. Furthermore, in Coast Region there are 230

Dispensaries of which 191 are government owned, seven belong to parastatal organizations, 13 are private

12

In this case we mean Kibaha Town Council whereas schools within KEC inclusive

15

and 16 belong to FBOs, three belong to Voluntary Agencies. Lastly there is one specialized clinic and one

maternity home.

A health community will mean increased life span and economic scale in terms of productions may likely

be increased. Records at Tumbi Designated Regional Referral Hospital indicate that about 300,000

patients receive health services per year. The services provided are:

Outpatient Services

Outpatients get health services from General OPD, care and Treatment clinic (CTC), VCT, RCH services,

Tuberculosis & Leprosy, Diabetes clinic, eye clinic, Dental clinic and Pediatric clinic. Hospital HMIS and

records 0f 2011 indicates that there is increased number of OPD patients per gender from a total of 281,

847 (2009) to 374, 392 (2011).

Generally most of the services are managed by medical officers and Assistance Medical Officers as there

are few specialists in some of the areas like Obstetric & Gynecology, paediatrics, radiology and

surgery. There is only one orthopaedic surgeon who is a volunteer from Cuba. The hospital also lack

specialists like ENT, ophthalmology and Physicians.

The source also reveals that the leading main OPD Diagnosis includes Malaria, pneumonia, eye

infections, diarrhea diseases, cardiovascular diseases, trauma, skin infection, and ARI. Therefore more

emphasis should be put on the malaria case management and prevention.

Similarly, although the number of deaths for <1 year seems to be small as compared to those of above

>1year, but percentage wise those with one year and above are at lower risk. Admission number is high

for 5 years and above females, this is contributed to pregnancy associated factors.

Reproductive and Child Health Clinic

RCH clinic has about 20 staff which includes: Gynecologists, AMO’s, and CO’s, public health nurses,

nurse midwives and medical attendants. The clinic provides reproduction and child health services which

include Obstetrics & Gynecological clinics, PMTCT services and family planning services. The average

attendance of the clinic is about 200 clients daily.

Hospital HMIS and records of 2011 reveals that there is a slight increase in number of deliveries from

2009 to 2011. The numbers decrease as the nearby health facilities are emphasized to conduct normal

deliveries. Maternal death decrease from 2009 to 2011, but the number is high as compared to other

regions, this is mainly contributed to late reporting to the health facilities and poor referral system in the

region.

General Out Patient Department

The general OPD has a total number of 34 staff. In real manning level the number is inadequate. Services

provided under this section include, consultation services, casualty services and injection services. The

average daily attendance is about 620-750 clients per day. Tumbi Designated Regional Referral Hospital

has recorded 6, 796 causalities since 2006.

Dental Unit

The Dental unit has a total of 7 (seven) staff which include: Dental Surgeon, Assistant Dental Officer,

Dental Therapist, Medical Attendant. The average daily attendance is about 20 - 25 clients per day.

16

Ophthalmology Clinic

Eye unit provides treatment to various eye diseases. It also provides eye glasses. There 4 staff working

in the unit: AMO Ophthalmologist, Ophthalmic Nursing Officer, Optometrist and one Medical Attendant.

The average daily attendance is about 20 - 25 clients per day.

Diabetic Clinic

This clinic provides medical services to Diabetic patients. There is 4 staff: an AMO is responsible for the

clinic. He is assisted by two registered nurses and one medical attendant. The clinic operates once a

week, on Tuesdays. It serves about 30 patients per day.

Tuberculosis & Leprosy Clinic

This unit provides consultation, diagnostic, therapeutic and counseling services to patients suffering from

Tuberculosis and Leprosy.

There is three staff working in the clinic: the District Tuberculosis and Leprosy Coordinator, one

registered nurse and a medical attendant. The clinic operates daily and serves about 10 – 15 patients per

day.

Care & Treatment Centre

Care and Treatment Centre (CTC) services, is a specialized clinic operating at our hospital. This clinic

provides VCT, nutritional and adherence counseling services. Investigations and treatment i.e. provision

of anti-retroviral therapy (ART) to HIV&AIDS clients and treatment of STIs. There are 10 prescribers

and 12 ART nurses working in the CTC & PMTCT clinics.

The clinic attends around 70 – 80 clients per day. About 4,755 patients have been registered in Care and

Treatment Clinic and 2,791 (59 percent) are on ARVs.

Inpatient Services (IPD)

IPD consists of the following wards: Medical (female and male), Surgical (female and male), Obstetrics,

and Gynecological and Pediatric wards.

Each ward is headed by a head of department, who is usually a specialist or medical doctor. He works

with a nursing officer in-charge of the respective ward. The capacity of the Hospital is 253 beds compared

to 213 beds which were in 2006.

Supportive Services Departments

The supportive services departments include Pharmacy, Laboratory, Radiology, Major Operating Theatre,

Mortuary, Blood Bank, Kitchen, Laundry and Infusion Unit.

Pharmacy Unit

This unit consists of dispensing rooms and main store. The unit is manned by a Pharmacist, two

Pharmaceutical Technicians, four Pharmaceutical Assistants, two Pharmaceutical Auxiliaries and three

Pharmaceutical Attendants. It attends an average of 450 – 550 patients per day.

Laboratory Unit

17

Laboratory is well equipped with modern machines and instruments, but there a problem with power

supply and reagents. The hospital also lack a laboratory scientist specialized in microbiology. Currently,

the unit provides laboratory diagnostic service. It also provides blood bank services. It is manned by a

Laboratory Technologist, two Laboratory Technicians, two Laboratory Assistants and six Laboratory

Attendants. It attends an average of 102 patients per day.

Mortuary Unit

Mortuary unit has a capacity of conserving 32 dead bodies, however the average bodies per day is 12

bodies. It consists of four mortuary attendants. Currently is faced with problem of trays which needs

replacement as they are not in good state.

NHIF clinic

NHIF clinic is a special clinic for National Health Insurance patients. The daily attendance range between

60 – 80 patients; It is also provides services to NSSF, TANESCO and DAWASCO clients. There are

three Doctors and 3 nurse attendants.

Infusion Unit

Produces about 240 liters at the capacity of a half per day if there is a big autoclave, currently the unit

can produce Dextrose 5 percent 500mls, 250mls, 10 percent 250 mls, 50 percent 50mls, Ringer lactate

500 mls, dextrose saline 500mls, normal saline 0.9 percent of 500mls and 30 percent of 50 mls. Although

some achievements are recorded since its commencement (2009), yet couples of challenges are recorded

that prevent a unit to perform to its maximum level; namely: There is no bottles to fill the solution and

oftentimes patients take bottles to their home after treatment; poor team sprit from other health providers;

relationship with procurement unit is poor and thus hinders systems operational performance, NHI at the

centre do not buy infusion from the centre, late delay in payment for the raw materials.

Major Operating Theatre

The hospital major theatre caters for all major operations. It is manned by an AMO Anesthetic Officer, an

Anesthetic Nursing Officer, three Nursing Officers, seven Nurse Midwives and six Medical Attendants. It

attends an average of 5 -10 patients per day. The Hospital HMIS and records of 2011 indicate that there

has been increasing total numbers of major surgery from 24.5 percent (2009) to 50 percent (2011)

whereas total minor surgery somewhat remained at the same level of 50.5 percent. In brief at this

disarmament it can be commented that most of the Operations are for emergencies with few elective ones.

This is due to a shortage of specialists (Surgeons), equipments, infrastructure and some instruments.

During the implementation of SP of 2008/9 – 2011/12 there are notable achievements at KEC such as

up-grading and expansion of Tumbi Hospital to a level of Regional Referral which is managed under the

supervision of KEC13

.Building of Care and Treatment Center, Modern Regional Laboratory and Tumbi

Rotary Mother and Child Health Complex.

The Centre also aimed at strengthening the coordination and management of HIV&AIDS interventions.

About 3,956 clients were counseled and tested for HIV.1, 199 numbers of HIV &AIDS patients received

home based care, and 2,980 patients were enrolled in CTC.

13

Letter reference number CFA.212/198/0133 of 11th

April 2011.

18

In the past five years maternal mortality rate in Pwani region has been recorded at 73/100,000 deliveries.

Under-five mortality rate was also recorded at 115/100,000. As compared to last year (2011), the number

of maternal deaths at Tumbi referral regional Hospital has increased. Reports indicate that for the last 10

months of 2012 the number of deaths reported is 22. MoHSW reports indicate that everyday at least 35

maternal deaths are reported in Tanzania. The situation at Tumbi warrants more attention simply that the

hospital is now designated as the Regional Referral Hospital. Although there are several factors embodied

with this situation yet strategies to revert the situation are needed.

Pay for Performance (P4P) project 2012 indicated that percentage of delivery conducted in health

facilities for Tumbi is at very low at the level of 7.5 percent. Community health discussion report revealed

that many clients do self referral reducing level of facility delivery. The most common delays which

increased MMR include: Poor referral systems, taboos and customs and Traditional Birth Attendants

(TBAs).

In terms of community awareness of anaemia among pregnant mother attending ANC at Tumbi

Designated Regional Referral Hospital, The Ministry of Health Study (2012), indicates that of 20 ANC

patients with hemoglobin below 11 g/dl are health workers, 68 percent of pregnant women attending

ANC at Kibaha Tumbi Designated Regional Referral Hospital are likely to be anaemic, and is said to be

common for women with primary education. Of the same at least 70 percent of pregnant women knew

that it is proper to book for ANC during 1st trimesters

For health workers interviewed, the similar study indicated that all health workers were aware that

anaemia is common in pregnant women, 50 percent of them knew that booking should be in the first

trimester and 30 percent said that prophylaxis should be used during the whole period of pregnancy.

The leading causes of mortality in under fives is reported to include; severe Malaria, Pneumonia,

Anaemia, Diarrheal Diseases, Clinical AIDS, Severe Protein Energy Malnutrition, Tuberculosis, Perinatal

Conditions, Acute Respiratory Infections and Meningitis. Equally in the indices related to improving

maternal health (MDG 5 Targets) in the area of under five-mortality rate far below the national average.

Under five mortality Rate for 5 year was recorded at 2007- 4.41 percent; 2008 - 5.24 percent; 2009 -2.9

percent; 2010 - 4.79 percent; and 2011- 5.38 percent.

During the implementation of KEC Strategic Plan of 2008/09 – 2011/12, this department faced a number

of challenges namely:

Inadequate sensitization on HIV/AIDS;

Lack of enough equipment in the health sector;

Poverty amongst community in which facet difficulties to access services;

Low initiatives of Community involvement and participation;

increase collaboration with stakeholders / private facilities;

Shortage of qualified and skilled personnel in the sector;

Inadequate drugs

Reduced morale of staff due to lack of incentives

Inadequate hand washing facilities, Toilets need major rehabilitation and inadequate refuse

collection and disposal of medical waste (New incinerator is required)

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Allegations of infant theft

Inadequate numbers of specialists for various specialization e.g., Surgeons, ENT, ophthalmology,

laboratory scientists and physicians,

Absenteeism of staff especially during weekends

Unavailability of drugs and medical equipment from MSD

Unreliability of X ray facility and other equipment, infrastructure and some instruments as they

are old with frequency disorders

2.1.3 HIV and AIDS

Policies and Acts related to fighting the spread of HIV and AIDS have set structures at health department

at KTC as well at KEC Tumbi Designated Regional Referral Hospital, Ward and Mitaa levels (Multi-

sectoral AIDS Committees) which are operational since year 2002. The existence of such committees

has contributed to strengthening of community response efforts in the fight against HIV and AIDS.

Within the KEC community, HIV and AIDS services are provided at KTC public/ private facilities,

NGOs and community. Such services include: PMTCT, VCT, Home based care, Anti retroviral treatment,

Orphans and Vulnerable groups Support.

According to Tanzania HIV and AIDS Indicator survey of 2007-2008 Dar-es- Salaam (which is vicinity

of Coast Region and Kibaha Town Council) HIV and AIDS prevalence rate is 9.3 percent.

Having seen this challenge, KEC has developed a number of strategies aiming at reducing Prevalence

rates and HIV and AIDS effects to the community. These strategies range from increasing quantity and

quality VCTs and CTCs, capacity building to Multi-sectoral AIDS Committees and Home Based Care

providers (HBDP) and strengthening the involvement and collaboration of stakeholders consisting of

NGOs, CBOs and FBOs.

2.1.4 Social Welfare

Literature review suggests that there exits National Policies that guides any institution when

implementing interventions related to social welfare; namely: National Aging Policy (2003), National

Policy on Disability (2007) and a number of Social welfare related legislations just to site few examples.

Promotion of equitable social development and social justice is implemented through programmes and

activities in the Kibaha Education Center budget in collaboration with Town Council and Regional

Administration level. Increasingly social problems to groups in the community such as orphans,

vulnerable children, and people with disability, poor women and dependant elderly people have been on

the increase. These social problems are very much felt at the Center as reported by health service delivery

department. For instance, in the last three years 3 new born babies were left by their mothers, 5

abandoned children were brought at Tumbi hospital for shelter. 1,814 (996 female, 818 male) of

vulnerable children are supported by our CTC for the purpose of improving nutrition.

In general KTC has a total number of 3 children homes (orphanage center), 4 Day Care Centers. In

collaboration with department of Community Development at KTC the Centre has identified 2 groups of

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vulnerable children at Picha ya Ndege Ward and 2 groups of vulnerable adults at Tumbi and Picha ya

Ndege Wards. Social Welfare Officers/Community Development Officers also attend day to day social

problems affecting individuals, families and communities. KEC Provides relevant information to KTC

and Region Administration on matters concerning social welfare cases on matters concerning neglected,

abused and harassed children.

As noted earlier, KEC and KTC, the community development departments have been witnessing a

gradual increase of social problems such as vulnerable children, people with disabilities, family conflicts,

increase number of people seeking assistance, new born babies being abandoned. This situation is

however likely caused by HIV and AIDS and its associated impacts, high rural-urban migration, early

marriage, and high stigmatization to children and people with disabilities as reported in TDHS 2010.

During the implementation of KEC Strategic Plan 2008/09-2011/2012 the social welfare section was

faced by a number of challenges namely:

Inadequate funds for implementing social welfare activities;

Inadequate working tools such as transportation facilities for managing services and economic

development projects;

Increasing number of vulnerable children coupled with resource constrains;

Lack of social welfare officers at KEC and the ward level;

Lack of privacy and confidentiality during counseling sessions for people with varied social

problems;

There is no Expert with Social welfare skills at the Centre

2.1.5 Community Development

Development is brought about increased ability of communities to access basic needs such as food, shelter

and clothes. It is therefore imperative for KEC to combine efforts of communities and other stakeholders

to bring about desired change. This will involve leadership through governance structures to assist

communities to identify their immediate and future developmental challenges, set priority and chart out

course of action by identifying and making use of local resources.

Implementation of community development activities at KEC is guided by policies such as Community

Development Policy (1996); Child Development Policy (1996); Poverty Reduction Policy (2005);

National HIV/AIDS Policy (2001), and Women and Gender Development Policy (2000). More over there

are national programmes namely HIV/AIDS programme (2001), TASAF Programmes (2006); Anti Worst

form of Child Labour Programme (2004) and Women and Child Development programme (1998).

Community development activities reach to a number of stakeholders namely: farmers, entrepreneurs and

other income generating groups, NGO’s FBOs, and vulnerable groups of adult and children which are

mainstreamed in KEC, 7 Wards surrounding the institution and 32 Mitaa.

21

There existing collaborative efforts between KTC and KEC in terms of community development

functions. As such, since 2010 various interventions have been conducted to the effect of training in

relevant skills geared towards income generation and poverty alleviation; provision of community

services and humanitarian aid. The community has benefitted in training in Entrepreneurship skills,

horticulture production, processing of milk products, road safety for motorcyclists, beehive making

,mushroom growing just to mention a few.

Despite noted success, still there are challenges that warrant attention and support

o Worn-out infrastructures and lack of modern equipments and tools for managing services and

economic development activities

o Lack of awareness of training opportunity available for staff and community surrounding KEC

o Lack of awareness/attitude to contribute cost of training

o Insufficient skills and knowledge of trainers

o Lack of workshops for practical training.

o Unreliable source of water for irrigation and other uses

o Lack of funds to cover training, practical and demonstrations.

o Action oriented research on community development are yet to be excelled

o Strategic mapping of community priorities and linkages remain a challenge

o Of past five years, there is notable less involvement of Ministry of Community Development to

support the department in terms of Technical Assistants and resources

o Sustainable social economic projects to support living of households surroundings KEC need to

be boosted

2.1.6 Livestock Production

In Tanzania Livestock sector contributes up to 34 percent of the income of farmers through sales of

livestock and livestock products. KEC annual reports (2010/11) indicate that there are significant numbers

of: dairy cattle (161); indigenous goats (49); pigs (11); rabbits (9); donkeys (7); bee hives (11) and 91,544

birds made up of layers and Broilers. Common markets for livestock and livestock products are Coast

region and Dar es Salaam City which serve a population of about 6 million. Other products are milk and

milk by products such as yoghurt.

Generally, starting 2009 to date, there is slow pace in terms of excelling livestock and poultry

management as per initial genesis of the project at the centre. For instance, a report on establishment of

dairy farm of 1970, indicates that it was projected the centre will keep at minimal of 450 – 500 cattle per

year, in comparison by end of April 2012, the center had only 182 and there is no single chick to represent

poultry project at KEC due to inadequate management in terms of both science and arts of poultry

management encountered in last five years

Overview from stakeholders and literature from some reports indicates that a quick decline of chicken

layers and broilers are reported due to technological challenges that includes “among others14

” such as

infrastructure deterioration, art and use of science to manage the project. Best practices from other part of

the world (Mauritius) and Tanzania (Moshi), for instance, suggests that whenever there is inadequate

14

Dishonest, commitment, conviction need to be part and parcel for any project success

22

poultry statistics management, financial management, monitoring and evaluation, and if there is no

recovery project plan, routine internal external and international audits of the project, it is then likely that

project success may remain in paradox and in most cases will end up failing. This situation may be

considered important if KEC wants to revamp poultry and other projects

The current existing Animal Demonstration Farm (ADF), on other scenario, is continuing going down in

terms of its looking and productivity and is poorly managed. Few animals that are kept (rats, pigs) just

present a symbolic of animal demonstration farm, but in material realistic it cannot be used as Animal

Demonstration farm for the time being, unless otherwise revamped for that purpose using national

standards.

Although, challenges on Livestock and Poultry management dominates, yet, and in practice, KEC carried

out some activities that ascertained to ensure protocol and standards related to animal and public health

during all times of livestock and poultry management era: Namely; meat inspection; disease surveillance;

monitoring of livestock movement; disease control and treatment.

Moreover improvement of livestock sector is done through extension services that cover: advice; training;

disease diagnosis and prevention; monitoring and evaluation. KEC involves other stakeholders in the

sector comprising of higher learning and research institutions and NGOs in pursuit of its goals in

improving livestock sector within the district bearing in mind its contribution to the economy of the

communities;

During the implementation of KEC Strategic Plan 2008/9 – 2011/12, this sector faced a number of

challenges namely:

Inadequate funds amid competing KEC priorities;

Old and poor animal and poultry houses;

Insufficient working tools / Equipments;

Animal demonstration farm failed to demonstrate its purpose and therefore there is low

community involvements and participation;

Inadequate number of professional specialist in livestock and poultry management

Lack of improved breeds and varieties of animals

There is continued challenge in the use of new technology referring to livestock and poultry

management (hybrid) and genetic application

Dishonest and lack of conviction, remain a big problem in any project endeavor

Marketing of the by products and diseases control for livestock and poultry remain an issue

2.1.7 Water

Provision of water services is guided by National Water Policy of 2002 and Water Resources

Management Act 2009 and its amendments. These instruments provide institutional arrangement for

provision of water and sanitation services within cities, institutions, municipalities, towns and district

councils. In KTC as well as KEC water and sewage services are delegated to DAWASCO (on behalf of

DAWASA) while KEC has a responsibility of ensuring that every resident is accessing minimum water

supply and sanitation services.

23

One of the key indicators of improved quality of life is increased access to clean, affordable and safe

water and sanitation. Findings from KTC reports showed that 59 percent of households are within 30

minutes of a source of drinking water and 59 percent of the same are within safe water sources (pipes,

bore holes, hand pumps, or protected wells), whereas there is no data of the number of households which

are within safe sanitation (flush to sewerage or septic tank, or covered pit latrine) and there is no data of

households within KTC which are said to have improved waste disposal. The KEC’s staffs who are

residing within KTC are close to the water points and therefore access is not an issue but water

availability culminates more challenge.

KEC owns its own clean water supply system, which includes three water reservoir tanks with capacity of

1,600m3 together. Four water pumps were installed to facilitate supply of clean water to users from

reservoirs. The system has the main supply pipe that have the total length 9,500m and diameter size

ranging from 50mm to 200mm. In 2008/9 – 2011/12 strategic plan implementations, 8 percent of the

water supply pipeline was rehabilitated and routine maintenance continued.

The centralized waste water treatment plants receive and treat all waste water produced by the Institution.

The plant has two sets of oxidation ponds and discharging lines. During the implementation of the

strategic plan 2008/2009 – 2011/2012, 40 percent of oxidation ponds and discharging lines were

improved.

Kibaha Education Center is faced with inadequate water supplies for domestic use and therefore much

demand of clean water. In the last three years, for instance, 600m3 volume of water was used per day for

KEC and satisfactory proved adequate in terms of domestic use. However, commencing this year (2012)

more than 800m3 volume of water is needed per day for routine normal use as the number of population

has increased to about 4,500 from 4,000.

Statistics from routine water pump monitoring (23,896m3 of May 2012), indicates that although volume

of water for use needed per day has increased because of increased number of clients within KEC, yet

DAWASCO is sorely named source of water supply at the Centre for last 40 years. As results of this

continued dependency, terms and condition such as payment of water bills to DAWASCO has also

increased to a level ranging from 21 to 26 millions per month. Unfortunately, when it comes the centre

has no money to pay at the time planned for DAWASCO; a rude cut of water supplies is immediately

effected. Such act to a service institution like KEC (Health, Education and other supporting services), has

continued frustrating management in terms of taking care of the service delivery as per the established

mandate.

Stakeholders within KTC and other prominent partners had of the opinion to look for another source of

water to address the above challenge

Concerning sanitation, in comparison, the National figures indicate that 85 percent of household in the

country have a pit latrine. School sanitation remain an issue, for instance, national studies indicates that

58 pupils per one latrine against the target of 20 for girls and 25 for boys respectively. As we are missing

reliable data, yet we can certainly say that this situation is likely to extend to KTC and KEC alike, if

substantial measures are not considered to support the emerging need.

24

There are a number of challenges that were expressed by stakeholders regarding water and sanitation at

KTC as well as KEC; namely: inequity in access of water is skewed against the poor, the poor spending a

large share on water (77 percent of residents in DSM pay private providers). The challenge of poor

distribution of water in villages around KEC was also noted. Effort to look for another sources of water at

KEC has been jeopardized, Noted high and hectic bills from DAWASCO, Lack of functional institutional

arrangements such as existence of Water and sanitation committees has been reported to be an issue.

These gaps will be addressed during the implementation of this strategic plan and in particular the focus

will be in: Finding and researching reliable source of water to re-supply the centre, Construction of more

boreholes/wells and rehabilitation of a number of boreholes which are out of use; Preventing the illegal

drilling of private boreholes with the cooperation with Regional Gotland cooperation of Sweden and

other institutions which are technical competent in all matter related to water management; More

investment on sanitation facilities as well as water facilities; Conducting more seminars and training in

order to develop / improve capacity of Water Committees so as to increase the efficiency and

effectiveness in operation and management of Water activities.

2.1.8 Works

The KEC Estate section in collaboration with district, regional and other stakeholders facilities design and

contract management of buildings and roads under jurisdiction of the Center; The Centre has roads

network extending as far as 23 kms and categorized as follows; 9kms paved/tarmac roads, 8kms gravel

roads and 6km earth roads. 30 percent of paved roads is considered to be in good condition, 80 percent of

gravel roads are considered to be in fair to poor condition.

KEC roads are connected to district and highway that links the City of Dar es salaam and Morogoro

Municipality. On the other side there is planned settlement of Kibaha Town Council which well links

with KEC roads as indicated in Land use plan of 2006 to 2026.

In the implementation of Strategic Plan of 2008/09– 2011/12, KEC in collaboration with KTC and

Region Administration undertook regular maintenance of District and feeder roads by tarmac or gravel

level from its own source. It is anticipated that KEC will keep on upgrading its roads per year depending

on income from its own sources.

Challenges earmarked during the implementation of the previous strategic plan includes: Some of the

roads getting damaged early because of rainfall and long overdue of repair. Most of the affected roads are

those constructed in gravel and earth level.

In general terms, during the implementation of KEC Strategic Plan of 2008/2009-2011/2012, this area

faced a number of challenges namely:

Non disbursement of funds from central government has affected implementation of roads and

buildings projects;

Center’s inadequate capacity to raise funds from its own source has implications in the way roads

project are maintained;

25

Competing priorities at KEC has left some road projects uncompleted in a particular financial

year and subsequent years.

KEC will strive to improve roads and building conditions by providing awareness on: environmental

conservation, gender equitable infrastructure development as per need.

2.1.9 Land Use

As reported before, KEC has land with a total of 1,477.17 ha of which 119 ha is Kibamba farms, 1,358 ha

is Tumbi area and 0.6 ha NANE NANE areas in Morogoro. This property has land permit identified as

Tumbi Title No. 7,918, Kibamba Title No. 54,379 and Nane Nane Morogoro Plot No.22D. Developed

area out of a total 1,477.17 ha is 279.63 ha.

KEC owns 248 staff houses, 66 institution buildings, 8 new buildings, and 68 poultry/dairy sheds. Out of

these 40 percent of residential houses, 31percent of institutional buildings and 70 percent of poultry sheds

were rehabilitated for the past five years.

For the past five years, KEC managed to conserve the natural forest and planted new trees. KEC has

planted 4,039 trees in the following categories: 1,937 timber trees, 631 fruit trees, and 1,413 wood trees

and Tshs.41,000,000 were used to purchase and maintaining. Forest/tree cover has been increased

through forestation. On Human settlements, KEC has developed gardens, parks, green belts which are

pollution tolerant. The Centre has also planted trees, plants and grass for ornamental, shade, medicinal

and fruit purposes. These can be found along the roads, on school compounds, hospital compounds, and

within offices and other buildings.

The Centre has aimed at minimizing the use of wood fuel consumption for the development of alternative

energy sources and wood fuel energy efficiency. To facilitate this intervention the Centre has installed

cooking gas system at one of the schools, and installed economy wood stoves in each institution’s

kitchen.

On Agriculture and livestock improvement the centre embarked on improved land use husbandry through

soil erosion control and soil fertility improvement by using the available manure from chicken and cows

reared at the centre. In addition the Centre has directed its efforts on improvement and conservation of

grazing land and promoting planting of fodder crops.

The management, Board of Directors, PMO-RALG, Ministry of Lands, KTC and other stakeholders has

together managed to prepare a land plan strategy that will facilitate economic investments using land as

one driver of growth. This will include implement action of KILIMO KWANZA initiative to a selected

part of land within KEC for irrigation agriculture productions.

The aforementioned direction marks one of the significant achievements, though there are many others in

the record such as expansion services for education and health services (middle level professionals) using

the space available and to some part investing and inviting religious groups and research centre to use the

resources for social cultural and economic development

26

Despite the considerable achievements noted on the land development, yet there are number of challenges

remains in fulfilling its mandated functions namely:

Lack of own resources to implement huge and modern investments, working tools (tractors,

heavy duty machine) and transportation facilities.

Shortage of staff supporting land planning.

Lack of updated data on the use of effective available land plan.

Lack of training on land use and land investment.

Increasing number of informal settlements.

Rapid urban population growth which may result into unlawful land occupancy.

Existence of informal sectors using the land that jeopardize the technological use of land strategy.

Lack of proper compensations

.

KEC in collaboration with other stakeholders will continue addressing these challenges in this area and

abide to Land use Plan of 2006 to 2026.

2.1.10 Trade and Industry

Kibaha Education Centre, being part of Dar es salaam City vicinity cherishes productive sectors

comprising of manufacturing industries, trade and transportation. As we are writing this Strategic Plan,

efforts to engage the Centre in economic productivity will be aligned after the approval of the proposed

structure. Within, this part, the centre strategize to have all functions related to investment and

development, poultry production, dairy farm production, crops production and small industries to be

under one directorate of Planning and Economic Development. Among the main purpose of this

directorate is to develop and commercialize all KEC projects in order to increase internal revenue.

The Centre being near to Dar-es-salaam city (40km) and the main Morogoro road to Central, Southern

and Northern Tanzania is very potential for investment. The Centre will concentrate in agro-processing

industries and small scale industries. The Centre will provide a room for Public – Private Partnership in

order to utilize fully the available resources (land and infrastructures).

Challenges:

Funds for establishing this important directorate pose a major threat on its implementation

Inadequate marketing strategies,

Lack of resources including office space,

Limited knowledge on investment and property management

Lack of capital for buying of machinery and equipment for small industries

2.1.11 Finance

The fiscal and financial positions of the Kibaha Education Centre have been somewhat improving in

recent years. In the 2010/2011 total revenue from own source amounted to Tshs 778,110,355 which is 90

27

percent of the set target for that FY and grants and transfers from the central government amounted to

Tshs 9,354,434,744 which was 85 percent of the respective budget. In comparison, the trend in the last

five years on OC government subvention indicates a deficit of 20 percent from the target. Government

subvention for development projects indicates a fluctuation pattern in terms of release whereas grants

from other organization remained in plateau for the last five years. For the year 2011/12 OC subvention

received is 48 percent, with the deficit of Tshs 1,182,219,400.

As noted from literature that although revenue collection has become more vigorous and record-keeping

and accountability has been enhanced yet other internal income resources has not been for sometimes

recorded well. Discussion with some stakeholders prevails that there are likely some leakages due to

increased use of manual system of financial transaction in all departments.

KEC has aimed at ensuring that, the Centers’ Plans and Budgets are executed as planned. The centre also

aimed at complying with Financial and Public Procurement Acts and Regulations. Also the Centers’

sources of income were enhanced. For the past five years KEC plans and budget were prepared according

to the guidelines provided by Ministry of Finance, PMO-RALG and KEC priorities. Revenue and

expenditure reports were produced for each quarter; financial statements were timely prepared and

audited. The Centre obtained a Clean Audit Certificate for the past 5 years consecutively.

Major sources of financing for the past five years have been the Government providing all funds for

personal emoluments. The amount disbursed ranged from Tshs 3,769,638,636/= in 2006/2007 to Tshs

7,222,527,444/= in 2010/2011. The amount disbursed for development ranged from Tshs 200,000,000 /=

in 2006/2007 to Tshs 1,331,981,000 in 2011. The funds released for Other Charges ranged from Tshs

1,895,479,000, in 2006/2007 to Tshs 2,111,876,300/= in 2010/2011. The centre received grants from the

Government and other Organizations amounting to Tshs 3,099,316,920 in the five past years. Income

from internal sources has dropped from Tshs 1,722,883,377/= in 2006/2007 to Tshs 1,392,470,892/= in

2010/2011.

KEC has improving its compliance to the Public Procurement Procedure. An audit conducted by PPRA

for the year 2010/11 on procurements, the Centre scored a compliance level of 91 percent.

Despite all the above, the following remain as a major challenges;

While revenue flows have improved and greater fiscal balance has been achieved a significant

increase of revenue is needed to meet the challenges of the day to day activities emanating from

28

increased quality of service coverage in relation to lateral expansion of town council and the

districts and community surrounding KEC.

Need of improving information system (database) and updating valuation rolls, optimizing the

potential of property tax and simplifying developing vigilant collection strategies and enhanced

enforcement capacity.

Staff capacity building on new IFMS technologies is inevitable.

The Centre is at the risk of not reaching its ambitions in the future because of inadequate resorces

i.e. Current financial standing are not sound enough to meet all maturing financial obligations.

Strategies to raise adequate revenue to meet operating expenses oftentimes are affected by

inflation, changing technology and innovations.

Expanding the sources of revenue i.e at present 80 percent of the revenue is from the Government

and 20 percent from other sources. While maintaining the government source which normally

grows very gradually, more emphasis should be on expanding other sources, especially own

source.

2.1.12 Administration

Kibaha like other government institutions has continued to undertake several initiatives pertaining to

finance management, human resource deployment; good governance and accountability under national

framework on good governance and other relevant policies.

The oversight functions of the Centre were carried out as required and all statutory meetings at the Centre

and departments were conducted. Managers, heads of sections and subordinates staff have of recently

being strategically enforced to work as a team in the efforts to improve good governance and

accountability at different level of institutional operations. Working facilities for KEC have been

gradually improved during this period. These included office space, computers and other pieces of

equipment that had been provided commensurate with the availability of resources.

For the past 5 years the centre has coordinated and provided expertise and services on human resources

management and good governance. KEC recruited 225 qualified staff for different cadres. 150 employee

attended long courses and 300 employees attended short course/seminars/workshops. The performance

appraisal exercises were carried out annually and 225 employees were promoted. Matters of workers

discipline were adhered to and only 4 employees were terminated from work.

Personal Emolument budgets continued to be prepared annually and employees were paid their salaries

accordingly. Employee’s welfare issues were improved and a total of 800 employees were able to get

loans from different banks. A total of 200 employees got loans from KEC Revolving Fund.

29

In collaboration with PCCB, KEC disseminated fliers in view of combating corruption and promoting

integrity to workers. KEC issued various notices for its services and their costs so as to be transparent to

its customers/clients especially at Tumbi Designated Regional Referral Hospital.

KEC conducted sports and culture activities through workers and students. National UMISSETA and

UMITASHUMTA games were conducted at KEC grounds. KEC had tools and equipments from a

German Government and those equipments were used to promote athletics. KEC staffs were doing well in

sports up to Regional, National and International levels.

Adhering to equal opportunity policy, the Centre has a total 919 staff, of those 461 are male and 458 are

female staff employed at different times. There is five disabled staff of those 4 are male and 1 female.

Labour participation by education and gender were as follows; 358 completed primary education of

whom 142 were female and 216 were male. 561 completed secondary education and above of whom 316

were female and 245 male. Human Resources documents were reviewed including Training Policy, Staff

Rules and Regulations, Organization Structure and Scheme of Service. Introduction of Human Resources

Management Information System was adopted. There was follow up of KEC cases to different courts.

ICT facilities and training were improved. In Public Relation matters, different activities were done

including publication of audited annual report and calendar.

Nevertheless a number of challenges related to availability of capable and enough HR, working

equipment still persist.

.

As results of the above; a number of key challenges need to be addresses in this plan namely:

In adequate Revenues to meet Kibaha Education Centre set targets

Using new technologies (ICT), in attending e-government and other business by institutionalize it in

all departments

In adequate working tools to cater for quality service delivery

HIV and AIDS leads to un stable and weak man power

Inadequate knowledge in financial management tools and financial reporting (IPSAS, IFRS)

Conflict management and resolution at both departments and section within and sometimes outside

the Centre. Enhance capacity building to make staff more informed on their professional

30

Change management updates to staff, e.g. more improved implementation of policy of public private

partnership in order to enhance synergies and productivity- increase partnership with various

stakeholders

Continued advocacy in enhancing the need for applying the concept of fit in implementing KEC

priorities as approved by Board of Directors. Application to implement KEC vision in all areas so as

to reduce double standard which currently prevails (payment structure of government OC subvention,

capacity building plan, leave plan and managing contracts just to cite few examples)

2.1.13 Economic activities

Kibaha Education Centre being within the Kibaha town Council in Coast Region has to play a major role

in Coast Regional poverty reduction. About 75 percent of Coast Regional economy comes from

agricultural Sector. The Sector is managed by peasant farmers and as a result yield by acre is relatively

low. The crops include paddy, maize cassava, pulses and legumes. Those crops are used for both food and

source of income, but the leading cash crops are coconuts, cashew nuts, pineapples, mangos and tropical

fruits. Apart from agriculture, livestock also contribute significantly to the Regional Economy. The

common livestock are local traditional Zebu breed cattle, goats and sheep and poultry. However improved

dairy cattle are also source of income especially in Kibaha Town council (KEC inclusive) and Kibaha

district. Besides livestock, forestry products are also prominent sources of Regional Economy and the

main potential products include timber, honey and wax.

Kibaha Education Centre aimed at improving production of DOC layers and DOC broilers. In the last

five years 2,202,256 DOC layers and broilers were produced. The centre also aimed at improving local

breeds of livestock for farmers surrounding the Centre and beyond. 3,800 improved breeds of cocks were

supplied to Farmers of Mtwara, Lindi, Singida and Pwani regions. Five improved breed of dairy cattle

were supplied to 5 villages and 27 calves were born. 7 improved breeds of rabbit were sold. The Centre

aimed at improving milk production from 6.5lt/cow/day – 10lt/cow/day, and introduced processing of

milk.

Despite the fact that remarkable achievements on economic developments were recorded in last five

years, e.g. In 2008, poultry production alone generated a total turnover of Tshs 1,400,000,000 to cover for

all project operations, yet to day (April 2012), its production has ceased with reasons already described in

a section of livestock production above. Also this project brought a multiplier effect to the community

such as employment.

Envisioning new economic development and strategies to culminate current national and global need is a

continuous going agenda at KEC in collaboration with other stakeholders. The Tanzania Long Term

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Perspective Plan 2011/12 – 2025/26 emphasize that Tanzania’s cherished goal of becoming a prosperous

Nation, is through eradicating poverty, ignorance and disease in the drive to becoming a Middle-Income

Country (MIC). KEC vision, links well with this ambition.

2.1.14 Partnership and Linkages

For the five years Kibaha Education Centre (KEC) had collaborated with different stakeholders, these

include Local, National and International Stakeholders. Kibaha Education Centre being an Institution

under the Prime Ministers Office received different supports in terms of Government subvention and

capacity buildings. In capacity building 20 staffs had benefited in short courses on good governance,

Consultancy, Strategic plan, Management for change and D by D.

As it has been emphasized in a national document “The Tanzania Five Year Development Plan 2011/12 –

2015/16, through the Government adoption of Private-Public Partnership15

mode of development, the

Centre has different linkages to other stakeholders and had benefited from them as follows:

Tanzania/Japan Food Aid Counterpart Fund

Japanese Food Counterpart Fund jointly with Kibaha Education Centre contributed fund for the

Construction of three laboratories in Tumbi Secondary School. The fund helped the Centre to construct

three modern school laboratories Physics, Biology and Chemistry. The contribution from Tanzania/Japan

Fund was Tshs. 76,541,400.

ABOTT Fund

The centre benefited from the ABOTT Fund by constructing modern Hospital Laboratory, the Cost

involved in the Construction was Tshs 900,000,000.

Korean Foundation for International Health Care (KOFIH)

Kibaha Education Centre through KOFIH has made renovation of two wards and constructed a modern

theater for mother and Child health complex. These wards were constructed using the fund from Korean

Foundation for International Health Care (KOFIH) and Rotarian Tanzania. The cost for the Construction

was Tshs 1,000,000,000.

15

Provide important instruments for attracting investments and have been identified as a viable means to effective

address constraints of financing, managing and maintaining public good and services

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Rotarian Tanzania

Rotarian Tanzania besides helping KEC in renovation and Construction of Mother and Child Complex

played also a major role in tree planting and 2,000 trees were planted and Tshs.10,000,000 were provided.

Partnership between Regional Gotland Sweden, Kibaha Town council and Kibaha Education Centre

The partnership cooperation is on socio-economic aspects these include, clean water system, waste solid

material, cultural exchange. In the period of five years the Cooperation had enabled the Centre to

rehabilitate the clean water system by installing 6 new pumps and made replacements of old and worn

out asbestos pipes to pvc plastic and make the automation system. The moderation of water system is

estimated to Cost Tshs 690,000,000. Five Technicians and four Steering Committee members had visited

Gotland and the Committee from Gotland also visited KEC on several occasions. These exchange

programmes has assisted in cementing the cooperation between the two countries.

Partnership between Fellingsbro, Kvinnersta schools in Sweden and KFDC and KSS

The partnership between the schools in Sweden and our schools is based on education materials, cultural

exchange, and practical experiences in academic matters. In the past five years, 17 students and 9 teachers

visited Swedish schools at different times. Centre also received 40 copies of science textbooks and five

computers. The partnership has also contributed to the Buloma orphanage obtaining two dairy cows.

Grants from American People

The grants enabled the Centre to construct a 17 roomed modern Care and Treatment Centre worth

275,000 USD for people living with HIV &AIDS (CTC) .The centre has been assisted in providing

quality services to community members.

International Centre for AIDS Care and treatment Program (ICAP)

Supports financially and technically, care and treatment of PLWHA through CTC and PMTCT

Following the above situation, it therefore stated that a sustainable partnership in terms of (i) Capacity

building for development framework (poverty reduction), education and training (ii) Economic

productivity development and infrastructure (results based project management and accountability); (iii)

Reproductive health services, nutrition, gender equity and budget mainstreaming; (iv) Supply chain

management, performance expenditure reviews, (v) models for translating international and national

development frameworks; (vi) Community development with sustainable implementation frameworks

(consortium) and (vii) Governance need to be re-activated and managed (viii) Gender mainstreaming and

33

climate change for social-economic services initiatives. This will remain a thrust of KEC Management

and Board of Directors and a call for partnership from all stakeholders.

Besides the above common situation analysis, KEC made a detailed analysis of the relationship with

some of the key Stakeholders as shown below, in terms of what the Center need from stakeholder and

their respective expectations

2.2 Stakeholders Analysis

STAKEHOLDERS NEEDS

EXPECTATIONS

1. Students

Good learning environment

Quality education

Accessibility to sports, games and other

social activities.

Qualified and competent teachers

Quality and adequate learning materials

Good guidance and counseling

Fairness in judgment

To pass exams

Timely issuing of certificates

Accessible to higher learning

Recognition of special talents

2. Patients

Treatment

Available drugs and supplies

Affordable treatment charge

Quality health care

Reassurance of getting well

Good hospital physical

Environment

Timely and appropriate

treatment

Satisfied and cured

Good hospital care

Good hospital physical

environment

3. Farmers/Individuals

/Entrepreneurs

Good customer services

Reliable supply of good quality and

quantity products and by- products

Good extension services

Timely reliable of good

quality milk

Good and timely extension

services.

4. Parents

Good performance of their

Children

Affordable payment of school

requirements of children

Good health

Good upbringing of children

High academic performance

and good upbringing of

children

Self reliant

Accountability of resources

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5.Villagers/Community

Transparency

Good relationship

Assistance

Health education

Advises

Community development

Timely assistance

Appropriate advice

6. Institutions

Research stations

Financial Institutions

Training institutions

Co-operation

Assistance

Data/Information

Practical/research

Work in consortium

Timely access to services

data and information

Continued partnership

Timely accessible to

accurate data and

information.

7. Others

Government Ministries

Parliament

Politicians

Development Partners

Political Parties

Board members

High quality services

Financial accountability & assets

Efficiency

Integrity

Courtesy

Good information and reports

Adhering to policy

Increase Public-private-partnership (PPP)

Increased revenue collection from

different sources at KEC

Timely submission of good

reports.

Proper information.

High quality services.

Timely financial

accountability.

Effectiveness KEC operation

Proper assets management

and accountability

8.Employees

Good remuneration

Carrier development, foreign exposure

and updates on ICT

Promotion, motivation and rewards

Good package of terminal benefits

Prompt welfare services

Good working environment

Recognition and dignity

Workers participation and internal

department participation

Security of employment

Reforms for projects progress

Transparency on revenues collected

Timely payment of

remuneration

Training and good carrier

development

Timely promotion

Good motivation

Timely good terminal

benefits

Incentives

Improved performance on all

areas (HR, Projects, Services

etc0

9.

Investors/Traders/Business

partners

Good investment conditions

Reliable information

Transparency

Timely payment of services

rendered

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2.3 Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis for Kibaha Education

Centre

The SWOT analysis is an examination of the organization’s strengths and weaknesses (i.e. an evaluation

of its resources) in relation to possible opportunities and threats (i.e. an assessment of the environment).

In summary the SWOT analysis is the evaluation of how well the resources of the organization match the

needs of the environment in which the organization operates. Different approaches were used to

understand the situation of the current implementation of previous strategic plan under review. At Kibaha

Education Centre three internal management staff meetings and two workshops and one stakeholders

meeting was carried out as an initial step to the documentation of the strengths, weakness, current

opportunities and prevailing threats as discussed below:

2.3.1 Strengths

While the oversight functions are being provided by the leadership of Board of Directors and Prime

Minister’s Office Regional Administration and Local Government at large, the Management Committee

has managed to attract capable and qualified staff in almost all of its sections. Equally the Centre has

created workable structures and processes for service delivery as required by Sectors policies and

Strategies and translated into staff KEC working regulations. To a larger extent working tools have been

made available commensurate with available funding and competing priorities. Geographically, KEC is

within the vicinity of the Dar es Salaam City and therefore attracts various national and local services

interventions planned for peri urban models. The following are some strength which capacitate the Centre

to achieve its goal:-

(a) Effective Public Service delivery and Entrepreneurships skills

The Centre has a good infrastructure versed for quality of service access to health, education and

community development. This endeavour has been a long term genesis of the centre embrace policy

efforts to fight against enemies of development; namely; Ignorant, Poverty and Diseases. Likely,

entrepreneurship skills on other programmatic interventions infers to the facilitation on technical know

how practices trained to both individual and household level beneficiaries in order to empower them after

leaving primary schools level. The aim is to build on capabilities for self generating of income, which is

part of poverty reduction processes

In terms of technological advances such as the use of Management Information Systems (MIS) and

Information Technology (IT) within KEC departments is essential. IT section has an office and capable

human resources to carry out possible improvements in order to solve future connectivity issues.

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(b)Trained and skilled personnel

The existing new institutional setups and organisation structures of the Centre can be classified as wide

and shallow that accommodates high level cadres and principals. Below the Executive Director office,

there are 5 supporting units, 6 directorates and 25 Departments.

Each directorate operates under the Director/ Managers who are well trained and have skills according to

their positions. Also under the Directorate of Administration and Human Resource each year prepare

training schedule after had conducted a training needs so that each Directorate/Department arrange for

number of staff who will go for the training and the budget for the courses they are going to attend.

These initiatives facilitate KEC to perform well in the attainments of their institutional objectives

especially for the provision of services to the community.

In general terms, staff plays a big role in delivering all services as per mandate and function excel good

partnership with all stakeholders as defined in the PMO-RALG service charter. Perceptions from staff are

determined by using workers Council meetings, departments meetings and management discussion which

is scheduled every quarter. In addition, community perceives that there is good customer care by staff in

hospital wards and schools and they receive quality services at all reception areas. There is a noted

tendency of taking care of clients with regard to status of age and vulnerability which is credible

endeavour in implementing gender policies.

2.3.2 Weaknesses

Kibaha Education Centre embraces itself in fulfilling its mandated functions; internal processes have

witnessed a number of weaknesses. Despite the fact that KEC has managed to attract qualified personnel,

lack of skills and knowledge in certain specialized areas16

have been noted. Lack of appropriate

conducive environment has brought about low morale to some staff, lack of commitment, integrity

creativeness and innovations in undertaking the Centre’s affairs remain a remarkable weakness especially

in the area of using ICT in monitoring and delivery of social services. In some cases either lack or

inadequate of working tools / equipment, facilities and structures for undertaking service delivery

effectively and efficiently with limited /insufficient funds for operations and maintenance of existing

service delivery facilities is obvious and conspicuous .

Another contentious area is the availability of reliable data on service delivery that has witnessed

shortfalls in quantity and quality service delivery. In additional, other issues requiring attention are

16

Health department, Community Development Department, Education Department and Central Administration

Department: Manning levels gaps have been documented

37

continuous erratic water supplies at the Center, coupled with continuous increased monthly bills.

Unfenced boundaries enforcing intruders to invade/trespass and commit crimes in KEC property;

Community surrounding KEC and staff perceives the following weaknesses that warrant immediate

attention;

Need to have a constant supplies of drugs at the hospital and not otherwise

During weekends the number of Doctors and Nurses should remain as weekdays, and oftentimes

practitioners have to be at the working place.

Need to improve nutrition rehabilitation services

Improve and manage the X-ray services

Shortage of Teachers remains a challenge. Teaching should be an agenda of the day and not

providing writing notes

Inadequate of both science and Arts books

There is a need to build a hostel for girls with the aim of minimizing drop outs rates due to

pregnancy and increase academic proficiency for girls in boarding school.

Support KFDC students to obtain tools and equipments for use after their courses.

Need to improve community statistics that KEC supports for easily measuring achievements or

otherwise

Develop and agree on clear performance indicators that will be used to measure and manage the

prevailing “motto” of KEC, i.e. implementing interventions aligned in the concept of fit in

integration manner (Kufanya kazi kwa Kushabihiana na kushabikiana)

Improve dairy farm and initiative to revamp the poultry project to quick restore the visibility of

KEC as it used to be in 2007/2008s

Bush clearing at KEC forest areas in the bid of enhancing health and safety of community inside

KEC and surrounding areas.

Revamp the animal demonstration farm

KEC Management should adhere to procurement and supplies rules and regulations, although over

pricing and over-invoicing remain a national challenge.

There should be governance and transparency processes in deploying staff to avoid the current

existing in-breeding of staff

Improve and managing value for money in implementing all projects accounted at KEC. Increased

monitoring and evaluating project performance and reporting.

Centre need to support community health promotion to overcome some cultural beliefs that brings

about increased mortalities and morbidities for several common diseases experienced by clients

receiving services at Tumbi Referral Hospital

2.3.3 Opportunities

Kibaha Education Centre can use various opportunities available to improve service delivery. The

existence of commitment by the leadership and enabling environment in improving socio-economic

service delivery through various structural and social economic reforms of parent ministry and sectors

presents opportunities in line with availability of Government policies, laws and regulations. The

presence of stakeholders supporting development initiatives as well as willingness of the communities to

engage in development projects provides enabling environment to fulfill Kibaha Education Centre Vision

38

and its Mission. Additionally presence of opportunities brought about by availability of capacity building

initiatives sponsored by various stakeholders (KOFIH, JICA, Gotland Sweden) and by the central

government (PMO-RALG) to improve knowledge of Centre staff (HR, IFMS, M&E, Good Governance,

Consultancy, Strategic Plan), and population at large through training colleges/institutions/

seminars/workshops provides a stepping stone for the Centre as it undertakes its mandated functions.

Equally it is important to take on the availability of new technologies especially ICT for improved

working conditions. Proximity to commercial centre and highway including growth of Kibaha Town

Council remain a good opportunity for KEC to develop and become visible in terms of provision of socio-

economic services.

2.3.4 Threats

The threats faced by Kibaha Education Centre have many facets. The effects of globalization and

urbanization has impacts in individuals and the Kibaha Town Council (in this case KEC) at larger. Of

recent effects such as labour turnover, fuel inflation, environmental degradation, pollution, global

warming and changing condition of the weather have been noted to affect the Centre’s service delivery

efforts, processes, infrastructure and budget.

Equally high population growth, immigration, social and demographic changes have brought about

problems in the society namely extreme poverty, drug abuse, divorce, early pregnancies and marriages,

HIV and increasing of the magnitude of MVC/OVC just to mention a few. As Kibaha Education Centre

strives to increase its own sources of revenues, hindrance have been observed in tax evasion, low pay of

all sources of revenue as compared to realities, competitors, change of technology to mention a few.

On the side of improving participation of the community in development initiatives, conflicting interests

between community and other stakeholders in the development process have been observed. In some

cases inadequate accountability of community members, delay of funds and when received, it is

inadequate to implement what has planned and support from Ministries have effected work plans and

budgets hence delays in improving living conditions of the society at larger.

2.4 Summary of Critical Issues

Having distilled main areas of concern as highlighted above, the following critical issues have been

identified as requiring immediate attention during the implementation of this Strategic Plan

Unawareness of the concept of fit in integration approach: Most Stakeholders are not aware on the

genesis functions of Kibaha Education Centre.

Most of infrastructures are old and worn out

Remained un-economical use of available ample land: Implementation of land use plan requires

technical and political support

A current halt of expansion of the Tumbi Hospital: Completion of expansion of Tumbi Designated

Regional Referral Hospital warrant a need for more resources

Increased HIV/AIDS prevalence: To meet client’s satisfaction and awareness on HIV prevention and

counseling.

Challenges on attitudes and culture regarding an endemic of HIV/AIDS: Continuing combating HIV

and AIDS, condoms use and promotion (behaviour change)

Maternal health and alarming increasing of maternal deaths: Improving delivery of reproductive and

child health services at the Tumbi Regional Referral Hospital

39

Manual implementation od services delivery: Use of e-government (ICT) to facilitate the Centre’s

development in order to improve e-government and e-leaning

Inadequate funding: Increasing financial performance and increasing Revenue from own sources by

creating enabling conditions. This will entail improving sources of revenue as well as accountability

at all levels.

Inadequate visual materials for teaching: Improving education facilities, teaching and learning

environment for primary, secondary and other learning institutions under its jurisdiction. Maintain

pass rate at highest level

Inadequate health system strengthening at TDRRH: Improving quality and quantity of health care and

treatment human resources, facilities and commodity logistics and supplies at Tumbi Regional

Referral Hospital.

Inadequate water supplies at the Centre and increased water pipeline leakages: Improving sources of

clean and affordable drinking water by ensuring functioning structures and processes are put in place.

Rough roads with many potholes: Improving road conditions of KEC by regular maintenance of

existing roads while improving rural roads.

Continuous fire and cutting of trees within KEC land: Ensure environmental conservation is achieved

and natural resources are utilised for improved living conditions of population and revenues for the

Centre.

Poor or lack of farms at KEC: Expansion of the Centre’s activities in line with growing demand for

land for agriculture and human settlement. KILIMO KWANZA Initiative be a model of

implementation at KEC.

Inadequate relationship and partnership with surrounding community: Improving community

participation in development activities through empowerment and addressing social challenges

effecting KEC and KTC population.

Existing poor reporting of revenue collection and leakages: Improving governance and accountability

at the Centre and other levels according to Centres jurisdictions

Inadequate manning level: Under staffing in some cadres in regards to Kibaha Education Centre’s

establishment.

Inadequate funds to undertake KEC interventions

Rationing and shortage of water and electricity

Lack of understanding of government policies, circulars and orders

Inadequate ICT system

Inadequate of stakeholders’ feedback.

Lack of understanding of KEC integration

Undeveloped KEC land

Lack of reliable source of water for Agriculture and other uses.

It is expected that the above critical issues, will be achieved through undertaking the following core and

generic values

2.5 Values

The implementation of this SP will adhere to the following values to ensure the quality and useful of

services delivered by KEC.

40

2.5.1 Core Values

During the implementation of this Strategic Plan, Kibaha Education Centre is committed to adhere to the

following core values;

Poverty reduction

Good governance (democracy, equity, rule of law, transparency, accountability)

Effective and efficient delivery of quality socio - economic services

Equity in health status and health care

Equity in education status

Comprehensive quality services

Cost effectiveness (value for money) and efficiency

Client and provider satisfaction

Transparency and accountability

Ownership and partnership in health, education, community development program and

management governance

Monitoring and evaluating the performance of the health, education, community development

activities to ensure accountability and adherence to national standards and policies.

2.5.2 Generic Values

The following generic values will be observed by the staff of Kibaha Education Centre in the course of

implementing the strategic plan

Integrity

Loyalty/allegiance to the government

Respect for the law

Professionalism

Customer focus

Equity

Participatory management and methodologies

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3 CHAPTER 3: STRATEGIC DIRECTION

3.1 Vision, Mission, and Objectives

Reflecting the current situation derived from the performance assessment and SWOT analysis

commensurate with mandate and functions derived from Kibaha Education Centre Establishment Act No

17 of 1969, it was therefore necessary to revise the past institutional vision and mission statement which

called for deriving broad objectives and SMART targets. Tentative activities through the process of

developing MTEF and performance indicators were as well revised to support implementation of the

Strategic Plan

The overall long term development goal of Kibaha Education Centre is embedded on National Policies

and guideline National Development Vision 2025, The National Strategy for Growth and Reduction of

Poverty (NSGRP) MKUKUTA II, Millennium Development Goals (MDG) and Medium Term Plan,

Planning and Budget guidelines.

3.1.1 Vision Statement

Kibaha Education Centre is envisioned “to become a Centre of excellence in eradicating poverty;

ignorance and diseases”

3.1.2 Mission Statement

Kibaha Education Centre is committed ‘to provide quality socio-economic services through efficient and

effective use of resources, capacity building and good governance in integrated approach in order to

improve the living standard of people’.

3.1.3 Objectives

The Centre will strive to achieve the following objectives during this planning period:

A. Healthy improved and HIV & AIDS infection reduced,

B. Quality and quantity of social economic products, services and infrastructure improved,

C. Good Governance and administrative services enhanced,

D. Emergency preparedness and disaster Management improved,

E. Data flow between directorates and departments within KEC institutionalized

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4 CHAPTER 4: STRATEGIES AND TARGETS

4.1 Strategies

Kibaha Education Centre is committed to fight the three enemies of development; namely; Ignorance,

Poverty and Disease. The following are proposed strategies in the course of implementing this strategic

plan document:

o Improving economic viable projects; to add more effectiveness of the available projects

established by KEC by supplying more equipment, modernized technology, experts and capital so

as to make them improve and end up into profit making of which in future will likely facilitating

self running projects.

o Quality socio-economic service delivery; offering quality services to our clients in each and

every service we provide so as to maintain the market and KEC grow up from non-profit where

we are into profit making in future in order to run our activities with less dependency to the

government

o Resource mobilization; forming groups, organization together for the pursuit of collective goals

of which here is to combat three enemies of development, it involves effective use of resources

available including people, land and capital to achieve the goal of the plan.

o Institutional capacity building; to equip staff with current knowledge including upgrading the

carrier of their employee, and familiarize the useful of ICT software to almost all staff.

o Co-ordination; the process of involvement of the KEC, stakeholders and beneficiaries toward

the awareness of the plan and its impact to the community. Here the rooms are given to give out

their views which will be essential for the effectiveness of the plan.

o Monitoring and evaluation; the continuous tracking and timely collection of data to determine

whether proposed plan being implemented effectively and efficiently through monitoring and

periodic process of determining the Sustainability, Impact, Outcomes, and Outputs to assess and

document the effectiveness and efficiency of plan through evaluation. Key evaluation questions

include:

o Accountability; Plan commonly focus on upward accountability to the funding agency internally

or externally, while downward accountability involves making accounts and plans transparent to

the primary stakeholders and beneficiaries of the KEC activities.

o Information Management enhances a process that integrates plan, management and monitoring

that will provide a framework for improving, adaptation and learning about the plan to the

stakeholders/beneficiaries.

o Awareness and sensitization to the people who are suppose to be involved in implementation of

the plan activities within the proposed strategies in order to utilize the allocated resources and to

minimize supervision.

o Locality development with features such as improvement in well being of local citizen

surrounding KEC through increased resources, facilities, services which are brought about

involving citizens,

o Community relation generally considered to be the active participation of community members

in strategies planned by KEC in development activities. In practice, however, the term refers to a

43

wide range of degrees of local involvement in external development interventions, from token

and passive involvement to more empowerment-oriented forms of local decision-making.

o Sensitization of community and other beneficiaries should be done in order to make them aware

about the strategy planned by the KEC and to in cooperate them with it.

o Research and Reviews in collaboration with other stakeholders and Universities supporting

community development, social protection and gender equitable local development, climate

change, and governance, health and education services will be part and parcel of the centre.

Result based management will be a key principle in reporting performance.

Furthermore using existing legislative and regulatory framework that depict the roles, responsibilities,

functions and structure for delivering quality services to the community guided by values of integrity,

respect for rule of the law, customer focus, equity and professionalism.

The center believes that tools for strategic interventions are “among others”, Private public partnership;

institutional reform and transformation; improving business environment and enhancing skills base and

adopting technological innovation in all mandated functions.

4.2 Derived targets from Institutional Objectives

The matrix Tables below indicates objective description and corresponding specific strategies by

department to implement targets from institutional objectives

44

OBJECTIVE A: HEALTH SERVICES IMPROVED AND HIV&AIDS INFECTIONS REDUCED

Objective Description: The HIV and AIDS pandemic will have very serious adverse implications to the livelihood of KEC staff. As to be guided by

health department and KEC will continue to collaborate with stakeholders and beyond in order to develop strategies to address this challenge.

Key Performance Indicators: See Results framework

MKUKUTA Goals/Strategies: As documented by HIV national framework responses

Strategies for improvement of services and reduction of HIV infections :

Advocacy and awareness

Capacity building

Drugs and improved logistics

Re-tooling

Department/Section /Unit S/N Target

All Departments Advocacy and political/management commitment strengthened in all mitaa leaders surrounding

KEC by June 2017

HIV and AIDS programmes at work place strengthened in 6 directorates by June 2017

Stigma Denial and discrimination reduced in all directorates and mitaa by 2017

District/Council and Community HIV & AIDS response Strengthened in 32 mitaa and 7 Wards by

2017

7 Income generation groups of widows and PLHIV, 2 OVC and Guardians in 32 mitaa and 7 wards

supported by June 2017

Risk of HIV infection among the most vulnerable groups reduced in all mitaa by 2017

Workplace HIV and AIDS programme develop for KEC linked to KTC by 2017

Home based care STI/HIV testing and counselling services strengthened in ---- health facilities by June

2017

HIV testing and Counselling promoted in 32 mitaa by 2017

Widows, MVC. PLHIV and guardians in 32 mitaa strengthened by 2017

Social support for PLHIV, MVC Widows and widowers in 32 mitaa facilitated by 2017

Co ordination and Management of HIV and AIDs interventions strengthened In all wards surrounding

KEC by June 2017

HIV and AIDS plan prepared and mainstreamed in KEC and KTC plan by 2017

HEALTH Coordination and management of HIV/AIDS interventions strengthened in 7 wards by June 2017

HIV Care and Treatment sites increased from 4 to 10 by 2017

45

HIV/AIDS prevalence rate reduced from 8.7% to 4.9% from the current level by 2017 (A collaborative

effort with KTC and District Council) need discussion

OBJECTIVE B : QUALITY AND QUANTITY OF SOCIO ECONOMIC PRODUCTS, SERVICES AND INFRASTRUCTURE IMPROVED

Objective Description :

One of the key mandates of KEC is to provide quality socio economic services in accordance with the its establishment Act number 17 of 1969

In order to fulfil the functions, a well developed structure is important in order to perform its mandated functions. The performance review indicates a

number of issues that are to be addresses during the implementation of this SP. Major focus will be in building and maintaining basic infrastructure that

will improve provision of water, health and education services just to mention but a few.

Key Performance Indicators: See Results framework

MKUKUTA Goals/Strategies

Strategies for improvement of social services:

Awareness and training

Resource Mobilization: This will involve allocation of resources for construction and maintaining of basic infrastructure for improved provision of

services.

Capacity building: This strategy aims at building necessary capacity (as identified in the situation analysis) to deliver required services through

training of individual/association.

Department / Section /Unit S/N Target

EDUCATION

Teaching and learning materials supplied to 70 classrooms as per standards by 2017

Secondary School buildings rehabilitated by 2017

Secondary school furniture increased by 50 percent by 2017

Primary school furniture’s increased from 324 to 392 by 2017

Primary school furniture increased from 41,720 to 45,300 by 2017

School fee for 1936 secondary schools students paid by 2017

10 primary and 48 Secondary schools national examinations administered by 2017

HEALTH

Solid waste annual collection capacity raised from 538 tons to 807 by 2017

Liquid waste annual collection raised from 109,500m3 to 255,500m

3 by 2017

Hazardous waste disposed by incineration by 2017

WORKS 4km of water supply system renovated and rehabilitated by June 2017

46

248 staff houses maintained and rehabilitated by June 2017

23km of tarmac, gravel and earth road maintained and rehabilitated by June 2017

6 directorates buildings maintained and rehabilitated by June 2017

One waste water system maintained and rehabilitated by June 2017

30 motor vehicles, 15 plants and 8 workshop machines rehabilitated and maintained by June 2017

One new building constructed at Tumbi Regional Referral Hospital by June 2017

4 classrooms, 1 girls’ hostel, 1 dinning hall and kitchen constructed by June 2017

WATER

Clean and safe water supplies to KEC population increased from 800m3 to 1400m

3 by 2017

3 deep water boreholes constructed at KEC by 2017.

Harvest of rain water system constructed in schools and production areas by 2017

3 Water supply schemes rehabilitated /maintained by June 2017.

Capacity building to 10 water section staffs conducted by June 2017.

2 dams constructed by June 2017

SMALL INDUSTRIES

5 Agro processing and other technologies identified and implemented by June 2017

Public-Private Partnership involvement in commercial projects (poultry, diary and agriculture) from zero

to three by June 2017

Access to loans/grants from financial institutions to five projects by June 2017

One business centre for commercial products built by June 2017

Local revenues collected increased from Tshs 162,000,000 to Tshs 800,000,000 by June 2017

AGRICULTURE

5 green houses established by June 2017

Iirrigation system developed and rain water harvesting technics advocated and disseminated by June

2017

10 hacters of organic farming developed by June 2017

Production of field, hortculture and perenial crops from zero to 40 hacters by June 2017

Processing of fruits and vegetables enhanced by June 2017

100 hacters of Agro-forest system developed by June 2017

LIVESTOCK (Diary farm)

100 disease resistant animal breeds with high productivity introduced by June 2017

milk produced increased from 7.5l/day/cow to 15l/day/cow by June 2017

Pig production improved from 100 to 500 per year by June 2017

Rabbit production improved from 100 to 1000 per year by June 2017

47

Improved goat breeds introduced from production improved

Livestock disease outbreaks reduced from 5 percent to 1percent by June 2017.

Quality hides and skin improved from 0 percent to 30 percent by June 2017.

INVESTMENT AND

DEVELOPMENT

Investors invited and awarded 9 projects through BOT, Joint Venture or Lease by June 2017

Rent and rates collected from small investments from 40 to 50 by June 2017

KEC own establishment of cafeteria, leisure centre and conference hall by June 2017

MARKETING

Legally developed markets for commodities produced at KEC increased from one to three regions by

June 2017

Commodities produced by KEC promoted and advertised by June 2017

Quality of products produced by KEC improved from 10 percent to 75 percent by June 2017

POULTRY PRODUCTION Poultry production farm revived to full capacity by June 2017

Production of DOC improved from 0 to 53,000 per week by June 2017

Poultry meat produced in KEC increased from 0 to 1,000 kilograms per day by June 2017

Eggs produced in KEC increased from 0 to 2,400 per day by June 2017

Production of egg tray improved from 0 to 5,000 per day by June 2017

Production of animal feed from 0 to 25 tons per day by June 2017

OBJECTIVE C: GOOD GOVERNANCE AND ADMINISTRATIVE SERVICES AT ALL LEVELS ENHANCED

Objective Description:

Kibaha Education Centre is committed to the provision of socio-economic services. The objectives and function of the centre statement recognises good

governance as a mean to attainment of its vision. The focus is therefore in improving KEC population in the area of democracy through awareness and

sensitisation; participation through statutory meetings; transparency in conducting staff affairs; equity is resources distributions; accountability in the use

of resources at all departments; Integrity of the management and leaders while ensuring the KEC staff regulation and government laws are abided to by

leaders within KEC management and population alike. Through these means, it is expected that KEC can attain a well developed service delivery

mechanisms to its clientele.

Key Performance Indicators

MKUKUTA Goals/Strategies

Strategies for enhancement of good governance and administrative services :

Awareness and sensitization

Capacity building ( Training and retooling )

48

Resource Mobilization

Linkages, coordination and M&E

Department / Section /Unit S/N Target

ADMINISTRATION Working facilities provided to 1,201 staff of KEC by June 2017.

21 national festivals coordinated by June 2017

Statutory benefits to 1,201 staff ensured by June 2017

Anti- corruption monitoring plan in 6 directorates in place by June 2017.

Leave travel for 2,402 employees paid by June 2017

15 workers council meeting conducted by June 2017

40 Board of Directors meeting conducted by June 2017

40 Management meeting conducted by June 2017

20 management meeting for monitoring and evaluation of development projects

conducted by June 2017

5 staff house committee meetings conducted by June 2017

HUMAN RESOURCES

Working facilities to 1,201 Staff provided by 2017

150 new qualified staff recruited by June 2017

Capacity building to 1,201 staff provided by June 2017

5 employment and discipline committee meetings conducted by June 2017

20 ethics committee meetings conducted by June 2017

20 employment meetings conducted by June 2017

PROCUREMENT

Compliance to public procurement Act and Regulations increased from 91 percent

95 percent by 2017

60 tender board meeting conducted by June 2017

FINANCE

KEC revenue collection increased from Tshs 12,482,700,317 to Tshs

22,088,942,761 by the year 2017.

15 Quarterly and 5 annual financial report from Epicor reported timely by the

year 2017

INTERNAL AUDIT

Audit queries reduced from 4 to 0 by June 2017

20 Auditing committee meetings conducted by June 2017

LEGAL AND SECURITY UNIT

Centres legal rights and enforcement of by-laws (regulations) enhanced by June

2017.

49

PLANNING AND STATISTICS Quality center plan and budget prepared and approved two months before the end

of each financial year by June 2017.

Centre strategic plan, and performance indicators reviewed by June 2017.

15 Potential economic investment profile issued by 2017.

Socio-economic statistical data in 6 directorates and 7 wards collected, processed

and disseminated by 2017.

Participatory; monitoring and evaluation of 15 development projects in 6

departments ensured by 2017.

5 Annual and 15 Quarterly Development progress reports prepared and submitted

to the Board of Directors as per requirement by 2017.

INFORMATION TECHNOLOGY

Structured network to 6 directorates and 25 departments built by June 2017.

6 directorates and 25 departments connected to KEC ICT network by June 2017.

Computer laboratories to 3 secondary schools, 1 primary school, KFDC and

KCOTC built by June 2017.

Computers for e-leaning to 3 secondary schools, 1 primary school, KFDC and

KCOTC installed by June 2017.

Network and internet to 6 directorates and 25 departments (from150 to 1000users)

connected and maintained by June 2017.

Access to information finance management system hosted at TAMISEMI head

quarter enabled by June 2017 by 100 percent.

Access to central government HR and payroll system (Lawson) at Utumishi

improved from 80 percent to 100 percent by June 2017.

Schools/academic management applications to 3 secondary, 1 primary school,

KFDC and KCOTC implemented by June 2017.

Database for human resource management system implemented by June 2017.

Database for hospital information management system implemented by June

2017.

Database for poultry production management implemented by June 2017.

PUBLIC RELATIONS

Publications in 6 directorates and 25 department and 7 wards disseminated by

2017.

8 media conference/Press conference coordinated by 2017

15 Documentaries of Management Committees produced by 2017

Teaching and learning materials provided to one primary school by 2017

50

EDUCATION Teaching and learning materials provided to 3 secondary schools by 2017

51

OBJECTIVE D: EMERGENCE PREPAREDNESS AND DISASTER MANAGEMENT IMPROVED.

Objective Description :

Emergencies and natural disaster are bound to happen in a populous Kibaha Education Centre. Preparing for such emergencies /disasters are of

paramount importance so that all stakeholders can participate effectively in the event they occur. It is expected therefore through capacity building of

committees at different levels of governance department disaster prone areas will be identified , awareness and sensitisation campaign will be carried

out and essentials will be supplied in appropriate places for mitigating effects of the emergencies and disasters.

Key Performance Indicators:

MKUKUTA Goals/Strategies

Strategies for improvement of Emergence preparedness and disaster management

Capacity building (Training and retooling)

Awareness and Sensitization

Resource Mobilization

Linkages, coordination and M&E

Department / Section /Unit S/N Target

ADMINISTRATION

Fire extinguisher/Sand bucket provided to 62 KEC Buildings by

June 2017

First Aid boxes provided to 62 KEC Buildings by June 2017

Fire exit route identified to 62 KEC buildings by June 2017

16 Emergence assembly points identified to 62 KEC buildings by

June 2017

Fire drill/emergence drill conducted twice a year by June 2017

Capacity building on emergence preparedness conducted to 1,201

KEC staff depending to their type of work by June 2017

EDUCATION

Availability of protocol for handling hysterical related situation by

June 2017

Special room for counseling constructed at KGSS by June 2012

HEALTH

One causality Sections equipped with emergence preparedness kits

throughout by June 2017

COMMUNITY DEVELOPMENT Disaster prone areas assessed and identified quarterly in 25

departments of KEC and 7 wards by June 2017

52

OBJECTIVE E: DATA FLOW BETWEEN DEPARTMENT AND SECTIONS WITHIN KEC AND COMMUNITY INSTITUTIONALIZED

BY JUNE 2017

Objective Description :

Accountability and access to information is oftentimes closely linked. As Kibaha Education Centre identifies itself through is vision statement as a

champion in facilitating provision of quality social services and economic stimulants and entrepreneurship skills, it is important to ensure that both

processes and infrastructure for providing information to stakeholders is enhanced. This will allow availability of information on services delivery so

that the staff at KEC and population can participate effectively in fulfilling Centres vision.

Key Performance Indicators:

Functional databases in place

MKUKUTA Goals/Strategies

Strategies for Institutionalization of data flow between service points, LGAs, RS,MDA and other stakeholders

Department / Section /Unit S/N Target

EDUCATION Education sector BEST data compiled and analyzed yearly

HEALTH Health sector HMIS data compiled and analyzed yearly

PLANNING STATISTICS AND

FOLLOW – UP

Socio-economic statistical data in 6 directorates and 7 wards collected, processed and

disseminated by 2017

Participatory; monitoring and evaluation in 6 directorates and 7 wards improved by 2017.

FINANCE Quarterly and annual financial data/report from Epicor reported annually

WORKS Finance data compiled and analyzed yearly by 2017

WATER Water data compiled and analyzed yearly by 2017

AGRICULTURE/LIVESTOCK Agriculture and Livestock data compiled and analyzed yearly by 2017

TRADE AND INDUSTRIES,

DEVELOPMENT, COOPERATIVES

Trade and industry sector data compiled and analyzed yearly by 2017

53

4.3 Strategic Areas that Need Stakeholders Technical and Financial Support

The following are some of proposed areas that need support. It is written in abstract form. Concept paper

for each intervention is available for partnership and policy support, dialogue to suit the need of

supporting partners. Communication with various stakeholders will be one among other strategies to

reinforce the proposed areas that need stakeholders’ technical assistance in order to efficiently and

effectively achieve the intended progress

4.3.1 Economic productivity development and Infrastructure

In order for KEC to implement its core activities in providing the communities with quality socio

economic service, it needs to improve its internal sources of revenue. Poultry, Dairy, Agriculture and

small Industries are the main projects which might assist KEC in realising its objectives. The Current

state of the art for the mentioned project needs to be supported by private public partnership intervention

a total of Tshs 500,000,000 is expected at least to start one project which will be a catalyst for other

projects. With the existing infrastructure and human resource KEC invites partnership in undertaking the

projects profitably.

Kibaha Education Centre is endowed with different natural resources; it has a network of vast

infrastructures. The existing resources seem to be under utilised, it needs more effort to be utilised at

optimal level. The possibility of taping the resources needs collaboration with stakeholders.

The existing infrastructures includes roads, clean water system supply, waste water system, electrical

system, transport facilities, machines and buildings have been installed about 40 years ago. They need

rehabilitation and some of areas need renovation. However, an immediate support in researching and

obtaining reliable source of water supply to encounter the current practices of paying high bill to

DAWASCO is important. KEC for the last coming five years is likely to serve an estimated population of

4,500 and as results of inadequate funds from government subvention. Water has been a problem efforts

to address this challenge is highly needed. The estimated cost is Tshs.1, 000,000,000.

Expected outputs/outcomes: Improved revenue for social-economic development, sustainable water

supply and sanitation and well-being of citizen around KEC

4.3.2 Education and Training

Kibaha education Centre is running a girls secondary school to help them have a better education. One of

the serious problem lies on their selection to join the school. Most of the girls come outside the catchment

area of 5km away. Due to long distances to reach the school, their performance is much affected. KEC is

highly in need of building dormitories to cater for the girls to attain education. It is expected that risks

factors that contribute to schools girls embarrassment as a day scholars will likely be reduced.

Furthermore we think of expanding Tumbi secondary school to accommodate Advance level students.

Therefore need for more classrooms and other facilities.

The cost estimates to complete the project is estimated at Tsh 1,200,000,000. The money is expected to

cover the building of dormitories, a dining hall and a kitchen. It also covers furnishing of the buildings

with the necessary equipments. The money is expected to be contributed from the government,

Development partners and NGOs.

54

Expected outputs/outcomes: Increased pass rate, women dignity and gender norms

4.3.3 Reproductive Health services and Nutrition

Reproductive and Child health Services have been conducted in the Hospital since the facility was

operating as a health center in 1971. The services have been expanding and now the daily RCHC

attendance is about 200 clients. The attendance of clients for nutrition services is about 445 per month.

This high attendance should be proportional to the resources at the facility so as to ensure quality services

and client satisfaction.

In order to achieve the excellence in provision of services there are some challenges the unit is facing.

Some of these include continued recording maternal deaths, increased level of pregnant mothers with

anemia (48 percent) and other related pregnancy risk factors; shortage of human resource for health,

inadequate supply of Medicines, vaccines, medical equipments and related supplies. Establishment of

some specialized clinics like NHIF, CTC, and PMTCT have created a shortage as some of staff have been

allocated into these new areas. Currently the supply of Medicines, reagents, medical equipments and

related supplies covers only about 60 percent of the actual needs.

Support related to Reproductive and Child Health (RCH) is necessary as first step to respond to MDG 4, 5

and 6 and MKUKUTA II cluster strategy and the Tanzania Five Year Development Plan. Specifically

institutional capacity building to MCH personnel to cater for services at the upgraded Hospital call for

more RCH updates and long-term courses on specialized professional to cater and serve for the upgraded

(expanded), Tumbi Regional Designated Referral Hospital, which in few days will likely handle a

minimum of 500 beds

Its cost may vary according to intervention, though a start-up for such intervention is estimated at

200,000,000 to serve annually.

Expected outputs/outcome: Improved maternal and child health that will contribute to MKUKUTA II

targets and Tanzania five year development plan

4.3.4 Medical equipment, drugs supply and logistics Background

Medicines, medical equipments and related supplies are essential for smooth running of a health facility.

The availability of essential medicines and medical supplies for 100 percent continues to be a challenge.

At Tumbi Regional Designated Referral Hospital as applied to in most public health facilities in Tanzania

challenges in terms of modern equipment and availability of drugs continues to be a remarkable

challenge. It is generally accepted that the budget allocated for the health service department is not

sufficient to cater for all of the needs in Medicines and related supplies.

The annual requirements for Medicines, medical equipments and reagents and related supplies costs about

1.03 billions, while the amount allocated covers only about 50 percent of the actual requirements. The

major sources of funds for medicines and related supplies includes, MSD (received in kind Tshs.240,

55

000,000), Cost sharing and NHIF (Tshs.230, 000,000), From OC and Basket fund (Tshs.40, 000,000) and

Development partners e.g. ICAP (Tshs.13, 000,000).

Budget

Estimated cost for medical equipments, drug supply and related supplies for the newly expanded hospital

estimated at is Tshs.1, 200,000,000 and support for supply chain management course and quantification

of medical supplies conducted at ESAMI for 2 staff which cost about Tshs 10,000,000.

Expected outputs/outcome: Improved health commodity security

4.3.5 Community development and Participation

The constitution of Tanzania clearly indicates its commitment in promoting gender equality and human

rights. Tanzania has signed agreements and ratifications of major national, regional and international

instruments on gender equality. The national legal, policy and institutional frameworks are conducive to

the promotion of gender equality and women empowerment. Kibaha Education Centre as one of the

government Institutions which is committed to promote equal opportunity for all in participation in all

project planning, budgeting and performance reporting with gender lens.

Out of 919 staff employed 458 are women and these are employed in middle and lower carders. If

initiatives to support their well being in terms of devolved governance are not adhered to, system support

including their community surrounding will somewhat shake and this according to human right based

approach for development will jeopardize community development and partnership.

KEC is need of stakeholders support in providing short and long term training for both female staff and

underserved women groups in the community in focused poverty reduction interventions projects (to be

defined according to kind of support).

An estimated token fund of about Tshs 100,000,000 suits for all 7 wards of approximately 47,338 males

and 52,842 female, this support will enable more women to be trained in different skills and be given

opportunity to grow professionally. Interventions will also assist groups of women to acquire updated

skills in entrepreneurship and income generating activities which will also improve their livelihood.

Further to that the communities surrounding the centre are in need of skills development training in

agriculture, livestock production, renewable energy and simple technologies as part of economic viable

projects which brings returns after some years. Support from stakeholders in the tune of Tshs 250,000,000

may assist in undertaking these interventions annually.

Expected outputs/outcome: Realized poverty reduction to the people surrounding KEC

4.3.6 Results Based Management, M&E and Accountability

Results-based management is a way of managing socio economic delivery performance whereas an

organization ensures that all of its processes, products and services contribute to the achievement of

desired results. It depends on clearly defined accountability for results, and requires systematic

monitoring, self-assessment and reporting on progress.

56

At a corporate level, the focus will be on measuring KEC achievement against the Organizational results

providing evidence of how the goods and services that KEC produces have been taken up and used by its

clients. A major feature of results-based management is in promoting a client focus. Each Directorate in

KEC will define for itself a work-plan that contributes to the Organisational results. The performance of

individual employees will be linked to those results, as is the evaluation of employee performance.

The management will work hand in hand with all stakeholders to ensure the end results. The employees

will be equipped to modern way of producing the quality goods and services. In achieving the set goals,

good working environment and capacity building is inevitable.

Managing results through the use of Performance Expenditure Reviews (PER), Performance Expenditure

Tracking Systems, Internal and External service delivery Reviews and other initiatives are of recent

important in expression of public policy and public involvement in the economy. Social sectors-

Education, health and social protection (community) are prime instruments of such policy involvement.

The use of these initiatives in analysing performance in terms of resource allocation to deliver intended

results has proved excellent (Preparing PER’s for Human Development by World Bank 2009).

KEC as Mult-Disciplinary institutions alike, call for Technical support (funds and human resource) to

undertake and apply the aforesaid initiatives to as to identifies bottlenecks and enhance governance and

accountability

Tshs 250,000,000 is estimated annually to initiate processes, capacity building interventions, performance

reporting procedures, dissemination and Technical Assistance.

Expected outputs/outcome: Improved resource management, transparency, accountability and service

delivery statistics reporting.

57

5 CHAPTER 5: INSTITUTIONAL FRAMEWORK

5.1 Results Framework

Result Indicator Baseline (Source) Year

Health Services improved and

HIV/AIDs infections reduced

HIV/AIDS prevalence rate reduced from 8.7 to

4.9 percent

KEC annual Report 2012

Quantity and quality of socio

economic products, services and

infrastructure improved

Annual increment in internal revenue

collection

Cost sharing measures

Cost efficiency and effective measures

Value for money measures

23km of road network at KEC in good &

fair condition

Improved pass ability of seasonal roads to

-6 km

248 staff houses rehabilitated and are in

good condition

4km of water supply system rehabilitated

KEC annual Report

KEC annual Report

Annual PER/PETS reports

2012

Good governance and administrative

services at all directorates and other

implementing levels enhanced.

1,201 staff of KEC provided with facilities

operate efficiently

282 qualified staff recruited

1,201 staff of KEC trained

20 national commemoration festivals

Coordinated

1,201 staff equipped with Working

benefits, statutory contributions and

working tools

Anti- corruption monitoring plan in 6

directorates in place

KEC annual Report

Annual clients/community precipitations

review

2012

Emergence preparedness and disaster

management improved.

62 KEC buildings equipped with

emergence preparedness kits

KEC annual Report

58

Result Indicator Baseline (Source) Year

20 percent Proportion of 1,201 KEC staff

trained in emergency preparedness and

disaster management

1disaster prone areas assessed and

identified quarterly in each directorate.

Training about disaster and emergency in

Secondary/primary School conducted in

each year.

Data flow between directorates and

departments within KEC

Institutionalization

Functional financial and service delivery

databases in place

KEC annual Report 2012

59

5.2 Arrangement for Results Monitoring

Data Collection and Reporting

Result Indicators

for Objective B:

Quantity and quality

of socio economic

products, services

and infrastructure

improved

Baseline

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

Frequency

and

Reports

Data

Collection

Instruments

Responsibility

for Data

Collection

Tshs.800,000,000

annual increment

in internal

revenue

collection

23km of road

network at KEC

in good & fair

condition

248 staff houses

rehabilitated and

are in good

condition

4km of water

supply system

rehabilitated

162,000,000

3km

0

0

322,000,000

7km

50

1

482,000,000

11km

100

2

642,000,000

15km

150

3

802,000,000

19km

200

3.5

962,000,000

23km

248

4

Quarterly

Quarterly

Annually

Quarterly

Annually

Reports

Report

site visit

Reports

Feedback

Survey Data

Reports

KEC

KEC

KEC

KEC

60

Result Indicators

for Objective C:

Good governance and

administrative

services at all

departments and

other implementing

levels enhanced

Baseline

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

Frequency

and

Reports

Data

Collection

Instruments

Responsibility

for Data

Collection

1,201 staff of

KEC provided

with facilities

operate

efficiently

20 national

commemoration

festivals

Coordinated

1,201 staff

equipped with

Working

benefits, statutory

contributions and

working tools

Anti- corruption

monitoring plan

in 6 directorates

in place

919

0

919

0

1,051

4

1,051

2

1,088

8

1,088

3

1,125

12

1,125

4

1,162

16

1,162

5

1,201

20

1,201

6

Annually

Quarterly

Annually

Quarterly

Annually

Records

Stock taking

Reports

Reports

Suggestions

Reports

Report

KEC

KEC

KEC

KEC

Data Collection and Reporting

61

Result Indicators

for Objective D:

Emergence

preparedness and

disaster management

improved.

Baseline

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

Frequency

and

Reports

Data Collection

Instruments

Responsibility

for Data

Collection

62 KEC

buildings

equipped with

emergence

preparedness kits

20 percent

Proportion of

1,201 KEC staff

trained in

emergency

preparedness and

disaster

management

0

0

12

4 percent

24

8 percent

36

12

percent

48

16

percent

62

20 percent

Annually

Annually

Report

Stock taking

Certification

Records

KEC

KEC

Data Collection and Reporting

Result Indicators

for Objective E:

Data flow between

directorates and

departments within

KEC

Institutionalization

Baseline

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

Frequency

and

Reports

Data Collection

Instruments

Responsibility

for Data

Collection

Functional

databases in

place

0

2

3

4

5

6

Annually

Reports

KEC

62

5.3 Risks and Assumptions for the Implementation of this Strategic Plan

No Institutional Objectives Possible Assumptions Possible Risks Remarks

1 Healthy improved and HIV

& AIDS infection reduced,

The policy environment is

adapted to new HIV/AIDS

framework and strategies are

implemented as proposed

Policy makers, Community

Leaders and Management are

willing to support a coordinated

approach to HIV/AIDS

interventions

Possible Risks resulting to implement

HIV/AIDS activities.

If HIV/AIDS calamity is not perceived as a

priority issue;

if is difficult appropriately to identify (or make

decision), for who will be a champion at Centre

level (HIV/AIDS committee??? Health

department to move the HIV/AIDS

It is sensitive

programmatic

challenge.

Management

Coordination is

inevitable

2 Quality and quantity of

social economic products,

services and infrastructure

improved,

Commercialization of

production projects is

implemented as proposed.

Private Sectors willing to work

in partnership with KEC to

undertake t in commercial

Production with government

support

Financial Institutions to support

initiatives to revamp production

projects

- Unavailability of capital to revamp the

existing projects and initializing new

commercial projects.

-High interest rates of commercial loans

- Lack of government support

Intervention from

government, PPP

and Financial

Institutions

inevitable

3 Good Governance and

administrative services

enhanced,

Timely release of funds by the

Government

Delay of release of funds by the Government

Donor support is

inevitable

63

4 Emergency preparedness and

disaster Management

improved

Timely release of funds , stable

economic growth, availability of

qualified and skilled personnel

Inflation, concurrent occurrence of emergencies

and disaster s brain drain

KEC management

support is essential

5 Data flow between

directorates and departments

within KEC

institutionalized

Reliability and availability of

data

Management/leaders will see

the important of using data in

reporting

Qualified personnel, enough

working tools and good working

environment which will support

data collection, analysis, storage

and dissemination

Unreliable and irrelevant data

If management/leaders will not see the

important of using data, who will support the

use of data?

Unqualified personnel, static information

system and shortage of working tools.

Management/leaders

at any level should

see the importance

of using data in any

report

Professional

statisticians and

capacity building on

data collection,

analysis and storage

is inevitable

64

6 ANNEXES

6.1 Annex 1: Organizational Structure

65

Reference:

1. KEC Progress Reports 2006/07, 2007/08, 2008/09, 2009/10, 2010/11

2. National Strategy For Growth And Reduction Of Poverty II, 2010

3. The Tanzania Long Term Perspective Plan (LTPP), 2011/12 – 2025/26: The roadmap to a middle

income country

4. The Tanzania Five Year Development Plan, 2011/2012 – 2015/2016: Unleashing Tanzania’s

Latent Growth Potential

5. Tanzania Gender Indicators Booklet, 2010

6. National Strategy For Growth And Reduction Of Poverty I, 2005

7. Tanzania Development Vision 2025

8. The Public Cooperation Act No. 17 of 1969

9. Annika Billing, Catarina Carlsson : Kibaha Education Cenre , A sustainable Development

Cooperation Project.

10. Maoni na Maazimio ya Kongamano la Miaka 40 ya Shirika na kuenzi mchango wa Muasisi wa

Shirika Baba wa Taifa Mwl J.K. Nyerere( 2010).

11. Shirika la Elimu Kibaha: taarifa ya Sherehe za Maadhimisho ya miaka 40 ya Shirika (2010) .

12. Freedom and Development/Uhuru na Maendeleo, A Selection from writings and speeches 1968-

1973, Julius K. Nyerere, 1973

11. Guidelines for the Preparations of Annual Plan and Budget for 2012-2013 in the Implementation

of the Five Year Development Plan 2011/12 – 2015/16, Part I & II, URT February, 2012.

12. National Public Private Partnership (2009). Prime Minister’s Office