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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: [email protected]
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)
19
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
20
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
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
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