the project completion report
TRANSCRIPT
TANZANIA
STRENGTHENING PARTICIPATORY
PLANNING AND COMMUNITY
DEVELOPMENT CYCLE FOR GOOD
LOCAL GOVERNANCE Phase 2
(O&OD PROJECT PHASE II)
The Project Completion Report
April, 2021
Japan International Cooperation Agency (JICA)
GP
JR
21-009
PM Form 4 Project Completion Report O&OD Project Phase II
Strengthening Participatory Planning and Community
Development Cycle for Good Local Governance
- Phase II -
(O&OD Project Phase II)
Project Completion Report
15th of April, 2021
Contents
I. Basic Information of the Project …………………………… 1
1. Country …………………………… 1
2. Title of the Project …………………………… 1
3. Duration of the Project (Planned and Actual) …………………………… 1
4. Background (from Record of Discussions(R/D)) …………………………… 1
5. Overall Goal and Project Purpose (from R/D) …………………………… 2
6. Implementing Agency …………………………… 2
7. Model Sites …………………………… 2
II. Results of the Project …………………………… 3
1. Results of the Project …………………………… 3
1.1. Input by the Japanese side (Planned and Actual) …………………………… 3
1.2. Input by the Tanzania side (Planned and Actual) …………………………… 5
1.3. Activities (Planned and Actual) …………………………… 6
2. Achievements of the Project …………………………… 9
2.1. Outputs and indicators (Target and actual achievements at completion) …………………………… 9
2.2. Project Purpose and indicators (Target and actual achievements at completion) …………………………… 15
3. History of PDM Modification …………………………… 18
4. Others …………………………… 19
4.1. Results of Environmental and Social Considerations …………………………… 19
4.2. Results of Considerations on Gender/Peace Building/Poverty Reduction …………………………… 19
III. Results of Joint Review …………………………… 21
1. Results of Review based on DAC Evaluation Criteria …………………………… 21
1.1. RELEVANCE …………………………… 21
1.2. EFFECTIVENESS …………………………… 24
1.3. EFFICIENCY …………………………… 25
1.4. IMPACT …………………………… 27
1.5. SUSTAINABILITY …………………………… 28
2. Key Factors Affecting Implementation and Outcomes …………………………… 29
2.1. Suspension of the Reformed LGDG …………………………… 29
2.2. Novel Coronavirus Pandemic (COVID-19) …………………………… 29
3. Evaluation on the results of the Project Risk Management …………………………… 30
4. Lessons Learnt …………………………… 31
4.1. Texts development …………………………… 31
IV. The Achievement of Overall Goals after the Project Completion …………………………… 32
1. Prospects to achieve Overall Goal …………………………… 32
2. Plan of Operation and Implementation Structure of the Tanzanian side to achieve Overall Goal …………………………… 32
2.1. On PO-RALG …………………………… 32
2.2. On LGTI …………………………… 35
3. Recommendations for the Tanzanian side …………………………… 37
3.1. Monitoring, Supervision by PO-RALG …………………………… 37
3.2. Revision and improvement of Guidelines and Manuals …………………………… 38
3.3. Implementation of Community Facilitation …………………………… 38
3.4. Human resource and training material development in LGTI …………………………… 39
4. Monitoring Plan from the end of the Project to Ex-post Evaluation …………………………… 40
ANNEXES …………………………… 41
Abbreviations
CCM Chama Cha Mapinduzi (Revolutionary Party)
CD Council Director
CI Community Initiative
CTF Council Task Force
FY Fiscal Year
FYDP Five Year Development Plan
GoT Government of Tanzania
iMES Integrated Monitoring and Evaluation System
JCC Joint Coordination Committee
LGA Local Government Authority
LGDG Local Government Development Grant
LGRP Local Government Reform Program
LGTI Local Government Training Institute
MT Master trainer
O&OD Opportunities and Obstacles to Development
PDM Project Design Matrix
PlanRep Planning, Budgeting and Reporting System
PO-RALG President’s Office Regional Administration and Local Government
PMO-RALG Prime Ministers' Office, Regional Administration and Local Government
PLSD Participatory Local Social Development
R/D Record of Discussion
RS Regional Secretariat
SRGP Strategic Revenue Generating Project
SWF Senior Ward Facilitator
SWFC Senior Ward Facilitator Candidate
ToT Training of trainers
Tsh Tanzanian shilling
WEO Ward Executive Officer
WF Ward Facilitator
1
I. Basic Information of the Project
1. Country
Tanzania
2. Title of the Project
Strengthening Participatory Planning and Community Development Cycle for Good
Local Governance- Phase II (O&OD Project Phase II)
3. Duration of the Project (Planned and Actual)
Planned: January 2015 - January 2020
Actual: January 2015 - March 2021
4. Background (from Record of Discussions(R/D))
Decentralization by Devolution (D by D) has been a priority of the Government of the United
Republic of Tanzania (hereinafter referred to as “GoT”) over decades. GoT has made
significant efforts particularly since the late 90’s to empower the Local Government Authorities
(LGAs) through promotion of fiscal decentralization, legal harmonization, and human
resources autonomy. The Local Government Reform Programme (LGRP: 2000-2008) was
among such efforts to accelerate the D by D. With the second phase of the Programme,
LGRP II (2010-2014), was a cornerstone of bolstering LGAs’ capacities for them to be a
strategic leader and coordinator of local socio-economic development who ensured
accountable and transparent services to people for the betterment of their livelihood.
In line with the LGRP, the Opportunities and Obstacles to Development (O&OD) process
was initiated in 2001 to facilitate community people to plan, implement, and own their
community plans with the aim of shifting planning process from top-down to bottom-up. The
O&OD was embedded within the LGRP II framework and recognized as a core process to
promote citizens’ participation in local development as well as accountable and transparent
local governance.
With this background, the then Prime Ministers' Office, Regional Administration and Local
Government (PMO-RALG) (Now President’s Office Regional Administration and Local
Government, PO-RALG) decided to implement a project, Strengthening Participatory
Planning and Community Development Cycle for Good Local Governance, in order to further
develop the potential of the O&OD with support from JICA for the period of 2009-2014.
The PMO-RALG was in a position to further strengthen the mechanism to replicate the
improved O&OD to nationwide. It was in this context that the PMO-RALG, together with JICA,
decided to implement the Project as the 2nd phase.
2
5. Overall Goal and Project Purpose (from R/D)
Overall Goal: Through Improved O&OD, GoT (Central Government and LGAs) implements
local service delivery and local development by supporting and promoting
community initiatives
Project Purpose: Supporting mechanisms for Improved O&OD implementation and replication
are developed and implemented at LGAs and PO-RALG
6. Implementing Agency
Name: President’s Office Regional Administration and Local Government (PO- RALG)
Previous Name on R/D: Prime Ministers' Office, Regional Administration and Local
Government (PMO- RALG)
7. Model Sites
Pwani Region (from 2010) 1. Bagamoyo, 2. Chalinze, 3. Kisarawe
Morogoro Region (from 2010) 4. Morogoro, 5. Kilombero, 6. Ulanga
Dodoma Region (from 2014) 7. Kondoa
Kilimanjaro Region (from 2015) 8. Siha, 9. Hai, 10. Same
Singida Region (from 2018) 11. Singida District, 12. Singida Municipal,
13. Ikungi, 14. Manyoni, 15. Itigi, 16. Mkalama,
17. Iramba
3
II. Results of the Project
1. Results of the Project
1.1. Input by the Japanese side (Planned and Actual)
1.1.1. Total Amount of Input
Planned Actual
Tsh 14,696,058,784 Tsh 17,579,824,605
(660,000,000 yen) (789,509,923 yen)
Tsh: Tanzanian shilling
*Note: The actual input for fiscal year (FY)2020 is the estimated figure.
1.1.2. Dispatch of Japanese Experts
Planned
Chief Advisor/Local Governance,
Deputy Chief Advisor/Training System Development,
Expert on Training Management,
Expert on Community Development,
Expert on District Planning,
Project Coordinator/Network Building,
Project Coordinator/Community Support
Actual Dispatch of Japanese Experts
Chief Advisor (Jan. 2015 - Jan. 2016)
Chief Advisor / Collaborative Relationship (Mar. 2017 - Mar. 2021)
Deputy Chief Advisor / Local Governance (Aug. 2015 - Mar. 2021)
Deputy Chief Advisor / Training System Development (Oct. 2015 - Oct. 2018)
Expert on Development of Collaborative Mechanism and Training Systems (Nov. 2018 -
Mar. 2021)
Expert on Community Development / Networking (Mar. 2015 - Feb. 2017)
Expert on Service Delivery (Jan. 2015 - Jan. 2017)
Expert on Training Management / consolidated O&OD Model Development (Jan. 2017 -
Mar. 2021)
Coordinator / Training Management (Jan. 2015 - Jan. 2017)
Coordinator / Community Support (Jan. 2015 - Aug. 2019)
Strengthening and Mainstreaming O&OD System/Project Coordinator (Sep. 2019 - Mar.
2021)
Coordinator / Nationwide Foundation Promotion (May. 2017 - Mar. 2021)
Short Term Expert on Training Material Development (Jan. 2018 - Mar. 2018)
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Local Expert: (May. 2017- Mar. 2020) A former LGTI lecturer was assigned as a local
expert on the National Expert and had worked as an O&OD team member with other
members from PO RALG.
(More detailed information in ANNEX 1-1. List of Japanese Experts)
1.1.3. Actual Training for Counterpart Personnel
Participatory Local Social Development (PLSD): 2015 (4 persons), 2016 (4 persons), 2017
(4 persons), 2018 (4 persons), 2019 (4 persons) & 2021 (1 person) (in Japan, 1 &1/3
month each)
Field visit on practice of PLSD: 2015 (5 persons), 2016 (6 persons), 2018 (10 persons), (in
Philippine, 1/4 month each)
Community Based Development With Local Residents As Main Actors : 2015 (2 persons),
2016 (2 persons), 2017 (2 persons), 2018 (2 persons), 2019 (2 persons) & 2021 (2
persons in Japan, 1 month each)
Training for Decision Makers: 2018 (6 persons, 15 days, in Japan)
(More detailed information in ANNEX 1-2. List of Participants in Counterpart Overseas
Training)
1.1.4. Local cost for the activity of O&OD team (Japanese experts and Tanzanian
counterparts)
Planned
Tsh 6,219,848,108 (279,333,379 yen) [From FY2014 through FY2020]
Actual
From January 2015 through March 2021, the Japanese side has disbursed a total amount of
Tsh 4,839,158,250 (217,326,597 yen) in the form of local project expenses.
1.1.5. Equipment
From January 2015 to March 2021, the Japanese side has provided equipment worth a total
amount of Tsh 198,717,343 (8,924,396 yen). Project vehicles and office equipment such as
laptop computers and projectors were provided by the Project for its project implementation.
The detail of the actual local expenses and provision of equipment in respective fiscal year
is shown below.
5
(Japanese FY) (Currency: Tsh)
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
Jan-Mar April-Mar April-Mar April-Mar April-Mar April-Mar April-Mar
Local Expenses 71,627,500 337,360,417 1,042,525,625 554,534,908 520,970,440 1,245,342,870 1,066,796,490
Equipment 82,388,352 80,330,991 14,848,000 0 1,350,000 19,800,000 0
(Japanese FY) (Currency: Yen)
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
Jan-Mar April-Mar April-Mar April-Mar April-Mar April-Mar April-Mar
Local Expenses 3,216,791 15,150,856 46,819,826 24,904,163 23,396,782 55,928,348 47,909,830
Equipment 3,700,061 3,607,665 666,824 0 60,629 889,218 0
*Note: The amount for FY2020 is the estimated figure.
1.2. Input by the Tanzania side (Planned and Actual)
Planned Actual
Allocation of counterpart
personnel (at least 7 persons)
It was allocated as planned.
Office space for O&OD Team
(Japanese experts and Tanzanian
counterparts)
It was supplied as planned.
Salary and related expenses for
Tanzanian counterparts
It was supplied as planned.
Necessary budget allocation to
support activities for O&OD
supervision and replication.
-PO-RALG
Tsh 277,071,504 (12,443,281 yen)
- LGTI
Tsh 113,170,000 (5,082,465 yen) (detailed below)
- Seven LGAs in Singida region (Disbursement of their
fund for Improved O&OD training)
Tsh 89,179,000 (4,005,028 yen)
1.2.1. Inputs from PO-RALG
During the Project period, PO-RALG disbursed the total of Tsh 277,071,504 (12,443,281 yen)
for the Improved O&OD related activities.
1.2.2. Inputs from Local Government Training Institute (LGTI)
During the Project period, LGTI disbursed the total of Tsh 113,170,000 (5,082,465 yen) for the
Improved O&OD related activities. In addition, LGTI provided an office space at the LGTI main
campus for the Project activities.
(More detailed information in ANNEX 1-3. List of Counterpart Personnel)
(More detailed information in ANNEX 1-4. List of Training of Improved O&OD)
(List of Products - Report, Manuals, Handbooks, etc.- produced by the Project is attached
as ANNEX 2)
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1.3. Activities (Planned and Actual)
Output 1
<Activities implemented without problems>
The activities from 1.1 to 1.6 and 1.9 in PDM v-3 were accomplished on time or with a couple
of months of delay.
<Activities experienced significant delays>
1.7 Define a monitoring methodology and indicators of CI Identification and Encouragement
by utilizing existing mechanisms such as Plan-Rep
This activity was completed in January 2021 with a year of the delay. Project prioritized
preparation and dissemination of three documents explained on the delay of the activity 1.8
(will be explained in the part immediately below). The delay of the preparation and
dissemination of those documents burdened the Project with additional efforts and resources,
and made delays in some activities, including activity 1.7.
As a measure against the delay in this activity O&OD Team formulated a document named
“Means of PO-RALG to sustain Improved O&OD (see ANNEX 8)” explaining procedures of
necessary following up activities including monitoring through PlanRep (Planning and
Reporting System for formulation of LGA’s budget. The system is annually applied) and
Integrated Monitoring and Evaluation System (iMES, government system to monitor and
evaluate performances of RSs and LGAs through on-line system. iMES is about to be
applied).
Implementation of the Means of PO-RALG to sustain Improved O&OD was agreed on in
JCC in February 2021.
1.8. Conduct Dissemination workshops for LGAs and RSs about Guidelines for Improved
O&OD and Manuals (same as 4.3)
This activity was delayed with 20 months due to the following factor: The Guidelines for
Improved O&OD, Planning and Implementation Manual and Community Facilitation Manual
should have been approved, published and disseminated before May 2019, but the approval
and publication were completed in October 2019. The approval and publication were delayed
because, although the English version was completed as planned, the Swahili translation took
much more time than expected. As the result, the workshops planed as activity “1.8” were not
conducted in 2019.
The workshops (Directive Meeting for Dissemination of Improved O&OD) were conducted
from January till March 2020 covering 10 RSs and 76 LGAs. In March 2020, The Project had
to suspend implementation of the workshops for remaining RSs and LGAs due to worldwide
pandemic of Novel Coronavirus (COVID-19). The workshop resumed and all the remaining
RS and LGAs successfully took part in it in January 2021 . (see “ANNEX 11” for more detailed
information)
7
<Activities not implemented during the project period>
The following activities were not implemented during the project period because the activities
should have been realized after the implementation of the activity 1.8. Instead, procedures for
following up on sites, collection of lessons and revisions of the documents are explained in
“Means of PO-RALG to sustain Improved O&OD”.
1.10 Follow up LGAs and RSs on planning and budgeting in LGAs and accumulate lessons
learnt
1.11 Collect lessons from usage of Planning and Implementation Manual and prepare
recommendations to improve it
1.12 Present the recommendations to PO-RALG for better implementation of the Guidelines
and the Manuals (Same as 4.8)
Output 2
All planned activities were executed except “2.10”.
2.10 Collect lessons from usage of Training Curriculum, Materials, Trainer's Manual, Trainer
of Trainers Manual and prepare recommendations to improve them.
This activity could not be completed due to delay of the activity “1.8” because it was planned
to be realized after the activity “1.8”.
Instead, procedures for following up on sites, collection of lessons and revisions of the
documents are explained in “Means of PO-RALG to sustain Improved O&OD” as mentioned
above.
Output 3
The development of SWF Handbook planned in Activity “3.2” was accomplished with delay of
20 months. Other planned activities were executed except “3.6” and “3.7”.
3.2 Develop Community Facilitation Manual for Improved O&OD and Senior Ward Facilitator
(SWF) Handbook to promote and sustain Cis
The Handbook (English and Swahili version) was developed in January 2021, twenty months
delay against the original plan (March 2019).
This was caused by the delay of three documents explained in the Activity 1.8, especially
Community Facilitation Manual as SWF Handbook was completely dependent on Community
Facilitation by ward facilitators (WFs). (see sub-section “1.2.3. Revision of Improved O&OD
Guidelines, Manuals and SWF Handbook has not been made” in the chapter III for more
detailed explanation)
8
3.6 Verify utility of the manuals in the target LGAs
3.7 Collect lessons from usage of community facilitation Manual and SWF Handbook and
prepare recommendations to improve them
Due to the delay of dissemination of the Manual (activity 1.8, accomplished January 2021)
and the preparation of the Handbook (activity 3.2, accomplished January 2021), “3.6” and
“3.7” could not be realized during the Project period.
Instead, procedures for following up on sites, collection of lessons and revisions of the
documents are explained in “Means of PO-RALG to sustain Improved O&OD” as mentioned
above and follow-up activities for target LGAs will be realized. (Refer to the sub-section “1.2.3.
Revision of Improved O&OD Guidelines, Manuals and SWF Handbook has not been made” in
the chapter III for more detailed explanation)
Output 4
All activities were executed according to the plan except 4.3, 4.7 and 4.8.
4.3. Conduct Dissemination workshops for LGAs and RSs about Guidelines for Improved
O&OD and Manuals (same as 1.8)
This activity was delayed with 20 months. The background and reason were explained in the
part of the activity 1.8 of this report.
4.7 Collect lessons from usage of the Guidelines and prepare recommendations to improve it
4.8 Present the recommendations to PO-RALG for better implementation of the Guidelines
and the Manuals (same as 1.12)
Activities 4.7 and 4.8 were not implemented during the project period because they were
planned to be realized after the implementation of Directive Meeting for Dissemination of
Improved O&OD (the activity 1.8 and 4.3) which was completed in January 2021. The
background and countermeasures are explained in the part of the activity 1.10, 1.11 and 1.12
of this report.
For more detailed information, see attached ANNEX 3. Plan of Operation and Actual Activity
implementation.
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2. Achievements of the Project
In this section, achievements of the Project concerning the “Narrative Summary” and
“Objectively Verifiable Indicators” in the Project Design Matrix (PDM) are reported.
In addition, an analysis of the degree of achievement on the “Project Purpose” and
reasons behind delay and/or shortfalls are explained in the sub-section “1.2.
EFFECTIVENESS” of chapter “III. Results of Joint Review”, and measures against those
delay/shortfalls are explained in the section “3. recommendations for the Tanzanian side” of
chapter “IV. For the Achievement of Overall Goals after the Project Completion”.
2.1. Outputs and indicators (Target and actual achievements at completion)
OUTPUT 1: The concept of identifying and encouraging existing community initiatives
is introduced to the LGAs nationwide with an established operational
mechanism
<Overall achievements on Output 1>
The overall achievement level of Output 1 is high because two of three indicators have been
achieved “high” level and one has achieved “fair” level, as explained in the following table:
Indicators Actual achievements Achievement level
1. Planning and
Implementation Manual
for Improved O&OD is
developed and revised.
Planning and Implementation
manual for Improved O&OD was
developed and approved by
PO-RALG.
Revision of the manual has not
been made during the project
period.
70% has been
achieved,
achievement level is
fair.
2. The concept of CI
Identification and
Encouragement is
incorporated into
Guidelines for Improved
O&OD and Guidelines for
the preparation of plans
and budget.
The concept of CI Identification
and Encouragement is
incorporated into Guidelines for
Improved O&OD.
“Guidelines for the Preparation of
Plans and Budget 2020/21”
mentioned "Use Guidelines for
Opportunities and Obstacles to
Development, issued in 2019 for
prioritizing community priorities
and incorporating them into LGA’s
Plan and Budget."
100% has been
achieved,
achievement level is
high.
10
It will be the same for 2021/2022
budget preparation guideline and
is expected to be the continuous
directive in the upcoming years’
budget preparation guidelines.
3. A monitoring methodology
of CI Identification and
Encouragement is defined
and included in
Guidelines for Improved
O&OD.
A monitoring methodology of CI
Identification and Encouragement
has been defined and included in
Guidelines for Improved O&OD.
100% has been
achieved,
Achievement level is
high.
CI: Community Initiative PlanRep: Planning, Budgeting and Reporting System iMES: Integrated Monitoring and Evaluation System
<Explanation about Indicator 1>
The level of achievement of this indicator is 70%/fair. This is because all LGAs became able
to implement the Improved O&OD related activities according to Planning and Implementation
Manual for Improved O&OD; however, revision of the manual (which is a part of this indicator)
was not realized during the project period.
It was agreed that PO-RALG will implement the following activities after the Project as
explained in the section “2. Plan of Operation and Implementation Structure of the Tanzanian
side to achieve Overall Goal” of chapter “IV. The Achievement of Overall Goals after the
Project Completion” and ANNEX 8:
Collection of the experiences on the grass root level
Revision of the Manual based on the experiences on the grass root level
OUTPUT 2: Institutional training system for Improved O&OD is established
<Overall achievements on Output 2>
The overall achievement level of Output 2 is high because all three indicators have been
completed as explained in the following table:
Indicators Actual achievements Achievement level
1. LGTI O&OD Training Team
is in operation according
to its work plan
LGTI O&OD Training Team was
established in Mar. 2018 and in
operation according to its work
plan.
A total number of 30 trainers has
been developed and put into
100% has been
achieved,
Achievement level is
high.
11
practice up to date.
2. Training
curriculum/materials,
Trainer’s Manual, Trainer
of Trainers Manual are
developed and revised.
The curriculum and materials of
training were developed and
revised.
“Trainer’s Manual” and ”LGTI
Master Trainers Manual” were
developed.
(The title of “Trainer of Trainers
Manual” was modified to “LGTI
Master Trainers Manual”.)
100% has been
achieved,
Achievement level is
high.
3. Accreditation/registration
systems of trainers, MTs
and SWFs are developed
and in operation.
The Registration and Mobilization
system of SWF has been
developed and in operation.
The Accreditation systems for
MTs has been developed and in
operation.
90% has been
achieved,
Achievement level is
high.
MT: Master Trainer SWF: Senior Ward Facilitator
<Explanation for Indicator 3>
The achievement level is considered as 90%/high. The planned documents have been
developed and the systems are in operation as shown in the ANNEX 4, 5, 6, and 7. However,
the final procedures for official documents of PO-RALG are still in process so the achievement
level is not 100%.
OUTPUT 3: Replicable Mechanism of Improved O&OD at the LGA level to promote and
sustain CIs through Facilitation is Developed.
<Overall achievements on Output 3>
The overall achievement level of Output 3 is high because 5 out of 7 indicators have been
achieved high level and 2 are fair as explained in the following table:
Indicators Actual achievements Achievement level
1. Community Facilitation
Manual for Improved
O&OD and SWF
Handbook are developed
and revised.
Community Facilitation Manual for
Improved O&OD has been
developed and approved by
PO-RALG
SWF Handbook English version
and Swahili version were
developed.
60% has been
achieved,
Achievement level
is fair.
12
The Community Facilitation Manual
for Improved O&OD and SWF
Handbook have not been revised
during the project period.
2. LGA strategy and action
plan for supporting CIs are
formulated and improved
by all target LGAs.
The LGA strategy and action plans
of 17 target LGAs out of 17 LGAs
have been developed (100%).
17 LGAs have been implementing
their action plans.
No LGAs have improved their
action plan yet.
50% has been
achieved,
Achievement level
is fair.
3. At least 7 target LGAs
have replicated facilitation
through WF training in
different Wards.
Seven (7) target LGAs have
replicated facilitation through WF
training in different Wards (100%).
100% has been
achieved,
Achievement level
is high.
4. At least 10 target LGAs
have replicated facilitation
through experience
sharing with other wards.
Seven (7) target LGAs have
replicated facilitation through
experience sharing with other
wards.
70% has been
achieved,
Achievement level
is high.
5. Roles of Council Taskforce
(CTF), WFs and SWFs
are continuously
implemented according to
manuals and plans.
Roles of Council Taskforce (CTF),
WFs and SWFs have been
continuously implemented
according to manuals and plans.
100% has been
achieved,
Achievement level
is high.
6. Roles of RS are clarified to
supervise the target LGAs
for maintaining the
mechanism to promote
and sustain CIs.
Roles of RS were clarified to
supervise the target LGAs for
maintaining the mechanism to
promote and sustain CIs in the
Guidelines of Improved O&OD.
100% has been
achieved,
Achievement level
is high.
7. O&OD team is
continuously providing
supervision to the target
LGAs.
O&OD team has been continuously
providing supervision to the target
LGAs.
100% has been
achieved,
Achievement level
is high.
CTF: Council Task Force WF: Ward Facilitator LGDG: Local Government Development Grant
<Explanation for Indicator 1, 3 and 4>
<Indicator 1>
It is considered that the level of achievement of this indicator is 60%(fair), for the following two
13
reasons:
Revision of Community Facilitation Manual for Improved O&OD has not been done due to the
delay of Activity 1.8. The revision was planned to be conducted after Activity 1.8 based on the
actual usage.
The SWF Handbooks (English/Swahili) have been developed, although the final
procedures for official documents of PO-RALG are still in process.
The following two activities will be conducted by O&OD team (PO-RALG) and LGTI as shown
in the section “2. Plan of Operation and Implementation Structure of the Tanzanian side to
achieve Overall Goal” of chapter IV. and ANNEX 8.
Collection of lessons based on actual usage at the grass root level
Revision of the Manual and Handbook based on the collected lessons.
<Indicator 3>
100% Model LGAs are implementing their action plan, but the improvement of the plan has
not been realized. This indicator’s achievement level is considered as 50%/fair for the
following reason:
Based on the formulated action plans, all 17 LGAs have been in the middle of
implementing their action plans according to their financial situation despite the
suspension of the LGDG.
<Indicator 4>
Seven (7) target LGAs have replicated facilitation through experience sharing with other
wards (70 %) except three LGAs in Kilimanjaro region. Considering various information
gained throughout Project activities, these three non-achieved target LGAs have been facing
severe financial constraints.
In the original Project design, necessary resources to realize these sort of activities would
be covered by LGDG. After the suspension of LGDG, the Project expected that these three
non-achieved target LGAs would utilize their own fund to conduct replication of community
facilitation by their own initiatives. However, this type of replication was never realized in the
Project period. Considering feasible activities that are to be carried out after the project, it
cannot be hoped that special follow-up on these three LGAs will be conducted.
Thus, PO-RALG will stick to the original purpose of setting up a model LGA, an “prepare
good practices and introduce them to LGAs that are trying to introduce improved O & OD”,
and to “find good practices and introduce them nationwide” . This already been included in the
“Means of PO-RALG to sustain Improved O&OD (see ANNEX 8)”
14
OUTPUT 4: Mechanism of PO-RALG to supervise and replicate Improved O&OD is
developed
<Overall achievements on Output 4>
The overall achievement level of Output 4 is high because two of three indicators have been
achieved high level and one is fair as explained in the following table:
Indicators Actual achievements Achievement level
1. Guidelines for Improved
O&OD is developed and
revised.
Guidelines for Improved O&OD
were developed and approved by
PO-RALG.
Revision of the Guidelines has not
been made during the project
period.
70% has been
achieved,
Achievement level
is fair.
2. Roles and functions of
O&OD team and other
divisions in PO-RALG are
clarified for supervising
and replicating Improved
O&OD.
Roles and functions of O&OD Team
and other divisions have been
clarified in “Improved O&OD
Guidelines” and “Means of
PO-RALG to Sustain Improved
O&OD”.
100% has been
achieved,
Achievement level
is high.
3. 185 LGAs formulate
Council Task Force (CTF).
185 LGAs formulated a Council
Task Force (CTF).
100% has been
achieved,
Achievement level
is high.
<Explanation about Indicator 1>
The level of achievement of this indicator is 70%/fair. This is because all LGAs became able
to implement the Improved O&OD related activities according to the Guidelines for Improved
O&OD; however, revision of the Guidelines (which is a part of this indicator) was not realized
during the project period.
It was agreed that PO-RALG will implement the following activities after the Project as
explained in the section “2. Plan of Operation and Implementation Structure of the Tanzanian
side to achieve Overall Goal” of chapter IV. and ANNEX 8:
Collection of the experiences on the grass root level
Revision of the Guidelines based on the experiences on the grass root level
15
2.2. Project Purpose and indicators (Target and actual achievements at completion)
Project Purpose: Supporting mechanisms for Improved O&OD implementation and
replication are developed and implemented at LGAs and PO-RALG
<Overall achievements on Project Purpose >
The overall achievement level of Project Purpose is high because two of three indicators have
achieved “high” level and one has achieved “fair” level.
Indicator 1. Roles of PO-RALG, RSs & LGAs are clarified according to Guidelines for
Improved O&OD and those roles are continuously implemented
(Respective organizations have to implement their roles in at least 2 cycles of
budgeting/implementation process to be evaluated as “continuously” implementing.)
<Achievements>
Roles of PO-RALG, RSs & LGAs are successfully clarified in Guidelines
Those roles have been continuously implemented by PO-RALG, 2 RSs (out of 26 RSs,
8 %) and 17 LGAs (out of 185 LGAs, 9 %).
<What have not been achieved to fulfil the target>
24 RSs and 168 LGAs have not been “continuously” implementing those roles.
<Results within the Project period>
7 RSs out of the 24 and 66 LGAs out of 168 took part of Directive Meeting for
Dissemination of Improved O&OD in 2020, and they are supposed to be implementing
those roles from July 2020.
Other RSs and LGAs took part of Directive Meeting for Dissemination of Improved O&OD
in January 2021, and they are supposed to start implementing those roles from July 2021.
<Perspectives after the Project period>
Those roles will be implemented by all RSs and all LGAs in 2021/22 planning process
because of the following factors:
Director of Local Government of PO-RALG instructed all RASs and all CDs to utilize
Guidelines for Improved O&OD in November 2020.
Implementation of Directive Meetings to direct the utilization of the Guidelines has
completed for all RSs and all LGAs in January 2021.
<Achievement level>
This indicator has not achieved to the target because the roles clarified in Guidelines are
continuously implemented by just 8 % of RSs and 9 % of LGAs. However, it is expected that
100% of RSs and LGAs nationwide will implement their roles in 2021 and the following years.
16
The implementation is expected to be sustainable because PO-RALG, the supervising
ministry for local governments, have been continuously implementing its roles to extend,
monitor and encourage RSs and LGAs to complete their roles. Moreover, “Guidelines for the
Preparation of Plans and Budget” issued by MoFP indicate RSs and LGAs to use the
Guidelines for Improved O&OD in the budgeting process.
With this perspective, it can be said that Indicator 1 is mostly achieved.
Indicator 2. At least 15 Senior Ward Facilitators (SWFs) are developed and maintained.
<Achievements>
The number of SWF is 18. Their functionality has been maintained up to date.
The number of Senior Ward Facilitator Candidates (SWFC) is 15.
List of SWF/SWFC, and roles and criteria of SWF/SWFCs are explained in Annex 7.
As Appendix 3 and Appendix 4 in Annex 7 show, 18 SWFs and 15 SWFC were selected by
PO-RALG and have been maintained. The definition and criteria to judge their functionality
are explained in the page 7 in Annex 7.
After the project, PO-RALG will support and operate SWF/SWFCs using roles and criteria.
In order to confirm the degree of status in this indicator, it can be confirmed by interviewing the
O&OD Team and LGTI whether this roles and criteria are used and the number of
SWF/SWFCs is increased.
<Achievement level>
Indicator 2 is achieved.
Indicator 3. At least 20 trainers and 5 Master Trainers (MTs) are developed and
maintained.
<Achievements>
30 LGTI staff members have been trained.
10 MTs, 3 Trainers and 17 Candidate of Trainer (CT) out of the 30 trained LGTI staffs have
already been recruited by LGTI.
The criteria applied to judge functionality of trainers and MTs are explained in Annex 6. After
the project, LGTI will continue to develop trainers based on the roles and criteria. There
have not been any new accreditations since the end of the project, as LGTI is currently in the
process of approving the Annex 6 accreditation system. The system will be utilized after
approval to control the quality/level of new trainers and MTs.
<Achievement level>
Indicator 3 is achieved.
17
Indicator 4. Number of villages facilitated by WF is 116.
Achievements:
The number of villages facilitated by WF is 102 (88 % of the target).
<Background/reasons of the shortage>
The fundamental background/reason why the number of villages facilitated by WF has not
achieved it target is the suspension of the LGDG, which is outside of the scope of the project.
(for more detailed information, see section “2. Key Factors Affecting Implementation and
Outcomes” in the chapter “III. Results of Joint Review”.)
<Achievement level>
Indicator 4 is partially achieved.
<Activities after Project period>
To revive LGDG or similar subsidies is beyond the scope of aid projects. What is important
here is how to setup model LGAs for the LGAs that newly introduce improved O & OD and to
show how to extend the number of villages facilitated by WF.
Considering these points, the activity of looking for good performing LGAs and promote
them nationwide is an alternative solution to the problems reported here.
This activity will be carried out by PO-RALG after Project period as informed in the section
“2. Plan of Operation and Implementation Structure of the Tanzanian side to achieve Overall
Goal” of chapter IV. and ANNEX 8.
Conclusion:
<Resume of the achievements of indicators>
Indicator 1 has been partially achieved to the target level: just the limited number of RSs and
LGAs implement the roles clarified in the Guidelines at the end of Project. However, it is
expected that all RSs and LGAs nationwide will start to implement their roles in this year and
the implementation should be sustainable.
Indicators 2, 3 have been successfully achieved their target level.
Indicator 4 is partially achieved. However, activities to fill the shortage has been planned
and will be implemented by PO-RALG after the Project period.
<Conclusion>
The project achieved its objective partially, because the supporting mechanisms for Improved
O&OD implementation and replication are developed and implemented at PO-RALG, but the
mechanism at LGAs has now started being implemented and the evidences which show the
functionality of the mechanism at LGAs have not been collected.
18
3. History of PDM Modification
The Project holds 4 versions of PDM during the Project period from January 2015 through
March 2021. PDM has been revised three times in April 2016, November 2018 and October
2020.
The Phase 2 started with the PDM version 0 attached with R/D which was prepared by the
Phase 1 Project team based on a replication strategy. The PDM had two pillars for the
replication as follows:
(1) Intensive and Consolidated Approach (Proper Improved O&OD Approach) which
aimed to replicate the Improved O&OD to additional 30 LGAs in 5 years (Phase 2
Project period) with institutionalized WF training system;
(2) Immediate Nationwide Dissemination Approach (Community Initiative Support
Approach) with Reformed Local Government Development Grant (LGDG) which
aimed to roll out the essence of the Improved O&OD by reforming LGDG system to
allow LGAs to use LGDG for operational budget to identify, encourage and support
community initiatives.
The first modification was made and approved as the PDM version 1 at the Joint
Coordination Committee (JCC) conducted in April 2016 after one year of implementation
period and when a Detailed Design Survey was conducted with following findings:
It was confirmed that pursuing hasty replication / roll-out of the Consolidated Approach,
or focusing on the mere number of replicated LGAs, should be avoided, because this
would have a negative impact on the quality of the Improved O&OD model and
achievement of its initial purpose. The reform of the LGDG was delayed and it had
severely affected the progress of the Immediate Nationwide Dissemination Reform.
Based on the result of the Detailed Design Survey, the Project proposed the PDM
version 1 and the JCC approved it in April 2016.
The second modification was made and approved at the JCC in November 2018 after an
Advisory Mission from JICA had a series of discussion with PO-RALG. The background of the
modification is:
The Reformed LGDG came into effect in 2017. However, it was suspended by the GoT
in June 2018. Since the LGDG was one of the important conditions for the replication
strategy, the Project Advisory Mission Team organised by the JICA visited Tanzania in
November 2018 to observe the situation. With the Mission Team, the Project analysed
its progress, environment, and the effects of the suspension of the LGDG. As a result,
the Project proposed the PDM version 2 with the extension of the Project period up to
March 2021. The extension of the Project period was approved at the JCC in
November 2018.
The latest version, the PDM version 3, was prepared and approved in October 2020 with
following modification:
The PDM version 2 had some “Objectively Verifiable Indicators” which had not
19
determined specific target values on output 1, 3 and 4. The Project prepared proposals
of those target values after analysing the surrounding environments and results of
Projects’ activities. In addition, in the process of creating the guidelines as a national
system, the two approaches that had been set since the beginning of Phase 2 were
combined into the unified Improved O&OD system. Approval of proposed target values
and the modification of PDM to unify the two approaches was reflected at the JCC in
July 2019. The procedure continued to make some changes to set expressions in
more detail and PDM version 3 was finally approved in October 2020.
(All versions of PDM are attached as ANNEX 10)
4. Others
4.1. Results of Environmental and Social Considerations
4.1.1. Environmental Considerations
Although the Project has not had a direct effect on environment, the Improved O&OD
developed and disseminated by the Project can have a positive effect on the proper use of
communal lands and natural resources of people at kitongoji and village level. As a result, the
Improved O&OD is expected to contribute to the establishment of an environmentally friendly
society.
4.1.2. Social Considerations
The Improved O&OD provides people with steps to indiscriminately participate in planning
and implementation of socio-economic development activities by joining small-scale
organizations such as women's groups, disabled groups, youth groups, income generation
groups, etc, as well as by assembling village/ward/district activities. Therefore, the Improved
O&OD is expected to work effectively on the establishment of a so-called symbiotic society in
which people live together by helping each other.
4.2. Results of Considerations on Gender/Peace Building/Poverty Reduction
4.2.1. Considerations on Gender
As shown in the 4.1.2, the Improved O&OD provides people with opportunities to
indiscriminately participate in development activities. This means that the Project has a
positive effect on gender inclusion.
4.2.2. Considerations on Peace Building
It is observed that several villages organized self-appointed groups of vigilantes whose
purpose is to prevent and solve crimes in the area. It is also observed that the Improved
O&OD strengthened the village decision-making system, which contributed, for example, to
solving a land boundary conflict between two villages. The Improved O&OD is expected to
work effectively on peace building both within the village and among neighbouring villages.
20
4.2.3. Considerations on Poverty Reduction
The Improved O&OD has had positive effects on the Poverty Reduction. It is observed that a
lot of community-based income-generating groups have been established on the ground by
virtue of the implementation of the Improved O&OD.
21
III. Results of Joint Review
1. Results of Review based on DAC Evaluation Criteria
1.1. RELEVANCE
The Relevance of the overall achievement of the Project Purpose is high.
1.1.1. Consistency with Development Policy
The Improved O&OD, a project planning and implementation methodology developed and
disseminated nationwide by the Project, is in line with various government aspirations such as
the Tanzania Development Vision 2025 and the Second Five Year Development Plan (FYDP
II 2016/17-2020/21).
The Vision 2025 emphasizes the importance of wide-ranging grassroots participation,
including the utilization of locally available resources, knowledge and experience. The
Improved O&OD certainly realizes empowerment of local governments and communities with
the grassroots participation.
The Five Year Development Plan 2011/2012-2015/2016 (FYDP I) promoted the
Decentralization by Devolution (D by D) policy as a means to achieve good governance.
Furthermore, the FYDP II Objectives number 6 and 8 focus on “Improving quality of life
and human wellbeing and intensify and strengthen the roles of local actors in planning and
implementation”. In the Improved O&OD, people as the main actor of development prepare
their development plans and implement them to attain a better life in collaboration with LGAs.
The GoT has been implementing the Strategic Revenue Generating Project (SRGP) since
January 2018 as a means to achieve the FYDP II and the Ruling Party Manifesto (CCM
manifesto 2015-2020). While the overall objective of the SRGP is for LGAs to be financially
independent from the central government through LGAs’ revenue enhancement, the
Improved O&OD aims at realizing efficient and effective utilization of LGAs’ budget for local
development. The SRGP and Improved O&OD mutually complement each other for
strengthening the function of LGAs.
The draft of the National Decentralization Policy developed in 2019 included policies on
“Social Service Delivery” and “Community Participation”, which were consistent with the idea
and methodology of Improved O&OD. The draft received some modifications and expected to
be approved by Inter Ministerial Technical Committee in 2021.
1.1.2. Relevance with the Japan’s ODA Policy
The Japan’s Country Assistance Policy for the United Republic of Tanzania states that
“Improvement of Public Services to All Citizens” is one of the priority areas of assistance for
Tanzania through strengthening of administrative and financial management capacity of the
Tanzanian Government.
22
The O&OD Project Phase 2 is part of the “Program for Local Government Reform Support”.
Through the implementation of this program, the Government of Japan has been extending its
support through various schemes such as sending a local governance advisor to PO-RALG
and strengthening knowledge and human network among Regional Administrative
Secretaries and Council Directors through training both in Japan and Tanzania.
1.1.3. Appropriateness of the Project Approach
The Basic Design of Technical Cooperation Project mission (June 2014) confirmed based on
a Kondoa District Council’s case that the Improved O&OD would function well as long as
there are strong commitment and leadership at LGAs.
In the Phase 2 period, case studies were implemented and three case study documents
(Mang'ula-B village in Kilombero DC, Chamakweza village in Chalinze DC, and Kisarawe
District Council) as well as internal reports (concept papers about Mnenia village in Kondoa
DC, etc.) were documented. All these cases indicate that the approach taken by the Project is
effective not only in creating a collaboration mechanism between people and the government,
but also in implementing participatory development activities by mobilizing resources from
both governments and communities. In this regard, the Improved O&OD is a proper approach
to accomplish local development.
The Improved O&OD developed in the Phase 1 required a great amount of investment in
terms of both time and resources to replicate it. On the other hand, the GoT pursues fair and
quick dissemination. To meet both of the demands, the Project Phase 2 started designing the
“Intensive and Consolidated Approach” as well as “Immediate Nationwide Dissemination
Approach”.
However, the followings became clear as the Phase 2 proceeded with the said two
approaches; The Project should aim at building up only one national system that could be
disseminated nationwide and, hence adopting two approaches with the same name of
Improved O&OD would create inconsistency and confusion.
To tackle this situation, the Project integrated the two approaches and formulated the
“Guidelines for Improved Opportunities and Obstacles to Development (O&OD)”, as well as
the “Planning and Implementation Manual for Improved O&OD” and “Community Facilitation
Manual for Improved O&OD” to explain the unified Improved O&OD system.
Unfortunately, the Project could not confirm the relevance of the integrated Improved
O&OD system, because the Directive Meeting for Dissemination of Improved O&OD whose
purposes are to introduce the Improved O&OD, prompt dissemination and provide directions
of the Guidelines and Manuals have just been accomplished in January 2021 (this delay is
detailed in the sub-section “1.2. EFFECTIVENESS” of this document).
1.1.4. Consistency with Development Needs
The Project objectives are consistent with the country’s development needs.
23
One of the important development needs of Tanzania is that the central and local
governments do not have enough resources to meet a wide range of peoples’ needs. The
Improved O&OD is the remedy for this challenge as it offers a collaboration mechanism
between communities and governments to cope with peoples’ needs by efficiently utilizing
government’s and peoples’ resources.
1.2. EFFECTIVENESS
The Effectiveness of the Project is high.
1.2.1. Overview:
Project Purpose has been mostly achieved.
As the section “2. Achievements of the Project” of chapter II explained, despite the delay
and shortfalls, the Project Purpose mostly achieved.
As “Achievement of the Project” (II. Results of the Project) shows, almost all of the
Objectively Verifiable Indicators have been achieved for their target except the following
indicators.
Indicator No 1 of Project Purpose: Partially achieved
Roles of PO-RALG, RSs and LGAs were successfully clarified in the Guidelines for
Improved O&OD. However, the nationwide dissemination of the Improved O&OD was
delayed.
Indicator No 4 of Project purpose: Partially achieved
The number of villages facilitated by WF has reached 102 instead of 116 (88 % of the
target level).
Indicator No 1 of OUTPUT 1, Indicator No 1 of OUTPUT 3 and Indicator No 1 of OUTPUT
4: Partially achieved
- Indicator No 1 of OUTPUT 1: Planning and Implementation Manual for Improved
O&OD was developed, but it has not been revised.
- Indicator No 1 of OUTPUT 3: Community Facilitation Manual for Improved O&OD and
SWF Handbook were developed, but have not been revised.
- Indicator No 1 of OUTPUT 4: Guidelines for Improved O&OD was developed, but it has
not been revised.
Indicator No 2 of OUTPUT 3: Partially achieved
- The action plans of 17 LGAs have been developed (100% of the target).
- Three LGAs have formulated their LGA Strategic Plan with the ideas of Improved
O&OD (The target was 17.).
Indicator No 4 of OUTPUT 3: Partially achieved
- Seven LGAs have replicated facilitation through experience sharing with other wards.
(The target was 10.)
24
1.2.2. Delay on the nationwide dissemination of Improved O&OD
The preparation of the Guidelines and two Manuals and their dissemination were planned to
be completed by June 2019 to be ready for the planning process 2019-2020.
However, the Guidelines was completed in October 2019, because of the translation from
English into Swahili took much more time than expected. Accordingly, “Directive Meeting for
Dissemination of Improved O&OD” started in January 2020. The worldwide outbreak of the
Covid-19 had caused the suspension of the Directive Meeting in March 2020 after 76 LGAs in
10 regions received the directions on the Guidelines and Manuals.
The remaining 109 LGAs in 16 regions resumed to take part in the meeting in January
2021 and are expected to apply the Improved O&OD in the 2021-2022 planning process.
In brief, 76 LGAs started to implement the Improved O&OD Guidelines in the 2020-2021
planning process with one-year delay from the previous Project’s expectation, and two-year
delay for 109 LGAs in the 2021-2022 planning process. (More detailed information on the
“Directive Meeting for Dissemination of Improved O&OD” are attached as ANNEX 11)
1.2.3. Revision of Improved O&OD Guidelines, Manuals and SWF Handbook has not been
made (Indicator No 1 of OUTPUT 1, 2 & 3)
< O&OD Guidelines, Planning and Implementation Manual and Community Facilitation
Manual>
As mentioned above, the preparation of the Guidelines and two Manuals and their
dissemination were originally planned to have been completed by June 2019, but the
dissemination was completed in January 2021, just two months before the termination of the
Project. Consequently, the Project was not able to fully conduct follow-up activities, namely
collect lessons based on the actual utilization of these documents and prepare
recommendations for revisions based on the lessons during the Project period.
Additionally, the Covid-19 seriously decelerated project’s activities because the Japanese
Experts were forced to evacuate from Tanzania from March and April 2020 to November 2020,
and as a result, the Project could not utilize its funds without the presence of Japanese
Experts. This severely hindered follow-up activities towards the 10 RSs and 76 LGAs that had
already received the Directive Meetings.
<SWF Handbook>
The development of SWF Handbook was completely dependent on Community Facilitation by
ward facilitators (WFs) in the Community Facilitation Manual. The delay of the development of
Community Facilitation Manual resulted in the postponement of SWF Handbook
development.
After the Community Facilitation Manual was officially approved by PO-RALG in October
2019, the development of SWF Handbook started, yet it was suspended due to the prioritized
25
implementation of the Directive Meeting from January 2020 to March 2020. The Covid-19
severely decelerated the SWF Handbook (English version) development, as it became more
difficult to incorporate comments from SWFs on-line. Furthermore, translation from English to
Swahili took more time than expected: it took four months from May 2020 to September 2020.
The Handbook (English and Swahili version) was developed in January 2021, despite the
twenty-month delay against the original plan (March 2019).
1.2.4. Unachieved Objectively Verifiable Indicators related with Output 3
Indicator No 4 of Project purpose and three (3) indicators of Outputs 3 have not achieved its
target.
It goes without saying that one of the causes of these shortfalls was Covid-19. It is also
difficult to disregard the adverse effects of the suspension of the Reformed Local Government
Development Grant (LGDG) that resulted in the unachieved targets. This is because the
Replicable Mechanism of Improved O&OD at LGA level to promote and sustain CIs through
Facilitation was heavily dependent on the Reformed LGDG. In other words, the target LGAs
were expecting to utilize the LGDG to reach these goals by training and supporting WFs in
community facilitation as well as monitoring and supporting CIs. This issue will be explained in
the “2. Key Factors Affecting Implementation and Outcomes of the Chapter III”
Despite these challenges, the project purpose has been achieved as already mentioned.
One of the reasons why the Project could achieve its purpose without attaining these
indicators was because LGAs can start applying the Improved O&OD without facilitation
activities.
However, training ward extension officers to be Ward Facilitators and empowering
communities through facilitation by Ward Facilitators are an important part of the Improved
O&OD and if some indicators related with Output 3 have not been achieved, it may indicate
that there is room for further improvement on the mechanism of the Improved O&OD at LGA
level to promote and sustain CIs through Facilitation.
This issue will be explained in the “3.3. Implementation of Community Facilitation” of the
chapter IV.
1.2.5. Follow-up after Project period
PO-RALG prepared a follow-up activities plan after Project period called “Means of PO-RALG
to Sustain Improved O&OD (see ANNEX 8)”. The execution of this plan will recover the
shortages explained in this sub-section and will extend the Project outcomes.
1.3. EFFICIENCY
The Efficiency of the Project is fair.
The planned project cost was 660 million yen estimated in 2016 through Pre-implementation
26
stage evaluation. The actual project cost was 789 million yen. The cost of the Project
increased by 20 %. This increase is mainly caused by the extension of the project period.
The Project period was extended once from five years to six years and two months. The
actual project period was from January 2015 to March 2021 while the planned project period
was from January 2015 to January 2020. The reasons and validity for project extension are
discussed below in 1.3.1.
Considering the following aspects, the efficiency of the project is assessed as fair even
though the cost increased, and the period was extended.
1.3.1. Reasons for the extension
PO-RALG had shown its strong initiative to replicate the Improved O&OD nationwide by
developing Improved O&OD Guideline and disseminating it even after the reformed LGDG
was suspended. Therefore, the extension of the Project period to March 2021 was agreed
between PO-RALG and JICA. According to the PDM revised in November 2018, it was
planned to issue the Guidelines for Improved O&OD and the related documents in May 2019
and to see the validity of the documents through actual experience of Regional Secretariat
(RS) and LGAs during the two cycle of planning and budgeting in fiscal year 2019/20 and
fiscal year 2020/21. Moreover, it was planned to modify the documents according to results of
the verification during the extended period.
Singida Regional Secretariat (RS) was chosen for the review because the region already
had proactively adopted the dissemination and implementation of the Improved O&OD. It was
considered proper to observe the execution of the system without support from the Project so
as to determine the RS’ expected functions based on the real situation. Also, the introduction
of the Improved O&OD to LGAs in Singida was crucial to verifying and improving the
methodology developed in the Project Phase 2. To finalize the verification, it was necessary to
confirm whether LGAs could realize the planning process without support from the Project.
However, the actual issuance was in October 2019. This delay and the Covid-19 caused
delay of implementation of the Directive Meetings as the first dissemination of the Guidelines
and the two manuals. The implementation completed in January 2021; therefore, the Project
was not able to have time before its termination to verify them based on actual utilization by
LGAs and RSs. Consequently, collection of lessons and revisions of the documents have not
been conducted as planned yet.
1.3.2. Production of outputs in relation to the activities implemented
From the perspective of producing the intended official documents such as the Guidelines for
Improved O&OD and the related Manuals, the Project successfully produced all the
documents by the end of the Project period. The dissemination of the Guidelines, Planning
and Implementation Manual and Community Facilitation Manual for all RSs and LGAs have
been completed through 14 batches of Directive Meetings for Dissemination of Improved
27
O&OD.
Documents related to training for Improved O&OD also have been completed as follows:
LGTI Master Trainers Manual;
Trainer’s Manual;
Certification and Accreditation System;
Senior Ward Facilitator Handbook;
Operational Manual for Senior Ward Facilitator Registration and Mobilisation System.
From the perspective of human resources, PO-RALG has a team named O&OD Team in
Division of Local Government. LGTI has the LGTI Training Team which became capable of
continuously monitoring, supervising and training RSs and LGAs according to the documents
mentioned above.
However, considering the original plans made when the Project period extension was
agreed to see the validity of the document as mentioned above, the Project did not fulfil this
achievement.
1.3.3. Input Allocation
Inputs planned in the PDM have been mostly appropriately allocated by the Japanese side in
terms of quality and quantity to implement Project activities. Inputs planned in the PDM for the
Tanzanian side in terms of personnel have been appropriately realized both from PO-RALG
and LGTI. However, the allocation of budget by PO-RALG has not been sufficient to
effectively implement activities as planned in the PDM.
As for the timing of budget execution, the implementation of Directive Meetings was not on
schedule due to the reasons mentioned above. Therefore, collection of lessons based on the
actual utilization of the guidelines was not conducted.
1.4. IMPACT
Overall Goal and its Indicators
Through Improved O&OD, GoT
(Central Government and LGAs)
implements local service delivery
and local development by
supporting and promoting
community initiatives.
1. Implementation of Improved O&OD is continued.
2. Human resource and institutional capacity for
Improved O&OD developed through the project
are being used.
3. All LGAs nationwide incorporate identified CIs
into their plan and budget.
CI: Community Initiative
The project team concludes that the impact of the project is high and the overall goal can be
realized as long as PO-RALG keeps its commitment.
28
PO-RALG has shown its commitment and leadership on the Improved O&OD application
on the 2021-22 budgeting process by directing all LGAs to incorporate identified Community
Initiatives (CIs) into their plan and budget. This plan will be implemented from July 2022, and
all LGAs will have experience of going through the process of the Improved O&OD in three
planning cycles while implementing cycles twice by the time when the Ex-post-evaluation of
the Project is carried out after 3 years of its completion..
If this process goes along with appropriate support and training from the O&OD team and
LGTI, the Overall Goal and its Indicators are expected to be achieved.
Expected Progress in application of Improved O&OD by LGAs
July, 2020 - June 2021 July, 2021 - June 2022 July, 2022 - June 2023
Planning & Budgeting
76 LGAs started to apply Improved O&OD in planning
Remaining 109 LGAs will start to apply Improved O&OD in planning
All LGAs will apply Improved O&OD in planning
Imple- mentation
76 LGAs will implement the plan with Improved O&OD
All LGAs will implement the plan with Improved O&OD
Regarding the Environmental, Social, Gender, Peace Building, Poverty Reduction
Considerations, as explained in “4. Others”, “II. Results of the Project”, positive spillover
effects have been observed in the target LGAs.
Considering those impacts and spillover effects, it is expected that the supporting
mechanism of Improved O&OD replication created by the Project will contribute positively to
the D by D policy and development plans of Tanzania such as the Development Vision 2025
as long as the decentralization policy of the country is maintained.
1.5. SUSTAINABILITY
Having considered the below factors, the sustainability of the results produced by the
Project is high.
The Reformed Local Government Development Grant (LGDG) was expected to be the
principal source of funds for Improved O&OD application as well as for capability building of
LGAs personnel, as detailed in “2. Key Factors Affecting Implementation and Outcomes”.
The LGDG has been suspended since June 2018 and the suspension can be a crucial
negative factor that hampers the sustainability of the Improved O&OD.
On the other hand, the Improved O&OD is now an official system because the Guidelines
and two Manuals were published in October 2019 as the official documents of PO-RALG. The
Improved O&OD was officially disseminated to all RSs and LGAs from January 2020 to
January 2021 by “Directive Meeting for Dissemination of Improved O&OD”.
PO-RALG, the core organization that maintains and develops the supporting mechanisms
29
of Improved O&OD, has shown its commitment and leadership on the dissemination and
further improvement of Improved O&OD.
The O&OD team at PO-RALG and Improved O&OD Training Team at LGTI possesses
sufficient skill required for continuation of the project. These two teams have a pool of human
resources and reproduction system which guarantee further improvement and dissemination
of the Improved O&OD. The Project has endeavoured to foster the
capabilities/skills/experiences of the two teams that have been functioning as expected. To
ensure sustainability of the Improved O&OD, the O&OD team at PO-RALG and Improved
O&OD Training Team at LGTI are indispensable.
The lack of stable funds such as the Reformed LGDG would make it difficult for LGAs to
implement completely the Improved O&OD as explained in the Guidelines and two Manuals.
Nevertheless, the Improved O&OD has been operated as an official system by PO-RALG
with a solid organizational setup and determined will to establish nationwide. Therefore, it is
expected that LGAs will utilize the Improved O&OD under their limited conditions.
2. Key Factors Affecting Implementation and Outcomes
2.1. Suspension of the Reformed LGDG
The Reformed Local Government Development Grant (LGDG) was expected to be an
important source of funding as well as the Monitoring & Evaluation mechanism for field
application of the improved O&OD.
- The LGDG would be a source of funds for the Improved O&OD related activities by local
governments;
- The LGDG would be a fund to strengthen the capacity of LGAs staff so that the Improved
O&OD could be used properly;
- The LGDG’s Annual Assessment would show the result of the Improved O&OD application
clarifying whether the collaborative relationship of communities with governments has
been strengthened and working.
The Reformed LGDG was approved in August 2016. However, it was suspended in June
2018.
Since then, the Project has established a method for implementing the Improved O&OD
that does not solely rely on the LGDG and LGDG’s Monitoring & Evaluation.
The Project has successfully achieved its objectives with its countermeasure against the
suspension by virtue of its coordinated efforts.
This issue will be explained in “3. Evaluation on the results of the Project Risk
Management” in this chapter and “3. Recommendations for the Tanzanian side” on the
Chapter IV of this document.
2.2. Novel Coronavirus Pandemic (Covid-19)
30
The Covid-19 forced all five Japanese experts of the Project to return to Japan in the end of
March (Two experts) and early April (three experts) 2020. JICA’s resource management was
done by the JICA Tanzania office from April 2020 to November 2020. As there were limitations
of the utilization of the project funds, the Project activities during the absence of Japanese
experts in Tanzania were severely restricted.
In this situation, the Tanzanian members of PO-RALG and LGTI made their maximum
efforts to proceed with Project activities. The Japanese members supported them by e-mail,
video conference, etc. In fact, they achieved many positive results.
All Japanese members came back to Tanzania in the late November (Three experts) and
early December (Two experts) 2020. The Tanzanian and Japanese members have made the
utmost efforts to accomplish the Directive meeting and all the remaining tasks as reported in
this completion report.
3. Evaluation on the results of the Project Risk Management
Issue for which risks have NOT been pointed out
Measures
Whether it was carried out
Result
Most of the funds required to apply the Improved O&OD in the field, such as training costs and operation costs for LGAs/Villages projects, were designed to rely on LGDG.
Preparation of contingency plan (plan B) in case of suspension of LGDG.
A contingency plan was prepared by the end of May 2018 and started to apply immediately after suspension of LGDG in June 2018.
Activities planned in the Plan B have been realized and contributed to achieving the Project purpose without LGDG.
The most critical moment on the project management was June 2018 when the Reformed
LGDG was suspended. Despite the suspension, the Project could continue its activities
because it had created a contingency plan.
Rumours about the suspension of LGDG started to spread in around March 2018. The
Project members analysed the possible activities which could be carried out without the
LGDG at each level (village, ward, council and national level) and concluded that the
Improved O&OD could be applied in all levels and could contribute to the development of the
country even without the LGDG. The project constructed a contingency plan of activities as
“Plan B” based on the analysis.
The Plan B was utilized as a base of the proposed version 2 of PDM and was approved in
the JCC in November 2018 (reference, “3. History of PDM Modification” of chapter III).
As a result, the development of the contingency plan (Plan B) prevented any confusion
among the Project’s stakeholders and delay of the Project’s activities even under the
unanticipated suspension of the LGDG.
The Project faced a similar challenge in March 2020. The Project started to prepare a
31
contingency plan in early March 2020 to cope with the Presidential instruction to suspend
official activities in Tanzania. To make matters worse, the Project expected that Project
activities would decelerate due to the Covid-19. Therefore, both Tanzanian and Japanese
Project members set a strategy to cope with the challenge at the end of March 2020 on the
assumption that the Japanese members would be required to stay in Japan for a relatively
long period of time.
4. Lessons Learnt
4.1. Texts development
In the Tanzanian context, the preparation of documents in Swahili is indispensable, yet it takes
some time to translate them from English into Swahili.
The Improved O&OD Guidelines and two manuals should have been approved, published
and disseminated before July 2019, but the approval and publication were completed in
October 2019.
The approval and publication were delayed because of translation from English into
Swahili. Although the English version was completed as planned, the Swahili translation took
much more time than expected.
All government documents are required to be translated in Swahili. Sufficient time for
translation should be set aside.
32
IV. The Achievement of Overall Goals after the Project Completion
1. Prospects to achieve Overall Goal
It is expected to achieve the Overall Goal as long as PO-RALG keeps its commitment, as
described “1.4. IMPACT” on chapter III.
2. Plan of Operation and Implementation Structure of the Tanzanian side to
achieve Overall Goal
2.1. On PO-RALG
Dissemination of the Improved O&OD has been completed to all RSs and LGAs through the
Directive Meeting for the dissemination of Improved O&OD in January 2021. As a next step,
PO-RALG has set means to sustain proper implementation of the Improved O&OD by all
levels of the government: the central government, RSs and LGAs. The cores of the measures
are monitoring, supervision and experience sharing of the best practices to be conducted as
annual routine tasks through existing systems of the government.
Related divisions in PO-RALG play roles as an implementer of the monitoring, supervision
and experience sharing through coordination with Director of Local Government (DLG).
O&OD Team in Division of Local Government functions as a coordination unit for all activities
related to Improved O&OD and provide necessary instruments and materials to the related
divisions.
The monitoring of Improved O&OD is conducted through PlanRep from the viewpoint of
budget allocation and execution by PO-RALG staff involved in the budget scrutinization
including O&OD Team. In addition, the monitoring is conducted through field visits and
Integrated Monitoring and Evaluation System (iMES) after the iMES starts its operation.
The supportive supervision of Improved O&OD is conducted through field visits. For the
implementation of the field visits, O&OD Team prepares a field visit plan of O&OD Team and
submit it to DLG for allocation of the necessary budget in the next fiscal year. The supervision
through the field visit by O&OD Team is crucial for LGAs to continuously give meaningful
supports to communities and to promote community facilitation by WFs.
Experience sharing is conducted through any available occasions within PO-RALG as well
as provided by other institutes such as development partners. Websites of PO-RALG, RSs
and LGAs are also used to disseminate the best practices and directives on Improved O&OD.
These activities are to be regularly conducted year after year with the aim of enabling all
RSs and LGAs to implement Improved O&OD properly and continuously according to the
following Plan of Operation for the period of February 2021 until June 2024.
Refer to ANNEX 8: Means of PO-RALG to Sustain Improved O&OD for detailed ways of
working of O&OD Team and coordination with related divisions of PO-RALG.
33
2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6
1
Submission of additional
indicators for Integrated
Monitoring and Evaluation System
(iMES)
O&OD Team submits the additional indicators already prepared
by the Team to Management of PO-RALG.
Not
needed.
2Formulation of Field Visit Plan of
O&OD Team
O&OD Team select targets LGAs according to results of
Assessment Report and Data base of each LGA. (for the first year,
according to resutls of questionnaires and evaluation of Directive
Meetings)
O&OD Team prepare the plan and submit it to DLG for allocation
of the necessary budget in next fiscal year.
Not
needed.
3
Preparation for budget
scrutinization
(for the first year, check list was
already produced)
O&OD Team reviews Check List for PlanRep and prepare
updated one.
O&OD Team shares the updated Check List with DPP.
DPP instructs staff of PO-RALG to be involved in budget
scrutinization to use the check list.
Not
needed.
4 Monitoring through PlanRep
Staff involved in budget scrutinization conduct the monitoring by
referring Check List.
O&OD Team will compile the results.
PO-RALG
5Adding more functions into Web-
Platform
O&OD Team coordinates with DICT to add two functions which
are the interactive communication with LGAs and RSs and the
showcase for experience sharing.PO-RALG
6Monitoring from the viewpoint of
budget execution
O&OD Team check budget execution for Improved O&OD by
referring Check List through CDR and CFR in PlanRep.
O&OD Team compiles the results.
Not
needed.
7 Formulation of assessment report
O&OD Team and LGTI formulate Assessment Report compiling
the results of monitoring which have been conducted in the
previous year.
O&OD Team and LGTI submits the Assessment Report to DLG.
DLG shares contents of the Assessment Report to other divisions
of PO-RALG.
Not
needed.
FY 2020 FY 2022 FY 2023
Work Plan of PO-RALG to Achieve Overall Goal
ActivityFY 2021
Sub-ActivitySource of
Fund
34
2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6
8 Updating Database of each LGA
O&OD Team prepares of format data base using excel (for the first
year only).
O&OD Team updates information of each LGA in database
according to results of assessment report.
Not
needed.
9
Insertion of related clauses into
Guidelines for the preparation of
Plans and Budget
DLG and DPP participate in budget conference for Guidelines for
the preparation of Plans and Budget and insert necessary
clauses for Improved O&OD.
PO-RALG
10
Implementation of iMES
(The workplan merely shows
tentative timing because starting
timing of its implementation is not
yet decided)
PO-RALG implements iMES.
O&OD Team extracts and compiles information of Improved
O&OD from results of iMES PO-RALG
11 Field visits by O&OD Team O&OD Team conducts filed visits for monitoring and supportive
supervision according to the field visit plan throughout the year.PO-RALG
12 Experience SharingExperience sharing of the best practices is to be conducted
through any available occasions throughout the year.PO-RALG
13Updating information in Web-Plat
form
O&OD Team updates information on Improved O&OD in Web-
Platform whenever necessity arises.
Not
needed.
14 Revision of the Guidelines
PO-RALG discuss necessity of revision of the Guidelines and
related Manuals based on collected lessons from the monitoring
(approximately after three years for the end of the Project).
If PO-RALG considers its necessity, the documents will be revised
accordingly.
PO-RALG
FY 2022 FY 2023Activity Sub-Activity
Source of
Fund
FY 2020 FY 2021
Remarks: Activities of 11, 12 and 13 will be conducted throughout the year whenever necessity arises.
35
2.2. On LGTI
The Directive Meeting and Council Task Force (CTF) Training for all 185 LGAs and 26 RSs
have successfully been completed with JICA’s financial support. Now, the highly important
roles and responsibilities for LGTI are to implement the Ward Executive Officer (WEO)
Training and Ward Facilitator Training to LGAs. However, the Local Government
Development Grant (LGDG), which is indispensable financial sources for both training
courses, was suspended in June 2018. The suspension made future training for WEO and
extension officers for Ward Facilitators financially infeasible. In addition, the suspension
negatively affected monitoring activities by LGA staff towards communities as well as the
provision of financial supports to the existing WFs. In this uncertain financial situation, it
would be difficult for LGAs to consolidate community facilitation as the main component in
the Improved O&OD activities.
In spite of this unfavourable situation, LGTI formulated an annual work plan (Refer to the
Work Plan by LGTI to Achieve the Overall Goal in the next page) with the following four
purposes:
(1) Promote and extend Improved O&OD activities to LGAs;
(2) Implement WEO and WF Training in LGAs which have sufficient budget;
(3) Enhance the capability of training staff at LGTI as well as other training institutes.
(4) Increase the number of Master Trainers at LGTI and Trainers in other training institutions
(5) Review and revise training curriculums and materials
36
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6
1
Follow-up implementation of
Improved O&OD activities
in RS and LGAs after
directive meetings
-Develop follow-up instrument
-Follow-up Improved O&OD activities in RS
and LGAs (incorporated CIs in LGA plans and
budgets)
-Develop follow-up report
-Share follow-up results with PO-RALG, RS
and LGAs
LGTI own Source,
Grants from
Development Partners
2
Promote Improved O&OD
Training to Potential
Trainers in LGTI
-Identification of Potential Trainers
-Nomination of Potential Trainers
-Providing Trainings
-Assessing Training System
-Process Trainers Certification and LGTI MTs
-Accreditation of Trainers
LGTI Own Source and
Development Partner's
Grants
Promote Improved O&OD
Training to Potential
Trainers from other
Institutions
-Identification of Potential Trainers
-Nomination of Potential Trainers
-Providing Trainings
-Assessing Training System
-Process Trainers Certification
Training Institutions
Own Source and
Development Partner's
Grants
3
Strengthen capability of
LGTI Master Trainers,
Trainers and Potential
Trainers from LGTI
-Conducting Action Researches
-Writing Case Studies
-Sharing Improved O&OD experiences and
best practices with other stakeholders
-Review and revise training curriculums and
materials
LGTI own Source,
Grants from
Development Partners
4
Strengthen capability of
Potential Trainers from
other Training Institutions
-Conducting Action Researches
-Writing Case Studies
-Sharing Improved O&OD experiences and
best practices with other stakeholders
Training Institutions
Own Source and
Development Partner's
Grants
5Evaluate effects of
Improved O&OD Training
-Conducting Tracer studies to: LGAs, Training
institutions, Central ministries, Community
-Review and revise training curriculums and
materials
Subvention/Grants
from Central
Government and
Development Partners
6Implement Improved O&OD
Training
-Conducting Training to Councillors, Ward
Executive Officers and Ward Facilitators
LGA Own Source,
Subvention from
Central Government
and Grants from
7Provide Consultation to
RS/LGAs/Communities
-Conducting Backstopping to RS, RS O&OD
Team, Council Task Force (CTF), Councilors,
Ward/Village/Mtaa Executives,
Ward/Community Facilitators
-Review and revise training curriculums and
Subvention from
Central Government,
Grants from
Development Partners
and LGAs Own Source
FY 2022 FY 2023Activity
FY 2021Sub-Activity
FY 2020Source of Fund
Work Plan by LGTI to Achive the Overall Goal
37
3. Recommendations for the Tanzanian side
As explained in the “1.2. EFFECTIVENESS” in Chapter III the Project has not completely
satisfied some objectives. In this section, the Project makes recommendations not only on
measures against the unachieved objectives, but also on the sustainable implementation of
the results of the Project. Firstly, recommendations on monitoring, supervision, and
experience sharing of the Improved O&OD from PO-RALG to local governments is made.
Secondly, recommendation on the revision and improvement of Guidelines and Manuals is
made. Then recommendations on Community Facilitation are made. Finally, the Project
makes recommendations on further enhancement of LGTI’s internal human resources and
Improved O&OD training materials as the core institution in the Improved O&OD.
It goes without saying that financial resources from the GoT are necessary to realize
some of the recommendations, and cooperation with development partners should be
considered to overcome the challenge of lack of funds.
3.1. Monitoring and Supervision by PO-RALG
Having successfully completed the first round of dissemination of Guidelines for Improved
O&OD, Planning and Implementation Manual and Community Facilitation Manual to all RSs
and LGAs through a series of Directive Meetings in 2020 and 2021, it would still be highly
needed to conduct follow-up activities on RSs and LGAs to ensure proper and sustainable
implementation. In this regard, the Project prepared the following recommendations for
PO-RALG to undertake monitoring and supervision as the follow-up with continuity as
described below:
3.1.1. Enhancement of monitoring methodology
As a current monitoring methodology within PlanRep and iMES has been developed during
the Project period with one-year delay and is not substantially applied yet, it is
recommended that the methodology be enhanced over time through annual reflection.
In this context, it is important to urge that this aspect of the Improved O&OD System, i.e.,
monitoring and follow-up mechanism of the respective LGAs performance, is crucial for
sustainable development of the System, and that was most seriously affected by
suspension of LGDG. With LGDG, it had been systemically institutionalized as the Annual
Assessment. Also, the budget for Assessment was secured each year from LGDG itself, not
only to collect information on-line but physically visiting each LGA to verify the situation and
give necessary advice and mentoring. It is highly recommended for PO-RALG to consider
how to strengthen this aspect with PlanRep and iMES.
3.1.2. Supervision on the ground
It is crucial to verify results of the monitoring by direct observation on the spot considering
possible deviations which might occur in on-line monitoring system. Supervision should be
38
given according to the observed reality in each LGA so that O&D Team can effectively
nurture LGAs’ capacity to properly implement the Improved O&OD; therefore, sufficient
budget should be annually secured for O&OD team within PO-RALG to achieve the
objective through field supervision.
3.2. Revision and improvement of Guidelines and Manuals
As the Project was not able to revise the Guidelines for Improved O&OD, Planning and
Implementation Manual, Community Facilitation Manual and SWF Handbook during the
project period, it is recommended for PO-RALG to accumulate lessons from actual usage
through the annual monitoring and revise the documents if PO-RALG considers that it is
necessary to do so according to the accumulated lessons. It is also recommended that
PO-RALG would make the decision on the revision before Ex-Post Evaluation in 2024.
3.3. Implementation of Community Facilitation
3.3.1. Securing sufficient budget to support WFs and Community Initiatives
In order to sustain and expand community facilitation activities by WFs, who play a
significant role in Community Empowerment, continued financial support from LGAs to WFs
is undoubtedly crucial. However, given the situation where the LGDG has been suspended
and hence there is lack of fund at LGAs, WFs’ community facilitation activities would be
likely to fade away unless some effective countermeasures are taken. It is therefore
necessary, from the perspective of local public service, for LGAs to provide not only
technical and moral support to WFs and promising Community Initiatives, but also
appropriate financial support to WFs for their capacity building and their facilitation activities.
Thus, it is recommended that PO-RALG should build some mechanisms for securing
sufficient budget for provision of proper support to WFs and Community Initiative, not to
mention WF training cost.
3.3.2. O&OD team’s continued follow-up activities in Community Facilitation
It is recommended that the O&OD team should continuously visit the LGAs to confirm
whether the LGAs appropriately conduct community facilitation activities based on the
Community Facilitation Manual for Improved O&OD, not to mention continued follow-up
activities by means of questionnaires, phone-calls, and emails. It is also recommended that
the O&OD team should regularly supervise the RSs and LGAs on the implementation of
Community Facilitation, and provide adequate consultations to them. Moreover, the O&OD
team in collaboration with LGTI should continue to improve the Community Facilitation
Manual for Improved O&OD based on learning from these activities.
39
3.3.3. Ward Facilitator Training in 168 LGAs
WF Training is the initial step to realize community facilitation by WFs in villages. The
Project has conducted WF Training for 58 wards in 17 LGAs since 2010. This means that
the remaining 168 LGAs do not have WFs to start community facilitation. It is recommended
that the O&OD Team and LGTI continue to promote the WF Training to the remaining LGAs
in order to start the community facilitation by WFs. It is also recommended that PO-RALG
should build some mechanisms for securing sufficient budget for the WF Training in LGAs.
3.3.4. Mobilization and registration of Senior Ward Facilitator
The Project has demonstrated that SWFs’ technical support is vital for WFs facilitation
activities to sufficiently function. Although the Project has developed and operationalized the
SWF Registration and Mobilization system to mobilize SWFs to provide technical support
WFs, the O&OD team’s experience in mobilizing the system is still limited.
It is recommended that the O&OD team should continue to operate the system, and the
team in collaboration with the SWFs should continue to improve the system as well as the
SWF Handbook based on learning from future practices and comments from management
of PO-RALG. It should be noted, though, that PO-RALG’s budget for the O&OD team in
monitoring activities as well as LGAs’ financial support to WFs is obviously of the utmost
importance.
It is also worthwhile to emphasize that SWFs are one of the most important and
indispensable resources that the project has developed for sustainable functioning of the
Improved O&OD System. These human resources must be carefully sustained and further
developed. For that sake, continuous creation of sufficient pool of WFs is crucial, since
SWFs will be nurtured from them.
3.4. Human resource and training material development in LGTI
It is strongly recommended that LGTI should continuously develop internal human resource
(MT, Trainer and Potential Trainer) and carry out training material development according to
the LGTI’s annual work plan. Training of trainers (ToT) activities such as field visits, case
study development, action research and so on should continuously be conducted within the
capacity of LGTI. Training materials and curriculum should occasionally be reviewed and if
necessary be revised.
It should be noted that LGTI is the only training institution to implement training courses
for government officers in the Improved O&OD and for trainers of all training courses of the
Improved O&OD. LGTI, the only training institution of Improved O&OD, is fully responsible
for well-qualified trainers and high-quality materials. In order for LGTI to enhance its
capacity through conducting the above-mentioned activities, it is advised that LGTI have
close connection with advisers of the Improved O&OD such as JICA Senior Adviser for
Governance and Local Administration in charge of Tanzania for technical advice.
40
4. Monitoring Plan from the end of the Project to Ex-post Evaluation
PO-RALG together with LGTI annually makes Assessment Report on performance of LGAs
and RSs on the Improved O&OD in July as decided in the Guidelines of Improved O&OD
and the Means of PO-RALG to sustain Improved O&OD. PO-RALG submits a copy of the
Assessment Report to the JICA Tanzania Office right after completion of the Assessment
Report every year. In case any specific issues arise regarding implementation of Improved
O&OD, PO-RALG informs the JICA Tanzania Office of the issues in addition to submission
of the Assessment Report.
JICA Tanzania Office and PO-RALG will determine the data collection methodology of
indicators of Overall Goal based on the Work Plans of PO-RALG and LGTI explained in this
Project Completion Report, and JICA Tanzania Office will conduct the Ex-Post Evaluation
after 3 years of its completion together with PO-RALG and LGTI.
41
ANNEXES
ANNEX 1: Results of the Project
ANNEX 1-1. List of Japanese Experts
ANNEX 1-2. List of Participants in Counterpart Overseas Training
ANNEX 1-3. List of Counterpart Personnel
ANNEX 1-4. List of Training of Improved O&OD
ANNEX 2: List of Products (Report, Manuals, Handbooks, etc.) Produced by
the Project
ANNEX 3. Plan of Operation and Actual Activity implementation
ANNEX 4: List of Senior Ward Facilitator Candidates (SWFCs) and Senior
Ward Facilitator (SWF)
ANNEX 5: List of Master Trainer/Trainer/Potential Trainer at LGTI
ANNEX 6: MT accreditation system document
ANNEX 7: Senior Ward Facilitator (SWF) registration and mobilization
document
ANNEX 8: Means of PO-RALG to Sustain Improved O&OD
ANNEX 9: List of the villages facilitated by Ward Facilitator (WFs)
ANNEX 10: PDM (All versions of PDM)
ANNEX 11: Report on implementation of “Directive Meeting for Dissemination
of Improved O&OD”
Strengthening Participatory Planning and Community Development Cycle for Good Local Governance
- Phase II -
(O&OD Project Phase II)
Project Completion Report
ANNEX 1: Results of the Project
ANNEX 1-1. List of Japanese Experts
ANNEX 1-2. List of Participants in Counterpart Overseas Training
ANNEX 1-3. List of Counterpart Personnel
ANNEX 1-4. List of Training of Improved O&OD
ANNEX 1-1. List of Japanese Experts
Name of Expert Designation Start Finish
JFY 2014
JYF 2015
JYF 2016
JYF 2017
JYF 2018
JYF 2019
JYF 2020
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Yoshiaki Kakizaki Chief Adviser Jan 2015
Jan 2016
Asao Mase Chief Adviser/
Collaborative Relationship Building
Mar 2017
Mar 2021
Kosuke Nakajima Deputy Chief Advisor /
Local Governance Aug 2015
Mar 2021
Naoyuki Shintani Deputy Chief Advisor
/Training System Development Oct
2015 Oct
2018
Ichizo Nakayama Development of Collaborative
Mechanism and Training Systems
Nov 2018
Mar 2021
Hirotaka Tanaka
Community Development / Networking
Mar 2015
Feb 2017
Coordinator / Nationwide Foundation Promotion
May 2017
May 2020
Nationwide Foundation / Project Coordinator
May 2020
Mar 2021
Sho Takatsuki Service Delivery Jan
2015 Jan
2017
Yoji Suzuki
Coordinator / Training Management
Jan 2015
Jan 2017
Training Management / consolidated O&OD Model
Development
Jan 2017
Jan 2020
Chisato Oguma Coordinator/
Community Support Jan
2015 Jan
2017
Yuki Ura
Coordinator/ Community Support
Feb 2017
Feb 2019
Community Development/Coordinator
Feb 2019
Aug 2019
Strengthening and Mainstreaming O&OD
System/Project Coordinator
Feb 2020
Mar 2021
Ichizo Nakayama Short Term Expert on Training
Material Development Jan
2018 Mar 2018
Judicate Mwanga National Expert May 2017
Mar 2020
ANNEX 1-2. List of Participants in Counterpart Overseas Training (1) Participatory Local Social Development (PLSD)
1) Japan
Period Name of Participants Organization
1 August 5, 2015 – September 11, 2015
Anicetus Mramba O&OD Team, PO-RALG
Aveline Kologwe O&OD Team, PO-RALG
Martha Shila Hai District Council
Dominica Masaki Siha District Council
2 August 3, 2016 – September 14, 2016
Michael Msendekwa LGTI
Tatu Lesso LGTI
Samson Msilu LGTI
Laurent Ngoyo LGTI
3 August 2, 2017 – September 13, 2017
James Kimambo O&OD Team, PO-RALG
Pamela Mbepera O&OD Team, PO-RALG
Elisei Lubuva LGTI
Joel Chongela LGTI
4 August 2, 2018 – September 8, 2018
Brian Samuel O&OD Team, PO-RALG
Edith Kambo PO-RALG
Elias Mollel Mkalama DC
Cosmas Maembe LGTI
5 August 1, 2019 – September 11, 2019
Stella Sasita O&OD Team, PO-RALG
Zahara Msang PO-RALG
Frank Lawi Singida Regional Secretariat
Magdalena Katunzi LGTI
6 January 27, 2021 - February 26 (Online)
August 5, 2021 - September 15,2021(In-Japan) Isdori Nyoni LGTI
2) The Philippine (Field visit on practice of PLSD)
Period Name of Participant Organization
1 August 11, 2015 – September 19, 2015
Anicetus Mramba O&OD Team, PO-RALG
Aveline Kologwe O&OD Team, PO-RALG
Martha Shila Hai District Council
Dominica Masaki Siha District Council
Chonda Carol Lupiro Ward, Ulanga DC
2 September 14, 2016 – September 21, 2016
Michael Msendekwa LGTI
Tatu Lesso LGTI
Samson Msilu LGTI
Laurent Ngoyo LGTI
Judicate Mwanga LGTI
Silas Samaluku O&OD Team, PO-RALG
3 March 12, 2018 – March 18, 2018
James Kimambo O&OD Team, PO-RALG
Pamela Mbepera O&OD Team, PO-RALG
Elisei Lubuva LGTI
Joel Chongela LGTI
Clifford Tandari Morogoro Regional Secretariat
Mpalima Madale LGTI
Robert Majula LGTI
Fatuma Latu Bagamoyo District Council
Musa Gama Kisarawe District Council
Anicetus Mramba O&OD Team, PO-RALG
(2) Community Based Development With Local Residents As Main Actors
Period Name of Participant Organization
1 May 17, 2015 – June 13, 2015 Nyerere Mollel Mnenia Ward, Kondoa DC
Gibson S. Mpolela Kikore Ward, Kondoa DC
2 July 10, 2016 – August 6, 2016 Bakari Sengoli Pera Ward, Chalinze DC
Abdul Mlindoko Mwaya Ward, Ulanga DC
3 June 25, 2017 – July 27, 2017 Stella Sasita O&OD Team, PO-RALG
Johari Dongwala Gwata Ward, Morogoro DC
4 January 28, 2018 – March 1, 2018 Silas Samaluku O&OD Team, PO-RALG
Selina Mosha Mang’ula Ward, Kilombero DC
5 February 17, 2019 – March 16, 2019 Christian Mchopa Mughunga, Singida DC
Rainida Magungu Tambukareli, Itigi DC
6 February 6, 2020 – March 12, 2020 Leonard Lunguya Iguma Ward, Kilombero DC
Abdallah Sima Ihanja Ward, Ikungi DC
7 February 1, 2021-February 26, 2021 (Online)
May 23, 2021-June 10,2021(In-Japan)
Monrick A. Sanga Maneromango Ward, Kisarawe DC
Mwanahali S. Salum Mtipa Ward , Singida DC
(3) Training for Decision Makers (Japan) Period Name of Participant Organization
1 March 3, 2018 – March 12, 2018
Clifford Tandari Morogoro Regional Secretariat
Mpalima Madale LGTI
Robert Majula LGTI
Fatuma Latu Bagamoyo District Council
Musa Gama Kisarawe District Council
Anicetus Mramba O&OD Team, PO-RALG
ANNEX 1-3. List of Counterpart Personnel
Name of Counterpart Personnel
Designation Start Finish
JFY 2014
JYF 2015
JYF 2016
JYF 2017
JYF 2018
JYF 2019
JYF 2020
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Idris Mtandi PO-RALG
Officer Jan 2015
Aug 2015
Ally Khamisy PO-RALG
Officer Jan 2015
July 2016
Aveline kapologwe
PO-RALG Officer
Jan 2015
Aug 2018
Anicetus Mramba
PO-RALG Officer
Jan 2015
March 2021
Siulas Samaluku
PO-RALG Officer
Jan 2015
March 2021
James Kimambo
PO-RALG Officer
May 2016
March 2021
Stella Sasita PO-RALG
Officer May 2016
March 2021
Pamela Mbepera
PO-RALG Officer
May 2016
March 2021
Brian Samuel PO-RALG
Officer Sep 2017
March 2021
Scola Milla Secretary Jan 2015
March 2021
ANNEX 1-4. List of Training of Improved O&OD
(1) List of WF Training Course Title Period Name of Participant Position Organization
1 WF Training for 3 LGAs Kilimanjaro
region
Mar 9 ~ Apr 28, 2015 Session 1: Mar 9 ~ Mar 11, 2015 Session 2: Mar 23~ Mar 24, 2015 Session 3: Apr 9 ~ Apr 10,2015 Session 4: April 25 ~ Apr 28, 2015
1 Roman benard Livestock Gararagua Ward,
Siha DC 2 Grace M. Saro Community Development
3 David J. Kijo Community Development
4 Irene S. Kileo Community Development Kiruwa Ward,
Siha DC 5 Nathaniel Yusto Livestock
6 Agness S. Maimu Agriculture
7 Samwel B.Mshingwa Health Masama Rundugai Ward,
Hai DC 8 Charles. Mbwana Education
9 Adolphy S. Mboya Agriculture
10 Frank E. Urio Community Development Masama Mashariki Ward,
Hai DC 11 Msafiri E. Msuya Agriculture
12 Benedicta J. Kilasara WEC
Mar 12 ~ May 6, 2015 Session 1: Mar12 ~ Mar 14, 2015 Session 2: Mar 30~ Mar 31, 2015 Session 3: Apr 15 ~ Apr 16,2015 Session 4: May 4 ~ May 6, 2015
13 Andrew L. Mungure Health Ruvu Ward, Same DC
14 Richard K. Saning'o Livestock
15 Salvatory Ndekia Livestock
16 Anderson D. Mhina Agriculture Lugulu Ward,
Same DC 17 Eliesa E. Semshitu Education
18 Josam Mziray Agriculture
2
WF Training for 6 LGAs 2016
Oct 16 ~ Dec 18, 2016 Session 1: Oct 18 ~ Oct 21, 2016 Session 2: Oct 24 ~ Oct 28, 2016 Session 3: Oct 31 ~ Nov 1, 2016 Session 4: Nov 3 ~ Nov 25, 2016 Session 5: Nov 28 ~ Nov 30, 2016 Session 6: Dec 2 ~ Dec 14, 2016 Session 7: Dec 16 ~ Dec 18
1 Sumbanya M. Hussein Livestock Mbuga Ward, Ulanga DC
2 Elibariki D. Itembe Agricultural
3 Rodrigo A. Guvete Education
4 Habibu M. Mora Agricultural Milola Ward, Ulanga DC
5 Iman K. Grasio Agricultural Field
6 Musa D. Amani Education
7 Rachel Mnguruta Community Development Lugoba Ward, Chalinze DC
8 Abdallah M. Wallace Agricultural
9 Abdallah C. Kimweri Education
10 Aloyce Jumanne Swedi Agricultural Kimange Ward,
Chalinze DC 11 John C. Kayega Livestock
12 Mussa N. Mkonje Education
13 Suzzan R. Kimaro Community Development Kiromo Ward, Bagamoyo DC
14 Audax B. Gervas Education
15 Hanifa H. Bushiri Livestock
16 Athumani Msami Community Development Fukayosi Ward,
Course Title Period Name of Participant Position Organization
17 Amiry A. Mnyassa Agricultural Bagamoyo DC
18 Costantino Mwantela Agricultural
19 Monica P. Mwazyunga Community Development Maneromango Ward,
Kisarawe DC 20 Kassim B. Nyoni Livestock
21 Monrick A. Sanga Social Welfare
22 Asifiwe A. Daudi Agricultural Vihingo Ward, Kisarawe DC
23 Michael J. Mhagama Social Welfare
24 Sifuni N. Mavelah Agricultural
25 Grace S. Maila Agricultural Kisemu Ward, Morogoro DC
26 Mohamed O. Mamba Community Development
27 Shufaa M. Yusufu Education
28 Bodygadi S. Buhari Agricultural Tomondo Ward, Morogoro DC,
29 Leah W. Mtenga Community Development
30 Mwenge T. Mununa Education
31 Deodath M. Jumanne Health Msolwa Station Ward,
Kilombero DC 32 Pili liyau Community Development
33 Alexender Matimbwi Education
34 Peter D. Malubalo Health Igima Ward,
Kilombero DC 35 Mwanaisha Mfundo Livestock
36 Leonard Lunguya Education
Oct 16 ~ Dec 18, 2016 Session 1 ~ Session 7
37 Mohamed Sume DPLO (CTF member)
Chalinze DC
38 Joakim Assey Economist (CTF member)
39 Frederick Kayombo DHRO (CTF member)
40 Anthony Nyange Ag DCDO (CTF member)
41 Raphael Kajale Co-op (CTF member)
WF Training for 6 LGAs
2016
Dec 16- Dec 18, 2016 Only Session 7
42 Safia Nyamkomora Economist (CTF member) Bagamoyo DC
43 Malboard Kapinga DPLO (CTF member)
44 Patric Allute DPLO (CTF member) Kisarawe DC
45 Costantine Mnemele CDO (CTF member)
46 Shani Nassoro Economist (CTF member) Morogoro DC
47 Mary Nyange CDO (CTF member)
48 Lucy Msisia CDO (CTF member) Kilombero DC
49 Laurent Mabagara DPLO (CTF member)
50 Juma Kapilima Livestock (CTF member) Ulanga DC
51 Mohamed Atiki DCDO (CTF member)
Course Title Period Name of Participant Position Organization
Remark: Six target LGAs have replicated facilitation through this WF training: Ulanga DC (Mbuga Ward & Milola Ward), Chalinze DC(Lugoba Ward& Kimange Ward), Bagamoyo DC (Kiromo Ward & Fukayosi Ward), Kisarawe DC (Maneromango Ward& Vihingo Ward), Morogoro DC (Kisemu Ward& Tomondo Ward), and Kilombero DC (Msolwa Station Ward & Igima Ward). Objectively Verifiable Indicator 3 of Output 3. At least 7 target LGAs have replicated facilitation through WF training in different wards
3 WF Training in 2017 (Newly
assigned WFs for 10
LGAs)
Jan 9 ~ Mar 15, 2017 Session 1: Jan 9 ~ Jan 13, 2017 Session 2: Jan 16 ~ Jan 20, 2017 Session 3: Jan 23 ~ Jan 24, 2017 Session 4: Jan 26 ~ Feb 13, 2017 Session 5: Feb 15 ~ Feb 17, 2017 Session 6: Feb 20 ~ Mar 10, 2017 Session 7: Mar 13 ~ Mar 15, 2017
1 Francis H. Mlyuka Social Welfare Msimbu Ward,Kisarawe DC
2 Phidolin C. Mtewele Education Mafizi Ward,Kisarawe DC 3 Eliamin Marumbo Livestock
4 Sultan R. Mwarani Education Dunda Ward,Bagamoyo DC
5 Maulid Z. Ramadhan Education Pera Ward,Chalinze DC
6 Clarence A. Manyamu Community Development Mvuha Ward,Morogoro DC
7 Amiri Ally Magain Livestock Kamwene
Ward,KilomberoDC
8 Joseph D. Jitobero Livestock Lupiro Ward, Ulanga DC
9 Fadhili Mwingaku Education Kikore Ward, Kondoa DC
10 Pamela Chisanini Livestock & Agriculture Pahi Ward,Kondoa DC
11 Emmanuel John Agriculture
12 Nestory Mgimwa Education
13 Julius Riga Education Salanka Ward,
Kondoa DC 14 Karibu Juma Agriculture
15 John Dominick Agriculture
16 Rose D. Msoka Health Romu Ward,Hai DC
Jan 9 ~ Jan 13 & Mar 13~ Mar 15 Session 1 and Session 7
17 Martha G. Mbijili Economist (CTF member)
Bagamoyo DC
18 Julius Mwanganda DCDO (CTF member)
19 Mailboard Kapinga DPLO (CTF member)
20 Safia Z. Nyamkomora Economist (CFT member)
21 Jalala O. Sammatta Economist (CFT member)
22 Patric Allute DPLO (CTF member) Kisarawe DC
23 Salma Rasuli Mkilindi CDO (CTF member)
24 Neema H. Mvugogo DPLO (CTF member)
Morogoro DC 25 Amos B. Tugara HRO (CTF member)
26 Shani J. Nassoro Economist (CTF member)
Course Title Period Name of Participant Position Organization
27 Amenikomboa B. Mahenge Agriculture (CTF member)
Ulanga DC 28 Jacqueline O. Mponguliana CDO (CTF member)
29 Juma O. Kapilima Livestock (CTF member)
30 Heri H. Suba Statistician (CTF member) Kondoa DC
31 Mbaraka Kiure Education (CTF member)
Siha DC 32 Venance Malogo Agriculture (CTF member)
33 Rose Riwa Economist (CTF member)
34 Rashid Rajabu Education (CTF member)
35 Mohamed M. Mrutu CDO (CTF member) Same DC
36 Niwael K. Kajia Culture (CTF member)
Remark: One target LGAs has replicated facilitation through this WF training: Kondoa DC (Pahi Ward & Salanka Ward). Therefore, the total of seven LGAs have already replicated facilitation through WF training in different wards, Objectively Verifiable Indicator 3 of Output 3. At least 7 target LGAs have replicated facilitation through WF training in different wards
4 WF Training for Chalinze DC
Mar 12 ~ Mar 16, 2018
1 Sipora A. Elisante Community Development Bwilingu Ward, Chalinze DC
2 Jane R. Msemwa Health
3 Benard C. George Agriculture
4 Rosemary R. Tete Agriculture Kibindu Ward, Chalinze DC
5 John F. Francis Livestock
6 Masanja K. Luzwilo Agriculture
7 Mohamed C. Kabua Agriculture Kiwangwa Ward,
Chalinze DC 8 Minihaji R. Msangi Livestock
9 Joseph P. Lasoya Community Development
10 Elibaliki Sazia Education Mandera Ward,
Chalinze DC 11 Joseph S. Kangambili Agriculture
12 Samwel E. Njejo Agriculture
13 Rashid Y. Mdemu Livestock Mbwewe Ward,
Chalinze DC 14 Pricius V. Mrina Agriculture
15 Shabani S. Mohamed Agriculture
16 Lightness R. Mviombo Agriculture Miono Ward, Chalinze DC
17 Ally H. Salahange Agriculture
18 Chilo A. Ibrahimu Livestock
19 Lugano M. Kabita Education Mkange Ward, Chalinze DC
20 Ramadhani M. Saidi Agriculture
21 Daud E. Kayange Agriculture
22 Agripina S. Sillau Livestock Msata Ward, Chalinze DC 23 Ahmadi A. Shanibu Agriculture
Course Title Period Name of Participant Position Organization
24 Christopher P. Mandawa Agriculture
25 Fadhili A. Mngazija Irrigation Msoga Ward, Chalinze DC
26 Jenipher B. Ndossa Agriculture
27 Elizabeth D. Mandia Agriculture
28 Abdallah R. Almas Agriculture Talawanda Ward,
Chalinze DC 29 Hussein S. Kisimikwe Education
30 Ernest D. Lessi Livestock
31 Thomas R.l Ngehula Community Development Ubena Ward, Chalinze DC
32 Evodius M. Bigirwa Livestock
33 Hamis J. Kimeza Education
34 Rukia T. Hoja Community Development Vigwaza Ward, Chalinze DC
35 Mwanamwema Makame Agriculture
36 Boniphace M. Mbunda Agriculture
5
(1) WF Training Singida Region (Batch 1)
May 28 ~Aug 9, 2018 Session 1: May 28 ~ May 31, 2018 Session 2: Jun 4 ~ Jun 22, 2018 Session 3: Jun 26 ~ Jun 28, 2018 Session 4: Jul 2 ~ Jul 20, 2018 Session 5: Aug 7 ~ Aug 9, 2018
1 Uwezo R. Mpola Agriculture Kisaki Ward, Singida MC
2 Kairanya J. Makasi Community Development
3 John K. Dickson Livestock
4 Francis B. Luziga Agriculture Mtipa Ward, Singida MC
5 Jamhuri B. Munkyala Education
6 Mwanahali S. Salum Community Development
7 Victor L. Nangali Assistant Livestock Iglanson Ward,
Ikungi DC 8 Grayson S. Mmbaga Education
9 Ally H. Suguru Agriculture
10 Anatory S. Mzuma Community Development Ihanja Ward,
Ikungi DC 11 Ibrahim K. Salimu Education
12 Abdallah R. Sima Livestock
13 Shamsi N. Mhando Livestock Solya Ward, Manyoni DC
14 Lilian K. Likwilile Community Development
15 Laura A. Ulanga Education
16 Zubeda R. Singo Agriculture Makutupora Ward,
Manyoni DC 17 Chrisant B. Kamali Agriculture
18 Anthonia D Lubuva Education
19 Emmanuel O.Mwaja Agriculture/Livestock Mitundu Ward, Itigi DC
20 Sr.Angeline Sungwa Agriculture/Livestock
21 Jacob T. Ngilayo Community Development
22 Victor J. Humbe Education Tambukareli Ward,
Itigi DC 23 Plackseda R. Kilabila Agriculture
24 Rainida Magungu Community Development
Course Title Period Name of Participant Position Organization
Aug 7 ~Aug 9, 2018 Only Session 5
25 Mkuki Zephama Economist Singida MC
26 Flavia Mbeyu Agriculture (CTF member)
27 Juma M Msupha Economist (CTF member) Ikungi DC
28 Shukrani R Mshigali Governance (CFT member)
29 Christopher R Nkuwi Economist (CTF member) Manyoni DC
30 James M Mwambazi CDO (CTF member)
31 Valence Kilasara DCDO (CTF member) Itigi DC
32 Fred Lotti CDO (CTF member)
(2) WF Training Singida Region (Batch 2)
Jun 4 ~Dec 6, 2018 Session 1: Jun 4 ~ Jun 7, 2018 Session 2: Jun 11 ~ Jun 29, 2018 Session 3: Jul 3 ~ Jul 5, 2018 Session 4: Jul 9 ~ Jul 27, 2018 Session 5: Dec 4 ~ Dec 6, 2018 (There was a long delay in the implementation of the Session 5 due to financial constraints at the LGAs.)
1 Philip A. Ngoya Education Ntonge Ward, Singida DC
2 Esther E. Kisamo Community Development
3 Sophia M. Ramadhani Head Teacher
4 Christian J. Mchopha Community Development Mughunga Ward,
Singida DC 5 Enyasi N. Lucian Education
6 Daniel S. Helahela Assistant Livestock
7 Joel S. Ngimba Livestock Miganga Ward, Mkalama DC
8 Elisante N. Mbazi Education
9 Dotto C. Masanja Agriculture
10 Asiameni Z. Tenga Education Nkalakala Ward,
Mkalama DC 11 Antonia J. Mushi Agriculture
12 Ramadhani A. Mdika Livestock
13 Renyfrida Samwel Agriculture Old Kiomboi Ward,
Iramba DC 14 Theresia S. Dinganyika Agriculture
15 Asham Y. Issa Livestock
16 Lucas D. Dominic Livestock Mgongo Ward,
Iramba DC 17 John C. John Community Development
18 Alex D. Kado Livestock
Dec 4- Dec 6, 2018 Only Session 5
19 Veronica J. Mure Acting DCDO (CTF member) Singida DC
20 Benjamin D. Nkwera Economist (CTF member) Mkalama DC
21 Eliwandisha O. Kinyau CDO (CTF member)
22 Zawadi S.Mwampashe Livestock (CTF member) Iramba DC
(2) DTF Training Course Title Period Name of Participant Position Organization
1
DTF Training Dec 12- Dec 13, 2017
1 Deus B. Luziga MPLO (CTF member)
Singida MC
2 Sevelina M. Kilala MCDO (CTF member)
3 Oscar Simtengu MHRO (CTF member)
4 Mkuki Z. Mkuki Statistician (CTF member)
5 Flavia H. Mbeyu Agriculture (CTF member)
6 Michael M. John Livestock (CTF member)
7 Christina J. Makoi Social Welfare (CTF member)
8 Mariamu M. Mulula DPLO (CTF member)
Singida DC
9 Veronica J. Mure Acting DCDO (CTF member)
10 Neema J. Aligawesa DHRO (CTF member)
11 Nevilling C. Lyimo Statistician (CTF member)
12 Hadhili Y. Ngayunda Acting Treasurer (CTF member)
13 Philbert P. Muganyizi Governance (CTF member)
14 Sylivia Mughasha CDO (CTF member)
15 Samwel M. Sendegeya DPLO (CTF member)
Itigi DC
16 Beatrice Sanga DCDO (CTF member)
17 Juliana Lunduma DHRO (CTF member)
18 Tumaini E. Chaulema Planning Officer (CTF member)
19 Eliutha Kidenya Education (CTF member)
20 Valence Kilasara CDO (CTF member)
21 Fred Lotti CDO (CTF member)
22 Mariam H. Hussein DPLO (CTF member)
Manyoni DC
23 Flora S. Hindi DCDO (CTF member)
24 Felister Ngua DHRO (CTF member)
25 Edga P. Madeje Stastician (CTF member)
26 Paul R. Lenjima Acting TEO (CTF member)
27 James M. Mwambazi CDO (CTF member)
28 Christopher R. Nkuwi Economist (CTF member)
29 Alli S. Shemndolwa DPLO (CTF member)
Mkalama DC
30 Elias M. Mollel DCDO (CTF member)
31 Khashim S. Lugome DHRO (CTF member)
32 Selemani S. Musunga Agriculture (CTF member)
33 Eliwandisha O. Kinyau CDO (CTF member)
34 Benjamin D. Nkwera Economist (CTF member)
35 Martha F. Mfugale Business (CTF member)
36 Jenifa B. Temu DPLO (CTF member) Iramba DC
Course Title Period Name of Participant Position Organization
37 Abraham W. Mossi DCDO (CTF member)
38 Martin P. Ndamo DHRO (CTF member)
39 Emmanuel A. Migunga Economist (CTF member)
40 Lugano D. Sanga Land (CTF member)
41 Idefonce Y. Dondi Health (CTF member)
42 Zawadi S.Mwampashe Livestock (CTF member)
43 Thomas E. Mwailafu DPLO (CTF member)
Ikungi DC
44 Haika D Massawe DCDO (CTF member)
45 Rebecca E. Marandu DHRO (CTF member)
46 Juma M. Msupha Economist (CTF member)
47 Shukrani R. Mshigati Governance (CTF member)
48 Richard O. Rwehumbiza DESO (CTF member)
49 Masungu D Mdanya Economist (CTF member)
50 Mwajabu A. Nyamkora AAS-LG
Singida RS
51 Frank Charles AAS-PL
52 Caoaji S.Beatus AAS-Economic & Production
53 Patrick Kisanzi RCDO
54 Yusuri Makulo O&OD Coordinator
55 Cosmas Fikali O&OD Coordinator
56 Franka Lawi O&OD Coordinator
2 DTF CPP Training
Batch 1: Aug 19~21, 2019 Batch 2: Aug 22~ 24, 2019
1 Deus B. Luziga MPLO (CTF member) Singida MC
2 Severina M. Kilala MCDO (CTF member)
3 Mariamu M. Mulula DPLO (CTF member) Singida DC
4 Veronica J. Mure DCDO (CTF member)
5 Samwel M. Sendegeya DPLO (CTF member) Itigi DC
6 Beatrice Sanga DCDO (CTF member)
7 Mariam H. Hussein DPLO (CTF member) Manyoni DC
8 Flora S. Hindi DCDO (CTF member)
9 Alli S. Shemndolwa DPLO (CTF member) Mkalama DC
10 Elias M. Mollel DCDO (CTF member)
11 Jenifa B. Temu DPLO (CTF member) Iramba DC
12 Abraham W. Mossi DCDO (CTF member)
13 Joyce E. Lugonzibwa DPLO (CTF member) Ikungi DC
14 Haika D. Massawe DCDO (CTF member)
15 Iddory J. Mwaawm Principle Economist Singida RS
16 Huissein Mwanjala Principle Local Governance
(3) Training for Decision Makers at LGA level: Initial Orientation Workshop Course Title Period Name of Participant Position Organization
1
Initial Orientation
Workshop in Singida
Dec 11, 2017
1 Rehema Nchimbi RC Singida RS
2 Angelina M. Lutambi RAS Singida RS
3 Bravo K. Lyapembile Council Director Singida MC
4 Rashid M. Mandoa Council Director Singida DC
5 Charles E. Fussi Council Director Mayoni DC
6 Linno P Mwageni Council Director Iramba DC
7 Rustika Turuka Council Director Ikungi DC
8 Mwajabu A. Nyamkora AAS-LG
Singida RS
9 Frank Charles AAS-PL
10 Caoaji S.Beatus AAS-Economic & Production
11 Patrick Kisanzi RCDO
12 Salum Manyaatta AAS- Health 13 Englyidia Joseph AAS- Water
14 Kimolo F AAS- Education
15 Buhacha Kichinda AAS- Administration
16 Dooly Warole AAS-Irrigation
17 Yusuri Makulo O&OD Coordinator
18 Cosmas Fikali O&OD Coordinator
19 Franka Lawi O&OD Coordinator
20 Deus B. Luziga MPLO (CTF member)
Singida MC
21 Sevelina M. Kilala MCDO (CTF member)
22 Oscar Simtengu MHRO (CTF member)
23 Mkuki Z. Mkuki Statistician (CTF member)
24 Flavia H. Mbeyu Agriculture (CTF member)
25 Michael M. John Livestock (CTF member)
26 Christina J. Makoi Social Welfare (CTF member)
27 Mariamu M. Mulula DPLO (CTF member)
Singida DC
28 Veronica J. Mure Acting DCDO (CTF member)
29 Neema J. Aligawesa DHRO (CTF member)
30 Nevilling C. Lyimo Statistician (CTF member)
31 Hadhili Y. Ngayunda Acting Treasurer (CTF member)
32 Philbert P. Muganyizi Governance (CTF member)
33 Sylivia Mughasha CDO (CTF member)
34 Samwel M. Sendegeya DPLO (CTF member) Itigi DC
35 Beatrice Sanga DCDO(CTF member)
36 Juliana Lunduma DHRO(CTF member)
Course Title Period Name of Participant Position Organization
37 Tumaini E. Chaulema Planning Officer (CTF member)
38 Eliutha Kidenya Education (CTF member)
39 Valence Kilasara CDO (CTF member)
40 Fred Lotti CDO (CTF member)
41 Mariam H. Hussein DPLO (CTF member)
Manyoni DC
42 Flora S. Hindi DCDO (CTF member)
43 Felister Ngua DHRO (CTF member)
44 Edga P. Madeje Stastician (CTF member)
45 Paul R. Lenjima Acting TEO (CTF member)
46 James M. Mwambazi CDO (CTF member)
47 Christopher R. Nkuwi Economist (CTF member)
48 Alli S. Shemndolwa DPLO (CTF member)
Mkalama DC
49 Elias M. Mollel DCDO (CTF member)
50 Khashim S. Lugome DHRO (CTF member)
51 Selemani S. Musunga Agriculture (CTF member)
52 Eliwandisha O. Kinyau CDO (CTF member)
53 Benjamin D. Nkwera Economist (CTF member)
54 Martha F. Mfugale Business (CTF member)
55 Jenifa B. Temu DPLO (CTF member)
Iramba DC
56 Abraham W. Mossi DCDO (CTF member)
57 Martin P. Ndamo DHRO (CTF member)
58 Emmanuel A. Migunga Economist (CTF member)
59 Lugano D. Sanga Land (CTF member)
60 Idefonce Y. Dondi Health (CTF member)
61 Zawadi S.Mwampashe Livestock (CTF member)
62 Thomas E. Mwailafu DPLO (CTF member)
Ikungi DC
63 Haika D Massawe DCDO (CTF member)
64 Rebecca E. Marandu DHRO (CTF member)
65 Juma M. Msupha Economist (CTF member)
66 Shukrani R. Mshigati Governance (CTF member)
67 Richard O. Rwehumbiza DESO (CTF member)
68 Masungu D Mdanya Economist (CTF member)
(4) WEO Training Course Title Period Name of Participant Position Organization
1
WEO Training in Singida
Region
July 16 ~ 20, 2018
1 Waziri H. Waziri WEO Miganga Ward, Mkalama DC
2 Halifa S. Mrisho Acting WEO (VEO) Nkalakala Ward, Mkalama DC
3 Mwajuma Labia WEO Mtipa Ward, Singida MC
4 Juma Mbwambo WEO Kisaki Ward, Singida MC
5 Fadhili L. Hassan WEO Old Kiomboi Ward, Iramba DC
6 David Timoth WEO Mgongo Ward, Iramba DC
7 Asha O. Juma WEO Tambukareli Ward, Itigi DC
8 Gasto C. Kakiziba Acting WEO Mitundu Ward, Itigi DC
9 Abubakari I. Maganga WEO Iglanson Ward, Ikungi DC
10 Hamisi A. Mpuma WEO Ihanja Ward, Ikungi DC
11 Jumanne Alute Acting WEO (VEO) Mughunga Ward, Singida DC
12 Elizabeth Mwangu WEO Ntonge Ward, Singida DC
13 Ewan Semkonda WEO Sorya Ward, Manyoni DC
14 Songarael Kishai Acting WEO (Teacher) Makutupora Ward, Manyoni DC
2
WEO CPP Training in
Singida Region
Batch 1: Aug 19~21, 2019 Batch 2: Aug 22~ 24, 2019
1 Waziri H. Waziri WEO Miganga Ward, Mkalama DC
2 Halifa S. Mrisho Acting WEO (VEO) Nkalakala Ward, Mkalama DC
3 Mwajuma Labia WEO Mtipa Ward, Singida MC
4 Juma Mbwambo WEO Kisaki Ward, Singida MC
5 Diskson J. Temael WEO Old Kiomboi Ward, Iramba DC
6 Maria P. Mserigi WEO Mgongo Ward, Iramba DC
7 Asha O. Juma WEO Tambukareli Ward, Itigi DC
8 Gasto C. Kakiziba WEO Mitundu Ward, Itigi DC
9 Abubakari I. Maganga WEO Iglanson Ward, Ikungi DC
10 Anuey Migalu WEO Ihanja Ward, Ikungi DC
11 Thuwaiba I. Mnyau WEO Mughunga Ward, Singida DC
12 Elizabeth Mwangu WEO Ntonge Ward, Singida DC
13 Ewan Semkonda WEO Sorya Ward, Manyoni DC
14 Ibarahumu T. Mtandu WEO Makutupora Ward, Manyoni DC
(5) Directive Meeting for Dissemination of Improved O&OD
REGIONS (number of LGAs) Dates Venue
Number of participants (Actual/Invitees) Modality
RS & CD AAS, RFP1) & CTF
Others
1) Tanga (11 LGAs) Jan. 14th - 17th Moshi
12/12 79/80 2 CDTI2) Tengeru Two regions in one venue (in a selected major city).
2) Manyara (7) 7/8 51/52
3) DSM (6) Jan. 28th - 31st Morogoro
5/7 45/45 2 Mzumbe University
4) Pwani (9) 6/10 65/66
5) Morogoro (9)
Feb. 3rd - 6th Morogoro
7/10 66/66 2 Policy Forum 2 Ministry of Finance 2 Ministry of Health and CD 2 Sokoine University of Agriculture 6 IRDP3)
6) Dodoma (8)
6/9 59/59
7) Simiyu (6) Mar. 3rd - 6th
Simiyu 6/7 46/45 One region in one venue (in capital city of the region).
8) Arusha (7) Arusha 6/8 52/52
9) Shinyanga (6)
Mar. 10th - 13th, 2020
Shinyanga 7/7 44/45
10) Kilimanjaro (7) Moshi
7/8 52/52 2 Government Communication Unit 2 Division of Sector Coordination 2 Division of ICT4)
2 CDTI2) Tengeru
11) Mara (9) Jan. 12th-15th, 2021
Dar es Salaam
8/9 19/21 5 regions in 2 halls at JNICC 12) Katavi (5) 5/5 12/13
13) Kigoma (8) 8/8 19/19
14) Singida (7) Jan. 12th-15th, Dar es Salaam
6/7 17/17
15) Tabora (8) 8/8 19/19
16) Mbeya (7)
Jan. 19th-22nd Dar es Salaam
6/7 17/17 6 regions in 2 halls at JNICC 17) Songwe (5) 5/5 13/13
18) Kagera (8) 8/8 19/19
19) Njombe (6)
Jan. 19th-22nd Dar es Salaam
6/6 15/15
20) Iringa (5) 5/5 13/13
21) Rukwa (4) 4/4 11/11
22) Lindi (6)
Jan. 26th-29th Dar es Salaam
6/6 15/15 5 regions in 2 halls at JNICC 23) Mwanza (8) 7/8 19/19
24) Ruvuma (8) 8/8 19/19
25) Mtwara (9) Jan. 26th-29th Dar es Salaam
9/9 21/21
26) Geita (6) 5/6 15/15
26 (185) 52 days 13 venues 173/195 822/828 Detail of others 5)
RFP1): Regional Focal Person CDTI2): Community Development Training Institute IRDP3): Institute of Rural Development and Planning ICT4): Information and Communication Technology Detail of others 5): Training Institute: 12 persons (3 Institutes). Ministry: 4 persons (2 Ministries) Organization: 2 persons (1
Organization). Divisions of PO-RALG: 6 persons (2 Divisions and 1 Unit)
O&OD Project Phase II Project Completion Report
ANNEX 2 List of Products produced by the Project
No Category Title Format Date
1 Guidelines Guidelines for Improved Opportunities and Obstacles to Development (O&OD)
PDF October, 2019
2
Manuals
Planning and Implementation Manual for Improved Opportunities and Obstacles to Development (O&OD)
PDF October,2019
3 Community Facilitation Manual for Improved Opportunities and Obstacles to Development (O&OD)
PDF October, 2019
4
Training Manuals
Trainer’s Manual for Improved Opportunities and Obstacles to Development (O&OD)
PDF February, 2021
5 Local Government Training Institute Master Trainers Manual for Opportunities and Obstacles to Development (O&OD)
PDF February, 2021
6 Handbook
Senior Ward Facilitator Handbook PDF January, 2021
7 Kijitabu Cha Mwezeshaji Kata Mwandamizi PDF January, 2021
8
Operation Manual
Operational Manual for Senior Ward Facilitator Registration and Mobilisation System
PDF January, 2021
9 Certification and Accreditation System for Improved Opportunities and Obstacles to Development (O&OD) Training
PDF February, 2021
10
Case Study
Document
Community Empowerment Enhanced by the Council through Ward Facilitators in Improved Opportunities and Obstacles to Development: A Case of Mang’ula-B Village, Kilombero District Council,Morogoro, Tanzania
PDF August, 2019
11
Kuijengea Uwezo Jamii Kulikotekelezwa na Halmashauri kupitia Wawezeshaji Kata katika Mfumo wa Fursa na Vikwazo kwa Maendeleo (O&OD) Ulioboreshwa:Uzoefu wa Kijiji cha Mang'ula-B, Halmashauri ya Wilaya ya Kilombero, Morogoro, Tanzania
PDF August, 2019
12
An "Outstanding Village" which has effectively applied improved O&OD system to transform the livelihoods of the community: A case of Chamakweza village, Vigwaza Ward, Chalinze DC
PDF December, 2020
13 Good Governance Practices for Institutionalization of Improved O&OD in Local Government Authorities: A case of Kisarawe District Council, Pwani Region, Tanzania
PDF December, 2020
No Category Title Format Date 14
Video
CI Identification and Encouragement MP4 January, 2017
15 Outstanding Village MP4 November,2017
16 WF Initial Training Overview MP4 August, 2018
17 Challenging your Capacity MP4 September, 2018
18 SWF tips for New WFs during Social Preparation MP4 August, 2018
19 Actions and Mindset MP4 April, 2019
20 Relations between HLG and Local Community MP4 September, 2019
OD Project Phase II Project Completion Report ANNEX 3. Plan of Operation and Actual Activity implementation
Project Title: Strengthening Participatory Planning and Community Development Cycle for Good Local Governance- Phase II (O&OD Project Phase II)
Training in Japan
In-country/Third country Training
Plan
Actual
Expert on Development of Collaborative Mechanism and
Training Systems
2021
Ⅰ Ⅱ Ⅲ Ⅳ
Actual
Training for Decision MakersPlan
Actual
Technical Exchange visit to Legazpi city in the PhilippinesPlan
Actual
Short Term Expert on Community Facilitation
(Training for Senior Facilitators)
Plan
Actual
Plan
Participatory Local Social Development (PLSD)Plan
Actual
Community Based Development With Local Residents As
Main Actors
Coordinator / Nationwide Foundation PromotionPlan
Actual
Short Term Expert on Training Material DevelopmentPlan
Actual
Coordinator / Training ManagementPlan
Actual
Coordinator / Community SupportPlan
Actual
Deputy Chief Advisor / Local GovernancePlan
Actual
Expert on Training Management / consolidated O&OD
Model Development
Plan
Actual
Expert on Community Development / NetworkingPlan
Actual
Expert on Service DeliveryPlan
Actual
Deputy Chief Advisor / Training System DevelopmentPlan
Actual
Ⅳ
Expert
Chief AdvisorPlan
Actual
Ⅱ ⅢⅣ ⅠⅢ Ⅳ Ⅱ ⅢⅣ Ⅰ Ⅱ ⅢInputs
Year 2015 2016
Ⅰ ⅡⅡ Ⅲ Ⅰ
2017 2018 2019
Ⅳ ⅣⅠⅠ Ⅱ Ⅲ
2020
Strengthening and Mainstreaming O&OD System/Project
Coordinator
Plan
Actual
Activities
Sub-Activities
2021
Plan
Plan
Actual
Plan
Plan
Actual
2017 2018 2019
Ⅰ Ⅱ Ⅲ Ⅳ
2020Year 2015 2016
Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ ⅡⅡ Ⅲ Ⅳ Ⅰ Ⅲ Ⅲ ⅣⅣ Ⅰ ⅡⅡ Ⅲ ⅠⅣ
1.6 Reflect essences of the modified CI Identification and
Encouragement Manual into Guidelines for Improved
O&OD
1.12 Present the recommendations to PO-RALG for better
implementation of the Guidelines and the Manuals (Same
as 4.8)
Plan
Actual
1.9 Incorporate the concept of CI Identification and
Encouragement into "Guidelines for the preparation of
plans and budget" Actual
1.8 Conduct Dissemination workshops for LGAs and RSs
about Guidelines for Improved O&OD and Manuals (same
as 4.3)
Plan
Actual
1.11 Collect lessons from usage of Planning and
Implementation Manual and prepare recommendations to
improve it
Plan
1.1 Develop CI Identification and Encouragement Manual
1.2 Conduct the first round of zonal workshops to introduce
the mechanism of CI Identification and Encouragement
nationwide
Plan
Actual
1.3 Follow up selected LGAs on utilizing the operational
mechanism together with Regional Secretariats (RS)
1.4 Accumulate lessons from users in selected LGAs for
modification of the manual
Actual
1.5 Modify the manual
Plan
Actual
Output 1: The concept of identifying and encouraging existing community initiatives is introduced to the LGAs nationwide with an established operational mechanism
Plan
Actual
1.7 Define a monitoring methodology and indicators of CI
Identification and Encouragement by utilizing existing
mechanisms such as "Plan-Rep"
Plan
Actual
Actual
1.10 Follow up LGAs and RSs on planning and budgeting
in LGAs and accumulate lessons learnt
Plan
Actual
2 / 5
Plan
Actual
3.6 Verify utility of the manuals in the target LGAsPlan
Actual
3.7 Collect lessons from usage of community facilitation
Manual and SWF Handbook and prepare
recommendations to improve them
Plan
Actual
3.4 Support RSs to supervise the target LGAs to continue
the mechanism
Plan
Actual
3.5 Support CTF in the target LGAs to develop a LGA
strategy and action plan on supporting Cis
Plan
Actual
3.2 Develop Community Facilitation Manual for Improved
O&OD and Senior Ward Facilitator (SWF) Handbook to
promote and sustain Cis
Plan
Actual
3.3 Support the target LGAs to establish a mechanism to
promote and sustain CIs
Plan
Actual
2.9 Propose Ministry of Health, Community Development,
Gender, Elderly and Children (MoHCDGEC) to incorporate
Improved O&OD into the national curriculum in long
courses for Community Development Officers
Plan
Actual
2.10 Collect lessons from usage of Training Curriculum,
Materials, Trainer's Manual, Trainer of Trainers Manual and
prepare recommendations to improve them
Output 3: Replicable Mechanism of Improved O&OD at the LGA level to promote and sustain CIs through Facilitation is Developed
3.1 Draw lessons learnt from the 6 target LGAs (initial
target LGAs from Phase 1).
Plan
Actual
2.7 Conduct TOTPlan
Actual
2.8 Develop Senior Ward Facilitator (SWF) Registration
and Mobilization system
Plan
Actual
2.5 Provide Training for SWF, CTF and WFPlan
Actual
2.6 Develop Accreditation System for Master Trainer and
Trainer
Plan
Actual
2.3 Develop Case studiesPlan
Actual
2.4 Develop Trainer's Manual (for actors such as CTF and
WF) and Trainer of Trainers Manual (for Training of
Trainers (TOT))
Plan
Actual
Actual
2.2 Develop curriculum and materials for respective
training; for Initial Orientation Workshop for Decision
Makers, Ward Facilitator (WF), Council Taskforce (CTF),
Senior Ward Facilitator (SWF) and Trainer
Plan
Actual
Output 2: Institutional training system for Improved O&OD is established
2.1 Establish LGTI Improved O&OD Training TeamPlan
3 / 5
Plan
Actual
4.8 Present the recommendations to PO-RALG for better
implementation of the Guidelines and the Manuals (same
as 1.12)
Actual
4.5 Utilize available occasions such as ALAT, TOA
meetings, DCDO Annual Meeting for the dissemination of
Improved O&OD
4.2 Develop Guidelines for Improved O&OD
Actual
Actual
4.3 Conduct Dissemination workshops for LGAs and RSs
about Guidelines for Improved O&OD and Manuals (same
as 1.8)
4.4 Disseminate Guidelines for Improved O&OD to other
ministries and institutions
Plan
4.7 Collect lessons from usage of the Guidelines and
prepare recommendations to improve it
Plan
Actual
4.6 Develop and revise PR Materials (leaflet, videos etc.)
Plan
Plan
Actual
Plan
Actual
Output 4: Mechanism of PO-RALG to supervise and replicate Improved O&OD is developed
4.1 Develop capacity of O&OD team through project
activities (e.g. training, supervision, promotion, etc.)
Plan
Actual
Plan
4 / 5
Actual
Newsletter about activities related to O&ODPlan
Actual
Actual
Progress Report
Public Relations
Brochure of O&ODPlan
Project Completion ReportPlan
Actual
Plan
Actual
Reports/Documents
Detail plan of operationPlan
Post Monitoring Plan
Actual
Joint MonitoringPlan
Actual
Monitoring Mission from JapanPlan
Actual
Submission of Monitoring Sheet Plan
Actual
Set-up the Detailed Plan of OperationPlan
Actual
Joint Coordinating CommitteePlan
Actual
Monitoring
ⅠⅠ Ⅱ Ⅲ ⅣⅠ Ⅱ Ⅲ ⅣⅢ Ⅳ Ⅰ Ⅱ Ⅲ ⅣⅣ Ⅱ ⅢⅠ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ
2019 2020 20212016 2017
Ⅰ ⅡⅢ Ⅳ
2018Monitoring Plan
Year 2015
Duration / PhasingPlan
Actual
5 / 5
O&OD Project Phase II Project Completion Report
ANNEX 4: List of Senior Ward Facilitator Candidates (SWFCs) and Senior Ward Facilitator (SWF)
List of Senior Ward Facilitator Candidates (SWFCs)
Region No. Name LGA Ward Position Year of Registration
Pwani 1 Samson B. Mafuru Kisarawe DC Mafizi Education 2018
2 Richard Kisomeko Kisarawe DC Msimbu 2019
3 Abdallah C Kimweri Chalinze DC Pera Education 2019
4 Audax B. Gervas Bagamoyo DC Kiromo Education 2019
5 Sumbanya H. Majaliwa Ulanga DC Mbuga Livestock 2019
6 Musa D. Amani Ulanga DC Milola Education 2019
7 Imani K. Grasion Ulanga DC Milola Agriculture 2019
8 Elibariki D. Intembe Ulanga DC Mbuga Agriculture 2019
9 Habibu M. Mora Ulanga DC Milola Agriculture 2019
10 Shabani S. Kizundu Kilombero DC Kamwene Agriculture 2018
Dodoma 11 Asia S. Juma Kondoa DC Mkurumuzi Agriculture 2018
Kilimanjaro 12 Msafiri Msuya Hai DC Romu Agriculture 2017
13 Grace M. Saro Siha DC Gararagua CDO 2018
14 Eliesa E. Semshitu Same DC Lugulu Education 2018
15 Anderson D. Mhina Same DC Lugulu Livestock 2019
List of SWFs
Region No. Name LGA Ward Position Year of Registration
Pwani 1 Innocent Lyimo Bagamoyo DC Dunda Agriculture 2014
2 Maulid Z. Ramadhani Chalinze DC Pera Education 2019
3 Manase Matembo Kisarawe DC Mafizi Education 2018
4 Francis H. Mlyuka Kisarawe DC Msimbu SWO 2019
Morogoro 5 Melksedek Mbonde Morogoro DC Gwata Education 2014
6 Johari Dongwala Morogoro DC Gwata CDO 2019
7 Habibu Ally Ulanga DC Mwaya Education 2014
8 Abdul Mlindiko Ulanga DC Mwaya CDO 2018
9 Chonda Carol Ulanga DC Lupiro Education 2014
10 Hadijia Mahimbo Ulanga DC Lupiro CDO 2018
11 Selina Mosha Kilombero DC Mang’ula B CDO 2018
12 Yustin Mkalula Kilombero DC Mang’ula B Education 2018
Dodoma 13 Nyerere Mollel Kondoa DC Mnenia Education 2018
14 Edward Mlongwa Kondoa DC Mnenia Agriculture 2018
15 Athumani Boi Kondoa DC Mnenia CDO 2018
16 Gibson Mpolela Kondoa DC Mkurumuzi Agriculture 2018
Other 17 Pamera Mbepera PO-RALG CDO 2014
18 Brian Samuel PO-RALG Agriculture 2014
O&OD Project Phase II Project Completion Report
ANNEX 5: List of Master Trainer/Trainer/Potential Trainer at LGTI
Name Institution Category
(MT/Trainers/Potential Trainer)
Position at the Institution
Role in Improved O&OD Training Team
1 Dr.Mpamila M. Madale LGTI Master Trainer Rector -Senior Lecturer and TT
Supervisor Supervisor, LGTI Improved O&OD
Training Team (LGTI Team)
2 Dr. Michael B. Msendekwa LGTI Master Trainer Deputy Rector-ARC-Lecturer
and Head of the TT Head, LGTI Training Team
3 Laurent Ngoyo LGTI Master Trainer Assistant Lecturer Member, IOWS/DTF Training
cluster, LGTI Team
4 Tatu Lesso LGTI Master Trainer Tutorial Assistant Coordinator, WF Training cluster,
LGTI Team
5 Samson Msilu LGTI Master Trainer Assistant Lecturer Member, IOWS/DTF Training
cluster, LGTI Team
6 Benedict Sulley LGTI Master Trainer Assistant Lecturer Member, IOWS/DTF Training
cluster, LGTI Team
7 Ahamed Nassoro LGTI Master Trainer Assistant Lecturer Member, IOWS/DTF Training
cluster, LGTI Team
8 Robert Majula LGTI Trainer Head of department of
Community Development/ Lecturer
Member, WF Training cluster, LGTI Team
9 Jonas C. Kapwani LGTI Master Trainer Assistant Lecturer and Ag. HoD Research, Consultancy, Short
Course and Publication Secretary, LGTI Team
10 Elisei Lubuva LGTI Master Trainer Assistant Lecturer Member, Directive Meeting/CTF
Training cluster, LGTI Team
11 Magdalena Z. Katunzi LGTI Trainer Deputy Rector-PFA and
Assistant Lecturer Member, Directive Meeting/CTF
Training cluster, LGTI Team
12 Dr. Joel Chongela LGTI Master Trainer Lecturer and Ag. Registrar Member, WF Training cluster,
LGTI Team
13 Cosmas Maembe LGTI Trainer Assistant Lecturer Coordinator, IOWS/DTF Training
cluster, LGTI Team
14 Isdory V. Nyoni LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
Name Institution Category
(MT/Trainers/Potential Trainer)
Position at the Institution
Role in Improved O&OD Training Team
15 Einstern Alexander LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
16 Maria Sawala LGTI Potential Trainer
Tutorial Assistant Member, Directive Meeting/CTF
Training cluster, LGTI Team
17 Hagai Joseph LGTI Potential Trainer
Lecturer Member, WF Training cluster,
LGTI Team
18 Hamza Shekhambi LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
19 Prisca Lutatora LGTI Potential Trainer
Assistant Lecturer Member, Directive Meeting/CTF
Training cluster, LGTI Team
20 Furaha Lupala LGTI Potential Trainer
Assistant Lecturer Member, Directive Meeting/CTF
Training cluster, LGTI Team
21 Jackium Chisanza LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
22 Bahati Mohamedi LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
23 Rogers Lugeiyamu LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
24 Ezekiel Tumbo LGTI Potential Trainer
Tutorial Assistant Member, Directive Meeting/CTF
Training cluster, LGTI Team
25 Constantine Masanyiwa LGTI Potential Trainer
Tutorial Assistant Member, Directive Meeting/CTF
Training cluster, LGTI Team
26 Amani Shayo LGTI Potential Trainer
Assistant Lecturer Member, WF Training cluster,
LGTI Team
27 Hussein Ngomaitala LGTI Potential Trainer
Lecturer Member, Directive Meeting/CTF
Training cluster, LGTI Team
28 Innocent Haule LGTI Potential Trainer
Tutorial Assistant Member, WF Training cluster,
LGTI Team
29 Josephine A. Rwehumbiza LGTI Potential Trainer
Tutorial Assistant Member, WF Training cluster,
LGTI Team
30 Bertha Lunyungu LGTI Potential Trainer
Tutorial Assistant Member, Directive Meeting/CTF
Training cluster, LGTI Team
(ANNEX of ANNEX 5) Organizational Chart of LGTI Improved O&OD Training Team
Training Team (TT)
g
LGTI IMPROVED O&OD TRAINING TEAMRector of LGTI: Dr. Mpamila Madale (1)
(Supervisor of TT)
Deputy Rector of LGTI : Dr. Michael Msendekwa(1) (Head of TT)
Mr. Jonas Charles (Secretary of TT) (2)
1. Ms. Tatu Lesso (Coordinator) (1)2. Mr. Robert Majula (1)3. Dr. Joel Chongela (2)4. Mr. Hagai Joseph (2)5. Mr. Sheikambi Hamza(2)6. Mr. Einstein Alexander(2)7. Mr. Isdory Nyoni(2)8. Mr. Bahati Mohamed(3) 9. Mr. Rogers Rugeiyamu(3) 10. Mr. Joachim Chisanza(3) 11. Ms. Josephine Ackim(3)) 12. Mr. Amani Shayo (3) 13. Mr. Innocent Haule(3)
WF Training cluster
1. Mr. Cosmas Maembe (Coordinator)(2)2. Mr. Samson Msilu (1)
3. Mr. Benedict Sulley (1)4. Mr. Elisei Lubuva (2)5. Mr. Mr. Ahamed Nassoro(1)6. Ms. Maria Sawala (2)7. Ms. Magdalena Katunzi (2)
8. Mr. Laurent Ngoyo (1)9. Ms. Prisca Rutatora(3) 10. Mr. Hussein Ngomaitala(3) 11. Ms. Furaha Lupala(3) 12. Mr. Constatine Masanyiwa(3)
13. Ms. Bertha Lunyungu(3)14. Mr. Ezekiel Tumbo(3)
DM/CTF Training cluster
O&OD team
Responsibility of team1. Development /
Revision of materials
2. Coordination with LGAs
3. Implementation4. M&E
( ) : the generation
O&OD Project Phase II Project Completion Report
ANNEX 6 MT accreditation system document
The United Republic of Tanzania ________
President’s Office
Regional Administration and Local Government
Certification and Accreditation System for
Improved Opportunities and Obstacles to Development
(O&OD) Training
February, 2021
i
Foreword
Improved Opportunities and Obstacles to Development (O&OD) is one among the efforts made by the Government of Tanzania to promote community empowerment. Improved O&OD has been designed to replace the Conventional O&OD developed in 2001 that was constrained with several shortfalls. The Conventional O&OD was just a participatory planning and budgeting methodology. Improved O&OD is the most effective and efficient methodology for all Local Government Authorities (LGAs) in responding to local realities. Improved O&OD is a more holistic methodology aiming at establishing collaborative relationship between the government and communities by strengthening LGAs capacity in identifying, encouraging and empowering communities to implement and complete Community Initiatives (CIs).
The Guidelines for Improved O&OD were formulated in 2019 with the aim of enabling the government to promote self-help efforts of the people and establish collaborative relationship with local communities for realization of better service delivery and promotion of local economic development.
The Guidelines for Improved O&OD are accompanied by four (4) operational manuals: Planning and Implementation Manual for Improved O&OD; Community Facilitation Manual for Improved O&OD; Trainer’s Manual for Improved O&OD; and Local Government Training Institute (LGTI) Master Trainers Manual for Improved O&OD.
The Certification and Accreditation System for Improved O&OD Training which is built up from the Guidelines for Improved O&OD provides a guide for proper implementation of the Trainers Manual for Improved O&OD and LGTI Master Trainers Manual for Improved O&OD. The Trainer’s Manual for Improved O&OD aims at guiding Trainers within LGTI and from other Training Institutions to facilitate training for Improved O&OD to various stakeholders. Certified Trainers for LGTI and other Training Institutions are not allowed to train other Trainers as this role is restricted to accredited LGTI Master Trainers for Improved O&OD. The LGTI Master Trainers Manual for Improved O&OD provides a guide for Master Trainers to coordinate and supervise training activities for Improved O&OD.
The Certification System for Improved O&OD Training refers to the process of recruiting Improved O&OD Trainers from LGTI and other Training Institutions, undertaking series of training activities, attaining established assessment criteria and getting approval and certified by LGTI Master Trainers for Improved O&OD. The Accreditation System for Improved O&OD Training refers to the process of recruiting LGTI Master Trainers for Improved O&OD, undertaking series of coordination and training activities, attaining established
ii
eligibility and assessment criteria and getting approval and accreditation by the Permanent Secretary President’s Office – Regional Administration and Local Government (PO-RALG). Trainers for Improved O&OD from LGTI and other Training Institutions are certified in order to smoothly operationalize the Trainer’s Manual for Improved O&OD. The Trainer’s Manual aims at guiding Trainers to facilitate training for Improved O&OD to various stakeholders under supervision of LGTI Master Trainers. The recruitment, training and eligibility assessment process for Improved O&OD Trainers is coordinated by LGTI.
The LGTI Master Trainer is responsible for building capacity of Trainers from LGTI and other Training Institutions to conduct series of Improved O&OD training sessions to different stakeholders about the Guidelines for Improved O&OD, Planning and Implementation Manual for Improved O&OD and the Community Facilitation Manual for Improved O&OD as well as the Trainer’s Manual for Improved O&OD.
Finally, I would like to express my sincere gratitude to the PO-RALG, LGTI and Japan International Cooperation Agency (JICA) experts for their valuable technical and financial support during the course of formulating the Certification and Accreditation System for Improved O&OD Training. I look forward to a continued cooperation and realization of Improved O&OD activities.
___________________
Eng. Joseph M. Nyamhanga Permanent Secretary
President’s Office - Regional Administration and Local Government February, 2021
iii
Table of contents
PART I Certification System……………………………………………………………...
1
1. Background of the Certification System……………………………… 2 2. Purpose of the Certification System…………………………………... 2 3. Eligibility Criteria for Trainers………………………………………... 2 4. Process of Certification of Trainers………………………………........ 3 5. Expected Outputs……………………………………………………... 4 Part II Accreditation System……………………………………………………………..
6
1. Background of the Accreditation System…………………………….. 7 2. Purpose of the Accreditation System…………………………………. 7 3. Eligibility Criteria for Trainers……………………………………….. 7 4. Process of Accreditation of LGTI Master Trainers………………....... 8 5. Expected Outputs……………………………………………………... 9 LIST OF DIAGRAM Diagram1.Process of Trainer Certification System………………………………... 5 Diagram2.Process of LGTI Master Trainer Accreditation System……………… 10
LIST OF APPENDICES APPENDIX 1: ASSESSMENT SHEET FOR TRAINERS………………………. 11 APPENDIX 2: DATABASE OF TRAINERS AND POTENTIAL TRAINERS…. 13 APPENDIX 3: ASSESSMENT SHEET FOR LGTI MASTER TRAINERS.……. 14 APPENDIX 4: DATABASE OF LGTI MASTER TRAINERS………………….. 18
iv
Acronyms and Abbreviations
CF Community Facilitator CIs Community Initiatives CTF Council Task Force HLG Higher Local Government JICA Japan International Cooperation Agency LGAs Local Government Authorities LGTI Local Government Training Institute LLG Lower Local Government MTAS LGTI Master Trainer Accreditation System MTs Master Trainers NACTE National Council for Technical Education O&OD Opportunities and Obstacles to Development PLSD Participatory Local Social Development PO-RALG President’s Office - Regional Administration and Local Government TCS Trainers Certification System TCU Tanzania Commission of for Universities VEO Village Executive Officer WEO Ward Executive Officer WFs Ward Facilitators
1
Part I: Certification System
2
Certification System
1. Background of the Certification System
The Trainer Certification System (TCS) which is coordinated by Local Government Training
Institute (LGTI) refers to the attainment of established assessment criteria by Potential
Trainers for Improved Opportunities and Obstacles to Development (O&OD) from LGTI or
other Training Institutions. The Trainer for O&OD is recruited from among the teaching staff
from the Local Government Training Institute (LGTI) or any other Training Institution
recognized by Tanzania Commission of for Universities (TCU) or National Council for
Technical Education (NACTE). The identification process for potential Trainers is facilitated
by LGTI during the experience sharing session on Improved O&OD.
The Trainers from LGTI and other Training Institutions will ONLY be allowed to facilitate
Improved O&OD training after being certified and their capacity is limited to such series of
training sessions to different stakeholders including Decision Makers at National, Regional
and District level, Council Task Force (CTF), Ward Executives (WEO) and Ward Facilitators
(WFs) as well as Village/Mtaa Executives (VEO/MEO) and facilitation of O&OD related
long courses in respective Training Institutions. Note that Certified Trainers are NOT allowed
to train other Trainers for Improved O&OD and should follow supervisions by Master
Trainers (MTs) as explained in Part II.
2. Purpose of the Certification System
Having considered the background above, the purpose of the system shall be as below;
i) To officially recognize qualified Trainers
ii) To create and maintain a pool of Trainers
3. Eligibility Criteria for Trainers
Eligible Trainers for Improved O&OD will be recruited and must be capable and
3
committed to fulfil the following established criteria :
i) Teaching staff recruited from LGTI or other certified Training Institution recognized
by Tanzania Commission for Universities (TCU) or National Council for Technical
Education (NACTE);
ii) Read and understand the Guidelines for Improved O&OD, Community Facilitation
Manual for Improved O&OD and Planning and Implementation Manual for Improved
O&OD;
iii) Develop and revise training (training materials and method of Ward Facilitators, Ward
Executive and Council Task Force Training);
iv) Implement a series of training;
v) Conduct case studies/action research in Improved O&OD and share findings with
various stakeholders;
vi) Incorporate Improved O&OD into their academic curriculum.
4. Process of Certification of Trainers
After Initial Training and Continuous Training Activities explained in the Diagram 1, the
following steps are taken for certification of Trainers for Improved O&OD from LGTI and
Other Training Institutions.
Step 1
LGTI Master Trainers for Improved O&OD assess eligibility of Potential Trainers.
Additional references such as reports and attendance lists can be used.
Step 2
Local Government Training Institute certifies the Potential Trainers as Trainers for Improved
O&OD based on the result of assessment by LGTI Master Trainers. (Refer Diagram 1-1)
Step 3 LGTI registers Trainers and Potential Trainers within LGTI and from other Training Institutions in the data base (APPENDIX 2).
Means of Verification Qualifying Scores Interview by ASSESSMENT SHEET FOR TRAINERS (APPENDIX 1)
Trainers should attain at least 42 points (70%) out of 60 points in ASSESSMENT SHEET FOR TRAINERS. (APPENDIX 1)
4
5. Expected Outputs
Trainer Certification System under the custodianship of LGTI is expected to realize the
outputs described below:
i) Training quality is assured through supervision by LGTI towards Trainer’s
performance;
ii) Training demand from LGAs is fulfilled by a pool of Trainers for Improved O&OD
and closely monitored by LGTI;
iii) Effective and efficient implementation of Improved O&OD in all LGAs nationwide
realized;
iv) Eligible Trainers from LGTI and other Training Institutions assessed by LGTI Master
Trainers for Improved O&OD, certified and awarded certificates1 by LGTI.
1 The certificates will be issued by LGTI to Trainers for Improved O&OD to validate their eligibility for
certification. Validity of the certification can cease when the Trainer is not capable to fulfil the established
eligibility criteria.
5
Diagram 1: Process of Trainer Certification System
Recruitment and Training
Training Cycle Management1. Coordination
2. Preparation
3. Implementation
4. Evaluation
5. Revision
Identify, Assess and
RecruitPotential Trainer
Attend workshops/
Training
Field visit
Field Research
Self-Learning of Trainer’s
Manual & LGTI MT Manual
Case Study
Interview with Government
Officers (RSs/LGAs)
LGTI certify Potential Trainers from LGTI and other Training Institutions
as Trainers
1. Assessment of a Potential Trainer2. Certification of a Potential Trainer
Certification of Trainers
Self-learn “Guidelines for Improved O&OD ”,
“Planning and Implementation Manual for Improved O&OD”,
“Community Facilitation Manual for Improved O&OD”, Case study documents, and “Senior Ward
Facilitator Handbook”
InitialTraining
6
Part II: Accreditation System
7
Accreditation System 1. Background of the Accreditation System
Master Trainer Accreditation System (MTAS) refers to approval of capable Local Government Training Institute (LGTI) Improved O&OD Trainers by the Permanent Secretary President’s Office – Regional Administration and Local Government (PO-RALG) after attaining the established criteria. Occasionally, the Permanent Secretary PO-RALG can delegate the power of Accrediting Master Trainers (MTs) to the Local Government Training Institute. The LGTI MTs build capacity of LGTI and other training Institutions Trainers to conduct series of Improved O&OD training sessions to different stakeholders including Decision Makers at National, Regional and District level, Council Task Force (CTF), Ward Executives (WEO) and Ward Facilitators (WFs) as well as Village/Mtaa Executives (VEO/MEO). MTs facilitate all Improved O&OD training sessions to the above stakeholders by supervising Trainers. Also, MTs coordinate development of curriculum in O&OD related long courses at LGTI and to other Training Institutions respectively. 2. Purpose of the Accreditation System
Having considered the background above, the purpose of the system shall be as below:
i) To officially recognize qualified Master Trainers;
ii) To create and maintain a pool of Master Trainers.
3. Eligibility Criteria for LGTI Master Trainers
Eligible LGTI Master Trainer for Improved O&OD will be recruited and must be capable and
committed to fulfil the following:
i) Teaching staff from LGTI as a Centre of Excellence for Improved O&OD;
ii) Read and understand the Guidelines for Improved O&OD, Community Facilitation
Manual for Improved O&OD, Planning and Implementation Manual for Improved
O&OD, Trainers Manual for Improved O&OD, and LGTI Master Trainers Manual for
Improved O&OD;
iii) Develop and revise training (training materials and method of Ward Facilitators, Ward
Executive and Council Task Force Training);
8
iv) Implement a series of training;
v) Conduct case studies/action research in Improved O&OD and share findings with
various stakeholders;
vi) Incorporate Improved O&OD into their academic curriculum.
vii) Lead development and revision of respective training (training materials and
methods);
viii) Supervise Trainers for Improved O&OD during training implementation (including
assessment of trainer’s performance);
ix) Conduct impact assessment of training programmes in collaboration with PO-RALG;
x) Supervise planning, implementation, monitoring and evaluation of the training for
Potential Trainers and Trainers (including identification of Potential Trainers;
xi) Supervise Potential Trainers and Trainers to conduct case studies and action research in
Improved O&OD and share findings with various stakeholders;
xii) Advise Trainers to incorporate Improved O&OD into their academic curriculum;
xiii) Recruit, train and recommend eligible Potential Trainers from LGTI and other
Training Institutions for Certification by LGTI;
xiv) Recommend MTs to the PO-RALG for accreditation.
4. Process of Accreditation of LGTI Master Trainers
After becoming Trainers, Trainers are expected to conduct a series of Master Trainers
activities explained in the Diagram 2. The following steps are taken for accrediting LGTI
Trainers as Master Trainers (MTs) for Improved O&OD:
Step 1
LGTI Master Trainers for Improved O&OD assess Trainers.
Additional references such as reports and attendance lists can be used.
Step 2
Local Government Training Instituted (LGTI) recommends Trainers from LGTI to be a new
Master Trainers to PO-RALG based on the result of assessment by LGTI Master Trainers for
Improved O&OD.
Means of Verification Qualifying Scores Interview by ASSESSMENT SHEET FOR MASTER TRAINERS (APPENDIXI 3)
Trainers should attain at least 54 points (90%) out of 60 points in Part A and 32 points (80%) out of 40 points in Part B. (APPENDIX 3)
9
Step 3
The Permanent Secretary PO-RALG accredits the recommended Trainers as new LGTI
Master Trainers for Improved O&OD (Refer Diagram 2);
Step 4
LGTI registers Master Trainers for Improved O&OD in the data base. (APPENDIX 4)
5. Expected Outputs
Master Trainer Accreditation System (MTAS) under the custodianship of PO-RALG and
LGTI is expected to realize the outputs described below:
i) Training quality is assured through supervision of MTs toward trainer’s performance;
ii) Training impact is consolidated more and more through constant training revisions by
MTs based on their experience in implementation of respective training;
iii) Training demand from LGAs is fulfilled by a pool of MTs;
iv) Effective and efficient implementation of Improved O&OD in all LGAs nationwide
realized
v) LGTI Master Trainers for Improved O&OD accredited and awarded recognition letter
and certificates23 by Permanent Secretary – PORALG.
3The recognition letter and certificate will be awarded to LGTI MTs for Improved O&OD to validate their
accreditation eligibility. Validity of the accreditation as LGTI Master Trainer can cease when the LGTI Master
Trainer for Improved O&OD is not capable of fulfilling established eligibility criteria.
10
Diagram 2: Process of Master Trainer Accreditation System
Recruitment and Training
Training Cycle Management1. Coordination
2. Preparation
3. Implementation
4. Evaluation
5. Revision
Identify, Assess and
RecruitPotential Trainer
Attend workshops/
Training
Field visit
Field Research
Self-Learning of Trainer’s
Manual & LGTI MT Manual
Case Study
Interview with Government
Officers (RSs/LGAs)
LGTI certify Potential Trainers from LGTI and other Training Institutions
as Trainers
1. Assessment of a Potential Trainer2. Certification of a Potential Trainer
Accreditation of LGTI Master Trainers
Self-learn “Guidelines for Improved O&OD ”,
“Planning and Implementation Manual for Improved O&OD”,
“Community Facilitation Manual for Improved O&OD”, Case study documents, and “Senior Ward
Facilitator Handbook”
InitialTraining
Continued Training
PO-RALG accredit Trainers at LGTI as LGTI Master Trainers (MTs)
1. Assessment of a Trainer2. Recommendation of the Trainer for a
LGTI Master Trainer to PO-RALG3. Accreditation of the Trainer for a
LGTI MT by PO-RALG4. Registration the MT in the LGTI’s
data base
11
APPENDIX 1
ASSESSMENT SHEET FOR TRAINERS
Roles of Trainers Assessment Points Strongly Agree
[5]
Agree
[4]
Fair
[3]
Disagree
[2]
Strongly Disagree
[1] 1 Develop/revise
training (training materials and method of Ward Facilitators, Ward Executive and Council Task Force Training)
1.1 Capability to develop/revise “Relationship between guidelines, P&I manual and CF manual” and “Training System" and "Roles / Responsibilities of Actors for Improved O&OD” and “Introduction and Background of Improved O&OD”
1.2 Capability to Develop/revise “Community and Sustainability of Development”
1.3 Capability to develop/revise “Community Facilitation”
1.4 Capability to develop/revise “Planning, Implementation, Monitoring and Evaluation at LLG and HLG”
1.5 Capability develop/revise Field Study 2 Implement a series
of training. 2.1 Capability to facilitate “Relationship between guidelines, P&I manual and CF manual” and “Training System" and "Roles / Responsibilities of Actors for Improved O&OD” and “Introduction and Background of Improved O&OD”
2.2 Capability to facilitate “Community and Sustainability of Development”
2.3 Capability to facilitate “Community Facilitation” 2.4 Capability to facilitate “Planning, Implementation, Monitoring and Evaluation at LLG and HLG”
2.5 Capability facilitate Field Study
12
Roles of Trainers Assessment Points Strongly Agree
[5]
Agree
[4]
Fair
[3]
Disagree
[2]
Strongly Disagree
[1] 3 Conduct case
studies/action research in Improved O&OD and share findings with various stakeholders.
3.1Capability to design case studies/research, and analyse he case based on “Community and Sustainability of Development” and “Community Facilitation” (PLSD Framework)
3.2 Capability to analyse the case based on “Community and Sustainability of Development” and “Community Facilitation” (PLSD Framework) 3.3 Capability to compile the case/research paper.
4 Incorporate Improved O&OD into their academic curriculum
Capability to incorporate the concept of Improved O&OD
Sub-Total Total Score
Name ..............................................................................
Signature of the Assessor..............................................................................
Name and Designation of the Assessor........................................................Date..................................
13
APPENDIX 2
DATABASE OF TRAINERS AND POTENTIAL TRAINERS No Name Institutions Title Trainer/Potential
Trainer Date of
Certification Phone Email Remarks
14
APPENDIX 3 ASSESSMENT SHEET FOR MASTER TRAINERS
Roles of MTs Assessment Points Strongly Agree
[5]
Agree
[4]
Fair
[3]
Disagree
[2]
Strongly Disagree
[1] Part A
1 Develop/revise training (training materials and method of Ward Facilitators, Ward Executive and Council Task Force Training)
1.1 Capability to develop/revise “Relationship between guidelines, P&I manual and CF manual” and “Training System" and "Roles / Responsibilities of Actors for Improved O&OD” and “Introduction and Background of Improved O&OD”
1.2 Capability to Develop/revise “Community and Sustainability of Development”
1.3 Capability to develop/revise “Community Facilitation”
1.4 Capability to develop/revise “Planning, Implementation, Monitoring and Evaluation at LLG and HLG”
1.5 Capability develop/revise Field Study 2 Implement a series
of training. 2.1 Capability to facilitate “Relationship between guidelines, P&I manual and CF manual” and “Training System" and "Roles / Responsibilities of Actors for Improved O&OD” and “Introduction and Background of Improved O&OD”
2.2 Capability to facilitate “Community and Sustainability of Development”
2.3 Capability to facilitate “Community Facilitation” 2.4 Capability to facilitate “Planning, Implementation, Monitoring and Evaluation at LLG and HLG”
2.5 Capability facilitate Field Study
15
3 Conduct case studies/action research in Improved O&OD and share findings with various stakeholders.
3.1Capability to design case studies/research, and analyse the case based on “Community and Sustainability of Development” and “Community Facilitation” (PLSD Framework)
3.2 Capability to analyse the case based on “Community and Sustainability of Development” and “Community Facilitation” (PLSD Framework) 3.3 Capability to compile the case/research paper.
4 Incorporate Improved O&OD into their academic curriculum
Capability to incorporate the concept of Improved O&OD
Sub-Total (Part A) Total Score (Part A)
Roles of MTs Assessment Points Strongly Agree
[5]
Agree
[4]
Fair
[3]
Disagree
[2]
Strongly Disagree
[1] Part B
5 Lead development/revision of respective training (training materials and methods)
Capability to lead development/revision of respective training (training materials and methods)
6 Supervise Trainers during training implementation (including assessment of trainer’s
Capability to supervise Trainers during training implementation (including assessment of trainer’s performance)
16
Roles of MTs Assessment Points
Strongly Agree
[5]
Agree
[4]
Fair
[3]
Disagree
[2]
Strongly Disagree
[1] performance)
7 Conduct impact assessment of training programmes in collaboration with PO-RALG.
Capability to impact assessment of training programmes in collaboration with PO-RALG.
8 Supervise planning, implementation, monitoring and evaluation of the training for Potential Trainers and Trainers (including identification of Potential Trainers)
Capability to supervise planning, implementation, monitoring and evaluation of the training for Potential Trainers and Trainers
9 Supervise Potential Trainers and Trainers to conduct case studies/action research in Improved O&OD and share findings with various stakeholders.
Capability to supervise Potential Trainers and Trainers to conduct case studies in Improved O&OD and share findings with various stakeholders.
Capability to supervise Potential Trainers and Trainers to conduct action research in Improved O&OD and share findings with various stakeholders.
10 Advise Trainers in different
Capability to advise Trainers in different institutions to incorporate Improved O&OD into their academic
17
Roles of MTs Assessment Points
Strongly Agree
[5]
Agree
[4]
Fair
[3]
Disagree
[2]
Strongly Disagree
[1] institutions to incorporate Improved O&OD into their academic curriculum.
curriculum
11 Collaborate with PO-RALG in MT accreditation process
Capability to collaborate with PO-RALG in MT accreditation process
Sub-Total (Part B) Total Score (Part B)
Grand Total (Part A & B)
Name ..............................................................................
Signature of the Assessor..............................................................................
Name and Designation of the Assessor........................................................Date..................................
18
APPENDIX 4
DATABASE OF MASTER TRAINERS
No Name Title Date of Accreditation Phone Email Remarks
O&OD Project Phase II Project Completion Report ANNEX 7
Senior Ward Facilitator (SWF) registration and mobilization document
The United Republic of Tanzania
President’s Office
Regional Administration and Local Government
Operational Manual for Senior Ward Facilitator Registration and
Mobilisation System
January, 2021
i
Table of contents
Acronyms and Abbreviations …………………………………………………………… ii CHAPTER 1. INTRODUCTION ……..…………………….……………..…………… 1 1.1 Purpose of the manual ………………………………………………..………… 1 1.2 Target Reader …………………………….………………………...…………… 1 1.3 Utilisation of the manual ………………………………………..……………… 1 CHAPTER2. OVERVIEW OF “SENIOR WARD FACILITATOR REGISTRATION AND MOBILISATION SYSTEM” ……………………..………..
3
2.1 Background ……………………………..………………………….…….……….. 3 2.2 Purpose of the System …………………………………………………………… 4 2.3 Design ……………………………………………..…………...………………… 4 2.4 Expected Outputs ……………………………………………..………..……… 6 CHAPTER 3. ROLES ANF QUALIFICATIONS OF SENIOR WARD FACILITATOR ……………………………………………………….….………..………
7
3.1 Roles ……………………….………………………………………..…….……… 7 3.2 Qualifications (Criteria) ………………………………………………..……… 7 CHAPTER 4. REGISTRATION SYSTEM …………………………………….……… 9 4.1 Step 1: Identification of SWF candidates …………………………………… 9 4.2 Step 2: Field training for SWF Candidates (SWF training) ………………… 14 4.3 Step 3: Registration of SWFs ………………………………………….……… 15 CHAPTER 5. MOBILISATION SYSTEM ………………………...……..….………… 22 5.1 Mobilisation of SWFs to other LGAs ………………………………………………
22
Appendix 1: Nomination Sheet of Candidate of SWFs …………...……...……………. 23 Appendix 2: Nomination Sheet of new SWFs ………………………………………….. 25 Appendix 3: List of SWF …………………………………………………………………. 28 Appendix 4: List of Candidates of SWF ……………….………………………………… 29 Appendix 5: Guide for Senior Ward Facilitator Candidates (SWFC) ………………… 30 Appendix 6: Questionnaire for SWFCs…….…………………….………………………. 34 Appendix 7: Evaluation Sheet of SWF’s Support …….…………………….………….. 36
ii
Acronyms and Abbreviations
CIs Community Initiatives CMT Council Management Team CTF Council Task Force KAS Knowledge, Attitude and Skill LCFs Local Community Facilitators LGAs Local Government Authorities LGTI Local Government Training Institute MTs Master Trainers O&OD Opportunities and Obstacles to Development PO-RALG President’s Office - Regional Administration and
Local Government PS Permanent Secretary SWF Senior Ward Facilitator SWFC Senior Ward Facilitator Candidate WDC Ward Development Committee WEO Ward Executive Officer WFs Ward Facilitators
1
CHAPTER ONE INTRODUCTION
Chapter One presents the purpose of the Operational Manual for Senior Ward Facilitator Registration and Mobilisation System, its target readers and the utilization of this manual.
1.1 Purpose of the manual
The Government of Tanzania officially approved the Improved Opportunities and Obstacle Development (O&OD) in October 2019, and issued three documents of Improved O&OD: Guidelines for Improved O&OD, Planning, Implementation Manual for Improved O&OD, and Community Facilitation Manual for Improved O&OD.
As the Guidelines for Improved O&OD in Chapter 4 and 5 explains, Senior Ward Facilitators (SWFs) as resource persons as well as on-site trainers play important roles in the Improved O&OD.
This manual is designed to guide O&OD team as the main operational body for the effective entire operation and maintenance of a vital national system for the sake of Improved O&OD replication to LGAs, named “Senior Ward Facilitator (SWF) Registration and Mobilization system”.
The purposes of the manual are as below:
i. To explain the importance and clarification of SWF and SWF Registration & Mobilisation system for effective Improved O&OD replication;
ii. To describe the entire functions of “SWF Registration & Mobilisation system” including tasks and roles of respective stakeholders involved in the system.
1.2 Target Reader
This manual was developed for continuous and effective exercises of O&OD team as the main operational body of the system.
This manual may also be utilised by other respective stakeholders involved in the system so as to play their expected roles in the system.
2
The target readers of the manual are as below:
a. O&OD team; b. Council Taskforce (CTF) in respective Local Government Authorities
(LGAs); c. Senior Ward Facilitators (SWFs); d. Senior Ward Facilitator Candidates (SWFCs).
1.3 Utilisation of the manual
This manual is developed with an expectation that the manual enables O&OD team and other respective stakeholders to continuously and properly conduct the tasks for the aim of effective and sustainable operation of the system. Therefore, O&OD team and other relevant respective stakeholders are expected to own the manual and follow all the descriptions and instructions stated in the manual as a basic operational guide.
The guide is composed of several sections to lead the readers to build comprehensive understandings on the entire operation of the system. Firstly, the manual describes the background of development of the system. Secondly, the purposes of the system are explained in relation to its background. Thirdly, the qualifications about SWFs are explained. Finally, the entire design, including expected tasks and roles of stakeholders as well as procedures over the operation are explained
3
CHAPTER TWO OVERVIEW OF SENIOR WARD FACILITATOR
REGISTRATION AND MOBILISATION SYSTEM Chapter Two explains the background of the development of Senior Ward Facilitator Registration and Mobilisation system, the purpose of its system, design and expected outputs.
2.1 Background
First of all, Improved O&OD enables LGAs to create collaborative relationships between LGA and communities by empowering community and supporting Community Initiatives (CIs). For that sake, one of notable added values of Improved O&OD is a team of Ward Facilitators (WFs) accompanying and helping people toward the realization of Community Empowerment. Thus, Local Government Training Institute (LGTI) in collaboration with O&OD team has developed WF training and has been providing training to ward extension officers.
O&OD team, through the creation of WFs, now came to realize that continuous technical backstopping from experienced and capable facilitators, Senior Ward Facilitators (SWFs), is essential for newly-trained WFs to effectively and sufficiently carry out their expected roles in Improved O&OD.
However, the total number of those capable WFs is still limited and those WFs are only found in some LGAs. In addition, those WFs are not allowed to support WFs in other LGAs due to their current status limiting their area of operation.
Therefore, the establishment of an official technical backstopping mechanism at central government level which enables it to create a pool of SWFs and mobilize them beyond their LGAs, absolutely needed for the sake of long-term effective implementation and replication of Improved O&OD in LGAs.
4
2.2 Purpose of the System
Having considered the background above, there are three purposes of the system, SWF registration and mobilization system, as mentioned below;
i. To officially recognize qualified WFs as SWFs ii. To create and maintain a pool of SWFs, and iii. To systematically and sustainably mobilise SWFs and coordinate their
activities in different LGAs
2.3 Design
The system has centrally-controlled two main functions:
i. “SWF registration”; ii. “SWF mobilization”
The design and stakeholders of those two systems are described below.
Table 2-1: Design of SWF Registration & Mobilisation
1. SWF Registration System Purpose To register capable WFs as SWFs and create a pool of SWFs for
nationwide-mobilisation Task (1) Identification of SWF candidates
(2) Field training for those candidates (SWF training) (3) Registration of SWF (4) Database management of SWF registration
2. SWF Mobilization System Purpose To dispatch and mobilise registered SWFs for supporting
newly-trained WFs in different LGAs when requested Task (1) Request collection from LGAs on SWF supports
(2) Arrangement and dispatch of SWFs to the LGAs requesting the supports
(3) Report collection from dispatched SWFs for further improvement in the supports
3. Stakeholders for the system above Responsibility PO-RALG (DLG-Service Delivery)
5
Overall operation
O&OD team
Other stakeholders
Council Task force (CTF): - Nominating SWFs and candidates of SWFs in collaboration with
registered SWFs - Verifying the outputs of those candidates’ work SWFs: - Nominating SWFs and candidates of SWF in collaboration with
CTF - Verifying the outputs of those candidates’ work - Being temporarily dispatched to different LGAs for providing
supports
Diagram 2-1: Design of the system
As described above, the registration of SWFs at PO-RALG is realised based on the identification and nomination from LGA level. Therefore, CTF and registered SWFs should play essential roles in the system, particularly, SWF registration process.
PO-RALG (O&OD team)
LGA (CTF & SWFs)
Step 1: Identification of SWF candidates
Step 3: Nomination of SWFs
Registration of SWFs- Accreditation of SWFs- Update of SWF list- Update of SWFC list
SWF Mobilization system
- Request collection from different LGAs
- Arrangement & dispatch of SWF to LGAs which requested
- Report collection from SWFs after dispatch, etc.
Utilization of SWFs by your
LGAStep2: Field Training for
SWFC (SWF training)
SWF Registration system
6
2.4 Expected Outputs
With the condition that the SWF registration & mobilization system is maintained by O&OD team under PO-RALG, the system will realise the outputs described below.
i. Upon requests from different LGAs, hundreds of WFs will be able to obtain necessary practical supports in their field and become competent;
ii. Consequently, the quality of those WFs’ facilitation will be continuously enhanced;
iii. The system also will stimulate the sense of competition among WFs which enhances their performance further;
iv. Eventually it will bring about the realization of “Outstanding villages” in lots of LGAs and people’s live will be improved as they desire.
7
CHAPTER THREE ROLES ANF QUALIFICATIONS OF SENIOR WARD
FACILITATOR Chapter Three presents the roles of Senior Facilitators as well as qualifications.
3.1 Roles
A SWF is an experienced WF who has certain experience and capability in Community Facilitation built through his/her own continuous and intensive efforts on practices. Therefore, the roles of SWF are understood as additions or top-up to the roles of WF. The roles of SWF are as below;
First of all, SWFs continue working as WFs
In addition to the functions of WF, SWFs practice the additional functions below:
i. Encourage and support new WFs after WF training; ii. Support WF training as a resource person in class session and as a
supervisor in field session; iii. Support O&OD team and Master Trainers in Local Government
Training Institute (LGTI) for development and revision of guidelines and training materials;
iv. Collaborate with CTF for sensitization on Improved O&OD within the LGA;
v. Provide information for nomination of candidates of SWF; vi. Support field training for candidates of SWF in order to become SWFs; vii. Support Master Trainers in LGTI for conducting the ToT activities for
other potential trainers.
3.2 Qualifications (Criteria)
The qualifications of SWF are as follows.
8
Table 3-1: Qualification of SWF
Criteria Means of verification 1. At least one-year experience in
performing as a candidate of SWF - Records of O&OD team / LGA
2. Experience in having brought about positive changes in two or more villages in terms of people’s attitudes toward development (before & after on attendance rate, No. & nature of implemented CIs, etc.)
- Interview by CTF to village council with questionnaire
- Minutes of village council
3. Capability and experience in supporting newly-trained WFs in different wards
- Reports from candidates of SWF to CTF - Evaluation sheet by SWF & WFs who
received the supports from candidates of SWF
4. Capability and experience in sharing his/her own facilitation experience and CIs in different forums (CMT, WDC, WF training, etc.)
- Reports from candidates of SWF to CTF - Minutes of CMT, WDC, village council,
etc. - Evaluation sheet by SWF, WF, CTF
5. Other considerations (e.g. KAS) - Observations by CTF /WEO/ SWF
9
CHAPTER FOUR REGISTRATION SYSTEM
Chapter Four presents the registration system with three steps: Identification of SWF candidates, Field training for SWF Candidates (SWF training), and Registration of SWFs. 4.1 Step 1: Identification of SWF Candidates
In order to register SWF candidates to be SWFs, the following steps are annually conducted by O&OD team, CTF and registered SWFs in LGAs. Purpose: To identify SWF candidates from respective LGAs which have been implementing Improved O&OD
4.1.1 Procedure
Procedure In charge 1 CTF and registered SWFs in respective LGAs collect and assess the
information on the outputs of WFs’ works with the criteria of SWF candidates
CTF and SWFs in respective LGAs 2 CTF prepares “Nomination Sheet of Candidates of SWFs” and
develops / updates the list of candidates of SWF for their LGAs 3 O&OD team collects the name of the nominated candidates of
SWF from respective LGAs and updates the list of candidates of SWF at national level
O&OD team
NOTE: All the procedures above are done in April every year. 4.1.2 Criteria for SWF candidates
Criteria Means of verification 1. At least 2-year experience in
community facilitation as a WF - Records of O&OD team / LGA
2. Experience in having brought about positive changes in the initial target village in terms of people’s attitudes toward development (before & after on attendance rate, No. & nature of
- Interview by CTF to village council with questionnaire
- Minutes of village council
10
implemented CIs) 3. Having created a functioning Local
Community Facilitator (LCF)1 team in a target village for sustainability of CIs
- Minutes of kitongoji/village meetings
- Direct observation by CTF/SWFs - Interview by CTF to village council
with questionnaire 4. Other considerations (e.g. KAS) - Observations by CTF/SWFs 5. Recommendation by CTF (LGA),
WEO & SWFs - Observations by CTF/WEO/SWFs
4.1.3 Roles of CTF in collaboration with registered SWFs
In this step, CTF and registered SWFs are expected to collect necessary information on the work outputs of each WFs and assess those outputs with the criteria for SWF candidates described above. In the assessment, CTF and registered SWFs need to utilise “Means of verification” set in the table above accordingly. Thus, CTF and registered SWFs are expected to have some interviews and refer to some existing documents as well as periodical monitoring results from CTF to WFs in order to capture the work outputs of WFs such as the positive changes in villages where WFs conduct facilitation activities.
After assessing each WF with the criteria, CTF and registered SWFs prepare the “Nomination Sheet of Candidates of SWF” to nominate well-performing WFs as SWF candidates.
1 Local Community Facilitator is a village member who has been recognized by the village and trained
by WFs as an internal facilitator in a village for long-term spontaneous facilitation on reproduction of
CIs.
11
(Example) Nomination Sheet of Candidate of SWFs Improved O&OD District Council
May/04/2018
1. Basic Information of the Nominee Name Title Duty Station Initial Target Village Phone Number
Masunja Magati CDO (WF) Kilimani Ward Kilimani A Village 0777-777777
2. Checklist on the Criteria Criteria Means of Verification Achievements
(1). At least 2- year
Experience in
Community Facilitation
as a WF
- Record of LGA
- Record of O&OD Team
- According to the records, Mr. Magati received a WF training in Jan 2015, and
started working as a WF in Kilimani A Village from March 2015. Thus, he has at
least more than 2-year experience in community facilitation as a WF.
(2). Having brought about
positive changes in the
initial target village in
terms of people’s attitude
toward development
(before & after on
attendance rate, No &
nature of implemented
CIs)
- Interview to the VC by
CTF members
- Minutes of VC
- The following positive changes in Kilimani A Village have been seen after the
implementation of Improved O&OD in March 2015.
a). Attendance Rate of Village Assembly : Before: 60 → After: 200.
b). Attendance Rate of Kitongoji : Before 12 →After 30
c). Participation in development activities(ex) Road Construction in Kitongoji
A:Before 15→After 80
d). The number of community-based groups has increased from 4 to 10 in the village
e). The number of CIs has increased from 1 to 3. (Construction of School Toilet,
Village office, Kitongoji Road)
(3). Having created a - Minutes of - There are two (2) recognized LCFs in every kitongoji in Kilimani A Village. These
12
functioning Local
Community Facilitators
(LCFs) team in a target
village for sustainability
of CIs
Kitongoji/village
meetings
- Direct observation by
CTF/SWF
- Interview to the VC by
CTF
LCFs have been working as a team to promote CIs in collaboration with WFs. All
LCFs get together at the end of month to discuss the progress of CIs with WFs, and
the LCFs share those progresses with Kitongoji Chairperson. (By report or in
kitongoji meeting)
3. Other Considerations on the Nominee Individual
Characteristic
Comments
(1). Knowledge of
Community
Facilitation
- According to the field observation Mr. xxx (SWF), and CTF, his explanation about community facilitation shows that he
has sufficient understanding on it.
- Every CTF member agrees that he has sufficient knowledge on Improved O&OD considering his explanation during
monthly meetings among SWFs, CTFs, and WFs
(2). Skills on
Community
Facilitation
- The way he explains to community people is easily understood according to the observation by CTF and SWF.
(3). Attitude 1). Leadership
- He is always a communication hub between WFs and CTFs.
- According to the discussion between WEO/VEO and CTF, he leads/encourages other WFs in Improved O&OD activities.
2). Collaboration
- He is willing to accept advice from SWF, CTF, and village leaders, and actually takes action based on the advice.
- He has a good relationship with other WFs as well as village leaders.
3). Commitment
13
- Unlike other WFs, he often visits to the village to empower people even on weekend and off-duty.
- He always tries to directly communicates with CTF members whenever he visits LGA for other purposes.
4). Others
(4). Others
4. Recommendation from WEO, SWF& CTF (LGA) (1). From WEO in
his/her ward
- He has shown good attitude to the community and got positive response from village leaders as well.
(2). From SWF (If
there are SWFs
in your LGA)
- He has shown good attitude to the community as well as strong commitment and teamwork in Improved
O&OD activities. Community people accept him as a facilitator.
- In WDC, he has played a significant role in sharing the progress of CIs which has contributed to enhancing the
understanding of Improved O&OD among members of WDC.
- He is ready to disseminate the concept of Improved O&OD in another new village in Kilimani Ward.
(3). From CTFs - We would like to nominate Mr. Magati as a candidate of SWF because he has shown enough capacity in
community facilitation. He also has been acting as a catalyst to other WFs in community facilitation process.
- CTF members see him as the indispensable WF for communication between WFs and CTFs.
14
4.2 Step 2: Field training for SWF Candidates (SWF training)
Purpose: To capacitate SWF candidates to meet the criteria for SWF Method of training: Field training
4.2.1 Required Experience and Capability for SWF candidates
The required experience and capability mentioned below are built by the self-help efforts of candidates of SWF themselves with the coordination and supports mainly from registered SWFs and CTF.
Area of required experience and capability Possible support for the exercises 1. Supporting WFs in different wards - Advice from SWFs on the spot
- Coordination by CTF to move to other wards
2. Sharing their own facilitation experience & CIs in different forums (CMT, WDC, WF training etc.)
- Advice from SWFs, Master Trainers (MTs), O&OD team by email, etc.
- Coordination by CTF 3. Bringing about positive changes in
different villages by adapting facilitation activities to different given situations
- Advice from SWFs - Coordination by Ward
Executive Officer (WEO) and CTF
4.2.2 Roles of CTF in collaboration with registered SWFs
In this step, supports from CTF and registered SWF (arrangements, monitoring and advices) are significantly essential in order for SWF candidates to sufficiently and effectively accumulate the required experience and capability to be a SWF mentioned in the table above. Therefore, CTF and registered SWFs need to provide as many opportunities as possible for SWF candidates to conduct relevant activities such as setting occasions for them to share the experience in Community Facilitation and Community Empowerment, coordination for training extension officers in different wards, coordination for working other villages if the first target village has become empowered enough, etc.
It should be also noted that the contents of this SWF training are designed not
15
only to strengthen individual capacity of SWF candidates, but also to consolidate understanding and capacity of other district officers, ward extension officers and villagers in different villages since the activities, which are expected to be done by SWF candidates, will be a good opportunity for other officers or villagers to be exposed to Community Facilitation. Therefore, it can be understood that promoting this SWF training in your LGA will highly contribute to the replication of ideas and methodology of Community Facilitation in your LGA, consequently will be highly beneficial for your entire LGA
4.3 Step 3: Registration of SWFs
Purpose: To register the candidates of SWF, who have fulfilled the criteria of SWF, as SWFs.
4.3.1 Procedure
Procedure In charge 1 CTF and registered SWFs in respective LGAs collect and assess
the information on the outputs of SWF candidates’ works with the criteria of SWF
CTF and SWFs in respective LGAs 2 CTF nominates new SWFs by preparing and submitting
“Nomination Sheet of new SWFs” to O&OD team 3 O&OD team collects the nomination sheets and assesses those
nominated SWFs with the information on the outputs of their works verified by CTF & SWFs from respective LGAs
O&OD team
4 List up the name of classified new SWFs according to the assessment by O&OD team
5 Submit the list of classified new SWFs with their certificates to PS of PO-RALG so as to obtain his/her signature on the certificates
6 (PS signs the certificates) 7 Provide the certificates signed by PS to newly classified SWFs 8 Update the data-base of SWF registration NOTE 1: All the procedure above is done from April to June in every year. NOTE 2: Regarding the procedure 8., the system retains the possibility of keeping some of active retired SWFs in its data-base for the sake of full use of
16
those experienced persons to attain the purposes of the system when O&OD team recognizes necessity. 4.3.2 Roles of CTF in collaboration with registered SWFs:
The expected roles of CTF and registered SWFs are almost similar with the roles of the “Step 1. Identification of SWF candidates”.
CTF and registered SWFs will evaluate the performance of each SWF candidate with the criteria of SWF by collecting the necessary information through interviews, results of periodical monitoring, minutes, etc. After evaluating the work performance of each SWF candidate, CTF and registered SWFs will prepare a document, so-called “Nomination Sheet of new SWFs”, to nominate new SWFs in your LGA in a case that some of SWF candidates have fulfilled the criteria of SWF.
17
(Example) Nomination Sheet of new SWFs Improved O&OD District Council
May/04/2018
1. Basic Information of the Nominee Name Title Duty Station Initial Target Village Phone Number
Mr. Masangula Mwanagwati Agriculture Officer (SWFC) Msolwa Ward Nyange Village 0777-8888-8888
2. Checklist on the Criteria Criteria Means of
Verification
Achievements
(1). At least one-year
experience in
performing as a
candidate of SWF
- Record of LGA
- Record of O&OD
Team
- According to the records, Mr. Mwanagwati started working as a candidate of SWF(SWFC) from
June 2016. Thus, he has at least more than 1-year experience in performing as SWFC.
(2). Having brought
about positive
changes in two or
more villages in
terms of people’s
attitudes toward
development (before
and after on
attendance rate,
- Interview to the VC
by CTF members
- Minutes of VC
- He has already disseminated the improved O&OD (facilitation approach) in Nyange Village
(Initial Target Village), and Msolwa village. And there have been positive changes in the two
villages.
(Nyange Village)
a). Attendance Rate of Village Assembly : Before: 20 → After: 200.
b). Attendance Rate of Kitongoji : Before 5 →After 30
c). Participation in development activities(ex) Road Construction in Kitongoji A:Before 15→After
80
d). The number of community-based groups has increased from 3 to 30 in the village
18
number and nature of
implemented CIs)
e). The number of CIs has increased from 2 to 3. (Construction of classes of primary school, Village
office, Kitongoji Road)
(Msolwa Village)
a). Attendance Rate of Village Assembly : Before: 30 → After: 180
b). The number of CIs has increased from 0 to 2. (Construction of kitongoji office, Management of
Charco dam by community group)
c). VC meeting is conducted according to the schedule (every month)
d). The revenue of VC has increased from 100,000 Tsh to 900,000 and the revenue is utilized for
development activities in the village based on agreement of Village Assembly
(3). Capability and
experience in
supporting
newly-trained WFs in
different wards
- Reports from him to
CTF
- Evaluation sheet by
SWF & WFs who
received support
from the SWFC
- He supported new WFs (xxx Ward) in Improved O&OD District Council (Within the LGA)
during Rapport Building, SCA, CPP (Training & Implementation) in 2016 and 2017.
- He also supported new WFs outside of the xxx LGA for Rapport Building, SCA in collaboration
with a registered SWF in 2016 and 2017.
(4). Capability and
experience in sharing
his/her own
facilitation
experience and CIs in
different forums
(CMT, WDC, WF
training, etc.)
- Reports from him to
CTF
- Minutes of CMT,
WDC, VC.
- Evaluation sheet by
SWF, WF& CTF.
- He contributed as a resource person to sharing his own experience of facilitation and CIs in the
CMT meeting in Nov 2016, March 2017 and September 2017. According to the observation by
CTF, his explanation in his facilitation has a huge impact of positively changing the mindset of
CMT members for CIs.
- He shared his facilitation activities and their impacts in meetings of WDC as well as meetings of
VC. Through his continuous explanation about facilitation, the ward councillor became
interested in facilitation approach. That is why he succeeded in disseminating the facilitation
approach in the second target village.
19
- He explained his experience in facilitation in the forum for other stakeholders in collaboration
with CTF members.
3. Other Considerations on the Nominee Individual Characteristic Comment
(1). Knowledge of Improved
O&OD
- Not only does he have sufficient knowledge on community facilitation, but also has enough knowledge as a resource
person on the concept of Improved O&OD to contribute LGA’s further enhancement on Improved O&OD.
- As a resource person to enhance the understanding of CMT members, he gave a presentation in a CMT meeting in
September 2017 on the difference between the Conventional O&OD and Improved O&OD by utilizing specific
examples of failed projects during the Conventional O&OD, which helped greatly the understanding of the CMT
members about why Improved O&OD is beneficial for sustainability of community projects.
(2). Skills on supporting WFs
a). Skills on analysing the
situation of WFs and
provide adequate advice to
WFs based on his own
experience & other SWFs’
experience
- According to the observation from a SWF, Mr. Mwanagwati analysed the challenges of WFs by asking adequate
questions from WFs and provided convincing advice to them by utilizing his own experience in facilitation. In
addition, he shared other SWF’s experience in different environment of his own during the consultation with the WFs.
- According to the feedback from the WFs, his advice during the field support practically helped their facilitation for their
facilitation.
b). Skills on supporting new
WFs to prepare an action
plan and have a clear
direction toward their
facilitation.
- According to the SWF, he has shown sufficient skill to help the new WFs prepare the action plan in consideration of the
WF’s challenges and their solutions. The WFs now have clear understanding on their direction toward empowering
community.
20
(3). Attitude 1). Leadership
- He is always a communication hub between WFs and CTFs.
- According to the discussion between WEO/VEO and CTF, he leads/encourages other WFs in Improved O&OD
activities.
2). Collaboration
- He is willing to accept advice from SWF, CTF, and village leaders, and actually takes action based on the advice.
- He has a good relationship with other WFs as well as village leaders.
3). Commitment
- Unlike other WFs, he often visits to the village to empower people even on weekend and off-duty.
- He always tries to directly communicates with CTF members whenever he visits LGA for other purposes.
4). Others
(4). Others
4. Recommendation from the Registered SWF & CTF (LGA) (1). From WEO in
his/her ward
- I would like to recommend Mr. Mwanagwati because he shared enough experience for sharing CIs in WDC.
Also, he showed good attitude to the community and WDC, and village leaders also agree his performance to
facilitate community.
(2). From SWF if there
are SWFs in your
LGA
- I would like to recommend Mr. Mwanagwati for a SWF because he has enough experience of supporting new
WFs and sharing his experience not only of facilitation but also the concept of Improved O&OD in various
venues.
(3). From CTF - We would like to recommend Mr. Mwanagwati to be a SWF because he met the criteria of being SWF. CTF
members see him as the important resource person and partner for further dissemination and enhancement of
Improved O&OD.
21
Operation flow of SWF Registration System for O&OD team
Distribute & Compile Nomination
sheets for SWFC/SWF
Assess SWF’s
nominations
Update the
List of SWFC
Assess SWFC’s
nominations
Update the List
of SWF
Provide new SWFCs with “Guide for SWFCs”
Inform failed SWFCs and CTF of “Rejected” with clear reasons
Inform failed SWFs and CTF of “Rejected” with clear reasons
Provide new SWFs with “SWF manual”
Submit the list of new SWFs
and certificates to PS for
Provide new SWFs
with SWF certificate
Review and revise
SWFC/SWF
For SWFs
For SWFCs
22
CHAPTER FIVE MOBILISATION SYSTEM
Chapter Five presents the process of mobilization of the SWFs from his/her LGA to other LGAs to support WFs. 5.1 Mobilisation of SWFs to other LGAs
SWFs are champions of all WFs and supposed to travel for supporting WFs in different LGAs. In order to enable WFs in all LGAs to receive technical support for SWFs, O&OD team at PO-RALG is expected to manage the mobilisation of SWFs to LGAs.
The table below explains the procedure of mobilization of SWFs. The entire procedure is dealt with by O&OD team upon requests from LGAs.
Table 5-1: The process of mobilization of SWFs
Procedure In charge 1. Compile the request from LGAs O&OD
team 2. Confirm with those LGAs of the purpose, necessary supports and arrange logistic issues over temporal dispatch of SWFs
3. Select appropriate SWFs for the request in terms of capability, location & availability
4. Confirm with LGAs where the selected SWF belong to for the permission
5. Provide selected SWFs with the brief information on; - Purpose of supports - Duration of supports - Name and contact address of target WFs & CTF - Location to visit - Name and contact address of partner SWFs who are supposed to
go together as a team of SWFs - Mode of payment, etc.
6. Collect reports from the SWFs within a week after the last day of their activities
NOTE: All costs for dispatch and activities of SWFs are borne by the LGAs which request and receive support from SWFs.
23
Appendix 1 Nomination Sheet of Candidate of SWFs
Council
Date: / /
1. Basic Information of the Nominee
Name Title Duty Station Initial Target Village Phone Number
2. Checklist on the Criteria
Criteria Means of
Verification
Achievements
(1). At least 2- year Experience in
Community Facilitation as a WF
(2). Having brought about positive
changes in the initial target
village in terms of people’s
attitude toward development
(before & after on attendance
rate, No & nature of
implemented CIs)
(3). Having created a functioning
Local Community Facilitators
(LCFs) team in a target village
for sustainability of CIs
24
3. Other Considerations on the Nominee
Individual Characteristic Comments
(1). Knowledge of
Community
Facilitation
(2). Skills on Community
Facilitation
(3). Attitude 1). Leadership
2). Collaboration
3). Commitment
4). Others
(4). Others
4. Recommendation from CTF (LGA) & SWF
(1). From WEO in his/her
ward
(2). From SWF (If there is a
SWF in your LGA)
(3). From CTFs
25
Appendix 2 Nomination Sheet of new SWFs
Council
Date: / /
1. Basic Information of the Nominee
Name Title Duty Station Initial Target Village Phone Number
2. Checklist on the Criteria
Criteria Means of
Verification
Achievements
(1). At least one-year experience in
performing as a candidate of
SWF
(2). Having brought about positive
changes in two or more villages
in terms of people’s attitudes
toward development (before
and after on attendance rate,
number and nature of
implemented CIs)
26
(3). Capability and experience in
supporting newly-trained WFs
in different wards
(4). Capability and experience in
sharing his/her own facilitation
experience and CIs in different
forums (CMT, WDC, WF
training, etc.)
3. Other Considerations on the Nominee
Individual Characteristic Comment
(1). Knowledge of Improved
O&OD
(2). Skills on supporting WFs
a). Skills on analysing the
situation of WFs and
provide adequate advice to
WFs based on his own
experience as well as other
SWFs’ experience
b). Skills on supporting new
WFs to prepare an action
plan and have a clear
direction toward their
27
facilitation.
(3). Attitude 1). Leadership
2). Collaboration
3). Commitment
4). Others
(4). Others
4. Recommendation from the Registered WEO, CTF & SWF (LGA)
(1). From WEO in
his/her ward
(2). From SWF if there
are SWFs in your
LGA
(3). From CTF
28
Appendix 3 List of SWF
As of 01/09/2020
Region No Name LGA Ward Reg. Phone Email
Pwani 1 Innocent Lyimo Bagamoyo DC Dunda 2014 0754981581 [email protected]
2 Maulid Z. Ramadhani Chalinze DC Pera 2019 0754508774 [email protected]
3 Manase Matembo Kisarawe DC Mafizi 2018 0676364471
4 Francis H. Mlyuka Kisarawe DC Msimbu 2019 0629672624 [email protected]
Morogoro 5 Melksedek Mbonde Morogoro DC Gwata 2014 0784940775 [email protected]
6 Johari Dongwala Morogoro DC Gwata 2019 0715811157 [email protected]
7 Habibu Ally Ulanga DC Mwaya 2014 0784868201
8 Abdul Mlindiko Ulanga DC Mwaya 2018 0683987479
9 Chonda Carol Ulanga DC Lupiro 2014 0786861010
10 Hadijia Mahimbo Ulanga DC Lupiro 2018 0784539693
11 Selina Mosha Kilombero DC Mang’ula B 2018 0655904411
12 Yustin Mkalula Kilombero DC Mang’ula B 2018 0787037805
Dodoma 13 Nyerere Mollel Kondoa DC Mnenia 2018 0784776985
14 Edward Mlongwa Kondoa DC Mnenia 2018 0715445414
15 Athumani Boi Kondoa DC Mnenia 2018 0683892981
16 Gibson Mpolela Kondoa DC Mkurumuzi 2018 0683076140
Other 17 Pamera Mbepera PO-RALG 2014 0689550262 [email protected]
18 Brian Samuel PO-RALG 2014 0787651651 [email protected]
29
Appendix 4 List of Candidates of SWF
As of 01/09/2020
Region No Name LGA Ward Reg. Phone Email
Pwani 1 Samson B. Mafuru Kisarawe DC Mafizi 2018 0754288111
2 Richard Kisomeko Kisarawe DC Msimbu 2019
3 Abdallah C Kimweri Chalinze DC Pera 2019 0757019891
4 Audax B. Gervas Bagamoyo DC Kiromo 2019 0787884208 [email protected]
5 Sumbanya H. Majaliwa Ulanga DC Mbuga 2019 0684606284
6 Musa D. Amani Ulanga DC Milola 2019 0787986188
7 Imani K. Grasion Ulanga DC Milola 2019 0786588396
8 Elibariki D. Intembe Ulanga DC Mbuga 2019 0784539693
9 Habibu M. Mora Ulanga DC Milola 2019 0784352608 [email protected]
10 Shabani S. Kizundu Kilombero DC Kamwene 2018 0794987895
Dodoma 11 Asia S. Juma Kondoa DC Mkurumuzi 2018 0786718756 [email protected]
Kilimanjaro 12 Msafiri Msuya Hai DC Romu 2017 0754416767 [email protected]
13 Grace M. Saro Siha DC Gararagua 2018 0765714950
14 Eliesa E. Semshitu Same DC Lugulu 2018 0712246897
15 Anderson D. Mhina Same DC Lugulu 2019 0784693480
30
Appendix 5
Guide for Senior Ward Facilitator Candidates (SWFC) This document is prepared for the purposes below;
- To inform newly-nominated Senior Ward Facilitator Candidates (SWFCs) of the criteria for Senior Ward Facilitators (SWFs) and process to fulfil those criteria in order to become a SWF.
- To help newly-nominated SWFCs to come up with an action plan in order to strengthen their own experience and capability required for becoming a SWF.
1. Senior Ward Facilitator Candidate (SWFC)
Senior Ward Facilitator Candidates (SWFCs) are; - Ward Facilitators (WFs) who have been recognized for their outstanding
performance in Community Facilitation by their LGA - Nominated by CTF (even by current SWFs) as a result - Potentials and expected to be a SWF who are indispensable resource
persons for the replication and quality assurance of Improved O&OD nationwide.
NOTE: Senior Ward Facilitator (SWF) is an experienced and skilful Ward Facilitator who has been registered in the national system so-called “SWF Registration and Mobilization System” managed by PO-RALG for the purpose of supporting / nurturing newly-trained WFs in different LGAs.
For the details of SWF and “SWF Registration and Mobilization System”, please refer to “Operation Manual for SWF Registration and Mobilization system”.
31
2. Qualifications to be SWF SWFCs are WFs nominated by CTF since CTF has confirmed that the following criteria mentioned in the table below have been fulfilled by those WFs. l Criteria for SWF candidates
Criteria Means of verification
6. At least 2-year experience in community
facilitation as a WF
- Records of O&OD team / LGA
7. Experience in having brought about positive
changes in the initial target village in terms of
people’s attitudes toward development (before
& after on attendance rate, No. & nature of
implemented CIs)
- Interview by CTF & WEO to village council
with questionnaire
- Minutes of village council
8. Having created a functioning Local
Community Facilitator (LCF)1 team in a target
village for sustainability of CIs
- Minutes of kitongoji / village meetings
- Direct observation by CTF / WEO/ SWFs
- Interview by CTF to village council with
questionnaire
9. Other considerations (e.g. KAS) - Observations by CTF / WEO/ SWFs
10. Recommendation by CTF (LGA), WEO &
SWFs
- Observations by CTF /WEO/ SWFs
In order to be a SWF, SWFCs are expected to fill the gap between the above-mentioned criteria for SWFCs and the criteria for SWF below.
l Criteria of SWF Criteria Means of verification
6. At least one-year experience in performing as a
candidate of SWF
- Records of O&OD team / LGA
7. Experience in having brought about positive
changes in two or more villages in terms of
people’s attitudes toward development (before
& after on attendance rate, No. & nature of
implemented CIs, etc.)
- Interview by CTF & WEO to village council
with questionnaire
- Minutes of village council
1 Local Community Facilitator is a village member who has been recognized by the village and trained
by WFs as an internal facilitator in a village for long-term spontaneous facilitation on reproduction of CIs.
32
8. Capability and experience in supporting
newly-trained WFs in different wards
- Reports from candidates of SWF to CTF
- Evaluation sheet by SWF & WFs who received
the supports from candidates of SWF
9. Capability and experience in sharing his/her
own facilitation experience and CIs in different
forums (CMT, WDC, WF training, etc.)
- Reports from candidates of SWF to CTF
- Minutes of CMT, WDC, village council, etc.
- Evaluation sheet by SWF, WF, WEO, CTF
10. Other considerations (e.g. KAS) - Observations by CTF / WEO/ SWF
3. Process of fulfilling the gap to become a SWF
The process for SWFCs to fulfil the gap (i.e. the above-mentioned criteria for SWFs) is as below;
a. Self-assess current personal experience and capability b. Compare the current personal experience and capability with the
required experience and capability mentioned in the table below c. Identify specific experience and capability which is not enough and need
to be strengthened to fulfil the gap d. Come up with strategies / action plans on how to strengthen those
identified experience and capability with possible supports mentioned in the table above
e. Exercise activities as SWFCs according to the set strategies and plan l Required experience and capability as well as possible supports for
SWFCs Area of required experience and capability Possible support for the exercises
4. Supporting WFs in different wards - Advice from SWFs on the spots (OJT)
- Coordination by CTF to move to other wards
5. Sharing their own facilitation experience &
CIs in different forums (CMT, WDC, WF
training etc.)
- Advice from SWFs, MTs, O&OD team through
email, etc.
- Coordination by CTF
6. Bringing about positive changes in different
villages by adapting facilitation activities to
different given situations
- Advice from SWFs
- Coordination by WEO and CTF
NOTE: The process of enhancing SWFC’s experience and capability to be a SWF basically rely on their individual self-help efforts in the field and there will be no additional in-class training for SWFCs.
33
If you are eager to become a SWF, please utilize the attached questionnaire for the purpose of self-assessment as well as action plan making. Please also submit the filled questionnaire to CTF and O&OD team so as for those stakeholders to be able to support the action plan. <Contact Information at O&OD Team> Brian Samuel: [email protected] James Kimambo: [email protected]
34
Appendix 6
Questionnaire for SWFCs Name Tel. Ward/LGA Date
Q1. Why are you interested in becoming a SWF? Q2. What are your achievements in terms of the 3 areas below? a. Supporting new WFs in different wards b. Sharing their own facilitation experience & CIs in different forums (CMT, WDC, WF training etc.) c. Bringing about positive changes in different villages (more than 2 villages) by adapting facilitation activities to different given situations
35
Q3. Considering the above-mentioned 3 areas, what kind of experience and capability do you need to improve to become a SWF?
Q4. How will you realize (improve) the answer mentioned in Q3?
36
Appendix 7 Evaluation Sheet of SWF’s Support
Ward/LGA Date
Names of SWF
This questionnaire is to evaluate the performance of SWFs in order to improve their quality. It is expected that any honest opinion from WFs are to be provided through this sheet. Thus, please feel free to write anything you want and this questionnaire is anonymous and will never be disclosed to SWFs. Q1. How do you evaluate “Quality of advices” from SWFs?
Please tick; Excellent Very Good Good Poor
Why?: Q2. How do you evaluate “Delivering skill” of SWFs?
Please tick; Excellent Very Good Good Poor
Why?: Q3. How do you evaluate “Attitudes” of SWFs?
Please tick; Excellent Very Good Good Poor
Why?:
37
Q4. What was the most effective advice for you? Why?: Q5. Any other comment if there
NOTE: Please submit this sheet to Council Task Force in your LGA.
Thank you very much for your cooperation.
END
O&OD Project Phase II Project Completion Report
1
ANNEX 8
1 February 2021
Means of PO-RALG to Sustain Improved O&OD
O&OD Team, PO-RALG
1. Contents of this Paper
This paper explains means to be taken by PO-RALG to sustain Improved O&OD with
the following contents:
(1) Contents
(2) Objective of this Paper
(3) Objective of Monitoring, Supportive supervision and Experience sharing
(4) Implementer of Monitoring, Supportive supervision and Experience sharing
(5) Utilising existing Systems of the Government (PlanRep and iMES)
(6) Field visits
(7) Community Facilitation
(8) Assessment
(9) Information Sharing with other Divisions
(10) Expected roles of other Divisions
(11) Supportive Supervision
(12) Experience sharing of the best practices
(13) Web-Platform
ANNEX: Annual Task Schedule
2. Objectives of this Paper
This paper is prepared to operationalize parts of PO-RALG’s roles explained in Chapter
4 and Assessment for Improved O&OD explained in Chapter 6 of the Guidelines for
Improved O&OD issued by PO-RALG in October 2019. The means are such as
monitoring, supportive supervision and experience sharing on Improved O&OD as
continuous approaches towards Regional Secretariats (RSs) and Local Government
Authorities (LGAs) to sustain implementation of Improved O&OD at all the levels of the
government.
The roles described in Chapter 4 of the Guidelines are as follows (quoted from the
Guidelines):
(1) President’s Office - Regional Administration and Local Government (PO-RALG)
PO-RALG will perform the following roles and responsibilities:
i. Give directives and necessary information related to O&OD by utilising available
occasions within/outside PO-RALG
ii. Collaborate with other Ministries, Regional/District Commissioner’s Office, Civil
Society Organizations and Development Partners in undertaking activities of
O&OD
O&OD Project Phase II Project Completion Report
2
iii. Provide Guidelines towards Development Partners (DPs) to understand and
reflect ideas of O&OD in their programmes
iv. Create awareness on effectiveness of O&OD in all LGAs through workshops and
other relevant occasions such as Association of Local Authorities in Tanzania
(ALAT)
v. Capacitate and Supervise RSs and LGAs in implementation of O&OD activities
vi. Monitor the implementation of O&OD in LGAs and incorporate the results into
formulation of local government policies, national planning and budgeting
vii. Collaborate with LGTI to carry out assessment on the performance of LGAs on
promoting CI and sectoral projects, training on O&OD and performance of actors
viii. Mobilise resources for the assessment above
ix. Accredit Master Trainers (MTs) of O&OD training
(2) O&OD Team
O&OD Team is the centre of information and coordination on technical support in
O&OD activities.
i. Provide information and technical supports to LGAs, RSs and other institutions
on O&OD as the centre of its coordination
ii. Supervise, coordinate, make follow up and evaluate the implementation of O&OD
activities in LGAs in collaboration with RS
iii. Share monitoring and assessment results to PO-RALG and LGTI management
in order to improve policies, Guidelines and training curriculum
iv. Coordinate with LGTI to manage training of O&OD
v. Register and mobilise SWFs for technical support towards new WFs and other
stakeholders in different LGAs
vi. Coordinate dispatching SWFs and experienced CTF members for experience
sharing in LGAs
vii. Make continuous follow-up on WFs and CTF activities in LGAs
3. Objectives of Monitoring, Supportive supervision and Experience
Sharing
Main activities in the means of PO-RALG to sustain Improved O&OD are annual
monitoring, supportive supervision and experience sharing. There are three objectives
of the activities as follows:
(1) Ensuring proper and sustainable implementation of Improved O&OD by all LGAs
as a routine task
After issuance of Guidelines for Improved O&OD, Planning and Implementation
Manual and Community Facilitation Manual, PO-RALG has disseminated Improved
O&OD to all LGAs through Directive Meetings conducted in 2020 and 2021. However,
continuous follow up activities are still needed for LGAs and RSs to implement Improved
O&OD properly and continuously because one time disseminating event is considered
not enough to sufficiently capacitate LGAs. PO-RALG conducts the continuous follow up
through annual monitoring, supportive supervision s and experience sharing of Improved
O&OD. The following diagram shows necessity of continuous approach towards LGAs
and RSs.
O&OD Project Phase II Project Completion Report
3
(2) Further improvement of Guidelines and Manuals
PO-RALG will collect lessons from actual usage by RSs and LGAs and identify
challenges faced by LGAs in implementation of Improved O&OD through the annual
monitoring, supportive supervision and experience sharing. Based on the lessons, PO-
RALG will consider necessity of further improvement/modification of the Guidelines and
the Manuals (around three years later).
If PO-RALG decides to do so, then revision of the documents will be conducted by
O&OD Team and other related Divisions. It is expected to disseminate the revised
Guidelines and Manuals to all RSs and LGAs again.
(3) Reflection into other policies
PO-RALG will incorporate lessons from the monitoring, supportive supervision and
experience sharing into formulation of local government policies, national planning and
budgeting.
4. Implementer of Monitoring, Supportive supervision and Experience
Sharing
Based on the description in the Guidelines for Improved O&OD, it can be summarized
as follows:
O&OD Project Phase II Project Completion Report
4
• O&OD Team under Division of Local Government is a coordination unit for
monitoring, supportive supervision and experience sharing of Improved O&OD.
• Monitoring, supportive supervision and experience sharing are to be conducted
not only by Division of Local Government (DLG) but also LGTI and related
divisions of PO-RALG.
• O&OD Team prepares necessary tools so that staff from other Divisions will be
also able to conduct the monitoring and supportive supervision accordingly.
5. Monitoring Utilising Existing Systems of the Government (PlanRep and
iMES)
Chapter 6 of Guidelines for Improved O&OD mentions that monitoring for Improved
O&OD should be conducted through available occasions so that there is no need to
prepare an independent monitoring system for Improved O&OD within PO-RALG.
Based on this idea, Planning, Budgeting and Reporting System (PlanRep) and
Integrated Monitoring and Evaluation System (iMES) are to used as occasions for
the monitoring for Improved O&OD.
The following diagram shows how PlanRep and iMES are used for the monitoring
for Improved O&OD in the cycle of government work.
(1) Monitoring through PlanRep
Monitoring from the viewpoint of budget allocation and execution for Improved O&OD
in LGAs’ budget is conducted by referring Check List for PlanRep.
It is decided to incorporate the following two points in the check list for upcoming budget
O&OD Project Phase II Project Completion Report
5
scrutinization (February and March 2021) through discussions between O&OD Team
and Division of Regional Administration (DRA).
• Budget set aside in LGA budget for Monitoring and Evaluation both at
Lower Local Government (villages and mitaa) and Higher Local
Government
• Budget set aside in LGA budget for capacity building of VEOs, WFs,
WEOs, and CTF on Improved O&OD
As for monitoring for the budget allocation, the DLG coordinates with DPP to inform
about the check list including points for Improved O&OD to all related officers in January
before the budget scrutinization. In February and/or March, all staff of PO-RALG involved
in the budget scrutinization conducts the monitoring of Improved O&OD based on the
check list. Members of O&OD Team also participates in the process. After the budget
scrutinization, the staff submits the result of monitoring to DLG in April. O&OD Team
compiles the results.
O&OD Team reviews Check List in January before budget scrutinization. Currently,
O&OD Team and DRA are still considering possibility to use the following point in the
future in the check list:
• Development budget set aside in LGA budget to support community
initiatives.
As for the budget execution, the monitoring is conducted through checking Council
Development Report (CDR) and Council Financial Report (CFR) which are indicated in
PlanRep.
In July and/or August, O&OD Team checks executed amount for the items mentioned
in Check List by referring CDR and CFR.
(2) Monitoring through iMES
iMES is a web-based system to monitor and evaluate how RSs and LGAs implement
the plans and budgets in a previous fiscal year. The following 8 Indicators in relation to
Improved O&OD have been already inserted into iMES:
• Percentage of community participation in Village/Mtaa general assembly meeting
to discuss and approve Community Development Plan
• Percentage of budget allocated to support community initiatives by LGAs
• Percentage of budget disbursed to support community initiatives by LGAs
• Percentage of budget allocated for monitoring and evaluation of CIs both at LLG
and HLG level
• Percentage of budget disbursed for monitoring and evaluation of CIs both at LLG
and HLG level
• Number of Villages/Mitaa that received feedback from LGA on types of support
to be provided to their plans
• Percentage of budget allocated for capacity building for O&OD at all levels
O&OD Project Phase II Project Completion Report
6
• Percentage of budget disbursed for capacity building for O&OD at all levels
After iMES starts its operation, PO-RALG will collect data according to these 8
indicators. The indicators are also mentioned in the Chapter 6 of Guidelines for Improved
O&OD.
In addition to the 8 indicators, O&OD Team decided to propose the following indictors
to be inserted into iMES to cover wider aspects of LGA’s performance. The proposal will
be submitted to Management of PO-RALG in February 2021.
• Check if LGAs follow the procedures (whether they have database of village)
• budget allocated selectively according to the database to support villages/mitaa
or not
• Number of CI included in Data base of LGA
• Number of villages of which capacity are analysed and captured in data base by
LGA
• Number of villages which received moral supports (not mere visit for monitoring
but intentional actions for moral support)
6. Field visits
Field visit is crucial because on-line monitoring possibly results deviations from the
reality; therefore, verification of the monitoring results through PlanRep and iMES should
be annually conducted in the fields. For example, a LGA can report that there are many
Community Initiatives in the LGA through on-line monitoring. It is important to conduct
verification in the fields whether what the LGA claimed are real CIs.
The Guidelines for Improved O&OD also emphasises necessity of field visits. Chapter
4 of the Guidelines mentions that PO-RALG should mobilize resources for field visits and
Chapter 6 of the Guidelines for Improved O&OD clearly mentions necessity of field visits
for the verification.
Field visits in relation to Improved O&OD are to be mainly conducted by O&OD Team.
The field visits can be either upon initiatives from PO-RALG or requests from LGAs
throughout the year depending on convenience of O&OD Team and LGAs.
Preparation of the field visit will be conducted through the following steps:
O&OD Team will strategically select LGAs for the field visit according to
Assessment Report. Selected LGAs should be both good performing and poor
performance LGAs.
O&OD Team will submit a field visit plan and necessary budget for each Fiscal
Year to the Director of Local Government during planning and budgeting period.
Management of PO-RALG allocates the necessary budget for the field visits.
During the fields visits, the following points are to be considered:
Technical advices will be immediately given that O&OD Team can effectively
nature LGAs to properly implement the Improved O&OD. The worst case which
should be avoided is that LGA just follow the formality and lose the substance to
support communities.
Regarding the good performing LGAs, it is expected that the LGAs will be able to
O&OD Project Phase II Project Completion Report
7
perform better and become models to inspire other LGAs.
Regarding the poor performing LGAs, it is expected that O&OD Team will
encourage the LGAs and to collect lessons from the reality in the fields as well
as consider necessary interventions towards those LGAs.
7. Community Facilitation
Regarding community facilitation, O&OD Team conducts monitoring, supportive
supervision and experience sharing in the following manners:
(1) For LGAs which already have villages and ward where WF facilitate communities.
O&OD Team monitors the followings:
How Ward Facilitators (WFs) performs for community facilitation
How communities change.
How LGA support WFs to conduct community facilitation.
How LGA disseminate WFs to other wards (experience sharing to other
wards).
O&OD Team gives technical advices to Council Task Force (CTF) and WFs
according to the findings during the field visits.
O&OD Team dispatches Senior Ward Facilitators (SWF) for WFs facilitation
activities to sufficiently function. For this dispatchment of SWF, PO-RALG
through O&OD Team continuously operates Mobilization and registration system
of SWF.
(2) For LGAs which have not yet started community facilitation by WFs
During the visits, O&OD Team emphasizes significance of Community Facilitation by
WFs in addition to monitoring about procedures of Planning and Implementation. If
O&OD Team finds strong and serious interest from LGAs in WF training, O&OD Team
will share the information of the LGAs with LGTI.
8. Assessment (1) Assessment
As Chapter 6 of Guidelines for Improved O&OD mentions, O&OD Team and LGTI
annually assess performances of LGAs on three focus area:
Performance of LGAs on CIs and Sectoral Projects
Performance of Actors within LGA
Training Programmes provided to LGAs by LGTI
The assessment is to be conducted according to results of monitoring through PlanRep,
iMES, Field visits and any occasions by PO-RALG as well as LGAs’ quarterly progress
reports.
(2) Assessment Report
After the assessment, O&OD Team and LGTI make “Assessment Report” in July right
O&OD Project Phase II Project Completion Report
8
after previous fiscal year ends. LGTI prepares the part of training for Improved O&OD.
O&OD Team submits the report to DLG for further actions after completion of the report.
(3) Database
O&OD Team creates “Database of Each LGA” in order to continuously keep records
of each LGA’s performance by extracting contents of Assessment Reports. For the first
year which is 2021, O&OD Team prepares a format using Excel. Data of each LGA
should be annually updated in August from the second year and inputted into the
Database of Each LGA. The database can be used for the assessment on the
performance of LGAs for longer term.
Format of the Database will be prepared by O&OD Team in July 2021.
9. Information Sharing with Other Divisions
As chapter 4 of Guidelines for Improved O&OD instructs, O&OD Team shares
monitoring and assessment results to PO-RALG and LGTI management in order to
improve policies, Guidelines and training curriculum.
DLG (O&OD Team) organizes meetings with related divisions and make presentations
on the results of the monitoring and assessment.
Through the meetings with other divisions, O&OD Team will have access to various
opportunities of joint monitoring and supportive supervision by O&OD Team and
respective divisions. Other divisions are also expected to play roles to sustain Improved
O&OD based on the shared information. The expected roles are described in the
following table:
10. Expected Roles of Related Divisions within PO-RALG
DLG provide necessary information of Improved O&OD to related divisions within PO-
RALG as mentioned above and coordinate with them so that the related divisions play
their roles jointly with DLG to ensure sustainable implementation of Improved O&OD.
Their expected roles are described as the following table:
Divisions Expected Roles
Policy and Planning (DPP)
• Explain procedures of monitoring through PlanRep to related staff of PO-RALG before budget scrutinization.
• Coordinate with Ministry of Finance and Planning to include necessary instructions about community supports in the Guidelines of the Preparation of Plans and Budget.
Regional Administration (DRA)
• Monitor and supervise RSs on the compliance of the Guidelines for Improved O&OD in their plans and budget
• Provide guidance and advice to RSs to create enabling environment in respect to implementation of Improved O&OD
• Collect information of LGAs in the RS about community supports and share the information with O&OD Team This
• Provide occasions to O&OD Team so that O&OD Team can explain updated information including good practices of actual cases by LGAs directly to RSs.
O&OD Project Phase II Project Completion Report
9
Information and Communication Technology (DICT)
• Ensure the proper implementation of iMES to monitor implementation of Improved O&OD in terms of on-line system.
• Update “Web-Platform of Improved O&OD” based on information provided by O&OD Team.
•
Sector Coordination (DSC)
• Coordinates with stakeholders such as NGO and sector ministries for community development program and provide necessary information on Improved O&OD to the stakeholders.
• Provide information of the stakeholders about their community development programs to O&OD Team.
• Consider possible measures to integrate their programs with Improved O&OD.
Government Communication Unit (GCU)
• Publicise updated information of Improved O&OD through website of PO-RALG.
• Coordinate with Medias to publicise good practices of community supports.
Health • Provide standards required for construction of health facilities and related infrastructures to communities through LGAs.
• Coordinate with LGAs and supervise them to fulfil the required standard in all community initiatives related to the construction of health facilities and related infrastructures.
Education • Provide standards required for construction of school facilities and related infrastructures to communities through LGAs.
• Coordinate with LGAs and supervise them to fulfil the required standard in all community initiatives related to the construction of school facilities and related infrastructures.
11. Supportive supervision
Supportive supervision on Improved O&OD will be conducted to make sure that
Improved O&OD is being properly implemented through the following actors:
(1) Supportive supervision by RS: RS regularly conducts supportive supervision s
towards LGAs within the Region. O&OD Team with DRA provides necessary
information for the supportive supervision by RSs.
(2) By PO-RALG: PO-RALG (O&OD Team) conducts supportive supervision s
towards RSs and LGAs through field visits.
(3) BY PO-RALG and LGTI: Technical advices are to be given by PO-RALG and
LGTI to RSs and LGAs through the following channels as the supportive
supervision s:
Training provided by LGTI
Workshops/Events
Web-platform
12. Experience Sharing of the Best Practices
As chapter 6 of Guidelines for Improved O&OD explains, experience sharing of the
O&OD Project Phase II Project Completion Report
10
best practices is effective to motivate other LGAs to perform better.
(1) Topics
At the national level, experience sharing of the best practices covers the followings:
the best practices of LGA in supporting communities
the best practices of LGA in functioning Ward Facilitators
the best practices of WFs
the best practices of communities
Regarding community facilitation, it’s still necessary to motivate more LGAs to get
interested in Ward Facilitator through the experience sharing.
At the regional level, the topics are the same as the national level, but covering within
the respective region only. DRA and O&OD Team induces RSs to conduct the
experience sharing frequently.
At the LGA level, the experience sharing is also effective to strengthen capacity of
other wards as well as to disseminate WFs function to more ward in the respective LGA.
The topics are as follows:
Good Performing sector departments in supporting communities
Good performing WFs
Good performing communities.
(2) Possible Occasions
The experience sharing of the best practices of LGAs should be conducted through
the following occasions at the national level:
Through occasions organized by divisions within PO-RALG and/or any
institutions. O&OD Team become presenters or provides necessary
materials for the presentation.
Through medias. Government Communication Unit (GCU) coordinates
with Medias to publicise the good performing LGAs,
Through Web-Platform of Improved O&OD. O&OD Team will provide
necessary materials to DICT
At the regional level, the experience sharing should be conducted through any
available occasions such as meetings in RS and filed visit to LGAs.
At the LGA level, the experience sharing should be conducted through any available
occasions such as meetings in LGA office and filed visit to wards and villages.
Websites of RSs and LGAs are also utilized for the experience sharing.
13. Web-Platform of Improved O&OD
Web-Platform of Improved O&OD is a specified section within website of PO-RALG to
be used by PO-RALG to provide RSs and LGAs with directives and necessary
information for LGAs to implement Improved O&OD properly.
The Guidelines for Improved O&OD, Planning and Implementation Manual, and
O&OD Project Phase II Project Completion Report
11
Community Facilitation Manual have been posted in the website of PO-RALG. O&OD
Team submitted power point materials to DICT to explain the procedures in detail as
additional materials for the Web-Platform of Improved O&OD. Currently, DICT is
modifying the website of PO-RALG to start the Web-Platform of Improved O&OD.
It is considered that the Web-Platform of Improved O&OD is an useful tool not only to
disseminate information from PO-RALG but also to have interactive communications
with RSs and LGAs; therefore, O&OD Team and DICT continues coordination to add the
following contents in the Web-Platform:
A box as the interactive function which can be utilised to have
communications between PO-RALG and RSs and LGAs through written
forms to receive questions and provide answers.
A showcase which can be utilised to publicise the best practices as well
as communities with visual images.
O&OD Project Phase II Project Completion Report
12
ANNEX: Annual Task Schedule
The following table shows annual schedule of tasks to be conducted by PO-RALG to
sustain Improved O&OD. The table is also a summary of this paper.
Month Activity Sub-Activities
1 January Formulation of Field Visit Plan of O&OD Team
• O&OD Team prepares a field visit plan including amount of the necessary budget for its allocation in next fiscal year.
• O&OD submits the plan to DLG.
2 January Preparation for budget scrutinization
• O&OD Team reviews Check List for PlanRep and prepare updated one.
• O&OD Team shares the updated Check List with DPP.
• DPP instructs staff of PO-RALG to be involved in budget scrutinization to use the check list.
3 Feb-March
Monitoring through budget scrutinization
• Staff of PO-RALG involved in budget scrutinization monitor LGAs for Improved O&OD by referring the Check List.
• Staff of PO-RALG submit results of the monitoring to DLG.
• O&OD Team compiles the results.
4 July
Monitoring from the viewpoint of budget execution
• O&OD Team check budget execution for Improved O&OD by referring Check List through CDR and CFR in PlanRep.
• O&OD Team compiles the results.
5 July
Formulation of assessment report
• O&OD Team and LGTI formulate Assessment Report compiling the results of monitoring which have been conducted in the previous year.
• O&OD Team and LGTI submits the Assessment Report to DLG.
• DLG shares contents of the Assessment Report to other divisions of PO-RALG.
6 August Updating Database of each LGA
• O&OD Team prepares of format data base using excel (for the first year only).
• O&OD Team updates information of each LGA in database according to results of assessment report.
7 October-November
Insertion of related clauses into Guidelines for the preparation of Plans and Budget
• DLG and DPP participate in budget conference for Guidelines for the preparation of Plans and Budget and insert necessary clauses for Improved O&OD.
8 October-November
Integrated Monitoring and
• Before implementation, O&OD Team proposes additional indicators in February
O&OD Project Phase II Project Completion Report
13
(Tentative Schedule)
Evaluation System (iMES)
2021. • PO-RALG implements iMES. • O&OD Team extracts and compiles
information of Improved O&OD from results of iMES
The following tasks are to be conducted in any available occasions throughout the
year:
Field visits by O&OD Team according to the field visit plan of O&OD Team
Publicizing information related to Improved O&OD
O&OD Team provides the latest news of actors’ performances about
community supports to GCU for dissemination through Media.
O&OD Team provides the latest information related to Improved
O&OD to DICT for updating Web-Platform of Improved O&OD.
Experience sharing of the best practices
O&OD Team, LGTI and other division conduct experience sharing of
good performing LGAs through any available occasions.
O&OD Project Phase II Project Completion Report
ANNEX 9: List of the villages facilitated by Ward Facilitators (WFs)
Region District Ward
Initial Target Village The total number of villages in the ward that facilitated by
WFs Model Village Start Year
Pwani
Bagamoyo DC
Dunda Kaole 2009 Kaole, Dunda 2
Kiromo Buma 2016 Buma 1
Fukayosi Mwavi 2016 Mwavi 1
Chalinze DC
Pera (Chamakweza) 2009 Pera, Magome,
Malivundo, Pingo 4
Lugoba Lugoba 2016 Lugoba 1
Kimange Kimange 2016 Kimange 1
Bwilingu Chahua 2018 Chahua 1
Kibindu Kwamsanja 2018 Kwamsanja 1
Kiwangwa Kiwangwa 2018 Kiwangwa 1
Mandera Mandera 2018 Mandera 1
Mbwewe Kwan’gandu 2018 Kwan’gandu 1
Miono Kikaro 2018 Kikaro 1
Mkange Gongo 2018 Gongo 1
Msata Pongwemsung
ura 2018 Pongwemsungura 1
Msoga Msoga 2018 Msoga 1
Talawanda Msigi 2018 Msigi 1
Ubena Kaloleni 2018 Kaloleni 1
Vigwaza Vigwaza,
(Chamakweza) 2009
Vigwaza, Chamakweza
2
Kisarawe DC
Msimbu Homboza 2009
Homboza, Msimbu, Kitanga, Maguruwe,
Luhangai, Chambasi, Mwanzomgumu
7
Mafizi Gwata 2009 Gwata, Nyani, Mafizi,
Ving’andi, Kimalamisale
5
Maneromango Maneromango
Sokoni 2016 Maneromango sokoni 1
Vihingo Chamalale 2016 Chamalale 1
Morogoro
Kilombero DC
Mang’ula - - Msalise, Mang’ula 2
Mang’ula B Mang’ula B 2009 Mang’ula
B,Mshikamano, Kanyenja
3
Kamwene Matema 2009 Matema, Viwanja sitini,
Kamwene 3
Msolwa Station Nyange 2016 Nyange, Msolwa
Station 2
Igima Mpofu 2016 Mpofu, Igima,
Ngajengwa,Namalumbo
4
Morogoro DC
Gwata Maseyu 2009 Maseyu, Gwata ujembe, Kinonko
3
Mvuha Tulo 2009 Tulo, Msonge, Kongwa 3
Kisemu Nige 2016 Nige 1
Tomondo Kikundi 2016 Kikundi 1
Region District Ward
Initial Target Village The total number of villages in the ward that facilitated by
WFs Model Village Start Year
Ulanga DC
Lupiro Nakafulu 2009 Nakafuru,Igota, Lupiro,
Madibira 4
Mwaya Libenanga 2009 Libenenga, Mwaya, Nkongo, Chikwera
4
Mbuga Iputi 2016 buga, Iputi 2
Milola Igumbiro 2016 Igumbiro, Milola 2
Dodoma Kondoa DC
Mnenia Mnenia 2014 Mnenia, Itundwi, Filimo 3
Kikore Mkurumuzi 2014 Mkurumuzi, Hurui 2
Pahi Ikova 2017 Ikova 1
Salanka Salanka 2017 Salanka 1
Kilimanjaro
Hai DC
Romu Mudio 2015 Mudio, Isawera,
Kimira, Roondoo ,Roosinde
5
Masama-Rundugai
Chekimaji 2015 Cheki Maji 1
Same DC Ruvu Mferejini 2015
The village disappered due to the flood.
0
Lugulu Lugulu 2015 Lugulu 1
Siha DC Kiruwa Fuka 2015 Fuka 1
Gararagua Wiri 2015 Wiri 1
Singida
Ikungi DC Iglanson Mnyange 2018 Mnyange 1
Ihanja Ihanja 2018 Ihanja 1
Itigi DC Tambukareli Songambele 2018 Songambele 1
Mitundu Makale 2018 Makale 1
Manyoni DC
Makutupora Makutupora 2018 Makutupora 1
Solya Solya 2018 Solya 1
Singida MC Kisaki Ng’aida 2018 Ng’aida 1
Mtipa Mtipa 2018 Mtipa 1
Iramba DC Old Kiomboi Kinambeu 2018 Kinambeu 1
Mgongo Kisonga Shelui 2018 Kisonga Shelui 1
Mkalama DC
Miganga Mgolombyo 2018 Mgolombyo 1
Nkalakala Malaja 2018 Malaja, Mkunguru 2
Singida DC Ntonge Ntonge 2018 Ntonge 1
Mughunga Mughunga 2018 Mughunga 1
Total 102
Strengthening Participatory Planning and Community Development Cycle for Good Local Governance
- Phase II -
(O&OD Project Phase II)
Project Completion Report
ANNEX 10
PDM (All versions of PDM)
Version 0
Version 1
Version 2
Version 3
Narrative Summary of Project Design Matrix (PDM) for phase 2 Project Name: Strengthening Participatory Planning and Community Development Cycle for Good
Local Governance – Phase II (O&OD Project - Phase II) Implementing Agency: Prime Minister’s Office, Regional Administration and Local Government
(PMO-RALG) Target Group: (1) Intensive and consolidated approach: District Task Force (DTF) members, Ward
Facilitators (WFs) and community people in the target LGAs (2) Immediate nationwide dissemination approach: All the LGAs Duration: From January 2015 to December 2019 (5 years) Overall Goal
Opportunities and Obstacles to Development (O&OD) process is functioned as an effective methodology towards eventual achievement of local governance in the replicated areas.
Project Purpose
Supporting mechanisms for O&OD replication are developed at community, ward, LGA, and PMO-RALG levels.
Outputs
Output 1: Institutional training system is established for WFs and DTF members 1.1 Establish a management committee for O&OD Training in PMO-RALG
(Main task is to manage and coordinate O&OD Training system, Members are Assistant Director (SD) of DLG as chairperson, Assistant Director (HR) of DLG, Assistant Director (HR) of DAP, Assistant Director of DOD, LGRP Coordinator, one representative from LGTI, and Chief Advisor of the Project)
1.2 Strengthen Training Task Force (TTF) (Main tasks; training materials and curriculum development, and M&E of O&OD Training including M&E of trainers, and secretarial function for the aforementioned management committee, Members; master trainers and O&OD Team members)
1.3 Develop Senior Facilitator system (1) Train Senior Facilitators (SFs) (2) Develop registration system for SFs (3) Prepare guidelines for effective use of SFs
1.4 Secure necessary budget for O&OD Training 1.5 Provide training for different stakeholders
(1) Training for master trainers (O&OD Members and TTF members, approximately 5 master trainers)
(2) Training of trainers (TOT) (Lecturers of LGTI and CDTIs, approximately 20 trainers) (3) Training for WFs and DTF members (approximately 1,100 WFs and 150 DTF members)
1.6 Develop M&E system of O&OD Training
Output 2: Functional mechanism for facilitating community interaction is developed for strengthening community ownership for their development
2.1 Train and effective use of community facilitators 2.2 Strengthen relationship among stakeholders* within the community 2.3 Expand coordination capacity with outer actors such as government, private, NGOs 2.4 Strengthen people’s capacity in utilization and management of internal and external resources. 2.5 Develop effective support system for WFs’ activities by Senior Facilitators * Stakeholders are village council, committees, various groups, and community people.
Output 3: Effective mechanism for supporting community initiatives is established in the LGAs
3.1 Develop a guideline for promoting community initiatives for LGAs 3.2 Support LGAs to develop a mechanism for supporting community Initiatives
(1) Develop a strategy (including measures for effective use of Senior Facilitators) (2) Arrange necessary conditions for implementation
3.3 Support LGAs to strengthen collaboration mechanism among sector departments 3.4 Support LGAs to strengthen coordination capacity in mobilizing resources from various
stakeholders 3.5 Support LGAs to establish M&E system for measuring impact of their support to the
community (not only O&OD but also LGDG).
Output 4: Implementation mechanism for supporting community initiatives by LGDG is established nationwide
4.1 Develop an implementation guide for supporting community initiatives by LGDG 4.2 Conduct zonal/regional workshop on supporting community initiatives by LGDG 4.3 Conduct periodical monitoring on supporting community initiatives by LGDG
Output 5: Important conditions (finance, organization, institution etc.) for O&OD replication
are identified and developed 5.1 Share O&OD experience with stakeholders 5.2 Share replication strategy for O&OD with various stakeholders 5.3 Prepare nationwide replication strategy for O&OD
(1) Replication Strategy for PMO-RALG (2) Replication guide for LGAs (3) Replication guide for Ward Facilitators (WFs) (4) Guide for Community Facilitators (CFs) (5) Guide for community
Implementing Agency: Department of Local Government, President's Office-Regional Administration and Local Government (PO-RALG)
Target Group: PO-RALG, LGA officials, Ward level officials
Period of Project: January 2015-January 2020
Project Site: All LGAs Model Sites: Districts of Morogoro, Kilombero, Kisarawe, Ulanga and Bagamoyo
Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumption Achievement RemarksOverall GoalThrough Improved O&OD, GoT (CentralGovernment and LGAs) implements local servicedelivery and local development by supporting andpromoting community initiatives
1. Implementation of Improved O&OD(Nationwide Foundation) linked with thereformed LGDG is continued.2. Human resource and institutional capacity forConsolidated Approach developed through theproject is being used.3. Number of generated and supportedcommunity initiatives is increased after 2020(cumulative total)
1. Monitoring of PO-RALG2. Monitoring of PO-RALG3. Annual assessment of Reformed LGDG
LGAs reports on CIs
Project Purpose
Supporting mechanisms for Improved O&ODimplementation and replication are developed andimplemented at LGAs and PO-RALG
1. (Reference) Institutional setup (staffing andbudget of the organizations in charge) isestablished2. Roles of PO-RALG, RSs & LGAs are clarifiedaccording to Framework paper and Guidingdocuments and those roles are continuouslyimplemented.3. (Reference) Reformed LGDG is functioningadequately.4. Pools of Senior Facilitators (SFs) for futurereplication continue expanding5. At least 20 trainers and 5 Master Trainers(MTs) are developed and maintained6. Number of LGAs which show interest andcommitment in Consolidated Approach topromote community initiatives continuesincreasing7. Number of generated and supported CIs attarget LGAs continues increasing
1. Project reports, budget documents2. Project reports, Framework paper and Guidingdocuments3. Reformed LGDG implementation status report4. Record of training implementation of LGTI5. List of Master Trainers and Trainers, List ofSenior Facilitators6. Project report7. LGAs reports on CIs
1. LGDG as well as LGA budget from CentralGovernment is disbursed adequately2. Human resources of O&OD team remainadequate
Project Design Matrix
Project Title: Strengthening Participatory Planning and Community Development Cycle for Good Local Governance- Phase II (O&OD Project Phase II) Version 1Dated 21/04/2016
ANNEX I
1 / 4 ページ
OutputsOUTPUT 1:The concept of identifying and encouragingexisting community initiatives becomes amainstream in the LGAs nationwide with anestablished operational mechanism
1. Guidelines on how to identify and encouragecommunity initiatives are developed.2. Number of community initiatives identified andencouraged is increased in each LGA3. Level of understanding of LGA decisionmakers (participants of zonal workshops) onimportance of community initiatives andfacilitation is improved.4. Identification and awarding system of goodperforming LGAs and CIs is established incollaboration with RSs
1. Guidelines on operational mechanism2. Assessment report of LGDG, LGA reports onCIs3. Zonal workshop reports, Project reports,questionnaires4. Project report
OUTPUT 2:Institutional training system for Improved O&OD isestablished
1. Training Taskforce is in operation according toits work plan2. Training curriculum and materials forrespective trainings are well managed (i.e.Those are developed and periodically revised)3. Registration system of trainers, mastertrainers and senior facilitators is developed andin operation.4. Number of implemented trainings is increased.
1. TTF report2. Project report, TTF report3. List of Master Trainers and Trainers
List of Senior Facilitators4. Project report, TTF report
OUTPUT 3:Replicable mechanism of Improved O&OD at theLGA level to promote and sustain communityinitiatives through facilitation is developed
1. Guidelines for Ward Facilitators (WFs), SeniorFacilitators (SFs) and District Task Force (DTF)are developed.2. LGA strategy and action plan for supportingCIs are formulated and improved by all targetLGAs3. Roles of DTF, WFs and SFs are continuouslyimplemented according to guidelines and plans4. More than 75% of identified CIs are monitoredand have received support or feedback fromLGA in all Wards at target LGAs5. O&OD team is continuously providingsupervision to the target LGAs
1. Guidelines for WFs, SFs and DTF2. LGA strategy and action plan3. Evaluation sheet for DTF, Checklist for WFsand SFs' actions4. Annual assessment report of LGDG,Community Development Plan and list of CIs5. Project report
OUTOUT 4:Mechanism of PO-RALG to supervise andreplicate Improved O&OD is developed
1. Level of understanding of the managementand related officials of PO-RALG on ImprovedO&OD is improved2. Framework Paper about roles of eachorganization at each level (PO-RALG, RSs andLGA) is developed.3. Guidelines on Improved O&OD supervisionand replication by PO-RALG are developed.4. The Improved O&OD supervision andreplication are continuously implemented by PO-RALG as its routine work.
1. Project report2. Framework Paper3. Guidelines on Improved O&OD supervisionand replication4. Project report
1. LGDG will be stably disbursed to LGAs eachyear2. Budget and staff of O&OD team and LGDGtaskforce in PO-RALG are sufficient for itsnecessary activities according to guidelines3. Annual Assessment of LGDG is properlyconducted by Regional Assessment Team undermanagement of LGDG taskforce.4. Performance based allocation of LGDG isproperly conducted
2 / 4 ページ
Activities Important AssumptionThe Japanese Side The Tanzanian Side
1.1 Develop tentative operational mechanism foridentifying and supporting CIs through LGDG1.2 Formulate guidelines of the mechanism,including general criteria to identify appropriateCIs1.3 Conduct the first round of zonal workshops tointroduce the mechanism nationwide1.4 Follow-up selected LGAs in utilizing theoperational mechanism together with RegionalSecretariats (RSs)1.5 Give technical guidance to LGDG taskforce onhow to assess LGA's performance in relation toCIs1.6 Establish annual follow-up activities for O&ODteam through RSs (based on the result of LGDGAnnual Assessment, extract good practices aswell as poor performing LGAs and provide specificadvices)1.7 Establish awarding system by PO-RALGtoward good performing LGAs and communitiesbased on the result from 1.61.8 Conduct the second round of zonal workshopsreflecting the lessons learned from 1.4 and 1.61.9 Revise guidelines of the mechanism
1.1 Disbursement of reformed LGDG will startby November 20161.2 LGDG will be stably disbursed to LGAs eachyear1.3 Performance based allocation of LGDG isproperly conducted
2.1 Establish Training Taskforce (TTF)2.2 Develop curriculum and materials forrespective training; for Ward Facilitator (WF),District Taskforce (DTF), Senior Facilitator (SF),Trainer2.3 Develop Trainer system2.4 Develop Senior Facilitator (SF) system2.5 Develop M&E system of Improved O&ODtraining2.6 Plan and provide training for differentstakeholders; Trainer, SF, DTF and WF2.7 Revise curriculum and materials for the abovetrainings
2.1 Necessary budget and human resources forImproved O&OD training implementation andmanagement in responsible organization(s) aresecured
1. Allocation of counterpart personnels (at least7 persons)
2. Office space for O&OD Team (Japaneseexperts and Tanzanian counterparts)
3. Salary and related expenses for Tanzaniancounterparts
4. Necessary budget allocation to supportactivities for O&OD supervision and replication.
1. Dispatch of Japanese Experts (ChiefAdvisor/Local Governance, Deputy ChiefAdvisor/Training System Development, Experton Training Management, Expert on CommunityDevelopment, Expert on District Planning,Project Coordinator/Network Building, ProjectCoordinator/Community Support)
2. Training for Counterpart Personnel (in Japan,in a third country)
3. Local cost for the activity of O&OD team(Japanese experts and Tanzanian counterparts)
Inputs
3 / 4 ページ
3.1 Draw lessons learnt from the 6 target LGAs(initial target LGAs)3.2 Formulate guidelines for WFs, SFs and DTFto promote and sustain CIs3.3 Support initial target LGAs to complete themechanism to promote and sustain CIs, andreplicate within the respective LGAs3.4 Support DTF in all target LGAs to developLGA strategy and action plan on supporting CIs3.5 Support newly-selected LGA to establish amechanism to promote and sustain CIs3.6 Revise the guidelines
3.1 At least 60% of approved amount of LGDGas well as other sector budget are disbursed asapproved plan3.2 Personnel reshuffle for DTF members andWFs is not to be conducted too frequently
4.1 Budget for O&OD team activities isdisbursed every year4.2 Human resource of O&OD team remainadequate4.3 Monitoring & Evaluation Grant of LGDG willbe disbursed to PO-RALG
Pre-Conditions
Guideline of reformed LGDG is approved by July2016
<Issues and countermeasures>
4.1 Develop capacity of O&OD team throughproject activities (e.g. training, supervision,promotion, etc.)4.2 Develop a framework paper to describe rolesof each institution involved in Improved O&OD4.3 Continuously discuss with PO-RALGmanagement on organizational setup for ImprovedO&OD4.4 Develop guidelines on Improved O&ODsupervision and replication for PO-RALG4.5 Conduct PR activities on Improved O&OD byutilizing existing occasions to LGAs4.6 Revise the guidelines4.7 Conduct financial planning of the improvedO&OD activities including the nationwidefoundation and consolidated approach andexamine its financial feasibility
4 / 4 ページ
Version 2
Implementing Agency: Department of Local Government, President's Office-Regional Administration and Local Government (PO-RALG) Dated 08/11/2018
Target Group: PO-RALG, LGA officials, Ward level officials
Period of Project: January 2015-Mar 2021
Project Site: All LGAs
Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumption
Through Improved O&OD, GoT (Central Government and LGAs) implements
local service delivery and local development by supporting and promoting
community initiatives
1. Implementation of Improved O&OD (Nationwide
Foundation) is continued.
2. Human resource and institutional capacity for
Consolidated Approach developed through the project is
being used.
3. Number of generated and supported community initiatives
(CIs) is increased after 2021 (cumulative total)
1. Monitoring of PO-RALG
2. Monitoring of PO-RALG
Supporting mechanisms for Improved O&OD implementation and replication
are developed and implemented at LGAs and PO-RALG
1. Roles of PO-RALG, RSs & LGAs are clarified according to
Improved O&OD Guideline and those roles are continuously
implemented.
2. Pools of Senior Ward Facilitators (SWFs) for future
replication continue expanding
3. At least 20 trainers and 5 Master Trainers (MTs) are
developed and maintained
4. Number of generated and supported CIs at target LGAs
continues increasing
1. Project reports, Improved
O&OD Guideline
2. List of SWF
3. List of MTs and Trainers,
4. LGAs’ report
1. Human resources of
O&OD team remain
adequate
OutputsOUTPUT 1:
The concept of identifying and encouraging existing community initiatives is
introduced to the LGAs nationwide with an established operational mechanism
1. CI Identification and Encouragement Manual is developed
and revised.
2. The concept of CI Identification and Encouragement is
incorporated into Improved O&OD Guideline and Guidelines
for the preparation of plans and budget.
3. A monitoring methodology of CI Identification and
Encouragement is defined and included in Improved O&OD
Guideline.
4. XX% of all LGAs1 nationwide incorporate identified CIs into
their plan and budget.
1. CI Identification and
Encouragement Manual
2. Improved O&OD Guideline
3. Improved O&OD Guideline
4. Project report
Project Title: Strengthening Participatory Planning and Community Development Cycle for Good Local Governance- Phase II (O&OD Project Phase II)
Revised Project Design Matrix
1. Budget and staff of
O&OD team are sufficient
for its necessary activities
according to the guideline
Model Sites: Districts of Morogoro, Kilombero, Kisarawe, Ulanga, Bagamoyo, Chalinze, Kondoa, Siha, Hai,
Same, Singida, Mkalama, Ikungi, Iramba, Itigi and Manyoni and Singida TC
Overall Goal
Project Purpose
1 / 4
OUTPUT 2:
Institutional training system for Improved O&OD is established
1. LGTI O&OD Training Team is in operation according to its
work plan
2. Training curriculum/materials and trainer's manuals for
respective trainings are developed and revised.
3. Accreditation/registration systems of trainers, MTs and
SWFs are developed and in operation.
1. LGTI TT report
2. Project report
3. MT Accreditation manual,
List of MTs and Trainers,
Manual for SWF registration
and mobilization system, List
of SWFs
OUTPUT 3:
Replicable Mechanism of Improved O&OD at the LGA level to promote and
sustain CIs through Facilitation is developed.
1. Manuals for Ward Facilitators (WFs), SWFs and District
Task Force (DTF) are developed and revised.
2. LGA strategy and action plan for supporting CIs are
formulated and improved by all target LGAs.
3. At least XX target LGAs2 have replicated facilitation
through WF training in different wards
4. At least XX target LGAs3 have replicated facilitation
through experience sharing with other wards
5. Roles of DTF, WFs and SWFs are continuously
implemented according to manuals and plans.
6. Roles of RS are clarified to supervise the target LGAs for
maintaining the mechanism to promote and sustain CIs.
7. O&OD team is continuously providing supervision to the
target LGAs.
1. Manuals for WFs, SWFs
and DTF
2. LGA strategy and action
plan
3. Project report
4. Project report
5. Project report
6. Improved O&OD Guideline
7. Project report
OUTPUT 4:
Mechanism of PO-RALG to supervise and replicate Improved O&OD is
developed
1. Improved O&OD Guideline is developed and revised.
2. Roles and functions of O&OD team and other divisions in
PO-RALG are clarified for supervising and replicating
Improved O&OD.
3. At least XX LGAs4 show the interest in Consolidated
approach.
1. Improved O&OD Guideline
2. Improved O&OD Guideline
3. Project report
1 Indicator 4. of Output 1: % of LGAs will be determined by August 2019
2 Indicator 3. of Output 3: Number of LGAs will be determined by February 2019
3 Indicator 4. of Output 3: Number of LGAs will be determined by February 2019
4 Indicator 3. of Output 4: Number of LGAs will be determined by February 2019
1. Budget and staff of
O&OD team are sufficient
for its necessary activities
according to the guideline
2 / 4
Activities Important Assumption
The Japanese Side The Tanzanian Side
1.1 Develop CI Identification and Encouragement Manual
1.2 Conduct the first round of zonal workshops to introduce the mechanism of
CI Identification and Encouragement nationwide
1.3 Follow up selected LGAs on utilizing the operational mechanism together
with Regional Secretariats (RS)
1.4 Accumulate lessons from users in selected LGAs for modification of the
manual
1.5 Modify the manual
1.6 Reflect essences of the modified CI Identification and Encouragement
Manual into Improved O&OD Guideline
1.7 Define a monitoring methodology and indicators of CI Identification and
Encouragement by utilizing existing mechanisms such as "Plan-Rep"
1.8 Conduct Dissemination workshops for LGAs and RSs about Improved
O&OD Guideline and Manuals (same as 4.3)
1.9 Incorporate the concept of CI Identification and Encouragement into
"Guidelines for the preparation of plans and budget"
1.10 Follow up LGAs and RSs on planning and budgeting in LGAs and
accumulate lessons learnt
1.11 Revise CI Identification and Encouragement Manual and reflect its
contents into Improved O&OD Guideline
1.12 Conduct Dissemination workshop for LGAs and RSs about the revised
Improved O&OD Guideline and manuals (Same as 4.8)
1.1 Budget for O&OD
team activities is
disbursed every year
1.2 Human resource of
O&OD team remain
adequate
2.1 Establish LGTI Improved O&OD Training Team
2.2 Develop curriculum and materials for respective training; for Initial
Orientation Workshop for Decision Makers, Ward Facilitator (WF), District
Taskforce (DTF), Senior Ward Facilitator (SWF) and Trainer
2.3 Develop Case studies
2.4 Develop Trainer's Manuals (TOT, DTF and WF)
2.5 Provide Training for SWF, DTF and WF
2.6 Develop Accreditation System for Master Trainer and Trainer
2.7 Conduct TOT
2.8 Develop the Senior Ward Facilitator (SWF) Registration and Mobilization
system
2.9 Propose Ministry of Health, Community Development, Gender, Elderly and
Children (MoHCDGEC) to incorporate Improved O&OD into the national
curriculum in long courses for Community Development Officers
2.10 Revise Trainer's manuals, training curriculum and materials based on
lessons learnt
2.1 Necessary budget and
human resources for
Improved O&OD training
implementation and
management in
responsible
organization(s) are
secured
1. Allocation of counterpart
personnels (at least 7
persons)
2. Office space for O&OD
Team (Japanese experts and
Tanzanian counterparts)
3. Salary and related
expenses for Tanzanian
counterparts
4. Necessary budget allocation
to support activities for O&OD
supervision and replication.
1. Dispatch of Japanese Experts
(Chief Advisor, Deputy Chief Advisor/Local Governance,
Expert on Development of Collaborative Mechanism and
Training Systems, Expert on Training
Management/consolidated O&OD Model Development,
Coordinator/Community Support, Coordinator/Nationwide
Foundation Promotion)
2. Training for Counterpart Personnel (in Japan, in a third
country)
3. Local cost for the activity of O&OD team (Japanese
experts and Tanzanian counterparts)
Inputs
3 / 4
3.1 Draw lessons learnt from the 6 target LGAs (initial target LGAs from Phase
1)
3.2 Develop manuals for WFs, SWFs and DTF to promote and sustain Cis
3.3 Support the target LGAs to establish a mechanism to promote and sustain
CIs
3.4 Support RSs to supervise the target LGAs to continue the mechanism
3.5 Support DTF in the target LGAs to develop a LGA strategy and action plan
on supporting CIs
3.6 Verify utility of the manuals in the target LGAs
3.7 Revise the manuals
Pre-Conditions
<Issues and
countermeasures>
4.1 Develop capacity of O&OD team through project activities (e.g. training,
supervision, promotion, etc.)
4.2 Develop Improved O&OD Guideline
4.3 Conduct Dissemination workshops for LGAs and RSs about Improved
O&OD Guideline and Manuals (same as 1.8)
4.4 Disseminate Improved O&OD Guideline to other ministries and institutions
4.5 Utilize available occasions such as ALAT, TOA meetings, DCDO Annual
Meeting for the dissemination of Improved O&OD
4.6 Develop and revise PR Materials (leaflet, videos etc.)
4.7 Improve the Guideline based on the lessons learnt from activities of
Outputs 1 to 3
4.8 Conduct Dissemination workshop for LGAs and RSs about the revised
Improved O&OD Guideline and manuals (Same as 1.12)
1. Allocation of counterpart
personnels (at least 7
persons)
2. Office space for O&OD
Team (Japanese experts and
Tanzanian counterparts)
3. Salary and related
expenses for Tanzanian
counterparts
4. Necessary budget allocation
to support activities for O&OD
supervision and replication.
1. Dispatch of Japanese Experts
(Chief Advisor, Deputy Chief Advisor/Local Governance,
Expert on Development of Collaborative Mechanism and
Training Systems, Expert on Training
Management/consolidated O&OD Model Development,
Coordinator/Community Support, Coordinator/Nationwide
Foundation Promotion)
2. Training for Counterpart Personnel (in Japan, in a third
country)
3. Local cost for the activity of O&OD team (Japanese
experts and Tanzanian counterparts)
4 / 4
Version 3
Implementing Agency: Department of Local Government, President's Office-Regional Administration and Local Government (PO-RALG) Dated 14/5/2020
Target Group: PO-RALG, LGA officials, Ward level officials
Period of Project: January 2015-Mar 2021
Project Site: All LGAs
Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumption
Through Improved O&OD, GoT (Central Government and LGAs) implements
local service delivery and local development by supporting and promoting
community initiatives
1. Implementation of Improved O&OD is continued.
2. Human resource and institutional capacity for Improved
O&OD developed through the project are being used.
3. All LGAs nationwide incorporate identified CIs into their
plan and budget.
1. Monitoring of PO-RALG
2. Monitoring of PO-RALG
3. Monitoring of PO-RALG
Supporting mechanisms for Improved O&OD implementation and replication
are developed and implemented at LGAs and PO-RALG
1. Roles of PO-RALG, RSs & LGAs are clarified according to
Guidelines for Improved O&OD and those roles are
continuously implemented.
2. At least 15 Senior Ward Facilitators (SWFs) are
developed and maintained.
3. At least 20 trainers and 5 Master Trainers (MTs) are
developed and maintained.
4. Number of villages facilitated by WF is 116.
1. Project reports, Guidelines
for Improved O&OD
2. List of SWF
3. List of MTs and Trainers,
4. LGAs’ report
1. Human resources of
O&OD team remain
adequate
OutputsOUTPUT 1:
The concept of identifying and encouraging existing community initiatives is
introduced to the LGAs nationwide with an established operational mechanism
1. Planning and Implementation Manual for Improved O&OD
is developed and revised.
2. The concept of CI Identification and Encouragement is
incorporated into Guidelines for Improved O&OD and
Guidelines for the preparation of plans and budget.
3. A monitoring methodology of CI Identification and
Encouragement is defined and included in Guidelines for
Improved O&OD.
1. Planning and
Implementation Manual
2. Guidelines for Improved
O&OD
3. Guidelines for Improved
O&OD
OUTPUT 2:
Institutional training system for Improved O&OD is established
1. LGTI O&OD Training Team is in operation according to its
work plan
2. Training curriculum/materials, Trainer’s Manual, Trainer of
Trainers Manual are developed and revised.
3. Official documents explaining MT accreditation system,
List of MTs and Trainers, SWF registration and mobilization
1. LGTI Training Team report
2. Training
curriculum/materials, Trainer’s
Manual, Trainer of Trainers
Manual
3. Official documents
explaining MT accreditation
system, List of MTs and
Trainers, SWF registration and
mobilization system, List of
SWFs
Project Title: Strengthening Participatory Planning and Community Development Cycle for Good Local Governance- Phase II (O&OD Project Phase II)
Revised Project Design Matrix
1. Budget and staff of
O&OD team are sufficient
for its necessary activities
according to the
guidelines
Model Sites: Districts of Morogoro, Kilombero, Kisarawe, Ulanga, Bagamoyo, Chalinze, Kondoa, Siha, Hai,
Same, Singida, Mkalama, Ikungi, Iramba, Itigi and Manyoni and Singida TC
Overall Goal
Project Purpose
1 / 4
OUTPUT 3:
Replicable Mechanism of Improved O&OD at the LGA level to promote and
sustain CIs through Facilitation is Developed.
1. Community Facilitation Manual for Improved O&OD and
SWF Handbook are developed and revised.
2. LGA strategy and action plan for supporting CIs are
formulated and improved by all target LGAs.
3. At least 7 target LGAs have replicated facilitation through
WF training in different wards.
4. At least 10 target LGAs have replicated facilitation through
experience sharing with other wards.
5. Roles of Council Taskforce (CTF), WFs and SWFs are
continuously implemented according to manuals and plans.
6. Roles of RS are clarified to supervise the target LGAs for
maintaining the mechanism to promote and sustain CIs.
7. O&OD team is continuously providing supervision to the
target LGAs.
1. Community Facilitation
Manual, SWF Handbook
2. LGA strategy and action
plan
3. Project report
4. Project report
5. Project report
6. Guidelines for Improved
O&OD
7. Project report
OUTPUT 4:
Mechanism of PO-RALG to supervise and replicate Improved O&OD is
developed
1. Guidelines for Improved O&OD is developed and revised.
2. Roles and functions of O&OD team and other divisions in
PO-RALG are clarified for supervising and replicating
Improved O&OD.
3. 185 LGAs formulate Council Task Force (CTF)
1. Guidelines for Improved
O&OD
2. Guidelines for Improved
O&OD
3. Project report
1. Budget and staff of
O&OD team are sufficient
for its necessary activities
according to the
guidelines
2 / 4
Activities Important Assumption
The Japanese Side The Tanzanian Side
1.1 Develop CI Identification and Encouragement Manual
1.2 Conduct the first round of zonal workshops to introduce the mechanism of
CI Identification and Encouragement nationwide
1.3 Follow up selected LGAs on utilizing the operational mechanism together
with Regional Secretariats (RS)
1.4 Accumulate lessons from users in selected LGAs for modification of the
manual
1.5 Modify the manual
1.6 Reflect essences of the modified CI Identification and Encouragement
Manual into Guidelines for Improved O&OD
1.7 Define a monitoring methodology and indicators of CI Identification and
Encouragement by utilizing existing mechanisms such as "Plan-Rep"
1.8 Conduct Dissemination workshops for LGAs and RSs about Guidelines for
Improved O&OD and Manuals (same as 4.3)
1.9 Incorporate the concept of CI Identification and Encouragement into
"Guidelines for the preparation of plans and budget"
1.10 Follow up LGAs and RSs on planning and budgeting in LGAs and
accumulate lessons learnt
1.11 Collect lessons from usage of Planning and Implementation Manual and
prepare recommendations to improve it
1.12 Present the recommendations to PO-RALG for better implementation of
the Guidelines and the Manuals (Same as 4.8)
1.1 Budget for O&OD
team activities is
disbursed every year
1.2 Human resource of
O&OD team remain
adequate
2.1 Establish LGTI Improved O&OD Training Team
2.2 Develop curriculum and materials for respective training; for Initial
Orientation Workshop for Decision Makers, Ward Facilitator (WF), Council
Taskforce (CTF), Senior Ward Facilitator (SWF) and Trainer
2.3 Develop Case studies
2.4 Develop Trainer's Manual (for actors such as CTF and WF) and Trainer of
Trainers Manual (for Training of Trainers (TOT))
2.5 Provide Training for SWF, CTF and WF
2.6 Develop Accreditation System for Master Trainer and Trainer
2.7 Conduct TOT
2.8 Develop the Senior Ward Facilitator (SWF) Registration and Mobilization
system
2.9 Propose Ministry of Health, Community Development, Gender, Elderly and
Children (MoHCDGEC) to incorporate Improved O&OD into the national
curriculum in long courses for Community Development Officers
2.10 Collect lessons from usage of Training Curriculum, Materials, Trainer's
Manual, Trainer of Trainers Manual and prepare recommendations to improve
them
2.1 Necessary budget and
human resources for
Improved O&OD training
implementation and
management in
responsible
organization(s) are
secured
1. Allocation of counterpart
personnel (at least 7 persons)
2. Office space for O&OD
Team (Japanese experts and
Tanzanian counterparts)
3. Salary and related expenses
for Tanzanian counterparts
4. Necessary budget allocation
to support activities for O&OD
supervision and replication.
1. Dispatch of Japanese Experts
(Chief Advisor, Deputy Chief Advisor/Local Governance,
Expert on Development of Collaborative Mechanism and
Training Systems, Expert on Training
Management/consolidated O&OD Model Development,
Coordinator/Community Support, Coordinator/Nationwide
Foundation Promotion)
2. Training for Counterpart Personnel (in Japan, in a third
country)
3. Local cost for the activity of O&OD team (Japanese
experts and Tanzanian counterparts)
Inputs
3 / 4
3.1 Draw lessons learnt from the 6 target LGAs (initial target LGAs from Phase
1)
3.2 Develop Community Facilitation Manual for Improved O&OD and Senior
Ward Facilitator (SWF) Handbook to promote and sustain CIs
3.3 Support the target LGAs to establish a mechanism to promote and sustain
CIs
3.4 Support RSs to supervise the target LGAs to continue the mechanism
3.5 Support CTF in the target LGAs to develop a LGA strategy and action plan
on supporting CIs
3.6 Verify utility of the manuals in the target LGAs
3.7 Collect lessons from usage of community facilitation Manual and SWF
Handbook and prepare recommendations to improve them
Pre-Conditions
<Issues and
countermeasures>
4.1 Develop capacity of O&OD team through project activities (e.g. training,
supervision, promotion, etc.)
4.2 Develop Guidelines for Improved O&OD
4.3 Conduct Dissemination workshops for LGAs and RSs about Guidelines for
Improved O&OD and Manuals (same as 1.8)
4.4 Disseminate Guidelines for Improved O&OD to other ministries and
institutions
4.5 Utilize available occasions such as ALAT, TOA meetings, DCDO Annual
Meeting for the dissemination of Improved O&OD
4.6 Develop and revise PR Materials (leaflet, videos etc.)
4.7 Collect lessons from usage of the Guidelines and prepare
recommendations to improve it
4.8 Present the recommendations to PO-RALG for better implementation of
the Guidelines and the Manuals (same as 1.12)
1. Allocation of counterpart
personnel (at least 7 persons)
2. Office space for O&OD
Team (Japanese experts and
Tanzanian counterparts)
3. Salary and related expenses
for Tanzanian counterparts
4. Necessary budget allocation
to support activities for O&OD
supervision and replication.
1. Dispatch of Japanese Experts
(Chief Advisor, Deputy Chief Advisor/Local Governance,
Expert on Development of Collaborative Mechanism and
Training Systems, Expert on Training
Management/consolidated O&OD Model Development,
Coordinator/Community Support, Coordinator/Nationwide
Foundation Promotion)
2. Training for Counterpart Personnel (in Japan, in a third
country)
3. Local cost for the activity of O&OD team (Japanese
experts and Tanzanian counterparts)
4 / 4
O&OD Project Phase II Project Completion Report ANNEX 11
1
Date: 29th January, 2021
Report on implementation of “Directive Meeting for Dissemination of
Improved O&OD”
This is a report on the above subject event for nationwide dissemination of Improved O&OD1.
1. Objective
The strategy of mainstreaming Improved O&OD in the Government system is:
Dissemination of Guidelines and Manuals for Improved O&OD as official directives of PO-
RALG2.
A series of the Directive Meetings is being conducted for dissemination of the Guidelines
and the Manuals and for explanation of procedures of Improved O&OD to RSs and LGAs.
2. Overview of Implementation
(1) Implementation process
The event started inviting two regions’ RS and their administrative LGAs in a venue
(selected major city) in 14th January, 2020.
After implementing 3 times (targeting 6 regions in 3 venues) with this modality, an
instruction was made by Minister of PO-RALG to prohibit government officers to leave out of
their working places for the purpose of completing all projects planned in this Tanzanian Fiscal
Year (6th February).
Having received this instruction, the modality was changed. The Directives Meetings
would be implemented at regional headquarters in the respective region involving participants
from LGAs within its applied region.
With this change in practice, the number of venues (batches) was required to be increased.
In these circumstances, Tanzanian Counter Parts (C/P, O&OD Team and LGTI) and JICA
experts were divided into two groups to conduct two batches in one week with necessity for all
batches to be completed within Tanzanian Fiscal Year 19/20.
The implementation suspended due to worldwide pandemic of COVID-19 after 76 LGAs
in 10 regions received the instruction on the Improved O&OD (Mid-March, 2020).
The Directive Meeting resumed in January 2021. However, since the project will be
1 In the process of designing the event, it was named "Training of Strengthening RSs and LGAs for Effective Implementation of Improved O&OD"; however, before starting its implementation, it was modified reflecting the nature of the event.
2 The “Guidelines for Improved Opportunities and Obstacles to Development (O&OD)” and two kinds of Manuals, i) Planning and Implementation Manual for Improved Opportunities and Obstacles to Development (O&OD) and ii) Community Facilitation Manual for Improved Opportunities and Obstacles to Development (O&OD), have been approved by Permanent Secretary of PO-RALG in October 2019.
2
terminated in March 2021, January 2021 was the only available timing for the Directive
Meetings. On top of that, due to JICA’s restrictions in relation to prevention of infection of
COVID-19, the Directive Meetings needed to be implemented in Dar es Salaam with restricted
number of participants. To meet these conditions, the number of participants was reduced (The
situations on the participants will be detailed in the next sub-section), and various regions’ RS
and their administrative LGAs were invited in a venue in Dar es Salaam3.
After passing through all progress explained above, 26 RSs and 185 LGAs successfully
took part of the Meeting.
(2) Participants
The meeting is composed of two parts:
1) Basic information and directions about elementary procedures (first day)
2) Directions about detail procedures (from second to fourth day)
Next table shows the participants.
TABLE 1. Participants of Directive Meetings
From 14th January to 13th March,
2020 (10 regions)
From 12th to 29th January, 2021
(16 regions)
Participants on
the first day only
RAS
CD
CD
Participants on
the entire four
days.
AAS Local Government
AAS Development and
Planning
Focal person of RS office
7 members of CTF
AAS Local Government
AAS Development and
Planning
Focal person of RS office
DPLO
DCDO
RAS: Regional Administrative Secretaries
CD: Council Director
AAS: Assistant Administrative Secretary
CTF: Council Task Force, composed by DPLO, District Human Resource Officer
(DHRO), DCDO and other four 4 staffs from departments related to
community development.
DPLO: District Planning Officer
DCDO: District Community Development Officer
3 Julius Nyerere International Convention Centre (JNICC) (Halls: Ruaha and Mikumi)
3
(3) Overall progress
Next table shows the progress on implementation of the meeting.
TABLE 2. Progress on implementation of Directive Meetings
REGIONS (number of LGAs)
Dates Venue
Number of participants (Actual/Invitees) Modality
RS & CD
AAS, RFP1) &
CTF
Others
1) Tanga (11 LGAs) Jan. 14th
- 17th Moshi
12/12 79/80 2 CDTI2) Tengeru Two regions in one venue (in a selected major city).
2) Manyara (7) 7/8 51/52
3) DSM (6) Jan. 28th - 31st
Morogoro 5/7 45/45 2 Mzumbe University
4) Pwani (9) 6/10 65/66
5) Morogoro (9)
Feb. 3rd - 6th
Morogoro
7/10 66/66 2 Policy Forum 2 Ministry of Finance 2 Ministry of Health
and CD 2 Sokoine University
of Agriculture 6 IRDP3)
6) Dodoma (8)
6/9 59/59
7) Simiyu (6) Mar. 3rd - 6th
Simiyu 6/7 46/45 One region in one venue (in capital city of the region).
8) Arusha (7) Arusha 6/8 52/52
9) Shinyanga (6)
Mar. 10th - 13th, 2020
Shinyanga 7/7 44/45
10) Kilimanjaro (7)
Moshi
7/8 52/52 2 Government Communication Unit
2 Division of Sector Coordination
2 Division of ICT4)
2 CDTI2) Tengeru
11) Mara (9) Jan. 12th-15th, 2021
Dar es Salaam
8/9 19/21 5 regions in 2 halls at JNICC
12) Katavi (5) 5/5 12/13
13) Kigoma (8) 8/8 19/19
14) Singida (7) Jan. 12th-15th,
Dar es Salaam
6/7 17/17
15) Tabora (8) 8/8 19/19
16) Mbeya (7) Jan. 19th-22nd
Dar es Salaam
6/7 17/17 6 regions in 2 halls at JNICC
17) Songwe (5) 5/5 13/13
18) Kagera (8) 8/8 19/19
19) Njombe (6) Jan. 19th-22nd
Dar es Salaam
6/6 15/15
20) Iringa (5) 5/5 13/13
21) Rukwa (4) 4/4 11/11
22) Lindi (6) Jan. 26th-29th
Dar es Salaam
6/6 15/15 5 regions in 2 halls at JNICC
23) Mwanza (8) 7/8 19/19
24) Ruvuma (8) 8/8 19/19
25) Mtwara (9) Jan. 26th-29th
Dar es Salaam
9/9 21/21
26) Geita (6) 5/6 15/15
26 (185) 52 days 13 venues 172/195 822/828 Detail of others 5)
RFP1): Regional Focal Person CDTI2): Community Development Training Institute IRDP3): Institute of Rural Development and Planning ICT4): Information and Communication Technology Detail of others 5): Training Institute: 12 persons (3 Institutes). Ministry: 4 persons (2 Ministries)
4
Organization: 2 persons (1 Organization). Divisions of PO-RALG: 6 persons (2 Divisions and 1 Unit)
3. Note for important issue
- Minister of PO-RALG delivered his speech in the closing ceremony in Morogoro on
6th of February and emphasised the importance of the Directive Meetings to the
participants. The speech was broadcasted on TV.
4. Programme
Contents of the event were formulated based on the experiences of the O&OD project,
through a series of discussion among LGTI and O&OD Team based on previously-developed
“Orientation Workshop for Regional and Council Leaders” and “CTF Training. Regarding an
exercise part on usage of forms for CI Identification, planning and budgeting, try out was
conducted in a neighbouring LGA before its finalisation.
The following table shows the programme.
TABLE 3. Programme of Directive Meetings for Dissemination of Improved O&OD (used from
the fourth batch) First Day
Time Topics
8:00 Registration
8:30 Opening
9:00 Workshop Orientation
9:30 Background and Overview of Improved O&OD
10:30 Chai
11:00 Planning and Budgeting Procedure for LLG and HLG (Major Steps to realise objectives of Improved O&OD)
12:00 Roles and Responsibility (PO-RALG, RAS, CD, CTF)
12:30 Training of Improved O&OD (Overall picture and Importance of training)
13:00 Assessment of Improved O&OD
13:30 Lunch
14:30 Best practice (Case of Mangu’la B village)
15:00 Q & A
15:30 Way forward (remarks from PO-RALG about tasks for LGAs to take off and Statement from Participant representative)
16:00 END
Second Day
Time Topics
8:00 Registration
8:30 Reflection
9:30 Chai
10:00 Understanding on Community and Sustainable Development
14:00 Lunch
15:00 Group Discussion on Facilitator in a village
17:00 END
5
Third Day
Time Topics
8:00 Registration
8:30 Reflection
9:30 Chai
10:00 Community Empowerment (Community Facilitation)
11:30 Planning and Budgeting Procedures for LLG and HLG in detail
14:00 Lunch
15:00 Roles and Responsibility of Actors (Remaining actors at Lower Level)
16:00 Training of Improved O&OD
17:00 END
Fourth Day
Time Topics
8:00 Registration
8:30 Reflection
9:10 Chai
9:40 Exercise on Using Formats
13:30 Lunch
14:30 Action Plan Making
16:00 Way Forward
16:30 Closing remarks
17:00 END
=END=