The United Republic of Tanzania

THE UNITED REPUBLIC OF TANZANIA
PRIME MINISTER’S OFFICE

REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT
SUMBAWANGA DISTRICT COUNCIL
THE ROLLING STRATEGIC PLAN

(2016/2017 – 2020/2021)
DEC 2015
EXECUTIVE SUMMARY
The Sumbawanga District Council Strategic Plan (2016/17 –2020/2021) supersedes the
(2010/2011-2014/2015) Strategic Plan whose tenure came to an end in June 2015.
Besides expiry of its validity, hence lack of legal mandate, a review of the Sumbawanga
District Council Strategic Plan is necessitated by the external and internal changes that
have a bearing in efficient operations of the Council. The (2016/17 – 2020/2021)
strategic plan therefore is prepared on the basis of the achievements and impediments
of the (2010/2011-2014/2015) Plan with a view to enhancing the District Council ability
to respond and effectively carry out its core functions and more respond to external and
internal challenges. A revised Plan is also expected to efficiently optimize the use of the
increasingly limited and competitive resources while seizing the emerging development
opportunities concomitant to growth vision of the district.
Formulation of this third strategic plan was participatory where a wide range of
stakeholders were involved. This was necessary to enhance ownership and acceptability
to stakeholders so as to have smooth implementation of the plan.
SITUATION ANALYSIS
Given the achievements made during the implementation of the (2010/2011-2014/2015)
Strategic Plan and the constraints faced by Sumbawanga District Council (SDC) in the
course of implementing that Plan, the key issues which need to be addressed during the
next five years are:
 Increasing the financial capacity and sustainability for implementing all planned
activities.
 Ensuring timely completion of projects carried forward from (2010/2011-
2014/2015) Strategic Plan
 Improving working environment through provision of more facilities, equipments
and other infrastructures to enhance better delivery of services.
 Increasing the number of qualified human resources and improving their
remuneration in order to retain recruited staff.
In addressing these issues it is important to understand the strengths, weaknesses,

opportunities and challenges with the view that the challenges can be turned into
i
opportunities. The SDC’s strengths, weaknesses, opportunities and challenges are as
summarized below.
Strengths
 A legal entity established on the basis of the Constitution of the United Republic
of Tanzania.
 Existence of defined organizational structure with functions and responsibilities.
 Availability of qualified staff.
 Existence of functioning by-laws.
 Availability of working equipment like computers and vehicles.
 Existence of networked infrastructure to enhance service delivery.
 Availability of Land use plans to some of villages.
 Existence of staff training programme.
 Existence of team work spirit.
 Availability of council comprehensive health plans (CCHP).
 Availability of AIDS control plans at all level within the council.
 Availability of relevant planning and accounting systems i.e. Plan Rep and EPICOR.
Weaknesses
 Inadequate working facilities and equipment’s.

 Inadequate number of qualified staff.
 Lack of head office buildings.
 Inadequate adherence to set laws, regulations and procedures.
 Inadequate financial resources to operationalize council missions.
 Dilapidated infrastructures.
Opportunities
 Unity and political stability.

 Positive support from the Central Government.
 Availability of abundant diversified natural resources endowments.
 Existence of national programs, policies, directives and guidelines relevant to SDC
activities.
 Existence of organized and active primary cooperatives, SACCOS, SACCAS, NGOs,
farmers groups and small scale entrepreneurs.
ii
 Availability of fertile land.
 Presence of conducive environment to support agriculture, livestock and human
settlement.
 Existence of potential internal and external development partners.
Challenges
 Unreliable rainfall.
 Change of mind set on traditional and cultural practices.
 Enhancing improved infrastructure.
 Low income of individuals.
 Effective enforcement of by-laws.
 Enhancing attractive working conditions.
 Reducing both income and non income poverty.
 Untimely release of funds from the central government and other development
partners.
 Enhancing adequate involvement of community on various development activities
in the council.
VISION, MISSION, VALUES AND STRATEGIC OBJECTIVES
Vision
The vision of Sumbawanga District Council is to deliver top quality services to its
community
Mission
We are called to commit ourselves in participatory planning of socio-economic activities

and delivery of top quality services to improve the wellbeing of the people.
SDC Values
The operationalisation of the SDC mission is guided by eight major principles that
constitute what the council values most. These values are Integrity and accountability,
fairness, transparency, respect, effectiveness, efficiency, participatory management
and continuous learning.
iii
Strategic Objectives
The following are the strategic objectives that are geared towards achieving SDC’s
mission and realizing its vision.
 Improve accessibility, equity and provision of high quality education services to
the communities in the Council.
 Provide high quality health services to the Communities in the Council.
 Enhance Supply of safe and clean water within applicable distances and improve
environmental sanitation to the communities in the Council.
 Maintenance and construction of adequate infrastructures in the Council.
 Facilitate provision of extension and cooperative services, Credit schemes,
industries for improving quality of agricultural and livestock products, marketing
services and food security in the Council.
 Enhancing sustainable utilization of land, natural resources and environmental
conservation in the Council.
 Ensuring good governance, coordination of planning process and mobilization of
resources for socio-economic development in the council jurisdiction.
Under each of these strategic objectives there are strategies to be used to achieve each
of the objectives as shown in section 3.5 of this document.
IMPLENTATION, MONITORING, EVALUATION AND REVIEW FRAMEWORK
Implementation
The District Executive Director (DED), who is the Chief Executive Officer of the Council,
shall be responsible and accountable for the implementation of the SDC Strategic Plan
(2016/17 – 2020/2021). The DED, with the support of the Council Management Team,
shall regularly report to the Full Council with regards to the plan implementation and its
overall performance.
Since the Rolling Strategic Plan cuts across all mission activities of the SDC institutional
structure, it is advisable that a Planning Department is dedicated to coordinate and
provide oversight on the implementation, monitoring and evaluation of the strategic
activities. Thus, the respective Departments and Units/Sections shall be responsible for
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the day to day implementation of the Strategic Plan with a helping hand from the key
stakeholders.
Monitoring
A monitoring and evaluation system is needed for effective implementation of this plan.
Implicitly, monitoring reports shall be prepared quarterly, semi-annually and annually
and shall be presented by the Head of the Planning Department to the organs
representing the SDC Community such as the CMT, Council Standing Committees and Full
Council. A part from reporting at the various Council committees, there shall be one
internal review meeting annually, bringing together the representative of all internal
stakeholders to review the strategic plan implementation process. Once in two years,
these meetings will also involve external stakeholders. These meetings together with the
discussions in various committees will provide opportunities to enhance awareness and
ownership of the strategic plan.
Evaluation
In order to assess the performance of the plan, there shall be annual Plan Evaluation
exercises for the entire plan period. In order to match activity funding with plan
implementation, evaluation and review; it is recommended that the evaluation exercises
are conducted at the end of the financial year. Two types of evaluations are further
recommended. These are Interim Evaluation to be conducted after two and half years
and to be carried out by internal evaluators. The second type of evaluation to be carried
at the end of the planned period (five years) using external evaluators with the
assistance from internal evaluators. These reports, including the quarterly ones, shall
form the basic inputs of updating and rolling over the planned but unexecuted activities
of the Strategic Plan activities.
Specifically, the evaluation of the SDC Strategic Plan (2016/17 – 2020/2021) shall largely
aim at: establishing whether the Council is mobilizing adequate resources effectively
and efficiently; providing justification in the use of such scarce resources; Assessing the
reasons given with regards to success or failure in achieving implementation targets; as
well as understanding whether the Plan implementation is achieving desired impact in
fulfilling the SDC vision and mission.
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Review
Plan reviews shall be triggered by the results of evaluation activities. That is, Plan
reviews are meant to be responses to the shortcomings in the course of Plan
implementation. There shall be minor Plan reviews annually, Medium Plan reviews after
two and half years and a major Plan review after five years.
Assumptions and Risks
For the objectives of this strategic plan (2016/17 – 2020/2021) to be achieved, the
following are the major assumptions which need close monitoring and timely response by
SDC management.
 Continued conducive political and socio-economic environment.
 Continued willingness of stakeholders to support and respond effectively to the
needs of SDC in implementing the strategic plan.
 Improved conditions for effective staff retention and motivation.
The major risk is the availability of adequate financial resources to implement the
planned activities for achievement of the strategic plan
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TABLE OF CONTENT
EXECUTIVE SUMMARY .............................................................................................................................. i
TABLE OF CONTENT.............................................................................................................................. vii
ABBREVIATION.......................................................................................................................................... x
CHAPTER ONE ......................................................................................................................................... 1
INTRODUCTION ....................................................................................................................................... 1
1.1 Historical Development of Sumbawanga District Council ............................................. 1
1.2 Implementation of the Previous Strategic Plan:............................................................ 2
1.2.1 Planned Targets and Achievements ......................................................................... 2
1.2.1.1 GENERAL ADMINISTRATION .................................................................................... 2
1.2.1.2 POLICY AND PLANNING ........................................................................................... 3
1.2.1.3 LEGAL.................................................................................................................... 4
1.2.1.4. INTERNAL AUDIT .................................................................................................... 4
1.2.1.5. FINANCE-ADMINISTRATION ................................................................................ 5
1.2.1.6. PMU AND STORES ................................................................................................... 5
1.2.1.7. TRADE AND ECONOMY ........................................................................................... 5
1.2.1.8.CO-OPERATIVES AND MARKETING ......................................................................... 5
1.2.1.9. LIVESTOCK .............................................................................................................. 6
1.2.1.10. AGRICULTURE....................................................................................................... 6
1.2.1.11. EDUCATION ADMINISTRATION............................................................................. 7
1.2.1.12 PRIMARY EDUCATION ............................................................................................ 7
1.2.1.13. ADULT EDUCATION .............................................................................................. 8
1.2.1.14 CULTURAL OFFICE ................................................................................................. 9
1.2.1.15 SECONDARY EDUCATION....................................................................................... 9
1.2.1.16 VOLUNTARY AGENCY HOSPITAL ........................................................................ 10
1.2.1.17 HEALTH CENTRES ................................................................................................ 10
1.2.1.18 DISPENSARIES/CLINICS........................................................................................ 11
1.2.1.19 RURAL WATER SUPPLY........................................................................................ 13
1.2.1.20 WORKS ADMINISTRATION.................................................................................... 13
1.2.1.21 ROAD SERVICES.................................................................................................... 13
1.2.1.22 NATURAL RESOURCES ADMINISTRATION ........................................................... 14
1.2.1.23 LAND ADMINISTRATION ....................................................................................... 14
1.2.1.24 LAND MANAGEMENT ............................................................................................ 14
1.2.1.25 GAME .................................................................................................................... 15
1.2.1.26 FISHERIES OPERATIONS....................................................................................... 15
1.2.1.27 FORESTRY MANAGEMENT ................................................................................. 16
1.2.1.28 BEEKEEPING OPERATIONS .................................................................................. 16
1.2.1.29 COMMUNITY DEVELOPMENT ADMINISTRATION ................................................. 16
1.2.2 Shortcomings of the 2010/11-2014/15 Strategic Plan ......................................... 17
1.3 Rationale of the Rolling Strategic Plan for (2014/2015 – 2020/2021)................... 17
1.4. The Approach, Process and Methodology ................................................................. 18
1.5 Organization of the Strategic Plan ............................................................................ 18
CHAPTER TWO ...................................................................................................................................... 19
ANALYSIS OF EXTERNAL AND INTERNAL ENVIRONMENT ......................................................... 19
2.1 Overview ........................................................................................................................... 19
2.2 External Environment ..................................................................................................... 19
2.2.1 The Millennium Development Goals (MDGs) ..................................................... 19
2.2.2 Vision (2025) and the Strategy for Growth and Reduction of Poverty (II)......... 20
vii
2.2.3 Gender Aspects ......................................................................................................... 20
2.2.4 Local Government Reform Programme.................................................................. 20
2.2.5 Agricultural Sector Development Strategy............................................................ 21
2.2.6 Cooperatives Development Policy and Other National Policies.......................... 22
2.3 Internal Environment ...................................................................................................... 23
2.3.1 Planning ..................................................................................................................... 23
2.3.2 Community Development ........................................................................................ 23
2.3.3 Land ........................................................................................................................... 24
2.3.4 Health ........................................................................................................................ 25
2.3.5 HIV/AIDS Unit............................................................................................................ 26
2.3.6 Water Supply............................................................................................................. 27
2.3.7 Roads Network .......................................................................................................... 27
2.3.8 Agriculture ................................................................................................................ 28
2.3.9 Livestock ................................................................................................................... 29
2.4 Natural Resources (Forestry, Wildlife & Tourism and Fisheries) ............................... 29
2.4.1 Forestry ..................................................................................................................... 29
2.4.2 Fisheries .................................................................................................................... 30
2.4.3 Tourism...................................................................................................................... 30
2.4.4 Mineral Resources .................................................................................................... 30
2.4.5 Bee-keeping .............................................................................................................. 30
2.4.5 Co-operative ............................................................................................................. 31
2.4.6 Trade ......................................................................................................................... 32
2.4.7 Primary Education .................................................................................................... 32
2.4.8 Secondary Education................................................................................................ 33
2.4.9 Finance ...................................................................................................................... 33
2.4.10 Governance, organization and Management ....................................................... 34
2.4.11 Legal Services ......................................................................................................... 34
2.4.12 Internal Audit.......................................................................................................... 34
2.4.13 Sports and Culture ................................................................................................. 35
2.4.14 Procurement and Supply (PMU) Unit. .................................................................. 35
2.4.15 Election Unit ........................................................................................................... 35
2.4.16 Information Communication and Technology (ICT). .......................................... 36
2.4.17 Environments and Solid Wastes Management Department ............................... 36
2.5 Summary of strengths, weaknesses, opportunities and Challenges (SWOC) ............ 37
2.5.1 Strengths ................................................................................................................... 37
2.5.2 Weaknesses ............................................................................................................... 37
2.5.3 Opportunities ............................................................................................................ 37
2.5.4 Challenges ................................................................................................................. 38
CHAPTER THREE................................................................................................................................... 39
VISION, MISSION, VALUES, STRATEGIC OBJECTIVES, KEY TARGESTS AND STRATEGIES 39
3.1 Introduction...................................................................................................................... 39
3.2 Vision................................................................................................................................. 39
3.3 Mission............................................................................................................................... 39
3.4 Values................................................................................................................................ 39
3.5 Strategic Objectives, Area of Implementation, key Targets and Strategies ............ 40
3.5.1 Strategic Objective I ................................................................................................ 40
3.5.1.1 Secondary Education ............................................................................................ 40
3.5.1.2: Primary Education ............................................................................................... 41
3.5.1.3 Community Development..................................................................................... 42
viii
3.5.2 Strategic Objective 2 ............................................................................................... 43
3.5.2.1 Health..................................................................................................................... 43
3.5.2.2 HIV/AIDS Unit ........................................................................................................ 45
3.5.3.1 Water Supply ......................................................................................................... 46
3.5.3.2 Environment and Solid waste Management ....................................................... 47
3.5.4.1 Works...................................................................................................................... 47
3.5.5.1 Agriculture ............................................................................................................. 48
3.5.5.2 Livestock ................................................................................................................ 49
3.5.5.2 Cooperatives.......................................................................................................... 50
3.5.5.3 Trade ...................................................................................................................... 51
3.5.6.1 Town Planning (Land)........................................................................................... 52
3.5.6.2 Natural Resources and Environment................................................................... 52
4. 5. 6.3 Beekeeping .......................................................................................................... 53
3.5.7.1 Planning ................................................................................................................. 54
3.5.7.2 Finance................................................................................................................... 55
3.5.7.3 Internal Audit unit................................................................................................ 55
3.5.7.4 Administration/Governance ................................................................................ 57
3.5.7.5 Human Resources .................................................................................................. 57
3.5.7.6 Procurement and Supply Unit.............................................................................. 58
3.5.7.7 Election Unit.......................................................................................................... 58
3.5.7.8 Strategic................................................................................................................. 58
3.5.7.9 Legal Services ........................................................................................................ 59
3.5.7.10 CULTURE AND SPORTS........................................................................................ 59
3.5.8. INFORMATION COMMUNICATION AND TECHNOLOGY (ICT). ................................ 60
3.5.8.1 Internal Audit Unit. .............................................................................................. 60
CHAPTER FOUR..................................................................................................................................... 62
IMPLEMENTATION, MONITORING, EVALUATION AND REVIEW FRAMEWORK...................... 62
4.1 Implementation ............................................................................................................... 62
4.2 Monitoring......................................................................................................................... 62
Table 4.1: Example of quarterly progress report............................................................... 63
4.3 Evaluation ......................................................................................................................... 63
4.4 Review .............................................................................................................................. 64
4.5 Assumptions and Risks..................................................................................................... 64
REFERENCES .......................................................................................................................................... 65
ix
ABBREVIATION
ANC Ante natal care
CBOs Community Based Organizations
CCHP Council Comprehensive Health Plans
CMT Council Management Team
COMATAA Community Mapping and Theatre against AIDS
CSO Civil Society Organization
D-by-D Decentralization by Devolution
DED District Executive Director
DEO District Education Officer
DHRO District Human Resource Officer
DMOH District Medical Officer of Health
FBOs Faith Based Organizations (FBOs)
HIV/AIDS Human Immune virus/acquired immune Deficiency Syndrome
LGAs Local Government Authorities
LGRP Local Government Reform Programme
LGSC Local Government service Commission
MCH Maternal & Child Health
MDGs The Millennium Development Goals
MMR Maternal Mortality Rate
MTEF Medium Term Expenditure Framework
MVC Most Vulnerable Children
NBS Nation Bereau of Statistics
NGO Non-governmental Organizations
NSGRP National Strategy for Growth and Reduction of Poverty
O&OD Opportunities and Obstacles to Development
PLWHAs Peoples Living with HIV/AIDS
PMTCT Prevention of Mother to Child Transmission
x
CHAPTER ONE
INTRODUCTION
1.1 Historical Development of Sumbawanga District Council
Sumbawanga District council was established in 1984 under local government Act No.
7 of 1982. Geographically, Sumbawanga District Council is estimated to be in
Latitude 7.8 and 9 South of Ikweta, and Longitude 31 and 32.1 East of Greenwich;
The Sumbawanga District Council is 1,700M, above the sea level. The Council borders
Kalambo District Council on South, Songwe Region on East, Lake Rukwa on North,
Nkasi District Council and Sumbawanga Municipal on West and Katavi Region North -
West. Likewise, administratively, the head office of Sumbawanga District Council is
in Sumbawanga town at Bomani area, the District Council has 1 Constituency known
as Kwela, 4 Divisions, 27 Wards, 114 Villages and 494 hamlets.
It is estimated that, Sumbawanga District Council has 8,871 sq km, of which 668 sq
km is water and 8,203sq km is Land. According to Census of housing and population,
conducted in august, 2012, Sumbawanga District Council has a population of 305,846
people, of which 156,784 are female and 149,062 are Males, District Council has
53,841 households average of 5 people in each house.
Economically, the people in the District Council, mainly depends on agricultural

activities, of which 90% of the people are engaged in agriculture, cultivating Maize,
Paddy, Beans, Fingelets, Groundnuts, Casava and Sunflows, which are also used as a
cash crops. The 9% of population is engaged in fishing activities in Lake Rukwa. It is
estmated that, the per capita income of the people of Sumbawanga District Council
is 1,080,000/-, mainly comes from Agriculture (90%), Fishing (9%), Beekeeping and
other activities (1%).
The main ethnic groups in the district are Fipa, Mambwe, Lungu, Kwa and Nyiha.
These ethnic groups are mainly distributed into two zones, namely Fipa plateau
(Fipa, Nyiha and Mambwe) and Lake Rukwa basin (Kwa).
1
1.2 Implementation of the Previous Strategic Plan:
Several achievements have been revealed during the implementation of the SDC
Strategic Plan of the (2010/2011-2014/2015). The following is a summary of Planned
Targets Vs Main Achievements of the SDC Strategic Plan of the (2010/2011-
2014/2015)
1.2.1 Planned Targets and Achievements
1.2.1.1 GENERAL ADMINISTRATION

S/N PLANNED TARGETS ACHIEVEMENTS
1 Strengthening District and community Achieved by 55%.
HIV/AIDS Advocacy and response to 30
drama group by June 2015
2 Reducing Risk of HIV infection among Risk of HIV infection among vulnerable
vulnerable groups in 30 villages by June groups Reduced
2015
3 Facilitating Social support for PLHAs, A total number 265 secondary school
MVC, disabled, and widows in 27 wards orphans and vulnerable children have
by June 2015 been supported with school fees and
other educational materials.
4 Implementing Council HIV and AIDS By June 2015, HIV and AIDS
Comprehensive plan by June 2015 Comprehensive plan implementation
have been carried out by 65%
5 Developing Workplace HIV and AIDS A total number 15 council workers living
programme in council by June 2015 with HIV have been supported with food
and fare when per suing their treatment
(achieved by 70%)
6 Expanding HIV testing and counseling Testing and counseling on HIV services
services in 17 wards by June 2015 expanded and achieved by 70% from 12
wards to 27 wards.
7 Strengthening school-based gender Education on sexual reproductive health
sensitive sexual reproductive health and and HIV/AIDS has been provided to 20
HIV and AIDS education in 20 primary and primary school and 20 secondary school
20 secondary schools by June 2015 which is equal to 100%
8 Managing Natural catastrophes within the Natural catastrophes controlled during
2
region by 80% by the year, 2015 the targeted period by 70%
9 Improving community contribution to Community contribution to physical
physical infrastructure at 20% by 2015 infrastructure increased to 10%
10 Facilitating skills development for Development skills to councilors and
councilors and staffs by June 2015 staffs achieved by 60%
11 Enhancing professional and career professional and career development
development activities activities achieved by 30%
12 Improving re-tooling status in offices Re-tooling status in offices Improving by
80%
13 Facilitating technical assistance to staffs Technical assistance to staffs achieved by
by June 2015 90%
14 Enhancing conducive working Conducive working environment to 168
environment to 168 staff by June 2015 Staffs improved by 60%
15 Increasing qualified staff from 2854 to Qualified staff improved and achieved by
3066 by June 2015 95%
16 Strengthening Monitoring and evaluation Monitoring and evaluation of various
of various activities by June 2015 activities strengthening to 60%
17 Improving Office accommodation in the Office accommodation in the council
council by June 2015 achieved by 55%
18 Increasing tree planting from 1.5 million Tree was planted and increasing from 1.5
to 4 million by June 2015 million 2.5 million equal to 40%
19 Ensuring council contribution to different Council contribution to different social
social institutions/group by June 2015 institutions/group Ensuring to 60%
20 Reducing Land use conflict at 201 villages Meetings for resolving land conflicts were
by June 2015 held in 3 villages
1.2.1.2 POLICY AND PLANNING

s/n PLANNED TARGET ACHIEVEMENT
1 Improving Physical infrastructure by June Physical infrastructure improved by 60%.
2015
2 Facilitating Participatory - Priorities for developments sub-
implementation, monitoring and projects to be implemented originated
evaluation system by June 2015 from the grass root at 114 villages and
3
27 wards.
- Community participation in
implementation of the projects was
realized through tangible building
materials, labour force as well as
contribution in cash by 70%
- Monitoring and evaluation of the
projects was undertaken by council
management team and finance
committee periodically and quarterly
3 Ensuring implementation of Quality - Office working tools available
council plan and approval of the budget - Statutory benefit were effected as
two months before end of financial year funds were received
annually by the year 2015
4 Facilitating projects implementation at Council plan and budget prepared and
the sub district levels (LLG 50% of CDG scrutiny was conducted as planed
allocation) in all 27 wards by the year
2015
5 Enhancing Conducive working -Office working tools was available
environment to 7 staff by June 2015 -Statutory benefits were affected as
releases of funds were flowing.
1.2.1.3 LEGAL
s/n PLANNED TARGETS ACHIEVEMENTS
1 Enforcing Council legal rights and b y Appropriate advice was produced during
la w s enhanced by June 2015 statutory meetings as far as legal
matters are concerned. Legal rights and
enforcement by laws enhanced by 70%
1.2.1.4. INTERNAL AUDIT

1 Ensuring Internal-Control on Council -Quarterly progressive- reports were produced
funds by June 2015 on time -Quarterly visits were conducted as
planned -Target achieved by 80%
4
1.2.1.5. FINANCE-ADMINISTRATION
s/n PLANNED TARGETS ACTUAL ACHIEVEMENTS
1 Ensure compliancy of IPSAS by 100% by 2015 Was ensured and achieved by 80%
1.2.1.6. PMU AND STORES

1 Improving conducive working environment in PMU office improve by 50%
PMU Office by June, 2015
1.2.1.7. TRADE AND ECONOMY

S/n PLANNED TARGETS ACHIEVEMENTS
1 Training of 1500 traders from 250 traders 300 Traders was training and
facilitated on how to start and improve business the target achieved by 20%
2 in 15 wards by June
Advertisement 2015
of commodities which produce by Done during nanenane day at
the Sumbawanga District Council through Mbeya Region by 201 5.
Sabasaba and Nanenane exhibition by June 2015
3 Secure market information for traders within the Not done due to shortage of
District by June 2015 fund
4 Inspecting 400 traders, 300 bottle stores and 40 Achieved by 40% through
medical stores ensured by 2015 inspection
5 Enhancing Conducive working environment to Statutory benefits were
5 staff ensured by June, 2015 effected as funds were
received
1.2.1.8.CO-OPERATIVES AND MARKETING

S/n PLANNED TARGETS ACHIEVEMENTS
Promoting Rural development economies through 42 primary Co-operative

1
promotion of primary Co-operative societies from societies was promoted and
38 in 2010 to 56 societies by June 2015 target achieved by
75%
Raising Rural development economies through
2 Not done due to late release
promotion of SACCOS/AMCOS from 38 to 60 SACCOS
5
by June 2015 of Funds in the financial year
2014/2015.
3 Enhancing conducive working environment to Conducive working

7 staff by June 2015 environment to 7 staff was
ensured and achieved by 80%
1.2.1.9. LIVESTOCK
s/n PLANNED TARGETS Achievements
1 Supporting the number of groups of PLHIV/AIDS in 6 number of PHLHIV/AIDS

productive activities from 3 in 2011 to 18 by groups were supported
June 2015
2 Expanding the coverage of Livestock Extension Livestock extension services
Services delivery from 25% in 2011 to 65% by June delivery expand by 45%.
2015
3 Increasing and improving livestock production 44 livestock production
infrastructures from 56 structures in 2011 to 80 infrastructures are improved.
structures by June 2015
4 Improving the capacity of Livestock keepers to The capacity of livestock
enhance livestock production and management keepers improved by 35%.
from 25% in 2010 to 45% by June 2015
5 Controlling livestock diseases and increasing Livestock diseases control
preventive measures from 45% in 2013 to 75% by
and measures increased by
June 2015
55%.
6 Improving conducive working environment to 5 working environment to 6
staff ensured by June 2015 staff ensured by 30%
1.2.1.10. AGRICULTURE
S/N PLANNED TARGETS ACHIEVEMENT
1 Expanding the coverage of agricultural extension Agricultural extension services

services delivery from 45% in the year 201 1 to 75% delivery increased to 55%
by June 2015
6
2 Increasing and improving agriculture Sumbawanga District Council
infrastructures from 74 structures in 2011 to 84 have 29 Agriculture
structures by June 2015 infrastructures
3 Increasing agriculture irrigation structures from 3 Sumbawanga District Council
structures in 201 1 to 7 structures by June 2015 have 2 irrigation schemes
4 Enhancing conducive working environment to 10 Conducive working

staff by June 2015 environment to 10 staff was
ensured and achieved by 40%
5 Improving Agriculture extension services by June Not do ne due to la te
2015 release of fund(Fund received
late December 201 5)
1.2.1.11. EDUCATION ADMINISTRATION

s/n
PLANNED TARGETS ACHIEVEMENT
1 Strengthening School Gender Sensitive sexual

Education on gender sensitive sexual
reproductive health, HIV and AIDS
reproductive health and HIV/AIDS
education to 14 staff by the year 2017.
was provided through seminars, and
work meeting sections.
2 Conducive working environment ensured Statutory benefits such as extra Duty

to 14 staff by year 2017 allowance, tuition fees, leave travel
and moving expenses being
provided up to45%
1.2.1.12 PRIMARY EDUCATION

S/N
Strengthening School based gender sensitive sexual Education on gender sensitive

1
reproductive health, HIV and AIDS reproductive sexual reproductive health
education in 200 primary schools by June 2015 and HIV/AIDS was provided
7
through seminars, and work
meeting sections.
Ensuring conducive working environment to
2 Statutory benefits such as
1920 teachers by the year 2015
extra Duty allowance, tuition
fees, leave travel and
mo ving expenses have been
provided Equivalent to 50%
3 Increasing Net enrolment rate of standard one Net enrolment rate of

pupils from 94% to 100% by the year 2015 standard I pupils increased
from 88% to 98%
Pass rate in national exams

4 Increasing pass rate in National Exams increased
increased from 70% to 75% for
for m 48% to 82% for standard IV and from 38% to
STD IV and from 37% to 42.06%
70% for standard VII by the year 2015
for STD VII.
Implementing Projects at the Sub District Not done due to shortage

5
Levels such as increasing primary school buildings of fund
from 4397 to 4415 by June 2015
1.2.1.13. ADULT EDUCATION
S/n
Reducing HIV/AIDS infections at working place HIV/AIDS infections at working

1
from 5.8% to 4% by June, 2015 place reduced to 5
Improving conducive working environment to 36 Statutory benefits such as
2
staff by the year 2015 extra Duty allowance, tuition
fees, leave travel and moving
expenses have been provided
equivalent to 50%
Illiteracy rate among adults
3 Reducing illiteracy rate among adults (aged 19
(aged 19years and above),
and above),youths (aged 14-18) children (aged 11-
youths (aged 14-18years),
13) from 48% to 20% by June, 2015
children (aged 11-13years)
8
reduced from 48% to 40%.
4 Increasing pass rate of COBET learners from 35% to Not done

70% by June, 2015
5 Enhance data collection, monitoring and Not done due to shortage of

evaluation for long life learning management fund
information system (LL-MIS) by June, 2015
1.2.1.14 CULTURAL OFFICE

S/n PLANNED TARGETS ACHIEVEMENT
1 Promotion of Sport and games in 200 Primary Sports and been promoted to
schools by June 2015 primary equivalent 103 to 100%
1.2.1.15 SECONDARY EDUCATION

S/n
Strengthening School based gender sensitive Gender based sensitive
1
reproduction, health and HIV and AIDS reproduction, health and
education in 31 secondary schools by 2015 HIV /AIDS educatio n
strengthened in 13 secondary
schools and the target achieved
by 40%
Strengthening Gender sensitive, sexual
2 Done and achieved by
reproductive hea lth , HIV and A IDS
40% through education
edu ca tion in 15 staff by the year 2015
Enhancing conducive working environment to 450 Conducive working
3
staff in secondary schools by the year 2015 environment to staff in
secondary ensured and achieved
by 75%
Maintaining and increasing Enrolment rate of Target achieved by 90%. All
4
Form one student to 100% by year 2015 students passed standard
seven examination were
accessed to secondary schools
9
Increasing Pass rate in national examinations Pass rate in national
6
from 47% to 90 % for Form II , from 49% to 90% for examinations increased as
Form IV and to 90% for Form VI by June 2015 follow
 Increased to 93.8% for
Form II
 Increased to 77.5% for
Form IV
Increasing the number of Secondary school
7 Secondary school buildings
buildings from 308 in 2010 to 543 by the year
increased to 347.
2015
1.2.1.16 VOLUNTARY AGENCY HOSPITAL

SUB- VOTE: 508C
1. Ensuring availability of drugs, equipment’s, Medical store Department
medical supplies, insecticides and reagent at provides and distributed
100% by June, 2015 Medical ,equipment’s,
medical supplies, Insecticides
2. Improving supervisory visits to and conducive 64 Health facilities were
working environment in DM0 office to a 100% by supervised at 80% by 2015.
June, 2015
3 Improving Physical infrastructure at 80% by Various projects are in progress
June 2015 at 60% by 2015
1.2.1.17 HEALTH CENTRES

S/n
 Prevalence of HIV infection

1 Ensure prolonged life of PLHAS
reduced from 4.9% to 1.9%.
and reduce new HIV infection
cases from 4.9% to 4% by June,
2015
10
Improving Service delivery in Health services delivery improved by 70%
2
8 health centers at 80% by 2015
Enhance conducive working Working environment enhanced by 70%
3
environment to 200 staff at 90%
by June, 2015
Capacity building to 60 trained Capacity building to health facilities
4
health workers increased at 80% improved by 70%.
by June, 2015
Reduce proportional of malaria Malaria cases among under five reduced
5
cases to under 5 reduced from 6 by 3.9%.
to 4.8% by June 2015
Ensure availability of drugs, Medical equipment, medical supplies,
6
equipment, medical supplies, and medicine available by 60%
insecticides and reagents at
100% by 2015
7 Enhancing Supervisory visit and Working environment improved by 70%

conducive working environment
in DM0 office by June, 2015
Ensure vaccination performance Vaccination antigen maintained above
8
of all antigen to illegible are at 90% at all antigens.
high level above 90% by June,
2015
Increasing integrated outreach Mass drugs administration at community
9
services for all neglected levels improved by 80%
tropical diseases from 20% to 60%
by June, 2015
Develop physical infrastructure Physical infrastructure improved by 75%
10
at 80% by June, 2015 by 2015
1.2.1.18 DISPENSARIES/CLINICS
S/n
PLANNED TARGET ACHIEVEMENT
Ensure prolonged life o f PLHAS

1 and reduce new HIV infection cases Prevalence of HIV infection
from 4.9% to 4% by June, 2015
11
reduced from 4.9% to 1.9%.
Ensure conducive working
2 environment to 105 staff at 90% by Working environment improved
June, 2015 by 90% by 2015
Proportional of Nutritional disorders
3 Reducing the proportion of
reduced by 2%.
nutritional disorders from 6% to
3% by June, 2015
Physical infrastructure improved

4 Develop physical infrastructure at
by 75%.
80% by June, 2015
E n s u re a va i l a b il it y o f d ru g s , Medical store Department provides

5
equipments ,medical supplies, and distributed Medical equipments,
insecticides and reagent medical supplies, Insecticides and
ensured by June, 2015 reagents to the health facilities
improved by 60%.
Improve supervisory visits to 100%
6 64 Health facilities were supervised by
and conducive working
75%.
environment in DMO’s office
strengthened by June 2015
Maintain Vaccination performance Distribution of vaccination and
7
of all antig en to illeg ib le at outreaches performed to 64 stations
high level above 95% by June, 2015 for 90%.
Reduce the number of TB and Supervisions on TB and Leprosy centers
8
leprosy cases less than 1 case par conducted and different meetings
1000 population in the council by performed by 80%.
June, 2015
Increase a coverage of Environmental sanitation improved
9
environmental health sanitation by 70%
from 60% to 90% by June, 2015
Reduce epidemic diseases from Epidemic diseases REDUCED from 1.5%
10
1.5% to 0.2% by June, 2015 to 0.0%
Trachoma cases reduced from 1.1% Trachoma cases reduced from 1.1% to
11
to 0.5% by June,'2015 0.5%
12
12 Improve management in all Health services improved by 70%
health facilities at 90% by June ,
2015
1.2.1.19 RURAL WATER SUPPLY

1. Raise the provision of clean and Clean and safe water raised to
safe water adequate from 2365 2,625.15 Cubic M
Cubic M 2010, to 4409. Cubic M by
June 2015
2. Ensure conducive working Working Environment ensured by 60%
environment to 8 staffs by June 2015
3. Increase a number of highly Three numbers of qualified Staffs
qualified staffs in water
increased.
department from 5 to 8 staffs by
June 2015
4. Increase assess of Clean" and safe Community have access to clean
and safe water by 52%
water through conservation of
water source to 15 wards by June
2015
1.2.1.20 WORKS ADMINISTRATION

1 Ensure conducive working Target achieved by 75%. for
environment to 33 staff ensured by financial year 2014/2015
June 2015
1.2.1.21 ROAD SERVICES
1. Improve Road conditions by 235 km Target achieved by 85%. 598.1 Km of
(funded under ROAD FUND) by 2015 Road Network improved by December,
2015.
13
1.2.1.22 NATURAL RESOURCES ADMINISTRATION
1. Stigma Denial and Discrimination This target was not implemented

reduced from 60% to 30% in Natural due to lack of fund.
Resources by the year 2015
2. Performance and operation of Awareness on national environmental
environment policies by June 2015 policy was provided to 18 villages
through collaboration with other
stakeholders such as WCS, TFS and
lake Tanganyika intergraded
management program.
3. Participatory Forest Management Not done because funds for
processes in 7 villages to activities was not released
cover 1200 Ha. by June 2015
4. Develop Micro Projects in way Not done because the budget was
that enforce programmed activities not released
5. Increase District capacity to Achieved by 60%
facilitate and supervise natural

resources activities through awareness
raising
1.2.1.23 LAND ADMINISTRATION

1. Increase Planned settlement in We have Five (5) Town ship,

urban areas by June 2015 and four (2) Townships are in
process of preparing drawings
which will results to 900 plots.
2. Ensure conducive working Achieved by 45%
environment to 9 staffs by 2015
1.2.1.24 LAND MANAGEMENT

14
1. Increase environmental health and Environmental health and sanitation
sanitation coverage from 65% to coverage increase from 65% to 68%
90% by June 2015
1.2.1.25 GAME
1. Promoting and strengthening of Wild life Information was Promoted and

Wildlife Information ensured by June strengthening target achieved by 70%
2. 2015 conducive working
Ensure Salaries and other statutory benefit were
environment to 9 staffs at 100% by paid to game staff.
3. June
Protection
2015 of 1 Game reserves Four patrols were conducted in Uwanda
ensured by June 201 5 game reserve.
1.2.1.26 FISHERIES OPERATIONS

1. Increase Capacity of fisheries Fisheries entrepreneurs in fishing
entrepreneurs in fishing and and fishing econo mies improved by
fishing economies from 15% in 20%
2011 to 35% by June 2015
2. Ensure conducive working Statutory benefit were paid by 40%
environment to 10 staff by June
2015
3. I n c re a se q u a l it y a n d Quality and quantity of fish
q u a n t it y o f fi sh productions productions increased from 40% to
from 40% to 80% by June 2015 65% through training on sustainable
fishing technique and modern
processing
4. Reduce illegal fishing practices Illegal fishing practices in Lake
in Lake Rukwa reduced from 500 Rukwa reduced from 500 cases to 300
cases to 100 cases by the year 2015
15
1.2.1.27 FORESTRY MANAGEMENT
1. Pro mote forest p roduct micro Not implemented due to lack of fund
projects in 10 villages by June 2015
2, Protection of 5 forest Reserves by June Awareness campaigns and patrols were
201 5 conducted to protect forest reserves.
3. Ensure conducive working environment -salaries paid on time
Statutory benefits effected as funds
to 6 staffs by June 2015
were flowing
1.2.1.28 BEEKEEPING OPERATIONS

1. Increase quality and quantity of Honey Quality and quantity of Honey
production from 10% to 50% by production increased to 30% by 2015
June 2015
2. Technical knowledge in management and Technical knowledge in management and
utilization of beekeeping product to 10 utilization of beekeeping products
villages improved by June 2015 improved to 4 villages
1.2.1.29 COMMUNITY DEVELOPMENT ADMINISTRATION

1. HIV/ AIDS infection reduced and Achieved by 20%
reproductive services accessed
in 10 wards and 20 workers in
2 High skilled staff increased in This target archived by 100%
the department by June 2015
3 Increase Income generating This target archived by 60%

activities from 50% to 75% by
June 201 5
16
4 Establish Income generating Income generating activities
activities for 100 women groups (IGAs) were increased by 60%
and 80 youth groups by June,
2015
1.2.2 Shortcomings of the 2010/11-2014/15 Strategic Plan

Despite the above achievements, SDC has been constrained by several factors during
the implementation of its second strategic plans. In general, the following are
considered to be the major constraints that have been faced by SDC during the
implementation of the First Five Years Strategic Plan:
 Inadequate financial resource to implement all planned activities
 Inadequate appropriate working facilities
 Inadequate qualified human resources for undertaking SDC mission activities
 Poor infrastructures, which leads into price fluctuations

 Rise in fuel price, which led into general price rise
 Inadequate competent contractors in water and works projects
 Inadequate medical and laboratory supplies, as well as
 Unreleased or late disbursement of funds in various projects like agriculture,
works and water.
1.3 Rationale of the Rolling Strategic Plan for (2014/2015 – 2020/2021)
The Sumbawanga District Council Strategic Plan (2010/2011-2014/2015) supersedes

the (2006 -2010) Strategic Plan whose tenure came to an end in June 2010. Besides
expiry of its validity, it lacks legal mandate. Furthermore, a review of the
Sumbawanga District Council Strategic Plan was necessitated by the external and
internal changes that have a bearing in efficient operations of the Council.
The 2014/2015-2020/2021 strategic plan therefore is prepared on the basis of the

attainments and constraints of the 2010-2015 Plan with a view to enhancing the
District Council ability to respond and effectively carry out its core functions and
more respond to external and internal challenges. A revised Plan is also expected to
efficiently optimize the use of the increasingly limited and competitive resources
while seizing the emerging development opportunities concomitant to growth vision
of the district.
17
1.4. The Approach, Process and Methodology
Review process of this Strategic Plan required a consortium of the council’s

knowledgeable individuals with a backstopping of an external resource person. A
Task Force comprising of all Heads of departments and units was therefore formed
by the Council’s Coordinating Office in order to serve as a think tank but also
provide an important link with the rest of the Council Community. The task force
reviewed the implementation of the previous strategic plan so as to come up with
the achievements and constraints of its implementation. This activity therefore
formed one of the key inputs to this revised Rolling Strategic Plan.
A workshop was organized to discuss and deliberate on the draft document with the
aim of improving and fine-tuning it as well as to enhance ownership of the
document. After the consultative workshop, comments were incorporated and a final
draft of the strategic plan was produced and submitted to the relevant organs of the
council for approval.
1.5 Organization of the Strategic Plan
This Strategic Plan document is organized in four Chapters. The first Chapter
introduces the Plan by highlighting the council’s insights on the location of the SDC,
its area and population, administrative units, climatic condition, agro-ecological
zones and social cultural systems. Thereafter, the implementation of the previous
strategic plan (2010/11 – 2014/15), rationale for the SDC Rolling Strategic Plan
(2015/16 – 2020/21), formulation process and organization of the strategic plan are
described. The second Chapter analyses the external and internal environment of
the SDC, and summarizes the strengths, weaknesses, opportunities and challenges
surrounding SDC that the third Five Years Strategic Plan ought to take into account.
Chapter three presents the vision, mission, SDC values, strategic objectives, key
targets and strategies for each area of implementation. Chapter four provides a
framework for plan implementation, monitoring, evaluation, review and major
assumptions and risks.
18
CHAPTER TWO
ANALYSIS OF EXTERNAL AND INTERNAL ENVIRONMENT
2.1 Overview
This chapter presents the features of existing external and internal environment
which have a bearing to the operations of the Sumbawanga District Council. Whilst
the analysis of external environment covers overviews of international initiatives and
national policies and strategies that have a bearing on operations of the Council, the
analysis of internal environment dwells on analysis of the current situation including
achievements that have been made by the Council during the implementation of the
First Five Years Strategic Plan as well as constraints faced during the implementation
of that Plan. The chapter winds up with a summary of strengths, weaknesses,
opportunities and challenges based on the analysis of the external and internal
environments.
2.2 External Environment

The general external environment of the Council goes beyond the nation’s boundary
to include the international environment. It is therefore important to review the
external environment in order to understand the contextual setting envisaged in
formulating strategic objectives for council development for the next five years. This
will enable the Council to be responsive to the relevant and changing environment as
well the emanating complex and dynamic problems and challenges.
2.2.1 The Millennium Development Goals (MDGs)

The MDGs are global – level commitments on sustainable human development. The
goals are very relevant to the core mission of the Council largely because they focus
on extreme poverty eradication, universal education, environmental sustainability,
improvement of maternal health, combat HIV/IADS, malaria and other diseases,
improvement of access to clean and safe water and promotion of gender equality
and women empowerment. Therefore SDC strategic plan shall serve as one of the
national vehicles to realizing the Goals as it also deserves the global and national
support in that endeavour.
19
2.2.2 Vision (2025) and the Strategy for Growth and Reduction of Poverty (II)
Tanzania envisions that by 2025 it will have attained a remarkable development
from a least developed to a middle income country in the areas of peace, stability
and unity; good governance, well-educated society and a competitive economy
capable of producing sustainable growth. After implementation of the first phase of
the National Strategy for Growth and Reduction of Poverty (NSGRP), the government
has launched a second phase of NSGRP/MKUKUTA to expedite the process of
attaining the national development vision. SDC as one of the councils responsible for
service delivery in the country could serve as one of the government vehicles in
attaining the goal of vision 2015 and thus reduce the poverty level among
Tanzanians.
2.2.3 Gender Aspects

The society of Tanzania, like others in the developing countries is faced with the
problem of gender inequalities. There is a remarkable national and international
concern on the need to actively address gender-based inequalities and its
mainstreaming. There is no doubt that gender aspects in the country involve
complex socio-cultural factors and hence quite challenging as require long-term
interventions at various levels. SDC shall embark on contributing towards alleviating
inequalities based on gender and thus promote sensitization of gender aspects.
2.2.4 Local Government Reform Programme

The Government of Tanzania is currently implementing the second phase of Local
Government Reform Programme (LGRP II) amidst both progressive and gendered
policies and strategies aimed at attaining gender equity, democracy and sustainable
development. The overall goal of LGRP II is to achieve accelerated and equitable
socio-economic development, public service delivery and poverty reduction across
the country. In relation to the overall goal, the overall programme purpose of LGRP
II is to achieve devolution of Government roles and functions, and to that end
transform LGAs to competent strategic leaders and coordinators of socio-economic
development, accountable and transparent service delivery and poverty reduction
interventions in their areas of jurisdiction. However, local governance is facing a
number of development bottlenecks in reference to the implementation of the D-by-
D policy.
20
Some of the bottlenecks include lack of strategic leadership, inadequate
involvement of the public, civil society and private sector, lack of capacity and
gender awareness/gender mainstreaming and sensitivity among councilors and senior
managers, lack of career and staff development plans in most LGAs and there are
poor relations between councilors and council staff. SDC as one of implementing
institutions shall ensure that the goal and purpose of LGRP II is realized through
enhanced strategic leadership and service delivery.
2.2.5 Agricultural Sector Development Strategy

The Agricultural Sector Development Strategy provides a comprehensive strategy and
framework for the implementation of the sector policies. The strategy defines the
means for achieving the central objectives of the national agriculture and livestock
policies. It is designed to create an enabling and favourable environment for
improving productivity and profitability of the agriculture sector, which is expected
to increase farm incomes in order to reduce rural poverty and ensure household food
security. In addition in June 2009, the Tanzania National Business Council under its
chairman President J.M. Kikwete organized a two days meeting to discuss the
policies and strategies for transformation of Tanzania’s agriculture under the theme
KILIMO KWANZA. The following were the resolution: To embark on KILIMO KWANZA as
Tanzania’s Green Revolution to transform its agriculture into a modern and
commercial sector; to integrate KILIMO KWANZA into the Government machinery to
ensure its successful implementation; to mobilize the private sector to substantially
increase its investment and shoulder its rightful role in the implementation of KILIMO
KWANZA and declared that the implementation of KILIMO KWANZA will comprise the
following ten actionable pillars:
i. Political will to push agricultural transformation.
ii. Enhanced financing for agriculture.
iii. Institutional reorganization and management of agriculture.
iv. Paradigm shift to strategic agricultural production.
v. Land availability for agriculture.
vi. Incentives to stimulate investments in agriculture.
vii. Industrialization for agricultural transformation.
viii. Science, technology and human resources to support agricultural
transformation.
21
ix. Infrastructure development to support agricultural
transformation.
x. Mobilization of Tanzanians to support and participate in the
implementation of KILIMO KWANZA
Since SDC is one of the Government machineries for implementation of national

policies, strategies and priorities, it will ensure that agriculture in the district is
transformed in accordance with the ten KILIMO KWANZA actionable pillars.
2.2.6 Cooperatives Development Policy and Other National Policies

The Cooperative Development Policy emphasizes on first transformation of farming
from subsistence to commercial enterprises for the majority of producers, secondly
assisting farmers to undertake critical problem analysis and assessment to
understand the available alternative opportunities, production costs and market
trends so that they can allocate their resources more efficiently and put emphasis on
processing, value adding, and improvement of quality of products.
The Cooperatives Development Policy therefore provides some of the key challenges
and opportunities for future development in this sector. In particular, the policy
narrates the roles and responsibilities of the Government and other stakeholders in
the promotion of autonomous competitive and member based cooperatives under
the free market economy. SDC shall strive to ensure that cooperatives in the district
are strengthened to enable realization of their goals.
Likewise, there are other national sectoral policies such as Rural Development
Policy, Environmental policy, Land Policy, Water Policy, and the slogan “HAPA KAZI
TU” that emphasize on commitment and accountability in the implementation of
various national priorities so as to attain the envisaged goals, objectives and targets.
SDC shall ensure that the national priorities are mainstreamed in the council plans
accordingly. That is through integrating various national policies in SDC Strategic
Plan of (2016/17 – 2020/2021).
22
2.3 Internal Environment
2.3.1 Planning
For effective and efficient functioning of SDC proper planning system is inevitable.
Planning process in the district starts at villages’ level where the community agrees
on the priorities in line with principles of the Opportunities and Obstacles to
Development’ (O&OD) planning methodology. The village plans are then submitted
to the Ward Development Committee which consolidates village plans to have a ward
plan. During this process, the activities that cover more than one village are given
high priority. The wards submit their plans to the council, which, through various
committees, review the plans and consolidate them to come up with a council plan.
The planning process is guided by guidelines prepared by the Ministry of Finance and
Economic Affairs (Guidelines for the Preparation of Medium Term Plan and Budget
Framework). The guidelines define the priority areas for resource allocation for
each sector with an end objective of pursuing the agenda of improving the lives all
Tanzanians through strategic planning and allocation of resources in a way that will
result into quick wins which in turn will lead to accelerated economic growth. The
guidelines also provide the ceilings of financial resources to be allocated to each
sector. However, development planning processes have not been very effective and
efficient due to inadequate participation of stakeholders. Another factors hindering
effective efficient planning process include weak monitoring and evaluation systems,
poor data management and storage systems.
2.3.2 Community Development

The community development department aims at facilitating the community to
unearth the problems existing in their communities and be able to use their
resources in solving such problems. The department has managed to mobilize
communities to establish various economic groups as a means of improving their
incomes. Fostering partnership with private sector and other Civil Society
Organizations (CSOs) have enhanced and boosted the councils’ efforts in supporting
community initiatives in development projects. Collaboration with various CSOs has
enhanced good governance training, HIV/AIDS interventions, environmental
activities; awareness on communicable diseases by providing health education like
cholera, malaria, and other common diseases. Provision of loans through Women
Development Fund to women entrepreneurs groups has enabled them to engage on
23
production activities. Mobilization of community to participate in various
development activities has raised contribution from the community. For instance for
the past five years community at ward level has actively participated in construction
of ward secondary schools and laboratories through various contributions such as
cash, man power and building materials available in their area like bricks, sands and
stones. In addition community has been actively involved in identification of people
living in difficult environment (vulnerable people). More than 55% of identified Most
Vulnerable Children had been supported with basic needs by the community and 16%
(People with albinism) of disabled people had supported with sunblock lotions and
hats.
Despite the aforesaid achievement, capacity (capital) of Women Development Fund

is not worth to cater the needs of loans to all women group at a time. In addition
most of youth entrepreneurs related groups do not have access to microfinance
institutions and technical institutions which they can provide backstopping and
hence improve their productivity. There is need of ensuring accessibility of women
and youth economic groups to rural microfinance institutions through promotional
materials, mass media education, study tour and training groups on saving, credit
and income generating activities. This will facilitate them to join in rural
microfinance institutions where services of saving and credit are provided. In
addition, the department will facilitate training of ward facilitators to support
community in identifying their problems and come up with feasible plans to address
them. Furthermore internal development partners will be capacitated on planning
and good governance and mainstream the needs of the disabled and MVCs in their
programmes. To achieve the mentioned goals, available resources including
adequate number of community development officers need to be strengthened to
enable them perform their roles and responsibilities.
2.3.3 Land
Land as a resource is scarce in quantity and quality needs to be properly managed.
Thus, a well planned approach for future land use should be adopted to enhance
efficient and effective distribution of activities in space and time in Sumbawanga
district council. All matters concerned with land are guided by the Land Policy of
1995 and its implementation is enforced by the Land Use Planning Act of 2007.
24
In Sumbawanga District Council Land department is the custodian and overseer of all
activities performed on land. The department is also responsible for ensuring
settlement planning to avoid development of unplanned settlement in the district. In
order to affect this there is a need to plan and survey adequate plots in minor
settlements such as Laela, Mpui, Mtowisa, Kipeta and Kaengesa. There is also a
need to establish Village Land Use Plans in all villages. So far village land boundaries
have been surveyed but land has not being distributed according to various uses.
This has resulted in land conflicts especially between pastoralist and farmers
communities.
2.3.4 Health
Sumbawanga District Council has 57 dispensaries and 7 health centers. Health
canters owned by Government are 8 and two are privately owned. With regard to
dispensaries 54 are owned by the Government and 3 are privately owned.
Distribution of these health facilities indicates that less than 10% of the population
lives more than 10 km from a nearby health unit. The current status indicates that
46% of health facilities are in good physical state of repair, 33% require minor
rehabilitation and 20% needs major rehabilitation. In order to increase accessibility
to health facilities the council in collaboration with community has embarked on
construction of 20 dispensaries and two health centers. It is expected that by 2015,
70% of villages will be accessible to dispensaries and 40% of Wards will be accessible
to Health centers
Malaria is one of the leading causes of morbidity and mortality in SDC and it
accounts for 28% of all deaths in the district. The high prevalence of malaria is
contributed by low use of protective strategies like ITNs and environmental
sanitation due to low awareness. Maternal mortality rate is 37/100,000. Causes of
MMR include PPH, infection obstructed labour under five mortality rate is 1/1000.
The possible causes for this high under five mortality rates are malaria followed by
pneumonia and prenatal conditions and diarrhea. The prevalence of HIV in the
district is 1.9% which is above/low the national figure of 4.0%. The main causes of
this HIV/AIDS prevalence rate include unsafe sex due to ignorance, poor economic
status. Proper case management and education campaigns need to be intensified.
25
However the health department is facing several limitations which prevent
realization of planned objectives. These problems include inadequate skilled health
workers, shortage of essential medical equipment, supplies and drugs, as well as
inadequacy of managerial skills of health workers at all levels hinder service
delivery. Addressing these limitations will foster better delivery of health related
services.
2.3.5 HIV/AIDS Unit

HIV/AIDS epidemic in SDC is addressed collectively by various sectors in the council.
Home based care services, Prevention of Mother to Child Transmission (PMTCT) and
STIs prevention are mainly addressed by health sector. HIV/AIDS stakeholders in the
council include central government through its TACAIDS and NMSF; Global Fund,
WRP, CSOs and the community at large undertakes interventions in the prevention,
control and supporting people living with HIV/AIDS and orphans collectively. The
council has adopted a multisectoral approach and key features of District Response
Initiatives (DRI) in fighting the epidemic is to involve the community at the
grassroots level, involve different actors including public sectors, private, FBOS,
NGOs, CBOs, PLWHAs and enhancing participatory planning on HIV/AIDS.
Participatory planning on HIV/AIDS has been proved effective in facilitating more
involvement of grass root communities in addressing HIV/AIDS issues by the use of
Community Mapping and Theatre against AIDS (COMATAA) and O&OD. COMATAA is a
participatory planning tool, which enables community members to analyze their
village situation in relation to HIV/AIDS and develop relevant interventions in order
to intensify the response to HIV/AIDS. With the aforesaid approach the council has
managed to operationalize VCT and PMTCT centers and trained 3,600 animators. In
addition 20 villages are implementing HIV/AIDS plans developed through COMATAA
exercise. Furthermore AIDS network at Matai village has been established. However,
despite of the above mentioned success, inadequate funds for development of
COMATAA plans in 132 villages, inadequate VCT and PMTCT centers, inadequate
professional counselors, insufficient reagents for testing HIV and refrigerators are
limitations hindering the efforts towards addressing the HIV/AIDS pandemic. There is
a need of addressing these limitations.
26
2.3.6 Water Supply
The water supply in the district is based on the National Water Policy of 1991 with
its amendments of 2002; which insists on supplying clean, safe and portable water
within 400m walking distance and within acceptable standards with emphasis on
community participation, private sector participation, and integrating water supply
with sanitation and Hygiene education. Currently the district has managed to supply
a population of 136,470 (45%) with clean and portable water within reasonable
distances.
The district has various water schemes which enable the community to access water
for various uses. Shallow well have been constructed to 12 villages with a total
population of 11,600 which is 3.8% of total population in the district. Boreholes
supplies water to 25 villages with a population of 15,800 equivalents to 5.2%, Springs
constructed to 9 Villages with total population 17,016 equivalent to 5.6%, Motorized
pump constructed to 2 villages with total population 14,038 equivalent to 4.6%, Rain
Water Harvesting constructed to 6 Villages with total population 600 equivalent to
0.2% and 22 villages with total population of 77,416 equal to 25.3% are supplied with
water through gravitational forces. These schemes therefore supplies water to a
population of 136,470 equal to 45%. During the implementation of various water
programmes, it was learnt that water schemes were not sustainable. The reasons
included poor participation of communities in planning and operationalization of the
schemes. For same instance the community has been involved from identification of
water schemes but the problems it comes on operationalization and maintenance of
the schemes. Another limitation is poor functionality of water facilities due to
inadequate funds for rehabilitation. There is a need of involving communities in
enhancing functionality of water facilities.
2.3.7 Roads Network

The National Policy entrusts the works department to construct and maintain roads
and bridges. National policy aims at involving stakeholders and other development
partners to take part in managing and administering road network. Road networks in
Sumbawanga District Council are categorized into four categories, namely; Trunk
roads, Regional rural roads, District roads and Feeder roads. The district has a total
road distances of 598.1km of which 1.4km are tarmac, 136.6km are of gravel status
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and the remaining 460.1km are earthen. Based on the district road categories, we
have 327.7km District and 327.4 km are feeder roads.
The condition of the roads in the district is satisfactory. For instance among the 16
bridges found on district roads; 10 equal to 62.5% are in good condition. This implies
that, most of village roads (feeder roads) are accessible especially even in the rain
seasons. In order to make the feeder roads passable communities are mobilized to
carry out minor road maintenance. However, participation of community and other
stakeholders in this activity is very minimal. The district is also has one great lakes
namely Lake Rukwa. These water bodies provide water transport services in Lake
Rukwa it provide serves for passenger and goods transportation to and from
neighboring Wards and neighboring Region such as Songwe. However the department
is facing various impediments including inadequate resources in terms of human,
financial and physical resources. In addition emergency funds need to be set aside to
carter for floods and other calamities which affect road networks.
2.3.8 Agriculture
It is estimated that, Sumbawanga District Council has a total land area of 620,700
Ha, out of which 319,039.8 Ha (equivalent to 51.4% of the total area) is suitable for
Agricultural production and the actual cultivated land is estimated to be
202,845.48Ha, equals to 63.58% of the land suitable for agricultural production. This
means that, uncultivated land is about 116,194.32 Ha, which is equal to 36.42% of
the land suitable for agriculture.
Crop production is done in the two agro-ecological zones of the ufipa plateau and
Lake Rukwa basin. Major crops grown are maize, paddy, beans, sunflower, finger
millet, groundnuts, simsim, sorghum, sugarcane and variety of fruit and vegetables.
Root crops grown are banana, round potatoes, sweet potato and cassava. The Lake
Rukwa basin is famous for livestock production where 85% livestock in the district
are found. However, the zone is potential for palm oil trees and coconuts. Currently
common crops grown in the zone are paddy, finger millet and variety of fruit trees.
Soil fertility in all two agro-ecological zones and the land tenure system is customary
land ownership known as RUTALA.
About 19,826Ha are suitable for irrigation farming although only 1,018Ha are
utilized. The District has a total of 206,446 farmers in the two zones. In the last
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three years an average of 165,896Ha were cultivated with various crops giving an
average production of 328,984 tons. The District uses about 39,294 tons of
fertilizers per year whereas the requirement of fertilizers per year is 68,092tons.
2.3.9 Livestock
The Council has a total land area 8,386 Km2 (838,600a) of which ……ha are potential
for Livestock and is about 68% of the total district land area. The Lake Rukwa basin
is famous for livestock production where 85% livestock in the district are found.
According to 2015 livestock census, the district has 144,453 cattle, 62,252 goats,
8,732 sheeps, 4,380 donkey, 4,879 pigs and 83,100 poultry. Average milk production
for cows is 8litres/day/cow, for improved breeds and 2litres/day/cow, for
indigenous breeds. The common diseases affecting livestock in the district include
Newcastle disease, East coast fever (ECF), Anaplasimosis and Helminthiasis. Another
limiting factor for livestock production is availability of poor and inadequate
livestock infrastructure as well inadequate extension services. In order to increase
productivity and hence reduce poverty there is a need of improving, livestock
service, infrastructures and extension services to farmers.
2.4 Natural Resources (Forestry, Wildlife & Tourism and Fisheries)

2.4.1 Forestry
Forest resources are important in climate amelioration, contribution to individual
and national income, protection and sustaining water sources and beatifying the
environment in general. SDC has about 69,320 ha of forest reserves and plantations
of with 347 ha are forest plantation. The community uses the available forest
resources in many ways including timber, poles, charcoal making and fuel wood.
About 99.9% of the people of SDC use wood fuel (charcoal and fuel wood) as the
main source of energy for domestic purposes. The use of forest resources as the
main sources of energy in the district is increasing every year. The district is
addressing the issue of deforestation through various strategies. Reforestation is one
of the strategies used. For instance primary and secondary schools as well as
individuals have been advised and capacitated to raise tree seedling for planting in
the area. Total of 7,910,313 seedlings have been raised and 4,457ha have been
planted with trees. Managing forest resources also requires addressing issues related
to the use of improved stoves, alternative energy sources and intensifying tree
planting programmes and enforcement of by laws.
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2.4.2 Fisheries
Sumbawanga District Council is well endowed with water resources such as Lake
Rukwa, Lake Kwela and many minor Rivers. However, fishing is not yet intensified as
an important economic activity in the district, particularly in Lake Rukwa. The basic
problems facing the fishing industry in the district are poor and inadequate fishing
gears, low quality of fish fingerings, lack of storage facilities and limited internal
market. In order to enhance fishing industry in the district there is a need of
improving level of technology among the artisanal fishing communities, ensuring
availability of qualified and adequate staff as well as materials to support fishing
industry.
2.4.3 Tourism
The District has potential areas for tourism such as natural forests reserves,
Lyambalyamfipa escarpment with thick forest and several rivers, Uwanda game
reserve along the lake Rukwa with several birds, Hippos and elephants, Lake Rukwa
which is the lake with many crocodiles and also is bordered with Rukwa lukwati
game reserve. These attraction sites are easily accessible by cars and boats eg
Rukwa Lukwati game reserve. Tourist industry can only be developed around these
potential areas by improving communication and infrastructure facilities. There is a
need of investing on tourism development so as to diversify the source of income not
only to the council but also to individuals and other stakeholders who will be
involved on it.
2.4.4 Mineral Resources

The district has large quantity of coal deposit that is estimated to be 20 Million tons.
However the coalfield spreading from Namwele at Ufipa plateau to Muze in the
Rukwa Valley is yet to be exploited and used as a source of energy – electricity, for
industrial and domestic uses. There is a need of strategizing on how best to make
use of this potential resource.
2.4.5 Bee-keeping
Beekeeping is not a popular activity in Sumbawanga District Council despite of the
presence of about 28, 923 Ha of forest reserves. Production of honey and wax is still
in low among which most of it is basically for home consumption (making local
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brews, medicine and food) and little amount for commercial purposes. The number
of people practicing beekeeping started to increase gradually in the year 2013 when
beekeeping section was upgraded to have equal weight as other departments. In the
year 2013 there was 298 beekeepers who produced about 2,181 kilograms of honey
and 89 of bees wax; up to year 2015 production of honey reached 2,800 kilogram as
shown in the table below. Variation in beeswax data is caused by beekeepers some
of the years they do not produce wax due to unreliable market.
The council through beekeeping section continues to provide knowledge, advice and
skills to beekeepers on appropriate modern beekeeping practices in order to improve
the quantity and quality of bees products production in the District. This will lead to
attract more stakeholders to invest in beekeeping and hence improvement income at
family level and to a council. However, the unit is constrained by financial resources
and appropriate facilities. Bushfires, environmental and forests degradation due to
population increase are also other challenges facing development of this important
economic sector
2.4.5 Co-operative
Co-operative Sector is among of the important agriculture sub sectors for
development of the district. Cooperative department has and will continue to
promote to the fullest possible degree, participation of members in the economic
development process of the District. There are more than 33 cooperative societies of
which 15 are savings and credit cooperative societies and more than 18 are
agricultural marketing cooperative societies. Total members of these cooperatives
are 1114 at 30 June 2015 with total capital of 821,652,441 and total deposit of
22,183,627.
The Cooperative section plays the role of inspection of the Co-operative societies,
mobilizing mass/societies to establish cooperative societies, provide advice on how
to run the cooperative societies, capacity building of members, board members, and
management and Book keepers of the Cooperative societies and collects proper
information related to marketing in the district and region. The expectations from
the cooperative sector for the coming five years is to have 40 cooperative
institutions fully registered owing more than 500,000,000/- paid up shares and
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savings as collateral for loan facility of 3,000,000,000/-. However, Cooperative
section has no any means of transport for monitoring and supervision of various
activities in and within the Council, essentially the section needs at least one motor
vehicle and three motor cycles. Auditing cooperative societies is one of major
activities done by cooperative section apart from transferring knowledge to different
stakeholders on entrepreneurship skills and awareness on accessing loans. The main
challenges facing the sub-sector include lack of financial institutions to facilitate
loans, poor management of cooperative societies as well as low awareness of the
community on cooperatives and inadequate funds. Likewise, there is an inadequate
number of qualified staff, and lack of funds.
2.4.6 Trade
The major role of the unit includes of issuing trade licenses, revenue collections
from business fees, enhancement of small and medium trade and industries,
searching of markets, collection of trade statistics and research, advice the business
community, industrial development, enhancement of private sector and business
registration.
From 2010 -2015 trading activities grew due to favorable condition in agriculture and
good transport of goods from outside the region after construction of tarmac road
Sumbawanga –Tunduma.
Sumbawanga District Council depends on agricultural food production whereby the
surpluses are sold to National Food Reserve Agency (NFRA) and other region like
Shinyanga, Tabora and Mwanza.
Industrial products like clothes, sugar, domestic appliances, spare parts etc brought
to the Region from other part of the Country through Sumbawanga – Tunduma Road.
However the sector is faced with inadequate number of qualified personnel,
transport and financial resources.
2.4.7 Primary Education

Primary education in Sumbawanga District Council is faced with the problem of
inadequate facilities such as lack of permanent classrooms, teacher’s
accommodations, desks and teaching materials. Also the number of teachers in the
District is inadequate compared to number of pupils. This problem is partly
attributed to geographical spread of the District. Equally important, the Primary
education in the district suffers the following bottlenecks: inadequate number of
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teachers, offices and houses as well as learning facilities such as classrooms, books
and desks. Likewise, there is lack of pit-latrines in schools, and teacher’s houses. As
such, enhancing conducive learning environment will foster pupils’ performance.
2.4.8 Secondary Education

Sumbawanga District Council has 21 secondary schools of which 15 are public and 6
are privately owned. However majority of secondary schools in the district are
suffering the following problems: inadequate number of science teachers,
classrooms, desks, latrine-holes, hostels, laboratories and learning materials. A
holistic plan has been geared towards intensifying the situation, yet a lot remains. It
is hoped that the SDC Strategic Plan (2016/17 – 2020/2021) shall largely mobilizing
adequate resources effectively and efficiently achieve the desired objectives.
2.4.9 Finance
Finance department is one of the council’s departments, which deals with collection
of revenue from various sources within the council (own sources), mobilizing funds
from government, donors and other external sources, ensure proper utilization of
funds received from various sources in line with Local Government Financial
memorandum so as to meet the intended goals, safe keeping of various accounting
documents and preparation and timely issuing of various financial reports. The
department of finance has been able to prepare monthly, quarterly and final reports
as well as timely submission to users, collection of revenue from councils’ own
sources. Also, it has managed to establish and use of EPICOR System, respond quickly
to internal audit queries, perform accounting transactions in line with Local
Government Financial Memorandum and hence the council has awarded a clean
certificate of auditing from the Control and Auditor General.
Despite of the above mentioned achievements the Finance department is mostly
faced with the following problems; inadequacy of transport and working facilities
such as computers, Inadequate of office spaces and computer technical knowhow as
well as lack of generator in case of electricity interruption. In order to improve
efficiency in revenue collection the above mentioned limitations should be
addressed. In addition there is a need of introducing new internal sources of income
such as gravel levy, billboard levy, strengthening the market to the international
level, strengthening internal control system and improve working conditions to staff.
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2.4.10 Governance, organization and Management
Effective and efficient governance system is necessary for SDC to execute its core
functions i.e. maintenance of peace and order as well as service delivery to the
community. This enables smooth decision making and hence operationalization of
various activities. The situation can be attained only if accountability, efficiency and
transparency are observed throughout. SDC therefore needs to strategize to enhance
accountability, efficiency and transparency. Another important aspect in enhancing
good governance is efficient flow of information in the community. The SDC
management is trying to ensure that there is proper information flow between its
staff and community and vice versa. This calls for intensifying efforts for improving
information feedback mechanism, adherence to councils’ rules and regulations and
make decision making process more transparency and participatory.
Proper implementation of planned activities requires availability of adequate and

qualified personnel. This enable effective and efficiency implementation of
activities and hence realization of the set objectives and vision at large. Currently
the council has inadequate number of not only qualified staff but working facilities.
This retards work performance. There is a need of recruiting staff to fill the
vacancies as well as upgrading the skills of the existing staff to attain the required
qualifications in order to foster implementation of the core mission of the council.
Provision of adequate working facilities and conducive working environment needs to
be given high priority to retain and motivate staff.
2.4.11 Legal Services

Legal section is one of the council’s independent sections that deal with all legal
matters in the council, to handle all the council cases in court, drafting and handle
all contractual matters that involve the council, ensuring legal facilities are
available in the council, drafting of by-laws and make sure they are used
accordingly, making sure the ward council conduct the cases effectively. The legal
section has two legal officers who deal with mentioned issue.
2.4.12 Internal Audit

The Local Government Finance Act No 9 of 1982 requires the accounts of every
District Council to be audited internally by an Internal Auditor employed by the
authority concerned. Internal audit is part of the internal control system established
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by the Council Management. The internal Audit unit is an Independent appraisal
center within the council for the review of accounting, financial and other
operations as a basis for internal control. It is a managerial control tool which
functions by measuring and evaluating the effectiveness of other controls. The
Internal Audit section comprises of four staffs - The District Internal Auditor and
other three internal Auditors.
2.4.13 Sports and Culture

Sports and Culture are units under education department in the council. Its role is to
deal with the development of sports and culture in the council. Although there was a
challenge of lack funds, many achievements have been attained due to the existence
of sports and culture unit; Most of these achievements are cross cutting issues like
sports awareness, Uhuru torch and decrease in prevalence of HIV/AIDS from 7% in
2005 to 5.8% by the year 2015.
2.4.14 Procurement and Supply (PMU) Unit.

Procurement and Supply is a Unit established in order to ensure funds provided for
procurement activities are well utilized as recommended by the public procurement
Act and its Regulations so as to get value for Money for all procurement done. Apart
from challenge exist in the sections, but has leads to the Council projects to be in
good condition, because it ensure all procedure in goods are followed.
2.4.15 Election Unit

Sumbawanga District Council has 27 Wards, 114 villages and 494 Villages; Election
Unit is deal with identifying boundaries of villages, Sub villages and wards, co-
coordinating good governance issues through filling gaps of village leaders and Sub
village leaders. It has done through Local government election where it found vacant
posts and it has renewed to the whole posts after 5 years. Although the Unit is
dealing with co-ordination of general election whereby Present Member of
Parliament and Ward councilors are elected, also it provides training on good
governance to all leaders elected through local government election and general
election.
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2.4.16 Information Communication and Technology (ICT).
Rapid development in ICT Worldwide has created new opportunities and challenges
in business development and transactions, service delivery and decision making
process. Use of ICT is important since it facilitates SDC mission because of its power
in facilitating knowledge creation, processing, storage, sharing, dissemination and
assimilation. Despite these achievements, the use of ICT at SDC is constrained with
various limitations including inadequate ICT infrastructure and software that need to
be addressed during the next five years.
2.4.17 Environments and Solid Wastes Management Department

Environments and solid Wastes Management Department is one of the councils
departments, established in 2010, and has two sections one deal with Solid Wastes
Management and another deal with Environments. The departments has managed to
emphasis on establishments of improved pit latrines, use hand washing facilities,
construction of pit latrines, and general environments cleaning in all 27 Wards of the
District.
In collaboration with other departments i.e Land and natural resources department
emphasis on environment management and conservation in all wards of the District
are provided. Through Sanitation and Hygiene campaign achievements have been
significantly marked, as since 2013 no cholera cases have reported to June 2015.
Despite of the achievements, met challenges of environmental Management are

prevailing issues of deforestation due to unsustainable agricultural practices,
charcoal burning, timber production etc, destruction of water sources, effects of
climate change pose great challenge on environmental conservation, issues of staffs
funds, transport facilities and irresponsibility of some local leaders in
implementation of sanitation campaign and environmental conservation.
In order to improve efficiency in Environment Management and Solid wastes, as well

as sanitation and hygiene improvement the above mentioned limitations should be
addressed. In addition the way to success in environmental matters needs
collaboration and participation of all stakeholders.
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2.5 Summary of strengths, weaknesses, opportunities and Challenges (SWOC)
Based on the analysis of the internal and external environment the following is the
summary of strengths, weaknesses, opportunities and challenges that SDC has to
address and exploit.
2.5.1 Strengths
 A legal entity established on the basis of the Constitution of the United
Republic of Tanzania
 Existence of well defined organizational structure Availability of qualified
staff
 Existence of functioning by-laws
 Availability of working equipment like computers, and vehicles
 Existence of infrastructure to enhance service delivery.
 Availability of Land use plans to some of villages
 Existence of staff training programme
 Existence of team work spirit
 Availability of council comprehensive health plans (CCHP)
 Availability of AIDS control plans at all level within the council
 Availability of relevant planning and accounting systems i.e. PlanRep and
EPICOR
2.5.2 Weaknesses
 Inadequate working facilities and equipments
 Inadequate number of qualified staff
 Lack of head office buildings
 Inadequate adherence to laid down laws, regulations and procedures
 Inadequate financial resources to operationalize council missions
 Dilapidated infrastructures
2.5.3 Opportunities
 Unity and political stability
 Positive support from the Central Government
 Availability of abundant diversified natural resources endowments
 Existence of national programmes and policies relevant to SDC activities
 Existence of organized and active primary cooperatives, SACCOS, and NGOs,
 Availability of fertile land
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 Presence of conducive environment to support agriculture, livestock and
human settlement
 Existence of potential internal and external development partners
2.5.4 Challenges
 Unreliable rainfall
 Traditional and cultural related practices
 Low development of infrastructure
 Low income of individuals
 Poorly working conditions
 Untimely release of funds from the central government
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CHAPTER THREE
VISION, MISSION, VALUES, STRATEGIC OBJECTIVES, KEY TARGESTS AND
STRATEGIES
3.1 Introduction
This chapter provides the context and the operational framework within which the
SDC Strategic Plan (2016/17 – 2020/2021) anchors on. It presents the SDC’s vision,
mission, values or guiding principles, strategic objectives, key targets and strategies.
In respect to the strategic planning process, strategic areas have also been
identified. Under each strategic objective, key targets and strategies have been
developed in order to guide the activities of the Council during the next five years
(2016/17 – 2020/2021).
3.2 Vision
The vision of Sumbawanga District Council is to deliver top quality services to its
community
3.3 Mission
The mission of Sumbawanga District Council is to involve the community and other
stakeholders in planning and implementation of socio-economic development
activities using good governance principles in order to improve the wellbeing of the
people.
3.4 Values
The operationalisation of the Sumbawanga District Council mission is guided by eight
major principles that constitute what the district value most. These values are:
i. Integrity and Accountability shall guide the way the district council will be
discharging its responsibilities and therefore its accountability for the
outcomes;
ii. Fairness shall guide equitable provision of high quality services to all
community members of the council;
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iii. Transparency shall guide the practice of openness in decision making and the
provision of services by the council;
iv. Respect for the individuals who constitute a core resource of SDC shall be
recognized with a view to developing mutual relationships and fairness while
embracing diversity in order to promote innovation and creativity;
v. Effectiveness, that is, output-oriented spirit shall be cherished and strived by
the SDC in delivering quality of services to its customers.
vi. Efficiency in serving both internal and external customers with optimal
consciousness in the use of its limited resources, at minimum cost in service
delivery and intelligent use of time.
vii. Participatory management by involving its internal and external
stakeholders not only in decision making process but also in working in teams
and in a transparent manner
viii. Continuous learning is a conviction of the SDC taking cognizant that
knowledge will never be complete unless collaborative and continuous
learning is enhanced
3.5 Strategic Objectives, Area of Implementation, key Targets and Strategies

3.5.1 Strategic Objective I
Improve accessibility, equity and provision of high quality education services
to the communities in the Council.
3.5.1.1 Secondary Education

Key Targets
 Enrollment Rate of Form One students in secondary schools increased from
98% to 100% by the year 2020/2021.
 School Class rooms increased from 167 in 2015 to 250 by the year 2020/2021
 Number of teachers house increased from 77 in 2015 to 303 by the year
2020/2021
 Pit latrine holes increased from 241 in 2015 to 250 by the year 2020/2021
 Number of hostels increased to 22 in 2015 to 44 by the year 2020/2021
 Number of Laboratories increased to 5 in 2015 to 45 by the year 2020/2021
 Secondary School Furniture increased from 5,013 in 2015 to 9,094 by the year
2020/2021
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 Pass Rate in National exams in action increased from 93.8% to 100% for Form II
and from 75% to 90% for Form IV and VI by the year 2020/2021
 Qualified teachers increased from 303 in 2015 to 393 by the year 2020/2021
 Teacher’s resource centres increased from 0 in 2015 to 4 by the year
2020/2021
 Conducive Working Environment ensured to staffs in secondary schools from
60% to 98% by the year 2020/2021
 HIV/AIDS and Family Planning Education ensured to teachers and Students
from 40% in 2015 to 90% by the year 2020/2021
 Department’s performance efficiency increased from 60% to 98% by the year
2020/2021
Strategies
 Ensure adequate classrooms to meet the required pupils-classroom ratio
 Ensure adequate desks for pupils
 Ensure adequate latrines to meet the national ratio of latrine hole of 1:20 for
girls and 1:25 for boys
 Ensure adequate hostels and laboratories to meet the demand
 Ensure at least three teachers’ resource Centre
 Ensure and recruit adequate number of qualified teachers
 Solicit adequate funds from both internal and external sources
 Involve stakeholders on health education to reduce HIV/AIDS infections.
3.5.1.2: Primary Education

Key Targets
 School buildings increased from 662 in 2015 to 1057 by the year 2020/2021
 Pit latrine holes increased from 1195 In 2015 to 2013 by year 2021
 Number of Desks increased from the from 10,937 In 2015 to 21,007 by year
2021
 Primary school shelves increased from 193 In 2015 to 203 by the year 2021
 Primary schools books ratio to pupils from a share of 1:3 in 2015 to 1:1 by the
year 2021
 Primary schools cupboard increased from 206 in 2o15 to 400 by year 2021
 Primary school tables increased from 917 in 2015 up to 1802 by year 2021
 Qualified teachers increased from 1365 in 2015 to 2206 by the year 2021.
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 Performances for standard seven pupil’s rate raised from 42% in 2015 to 85%
by the year 2021
 Teachers’ resource centres increased from 8 in 2015 to 15 by the year 2021.
 Literacy rate in the Council increased from 52% during 2015 to 75% by the
year 2021
 AE/NFE –MIS expanded from 5 wards in 2015 to 27 wards by 2021.
 Library services improved in 5 wards in 2015 to 27 by 2021
 Polytechnic centres improved from 0% in 2015 to 50% by the year 2021
 Department’s performance efficiency increased from 50% to 95% by the year
2020/2021
Strategies
 Construct adequate classrooms to meet the required pupils-classroom ratio
 Provide adequate desks for pupils
 Construct adequate latrines to meet the national ratio of latrine hole of 1:20
for girls and 1:25 for boys
 Construct adequate teachers offices to improve their working environment
 Train and recruit adequate qualified teachers and facilitators
 Establish adequate teachers’ resource centres
 Construct and renovate the three library buildings in three wards.
 Sensitize stakeholders to support AE/NFE-MIS Project.
 Enroll out of school children (11-13 yrs old) youth (14-18 yrs old) in COBET
Classes
 Enroll illiterate and semiliterate adults in ICBAE Programme.
 Acquire and distribute teaching and learning materials.
 Construct polytechnic canters
 Enroll std VII leavers into polytechnic centers.
3.5.1.3 Community Development

Key Targets
 Capacity of communities to develop local responses to the challenges of their
own development through their self help spirit from 10% in 2015 to 30% by the
year 2021.
 Young people empowered with knowledge and skills to dialogue about
sexuality, attitudes and practices that protect them against HIV- infection and
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to access reproductive health services from 16 youth groups in 2015 to 25
youth groups by the year 2021
 Loans to women and youth economic groups to be provided from 173 groups in
2015 to 180 by the year 2021.
 Communities’ contribution on development projects from 20% in 2015 to 50%
by the year 2020
Strategies
 Build capacity on the strength, creativity and determination of communities
to find out their own solution to problems within the communities
 Sensitize parents and guardians to discuss with their children about sexuality
and reproductive health issues
 Enhance community capacity on how to initiate and strength economic groups
 Sensitize community to contribute full in their development projects
3.5.2 Strategic Objective 2

Provide high quality health services to the Communities in the District.
3.5.2.1 Health
Key targets
 Maternal Mortality Rate reduced from 37/100,000 in 2015 to 27/100,000 by
the year 2021.
 Immunization coverage to women of child bearing increased from 98% in 2015
to 99% by 2021.
 Increase community participation in health promotion, prevention and home
based care for communicable and non-communicable diseases, maternal new
born and child health and nutrition.
 Family planning acceptance rate increased from 45% in year 2015 to 65% by
2021.
 Mortality due to malaria among children under five years reduced from 8.7% in
2015 to 2% by 2021.
 New TB cases reduced from 240 in 2015 to 105 by the year 2021.
 To reduce disease epidemic infection rate from 1.0% in 2015 to 0.5% by the
year 2021.
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 Population accessible to water supply increased from 45% in 2015 to 60% by
2021.
 Institutions accessible to acceptable latrines increased from 60% in 2015 to
90% by the year 2021.
 To increase waste management at health facilities from 50% in 2015 to 80% by
the year 2021.
 To equip all health facilities with adequate and essential medical equipment,
pharmaceuticals and diagnostic supplies from 60% in 2015 to 80% by 2021.
 Household membership to the community health fund (CHF) increased from
30% in 2015 to 50% by the year 2021.
 Dental health services in health facilities expanded from 20% in 2015 to 40%
by year 2021.
 To reduce mental illnesses from 6% patients per year to 3% by 2021.
 New HIV infections & other sexually transmitted diseases reduced from 1.9 in
2015 to 1.2% year 2021.
 Health human resource gap reduced from 42 % in 2015 to 28% by 2021.
Strategies
 Collaborate with various stakeholders to construct adequate health facilities
 Rehabilitate the existing health facilities so as to provide the required
services
 Recruit skilled personnel and upgrade those with lower cadres
 Introduce attractive packages for health workers
 Procure and enhance maintenance of basic medical equipment’s, medicine
and supplies.
 Promote efficiency & effective use of medical supplies and drugs
 Use appropriate measures to reduce malaria infections
 Strengthen childhood nutritional interventions.
 Build capacity to community health workers on IMCI, maternal, newborn and
child health package
 Establish community participatory planning, implementation and monitoring
of community based MNCH interventions
 Improve access to voluntary HIV counseling and testing
 Enhance community based HIV/AIDS prevention interventions
 Raise community awareness on TB and other diseases
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 Establish measures to combat neglected tropical diseases
 Increase access to clean water and improved sanitation
 Promote and strengthen community participation in hygiene and sanitation
interventions.
 Create awareness on occupational health hazards at working places
 Establish formal private public partnership with various stakeholders to
enhance effective health service delivery
 Strengthen capacity of health worker in prevention, diagnosing and
management of non-communicable diseases.
 Establish and capacitate emergence prepared team
3.5.2.2 HIV/AIDS Unit

Key Targets
 District and Community HIV/AIDS response and advocacy strengthened from 10
in 2015 to 50 drama groups by June 2021.
 Risk of HIV infections among the most vulnerable groups reduced in 30 villages
by June 2021.
 Social support for PLHIVs, OVC, disabled and widows to 29 wards facilitated
by June 2021.
 Income generating activities of 5 CSWS and 5 of women working in
recreational centers supported by June 2021.
 People living with HIV groups strengthened from 11 in 2015 to 30 groups by
June 2015
 Council HIV/AIDS comprehensive plan implemented by June 2021.
 Departments implementing Workplace HIV/AIDS programme increased from 3
in 2015 to 16 departments by June 2021.
 HIV counseling and testing services expanded in 29 wards by June 2021.
 School based gender sensitivity sexual reproductive health and HIV/AIDS
education strengthened in 30 primary schools and 15 secondary schools by
June 2021.
Strategies
 Conduct awareness creation meetings to stakeholders on the effect of
HIV/AIDS and how can be managed
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 Sensitize community to practice strategies for reducing HIV/AIDS infections
 Establish and support HIV/AIDS sensitization groups

 Expand and improve services for containing HIV/AIDS
 Initiate fund sources for PLWHA
 Sensitize the community in general, and in groups and PLWHA to adhere with
ART services
 Building capacity to WMACs and VMACs
 Community mapping and theatre against HIV/AIDS strengthened

Enhance Supply of safe and clean water within applicable distances and improve
environmental sanitation to the communities in the District.
3.5.3.1 Water Supply

Key targets
 Population supplied with clean and safe water at acceptable distances
increased from an average of 45% in 2015 to 85% by the year 2021.
 Water sources cleanness and management increased from 25% in 2015 to 65%
by the year 2021.
 Department’s performance to deliver quality water supply services increased
from 45% in 2015/2016 to 85% by the year 2021.
Strategies
 Sensitize community and other partners to improve water supply services in
villages.
 Involve the community in planning and provision of clean and safe water and
environmental education services.
 Involve community on protection and conservation of water sources.
 Involve the water sector stakeholders in the process of improving efficiency
 Mobilize community to form water user groups (COWSOs).
 Improve qualities of traditional water sources to enhance availability of clean
and safe water.
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3.5.3.2 Environment and Solid waste Management
Key Targets
 Increase number of households with improved toilet, hand washing facilities,
pit latrines, drying rakes (Vichanja), from 18,508 households from 2015 in
2015 to 45,000 households by the year 2021.
 Improve Management of Solid Wastes from 27 % in 2015 to 80% by 2021.
 Increase the number of people involved in sanitation activities, environment
management and conservation from 31% by the year 2015 to 83% by 2021.
 Improve working environment in order to promote working efficiency and
effectiveness from 25% in year 2015 to 75% by year 2021.
 Improve efficiency working of Village Environmental Committees from 16
villages by 2015 to 65 by 2021.
Strategies
 Emphasize the communities on construction of improved toilets, hand washing
facilities, pit latrines and drying rakes through village meetings, regular
supervision and use of bylaws.
 Emphasize the communities in use of pit latrines, villages to have damping
sites, local leaders to safeguard solid wastes disposal at their areas using
bylaws and the council to buy a vehicle for waste collection.
 Increase taskforce in supervision, provision of environment education, and
supervise the implementation of environmental laws ie the environmental
management act of 2004 and Public health act of 2009 and council by laws.
 To ensure follow up to Council Management in facilitating fund to department
in implementation of the Department plans, employment of new staffs.
 Facilitating working of village environmental committees through workshops
and meetings in provision of environmental management education and
supervise the implementation of environmental laws.

Maintenance and construction of adequate infrastructures in the District
3.5.4.1 Works
Key targets
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 Maintenance of 40 bridges and 1,000 culverts by 2021 (Maintenance of 8
bridges and 200 culverts each year).
 Periodic maintenance of roads from 327.7kms, in 2015 to 598.1km by 2021
(119.62 km per year).
 Routine maintenance of roads from 320kms in 2015 to 600 km by 2021 (120 km
per year).
 Spot improvement of road from 300kms in 2015 to 600Km by 2021 (180 km per
year).
 Rehabilitation of road from 320 in 2015 to 900kms of roads by 2021 (180 km
per year).
 Conducive working environment to staff ensured by 2021.
Strategies
 Involve stakeholders in construction of bridges
 Create community awareness on bridges sustainability
 Encourage community participation in improving roads conditions
 Mobilize contractors, village government and community in maintaining earth
and gravel roads
 Solicit adequate funds to enhance works activities

Enhance provision of extension and cooperative services, Credit schemes,
industries for improving quality of agricultural and livestock products,
marketing services and food security in the Council
3.5.5.1 Agriculture
Key targets
 Cereal production raised from 2 tonnes per hector per household in 2015 to 4
tonnes per hector per household by 2021.
 Agricultural storage facilities improved from 14 in 2015 to 24 by the year
2021.
 Agricultural implements and Machines increased from 500 units in 2015 to 800
by 2021.
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 Agro-forestry and environmental conservation management practices
enhanced from 40% in 2015 to 70% by the year 2021.
 Access to agricultural technology and innovation improved from 40% in 2015 to
75% by 2021.
 Working environment to agriculture extension workers improved from 40% in
2015 to 70% in 2021.
 Irrigation infrastructure improved from 2 structures in 2015 to 6 structures by
2021.
Strategies
 Increase the number of agriculture extension workers in the rural areas,
 To ensure the availability of motor cycles
 Conduct training on production and marketing of agriculture products
 Construction of crop handling ware-houses,
 Construction of village marketing centres.
 To ensure availability of power tillers and tractors,
 To ensure availability of light-farm operation implements.
 To conduct Village Land Use Planning and Management programme.
 Construction of Ward Agricultural Resource Centres
 To ensure all requirements for staffs are available
To ensure irrigation infrastructures improved
3.5.5.2 Livestock
Key targets
 Control livestock priority disease of East coast Fever, New castle disease, Foot
and Mouth disease, black quarter, African swine fever, Rift valley fever and
Lumpy skin disease for 75% by 2015/2021
 The number and quality of livestock infrastructure improved from 45% in 2015
to 75% by 2020/2021.
 Improve quality and extension livestock services from 50% in 2015 to 75% in
year 2020/2021.
 Conserve and strength indigenous ufipa cattle breed from 45% in 2015 to 80%
by the year 2020/2021.
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 Improve quality and quantity of hide and skin production from 25% in 2015 to
75% 2020/2021.
 Conflict reduced between farmers and livestock keepers to all villages from
60% in 2015 to 30% by 2020/2021.
 Conducive working environment to staff ensured from 40% in 2015 to 70% by
2021.Fish production, fishing and fish marketing intervention improved from
45% in 2015 to 70% 2021.
 Appropriate use of fishing practices and enforcement of Fisheries Act 2003
increased from 50% In 2015 to 65% 2021.
 Fish ponds infrastructure improved from 141 in 2015 to 250 by 2020/2021.
Strategies
 To ensure enough vaccine and drugs for livestock disease control
 Increase the number of Livestock Field extension officers
 Facilitate the construction of livestock service infrastructures
 Facilitate animal Village Land Use Planning and Management programme.
 Facilitate procurement of extension kit and motor-cycles for extension
officers.
 To conduct training to livestock keepers on hides and skin processing
 To ensure the availability of all office necessity by 2021.
 Sensitize community on appropriate fishing practices.
 Facilitate community to access appropriate fishing facilities.
 Sensitize and involve people in sustainable natural resources management
activities as well as environmental conservation.
3.5.5.2 Cooperatives
Key targets
 Increased number of cooperative society from 29 to 40 by the year 2021
 Built capacity of the cooperative society unit by increasing the number of
Cooperative management staff from 34 staff in 2015 to 84 by 2021.
 Promote market service from 25% in 2015 to 75% by the year 2021.
 Strengthen working efficiency within the department by increasing
productivity from 20% in 2015 to 75% by the year 2021.
 Increase income capabilities of cooperative societies from Tshs. 66,167,130/-
in 2015 to 5,000,000,000/- by 2021
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 Reduce misappropriation in cooperative society from 80% in 2015 to 25% by
year 2020
Strategies
 Sensitize the formation of cooperative society
 Involve community to formulate cooperative society
 Provide market education to cooperative members
 Improve working efficiency to the Management cooperative staff
 Provide consultation to cooperative members in order to raise their shares
saving, deposit and other contributions.
 Strengthen auditing and proper keeping of books of account documents.
3.5.5.3 Trade
Key targets
 Expanded traders in informal sector from 800 in 2015/16 to 1500 by year
2020/2021
 Increased provision of license from 801 in 2015 to 1500 by the year 2020/2021
 Increased small scale industries from 135 in 2015 to 450 by the year 2020/21
 Extended service delivery on trade by increasing the number of markets
from11 in 2015 to 27 by the year 2020/2021
 Diversified businesses from 46 in 2015 up to 55 by the year 2020/21
 Improved working efficiency from 50% in 2015 up to 100% by the year
2020/2021
 Strengthened & improved trade in the council from 40% in 2015 to 100% by the
year 2020/2021
Strategies
 Improve working efficiency to the trade staff
 Improve service delivery in business
 Involve stakeholders and businessman to establish small scale industries
 Involve stakeholders to establish and promote markets
 Improve and strengthen service delivery on business running
 Strengthen training system to all traders
 Prepare a programme for acquisition of qualified staff.
 Improve working resources including transport.
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Enhancing Sustainable utilization of land, natural resources and environmental
conservation in the District
3.5.6.1 Town Planning (Land)

Key targets
 increased number of surveyed plots from 500 in 2015 to 1,940 by the year
2021
 Established land registries from 0 village in 2015 to 50 by the year 2021
 Increase planned urban areas from 2 in 2015 to 5 by the year 2021
 Increased revenue collection in land rents from TSH 3M in 2015 to TSH
10,500,000M by year 2021
 Proper village land use plans established from 14 Village in 2015 to 25 villages
by the year 2021
 Enhanced settlement planning in urban oriented canters from 15% in 2015 to
75% in 2021.
 Conducive working environment to 9 staff ensured from 50% 2015 to 85% by
2021.
Strategies
 Involve different stakeholders to prepare base maps.
 Involve different stakeholders in cost sharing of plot land survey.
 Sensitize rural communities on the importance of establishing registries for
keeping of village land recorders.
 Involve stakeholders in upgrading of unplanned areas.
 Sensitize community on importance and obligation of paying land rents.
 Develop and implement appropriate measures to enhance appropriate urban
oriented settlement development
 Develop appropriate land use plans to avoid land conflicts
3.5.6.2 Natural Resources and Environment

Key Targets
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 Improved land and environmental management practices in place from 40% in
2015 to 75% by 2021.
 Increased number of tree planted annually from 1,000,000 in 2015 to
1,500,000 by the year 2021.
 Expanding areas of community forest reserves from 56 in 2015 to 80 hectors
by year 2021.
 Reduced bush fire incidences from 65% in 2015 to 25% by year 2021.
 Raise revenue from natural resource products from 20,000,000 in 2015 to
50,000,000 by year 2021.
 Wildlife management practices enhanced through patrol from 50% in 2015 to
80% by year 2021.
 Publicized and developed tourist attraction from 4 in 2015 to 10 by 2021.
 Improved working environment in order to promote working efficiency and
effectiveness from 50% in 2015 to 100% by year 2021.
Strategies
 Involve community on nursery and the tree planting
 Sensitize and involve people in sustainable natural resources management
activities as well as environmental conservation
 Train and sensitize community on wildlife management practices
 Facilitate development and marketing of tourist centres
 Facilitate appropriate management of wildlife
 Provide improved working tools for staff to promote efficiency and
motivation.
4. 5. 6.3 Beekeeping
Key Targets
 Improve quality of beekeeping products from 30% in 2015 to 60% by the year
2021.
 Increased quantity of honey production from 2 800 kgs in 2015 to 10 000 kgs
by 2021.
 Increased number of people involved in beekeeping activities from 547 in 2015
to 5 000 by 2021.
 Increased number of modern bee hives from 614 in 2015 to 1800 by year 2021.
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 Increase council income from beekeeping from zero shilling in 2015 to
5,000,000 by 2021
Strategies
 Increased number of people involved in beekeeping activities through
formation of beekeeping groups in 20 villages.
 Continuing to provide the knowledge on appropriate beekeeping practices to
the beekeepers.
 Continue providing knowledge on environment, forests conservation and
alternative income generating activities, including beekeeping, in order to
reduce depend direct from the forests.
 Help beekeepers access the markets for their products through taking them to
various exhibitions, like Sabasaba Trade Fair, Agriculture exhibitions and
others.
 Continue soliciting funds from various sources, governments and private

sources, through writing proposals.
 Establish council by laws for beekeeping products income collection
 Involving other stakeholder in improving beekeeping activities

Maintenance of good governance, coordination of planning process and
mobilization of resources for socio-economic development in the district
jurisdiction
3.5.7.1 Planning
Key Targets
 Strengthened monitoring and evaluation system on development projects from
60% in 2015 to 95% by year 2021
 Database unit for enhancing monitoring and evaluation at council level
established from 60% to 90 by year 2020/2021
 Strengthened stakeholders participation in development planning process
from 60% in 2015 to 98% by the year 2021
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 Enhanced working performance in economic sector from 65% in 2015 to 100%
by the year 2020/2021
Strategies
 Involve stakeholders in project development planning process
 Involve different stakeholders in monitoring and evaluation of development

projects
 Provide training on data collection and record keeping for head of department
and sections
 Improve working environment in order to facilitate and motivate staff
3.5.7.2 Finance
Key Targets
 Increased level of revenue from council own sources from 1,723,000/= in 2015
to 3,000,0000/= by year 2021
 Increased Internal Control on Council Fund from 65% in 2015 to more than 90%
by 2021
 Strengthened computerized accounting package (Epic or) from 50% in 2015 to
100% by 2021
 Strengthened and improved use of resources in the council from 65% in 2015
to 90% by the year 2021.
 Improved performance of the finance department from an average of 80% in
2015 to 90% by the year 2021.
Strategies
 Enhance revenue collection from the available sources.
 Establish and strengthen internal control system to all available resources
 Sensitize stakeholders on the importance of paying levies to the council.
 Involve stakeholders to strategize on resource mobilization
 Diversify sources of revenues
 Provide and enhance application of accounting package
3.5.7.3 Internal Audit unit.

Key targets
 Internal control system strengthened from 70% in 2015 to 100% by 2021.
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 Improved preparation of annual audit plans from 75% to 98% by 2021.
 Internal Control System assists to achieve the following primary objectives by
2021.
o The reliability and integrity of information and other operating
activities.
o Compliance with Policies, Plans, Procedures, Laws and Regulations.
o The safe guarding of assets.
o The economical and efficient of use of resources.
o The accomplishment of established objectives and goals for
operations or programs.
o To ensure the availability of clean report.
Strategies
 Prepare a lead schedule of all accounts and projects affected to ensure that
all accounts have been properly audited, verified, scrutinized, vouched,
checked, authorized and maintained.
 Conduct preliminary survey on various projects and departmental accounts for
gathering data in order to prepare annual audit Plan.
 Review and report on the controls over revenues, custody receipts, and
utilization of financial resources of the council.
 Assess the conformity with financial and operational policies and procedures
laid down in statues related to the management of the Council.
 Review the reliability and integrity of financial and operating data so that the
information provided allows for the preparation of accurate financial
statements, Performance reports and other reports for the council.
 Review and report on the systems of internal control in place for the
safeguard of assets, including verification of physical existence of such assets.
 Review and report on the operations and programmes of the Council to
ascertain whether physical achievements are consistent with approved
targets.
Review and report on the adequacy of action taken by heads of departments in
response to Internal Audit Reports and advice them on the effective ways of
implementing the recommendations made in the auditor’s reports.
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3.5.7.4 Administration/Governance
Key Targets
 Suggestion boxes installed to all 27 ward and 114 village offices by the year
2021.
 Statutory Council meetings at both Higher and Lower levels of the Council
held accordingly by year 2021.
 Community members sensitized on war against corruption from 55% in 2015 to
100% by 2021
 Procedures for preparation of survivors benefits and terminal benefits
strengthened from 70% to 100% by 2021
 Enhanced processes for staff assessment, confirmation and promotion from
90% in 2015 to 100% by the year 2021
 Improved accountability, efficiency and transparency from 80% in 2015 to
100% by the year 2021
 Reduced staff indiscipline cases from current 34 in 2015 to 8 by the year
2021
 Adequate working facilities provided increased from 70% to 100% by 2021
 Facilitating skills development for councilors and staffs to 100% by 20121
 Enhancing professional and career development activities to Staffs from 40%
in 2015 to 90% by 2021
Strategies
 Provide suggestion boxes and sensitize the use of it
 Sensitize community on the importance of holding statutory meetings
 Strengthen strategies for preventing and combating corruption
 Develop mechanisms to enhance accountability, efficiency and transparency
 Provide relevant working facilities and equipment to enhance work
performance
3.5.7.5 Human Resources

Key Targets
 Qualified personnel increased from the current 2839 to 3644 by the year 2020
 Improved working environment in the district
 Staff development plan in place and operational
 Adequate working facilities availed
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Strategies
 Recruit adequate qualified personnel to carry out core mission of the council
 Develop appropriate staff incentives and retention packages
 Improve professional skills of staff
 Provide adequate working facilities
 Provide conducive working environment
3.5.7.6 Procurement and Supply Unit

Key Targets
 Ensuring Council contract and Document are well prepared and organized
from 60% in 2015 to 100% by 2021.
 Tendering Documents and advertisements of tender opportunities are well
prepared announced.
 Ensuring a list of register of all Contracts awarded is well maintained.
 Enhance Procurement and disposal by tender procedure are well organized
Strategies.
 Involving of stakeholders’ i.e user departments, Council legal officers in
project implementation process.
 Involving of stakeholders’ i.e user departments, District Engineers to check
and prepare statements of requirements.
 Enhance application of the public procurement Act 2014 and the public
procurement Regulations, 2013.
3.5.7.7 Election Unit
Key Targets
 Village and Sub villages with vacant posts and problems related with election
are solved by 2021
 Enhance good governance skills and HIV AIDS to all Ward, Village and sub
village leaders elected during general election and local government
election by 2021
3.5.7.8 Strategic
 Ensure all wards, villages and sub villages with vacant posts and solving
problems related with election.
58
 Provide training on good governance skills and HIV/ AIDS in work places to all
Ward, Village and sub village leaders elected during general election
and local government election.
 Ensure conducive working environment to Election Officer Staff.
3.5.7.9 Legal Services

Key Targets
 Efficiency of Legal services enhanced from 52% in 2015 to 100% by the year
2021.
 Law materials in the council library and legal section increased from 37 books
in 2015 to 500 by the year 2021.
 Rule of law strengthened from 70% in 2015 to 90% by 2021.
 Improved administrative law from 85% in 2015 to 100% by the year 2021.
 Legal meetings in all council levels enhanced from 65% in 2015 to 98% by
2021.
 Strengthened legal section and legal system enhanced from 80% in 2015 to
100% by the year 2021
Strategies
 Provide training to Ward Development Committee on their roles and
responsibilities.
 Capacitate village government on formulation and procedure of passing village
by-laws.
 Develop appropriate mechanisms for enhancing good governance and rule of
law.
 Provide training to ward tribunal council members on their roles and
responsibilities.
3.5.7.10 CULTURE AND SPORTS.
Key Targets.
 Increased cultural and artisan groups from the current 27 in 2015 to 70 by
year 2021.
 Increased sports club from the current 5 in 2015 up to 27 by the year 2021.
 Increased playing fields from 102 in 2015 up to 169 by the year 2021.
Strategies
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 Sensitize stakeholders form cultural and artisan groups.
 Sensitize stakeholders to construct playing fields.
 Sensitize stakeholders to form new sports clubs.
 Facilitate stakeholders to purchase sports equipment’s.
3.5.8. INFORMATION COMMUNICATION AND TECHNOLOGY (ICT).

Key Targets
 Increase the use of ICT for equitable and sustainable socio-economic and
cultural development of Sumbawanga from 35% in 2015 to 78% by the year
2021.
 Increase the level of awareness on the role and potential of ICT from 35% in
2015 to 78% by the year 2021.
 Access and availability of information at SDC to the society improved from 30%
to 60% by 2021.
Strategies
 Increase awareness campaign for the use and benefit of ICT among council’s
staff and other stakeholders
 Improve ICT infrastructure
 Enhance use of ICT to all core function of the council.
 Improve procedures and standards on the use of ICT facilities
 Create conducive environment for investors in development assistance on ICT
 Establishment of district radio and magazine for providing information to the
society
3.5.8.1 Internal Audit Unit.

Key targets.
 Internal control system strengthened by 2021.
 Improved preparation of annual audit plans by 2021.
 Internal Control System assists to achieve the following primary objectives by
2021.
o The reliability and integrity of information and other operating
activities.
o Compliance with Policies, Plans, Procedures, Laws and Regulations.
o The safe guarding of assets.
60
o The economical and efficient of use of resources.
o The accomplishment of established objectives and goals for
operations or programs.
o To ensure the availability of clean report.
Strategies
 Prepare a lead schedule of all accounts and projects affected to ensure that
all accounts have been properly audited, verified, scrutinized, vouched,
checked, authorized and maintained.
 Conduct preliminary survey on various projects and departmental accounts for
gathering data in order to prepare annual audit Plan.
 Review and report on the controls over revenues, custody receipts, and
utilization of financial resources of the council.
 Assess the conformity with financial and operational policies and procedures
laid down in statues related to the management of the Council.
 Review the reliability and integrity of financial and operating data so that the
information provided allows for the preparation of accurate financial
statements, Performance reports and other reports for the council.
 Review and report on the systems of internal control in place for the
safeguard of assets, including verification of physical existence of such assets.
 Review and report on the operations and programmes of the Council to
ascertain whether physical achievements are consistent with approved
targets.
 Review and report on the adequacy of action taken by heads of departments
in response to Internal Audit Reports and advise them on the effective ways of
implementing the recommendations made in the auditor’s reports.
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CHAPTER FOUR
IMPLEMENTATION, MONITORING, EVALUATION AND REVIEW FRAMEWORK
4.1 Implementation
The District Executive Director (DED), who is the Chief Executive Officer of the
Council, shall be responsible and accountable for the implementation of the SDC
Rolling Strategic Plan ((2016/17 – 2019/2021). The DED, with the support of the
Management, shall regularly report to the Full Council with regards to the Plan
implementation and its overall performance.
Since the Rolling Strategic Plan cuts across all mission activities of the SDC
institutional structure, it is advisable that a Planning Department is dedicated to
coordinate and provide oversight on the implementation, monitoring and evaluation
of the strategic activities. Thus, the respective Departments and Units/Sections shall
be responsible for the day to day implementation of the Strategic Plan with a
helping hand from the key stakeholders.
4.2 Monitoring
A monitoring and evaluation system is needed for effective implementation of this
plan. Therefore monitoring implementation of the plan shall be a continuous
process. Its objectives shall include the following:
i. Determine whether implementation is focused on the fulfillment of the
council mission
ii. Facilitate review of the implementation process
iii. Facilitate feedback to management which is necessary for decision making
iv. Ensure that objectives are being accomplished within the expected
timeframe and taking necessary measures for timely implementation
v. Ensure that the activities are carried out as planned, and that any
deviations are corrected promptly
vi. Ensure that financial discipline as a cornerstone for proper and prudent
use of resources is sustained.
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Monitoring reports shall be prepared quarterly, semi-annually and annually and shall
be presented by the Head of the Planning Department to the organs representing the
SDC Community such as the CMT, Council Standing Committees and Full Council. In
order that the progress reports presented are adequately informative, precise and
therefore credible, Table 4.1 shall guide the format of the progress reports.
Table 4.1: Example of quarterly progress report

S/N Strategic Planned Planned Actual Planned Achieve Remedial
o. objective activities budget expenditure targets ments action
A part from reporting at the various Council committees, there shall be one internal
review meeting annually, bringing together the representative of all internal
stakeholders to review the strategic plan implementation process. Once in two
years, these meetings will also involve external stakeholders. These meetings
together with the discussions in various committees will provide opportunities to
enhance awareness and ownership of the strategic plan.
4.3 Evaluation
In order to assess the Plan performance, there shall be annual Plan Evaluation
exercises for the entire plan period. In order to match activity funding with plan
implementation, evaluation and review; it is recommended that the evaluation
exercises are conducted at the end of the financial year. Two types of evaluations
are further recommended. The first is Interim Evaluation to be conducted after two
and half years and to be carried out by internal evaluators. The second type of
evaluation to be carried at the end of the planned period (five years) using external
evaluators with the assistance from internal evaluators. These reports, including the
quarterly ones, shall form the basic inputs of updating and rolling over the planned
but unexecuted activities of the Strategic Plan activities.
Specifically, the evaluation of the SDC Rolling Strategic Plan ((2016/17 –

2019/2021) shall largely aim at:
i. Establishing whether the Council is mobilizing adequate resources and the use
of such scarce resources is justifiable.
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ii. Assessing the reasons given with regards to success or failure in achieving
implementation targets
iii. Understanding whether the Plan implementation is achieving desired impact
in fulfilling the SDC mission
4.4 Review
Plan review is important in order to remain focused in realizing the SDC core
missions and therefore stay the course to the vision. Plan reviews shall be triggered
by the results of evaluation activities. That is, Plan reviews are meant to be
responses to the shortcomings in the course of Plan implementation. There shall be
minor Plan reviews annually, Medium Plan reviews after two and half years and a
major Plan review after five years.
4.5 Assumptions and Risks
For the objectives of this strategic plan ((2016/17 – 2019/2021) to be achieved, the
following are the major assumptions which need close monitoring and timely
response by SDC management.
i. Continued conducive political and socio-economic environment
ii. Continued willingness of stakeholders to support and respond effectively to
the needs of MDC in implementing the strategic plan
iii. Improved conditions for effective staff retention and motivation.
The major risk is the availability of adequate financial resources to implement the
planned activities for achievement of the strategic plan.
64
REFERENCES
SDC, (2009): Sumbawanga District Council Five Years Strategic Plan 2016-2021
URT, (2000): National Development Vision (2025), Dar es Salaam, Tanzania
URT, (2005): The National Strategy for Growth and Poverty Reduction (MKUKUTA),
Dar es Salaam, Tanzania
URT 2009 The National Strategy for Growth and Poverty Reduction – Draft Document
for Phase II
URT, (1997): National Environmental Policy, Dar es Salaam, Tanzania
URT, (2004): National Environmental Act (2004), Dar es Salaam, Tanzania
URT, (2001): Agricultural Sector Development Strategy (2001) Dar es Salaam,

Tanzania
URT, (1998): Local Government Reform Programme (LGRP), Dar es Salaam, Tanzania
URT, (2008): Local Government Reform Programme II: Decentralization by

Devolution, Dodoma, Tanzania
United Nations, (2000): The Millennium Development Goals (MDGs)
65
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THE UNITED REPUBLIC OF TANZANIA

PRIME MINISTER’S OFFICE

SUMBAWANGA DISTRICT COUNCIL

THE ROLLING STRATEGIC PLAN

In addressing these issues it is important to understand the strengths, weaknesses,

 Inadequate working facilities and equipment’s.

 Unity and political stability.

VISION, MISSION, VALUES AND STRATEGIC OBJECTIVES

We are called to commit ourselves in participatory planning of socio-economic activities

IMPLENTATION, MONITORING, EVALUATION AND REVIEW FRAMEWORK

Assumptions and Risks

1.1 Historical Development of Sumbawanga District Council

Economically, the people in the District Council, mainly depends on agricultural

1.2.1 Planned Targets and Achievements

1.2.1.1 GENERAL ADMINISTRATION

1.2.1.2 POLICY AND PLANNING

1.2.1.4. INTERNAL AUDIT

1.2.1.6. PMU AND STORES

1.2.1.7. TRADE AND ECONOMY

1.2.1.8.CO-OPERATIVES AND MARKETING

Promoting Rural development economies through 42 primary Co-operative

3 Enhancing conducive working environment to Conducive working

1 Supporting the number of groups of PLHIV/AIDS in 6 number of PHLHIV/AIDS

1 Expanding the coverage of agricultural extension Agricultural extension services

4 Enhancing conducive working environment to 10 Conducive working

1.2.1.11. EDUCATION ADMINISTRATION

1 Strengthening School Gender Sensitive sexual

2 Conducive working environment ensured Statutory benefits such as extra Duty

1.2.1.12 PRIMARY EDUCATION

Strengthening School based gender sensitive sexual Education on gender sensitive

3 Increasing Net enrolment rate of standard one Net enrolment rate of

Pass rate in national exams

Implementing Projects at the Sub District Not done due to shortage

Reducing HIV/AIDS infections at working place HIV/AIDS infections at working

4 Increasing pass rate of COBET learners from 35% to Not done

5 Enhance data collection, monitoring and Not done due to shortage of

1.2.1.14 CULTURAL OFFICE

1.2.1.15 SECONDARY EDUCATION

1.2.1.16 VOLUNTARY AGENCY HOSPITAL

1.2.1.17 HEALTH CENTRES

 Prevalence of HIV infection

7 Enhancing Supervisory visit and Working environment improved by 70%

Ensure prolonged life o f PLHAS

Physical infrastructure improved

E n s u re a va i l a b il it y o f d ru g s , Medical store Department provides

1.2.1.19 RURAL WATER SUPPLY

1.2.1.20 WORKS ADMINISTRATION

S/n PLANNED TARGETS ACHIEVEMENT

1. Stigma Denial and Discrimination This target was not implemented

facilitate and supervise natural

1.2.1.23 LAND ADMINISTRATION

1. Increase Planned settlement in We have Five (5) Town ship,

1.2.1.24 LAND MANAGEMENT

S/n PLANNED TARGETS ACHIEVEMENT

1. Promoting and strengthening of Wild life Information was Promoted and

1.2.1.26 FISHERIES OPERATIONS

1.2.1.28 BEEKEEPING OPERATIONS

1.2.1.29 COMMUNITY DEVELOPMENT ADMINISTRATION

S/n PLANNED TARGETS ACHIEVEMENT