THE UNITED REPUBLIC OF TANZANIA
PRIME MINISTER’S OFFICE
REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT
KILIMANJARO REGIONAL SECRETARIAT
Strategic Plan
2011/12 to 2015/16
CONTACT:
REGIONAL COMMISSIONER’S OFFICE,
P.O. BOX 3070,
MOSHI -KILIMANJARO
TEL. 027-2754236/7, 2752184
FAX: 027-2753248
E-mail –raskilimanjaro@pmoralg.go.tz
Website: www.kilimanjaro.go.tz
DECEMBER, 2011
ii
TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................................... III
ACRONYM ...................................................................................................................................... IV
PREFACE ..........................................................................................................................................V
EXECUTIVE SUMMARY .................................................................................................................. VI
CHAPTER 1: INTRODUCTION ......................................................................................................... 7
1.1 INTRODUCTION ............................................................................................................................ 7
1.1.1 HISTORICAL BACKGROUND ........................................................................................................ 7
1.1.2 REGIONAL PROFILE .................................................................................................................. 7
1.1.3 ROLES OF THE REGIONAL SECRETARIAT .................................................................................... 8
1.2 THE KILIMANJARO REGIONAL SECRETARIAT STRATEGIC PLAN 2011/12 TO 2015/16..................... 9
1.3 METHODOLOGY ............................................................................................................................ 9
CHAPTER 2: PERFORMANCE REVIEW OF THE 2010/11 - 2011/12 STRATEGIC PLAN ............. 10
2.1 BACKGROUND............................................................................................................................. 10
2.2 REGIONAL SECRETARIAT STAKEHOLDERS ................................................................................... 14
2.2.1 LIST OF MAIN STAKEHOLDERS ................................................................................................. 14
2.2.2 SERVICES OFFERED AND STAKEHOLDERS’ EXPECTATIONS ........................................................ 15
CHAPTER 3: SITUATIONAL ANALYSIS ......................................................................................... 17
3.1 INTRODUCTION .......................................................................................................................... 17
3.2 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND CHALLENGES (SWOC) ..................................... 17
3.3 CRITICAL ISSUES ........................................................................................................................ 18
CHAPTER 4: TH E 2011/2012 - 2015/2016 STRATEGIC PLAN................................................... 19
4.1 INTRODUCTION .......................................................................................................................... 19
4.2 VISION ....................................................................................................................................... 19
4.3 MISSION .................................................................................................................................... 19
4.4 CORE VALUES ............................................................................................................................ 19
4.5 STRATEGIC OBJECTIVES ............................................................................................................. 20
CHAPTER 5: RESULTS FRAMEWORK ............................................................................................ 29
5.1 PURPOSE .................................................................................................................................... 29
5.2 THE DEVELOPMENT OBJECTIVE................................................................................................... 29
5.3 LINKAGE WITH MKUKUTA ........................................................................................................... 29
CHAPTER 6: MONITORING, REVIEW AND EVALUATION ............................................................ 40
6.1 CONTINUOUS MONITORING AND REVIEW ................................................................................... 40
6.2 MID - TERM AND PLAN COMPLETION REVIEWS AND EVALUATION .......................................... 40
MONITORING AND IMPLEMENTATION MATRIX .................................................................................. 41
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ACRONYM
CCM
Chama Cha Mapinduzi
CBO
Community Based Organization
FBO
Faith Based Organization
FM
GDP
HIV and AIDS
HR
IT
Frequency Modulation
Gross Domestic Product
Human Immunodeficiency Virus and Acquired Immune Deficiency Syndrome
Human Resource
Information Technology
LGAs
Local Government Authorities
MDGs
Millennium Development Goals
MDAs
Ministries, Developments and Agencies
MIS
MKUKUTA
Management Information System
‘Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania’
NACP
National Anti-corruption Program
NACP
National Anti-corruption Program
NGO
Non Governmental Organization
NSGRP
PMO-RALG
PPP
PSRP
RCC
RHMT
RMP
RS
National Strategy for Growth Reduction of Poverty
Prime Minister’s Office Regional Administration and Local Government
Public Private Partnership
Public Services Reform Program
Regional Consultative Committee
Regional Health Management Team
Road Master Plan
Regional Secretariat
RVA
Rapid Vulnerability Assessment
SACAS
Serving and Credit Associations
SACCOS
SP
SWOC
Serving and Credit Cooperative Societies
Strategic Plan
Strength, Weakness, Opportunities and Challenges
TBC
Tanzania Broadcasting Cooperation
TIC
Tanzania Investment Centre
TTCL
UMISETA
UMITAMSHUTA
Tanzania Telecommunication Company
‘Umoja wa Michezo Shule za Sekondari Tanzania’
‘Umoja wa Michezo na Taaluma Shule za Msing Tanzania’
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PREFACE
The Kilimanjaro Regional Secretariat Strategic Plan for the year 2011/2012 to
2015/2016 is a reflection of the priorities of the Regional Secretariat in the next five
years. The plan has been aligned to the first National 5 years Development Plan
2011-2015/16, Vision 2025, National Strategy for Growth and Reduction of Poverty
(MKUKUTA), 2010 CCM Election Manifesto and sector policies.
The Regional Secretariat’s major role is to facilitate development of local government
authorities in realization of goals and targets in relation to community welfare and
national development through ensuring peace and tranquillity, providing technical
advice and capacity building.
This Strategic Plan keeps in focus the challenges facing the Regional Secretariat as
an institution towards empowering and supporting local government authorities to
undertake and discharge their mandated responsibilities effectively and efficiently on
service delivery and exploit available opportunities to enhance socio-economic
development. The plan integrates all recurrent and development activities/projects.
The Plan is geared towards promoting socio-economic development through efficient
coordination between ministries and local authorities, application of principles of
good governance and facilitation of local government initiatives in providing
improved and quality services in order to enhance the socio- economic welfare of the
community as a whole. In addition, the RS Strategic Plan aims to inform its
stakeholders what we plan to do, provide a blueprint to guide its operations and
provide a basis for accountability to its stakeholders.
Leonidas T. Gama
REGIONAL COMMISSIONER
KILIMANJARO REGION
DECEMBER, 2011
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EXECUTIVE SUMMARY
Regional Secretariat Strategic Plan covers the five-year period from 2011/12 to 2015/16.
The plan describes our Vision, Mission, Core Values, Mandate, Objectives, Targets and Key
Performance Indicators.
The Strategic Plan begins with a situation analysis which is meant to provide a review of the
Regional Secretariats’ operating environment, which will impact on the plan and provide
strategic alternatives. The Strategic Plan has taken into account the Tanzania Development
Vision (Vision 2025), National Strategy for Growth and Reduction of Poverty (MKUKUTA),
Millennium Development Goals (MDGs), Sectoral Policies and 2010 CCM Party Election
Manifesto.
The Vision, Mission, Objectives and Core Values of Regional Secretariat were derived from a
detailed review process including Stakeholders’ Analysis, Strength, Weakness, Opportunities
& Challenge (SWOC), Self Assessment and Performance Review. Critical issues that need
interventions during the plan period and which are in line with the Vision 2025 and The
Tanzania Five Years Development Plan (2011/12 to 2015/16) has been identified as:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
(viii)
(ix)
Agricultural Development
Industrial Development
Infrastructure and ICT Development
Improvement of Social Services
Tourism Promotion
Human Resource Development and Training
Environmental Management
Cross-cutting issues addressed
Mobilization of Resources
To address the critical issues and enhance performance, the following set of objectives has
been developed:A. HIV and AIDS prevalence reduced and supportive services improved
B. Enhance, sustain and effectively implement the National Anti-corruption Program
(NACP)
C. Capacity of RS to perform its mandated functions strengthened
D. Economic Services and infrastructure improved
E. Quality Social Services enhanced
F. Good Governance and Administrative Services enhanced
G. Cross- Cutting Issues addressed
The Strategic Plan is divided into FIVE chapters as follows:Chapter 1:
Introduction
Chapter 2:
Performance Review of the previous Strategic Plan, 2010/11 –
2012/13
Chapter 3:
Situation analysis
Chapter 4:
2011/12 - 2015/16 Strategic Plan
Chapter 5:
Results Framework
Chapter 5:
Monitoring, Review and Evaluation
Annex:
Organizational Chart
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CHAPTER 1: INTRODUCTION
1.1
Introduction
1.1.1 Historical Background
Kilimanjaro Region is one of the 26 regions in Tanzania. Its capital is Moshi.
Kilimanjaro region is home to Mount Kilimanjaro. The Region is bordered to the
North and East by Kenya, to the South by the Tanga Region, to Southwest by the
Manyara Region, and to the West by the Arusha Region. Kilimanjaro Region was
established in the early 1960s, until then it was part of the Northern
Province.
The Kilimanjaro Regional Secretariat (RS) was established in June 1997,
as a consequence of national wide reforms which led to the
transformation of the Regional Development Directorates as independent
government departments, headed by Regional Development Directors.
The restructuring culminated into the creation of the Regional Secretariat
charged with the responsibility of backstopping the local government
authorities within Kilimanjaro Region. The Regional Secretariat’s main
function is facilitating the promotion, development, fostering and
upholding of local government and the realization of the goals and targets
of local government authorities in relation to national development goals.
This function entails provision of advisory services and facilitation of the
flow of information, directives, guidelines, policies and laws, and
government funds to the Districts through Local Government Authorities.
1.1.2 Regional Profile
The region covers an area of 13,209 sq. km. or 1.4% of the area of the entire
Tanzania Mainland. Administratively, the Region is divided into six districts namely
Moshi, Rombo, Mwanga, Same, Hai, and Siha with seven Local Government
Authorities. The Region has a total of 30 divisions, 153 wards and 472 villages.
Total population
(2002 Census)
1,376,702
Population Density
(2002 Census)
104 per sq. km.
Population growth rate (2002 Census)
1.6 %
Urban population
(2002 Census)
21 %
Rural population
(2002 Census)
79 %
Total population
(Est. 2010)
1,635,870
Males
(Est. 2010)
797,764
Females
(Est. 2010)
838,106
Regional GDP
(Yr 2010)
Tshs. 1,438,637 mill
Per Capita Income
(Yr 2010)
Tshs. 945,437/=
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Education: Literacy rate: 95% (2010). There are 933 primary schools (887
Government, 46 Private); 313 secondary schools (215 Government, 98 Private),
seven Teachers Training Colleges (three Government, four Private), 77 Vocational
Training Centres (six Government, 71 Private) and five University Colleges (one
public, four private).
Health Facilities: 19 Hospitals including two referral hospitals KCMC and
Kibong’oto Hospitals; (six Government, 13 Private), 36 Health Centres (22
Government, 14 Private) and 341 Dispensaries (152 Government , 189 Private).
Water: Population served with clean and safe water is 72% (2010)
Roads: The region has a good road network linking it with its neighbouring regions
of Tanga and Arusha and to the Republic of Kenya which gives it an access within
and outside the country. In total, it has 3646.07 kilometres of roads out of which
443.8 kilometres are tarmac.
Energy: Firewood and charcoal is still the most dependable source of energy for
domestic use. About 90% of both rural and urban communities use firewood and
charcoal for cooking. All towns are well served with hydro-electricity. 242 (52%) out
of 472 registered villages are connected to the National grid.
Top 10 Common diseases: Malaria, HIV and AIDS, Blood Pressure, Diabetes, TB,
Pneumonia, Cancer, Intestinal worms, Diarrhoea and Skin infections.
HIV and AIDS: In year 2010, HIV and AIDS prevalence in Kilimanjaro stood at
1.9% down from 7.3% in 2005.
Communication: All districts are served with a landline phone service by the
Tanzania Telecommunication Company (TTCL). Mobile phone services (Vodacom,
Tigo, Zain, Zantel, and TTCL) are available in all towns and most parts in the rural
areas. Apart from the nation-wide radio and television services provided by the
Tanzania Broadcasting Corporation (TBC), Independent Television (ITV) and Radio
One. Also there are other local radio services which includes Moshi FM, Kili FM, Hai
FM and Radio Sauti ya Injili. The Regional Secretariat operates the Kilimanjaro
Regional website (www.kilimanjaro.go.tz) as part of its regional development and
communication function.
1.1.3 Roles of the Regional Secretariat
Regional secretariat was established and functions as provided by the Regional
Administration Act, 1997. Based on this Act, the Regional Secretariat (RS) is charged with
the following roles:
(a) Development role: This is done through technical advice and capacities building to
Local Government Authorities (LGAs) that enable them deliver improved and quality
socio- economic services.
(b) Coordination Role: To ensure that social and economic activities are harmonized and
aligned to the national development policies and strategies.
(c) Administrative role: To ensure peace and tranquillity prevail in the region by creating
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enabling environment for LGAs to perform their functions.
The RS’s advisory role and technical backstopping (Capacity building) has so far not
functioned as expected due to the following pitfalls:
 Poor coordination between sectoral Ministries and PMO-RALG
 Inadequate operational funds, particularly Recurrent Budget
 Inadequate number of staff, such as, in each sector there is only one Technical
Advisor (See Organogram in Annex 1)
 Inadequate training programmes
 Inadequate staff remunerations
 Conflicting Laws (Sectoral Laws with 1997 Regional Administrative Act. No. 19).
The future performance depends greatly on the improvement in the coordinative functions
of the RS and the ministries, increased funding, the capacity and the number of personnel
and rationalisation of laws to avoid conflicting actions.
1.2 The Kilimanjaro Regional Secretariat Strategic Plan 2011/12 to 2015/16
This Strategic Plan of the Kilimanjaro Regional Secretariat covers a period of five years
beginning from 2011/12 to 2015/16. The plan not only replaces 2010/11 to 2012/13
Strategic Plan but also is a continuum of the achievements made that need to be
consolidated. The Plan describes the RS’s Vision, Mission, Core Values, and Mandates. This
is then followed by a critical analysis of strengths, weaknesses, opportunities and challenges
(SWOC) in Chapter three. Chapter four defines the objectives of the plan, sets targets, key
performance indicators and outlines the process used to derive them.
The plan lays down the strategic objectives to be applied in the execution of the plan and
shall act as a tool for annual activities, budgeting and eliciting resources from stakeholders
in an effort to realize the vision. It also allocates responsibilities among different officers
thus making it easy for officers to be accountable for the success or failure of their allocated
responsibilities.
This strategic plan will go a long way to contribute to the implementation of various National
Policies all geared at poverty reduction. These National Policies include, (but not limited to),
Vision 2025, MKUKUTA, MKURABITA and Kilimo Kwanza.
1.3 Methodology
The Strategic Plan has been developed in accordance with the Long Term Strategic Planning
and the Budgeting Manual of the United Republic of Tanzania and the National Five Years
Development Plan (2011/12 – 2015/16). The Plan has been prepared in a participatory
manner involving officers and the management of RS. Reference was further made to the
Tanzania Development Vision (Vision 2025), the National Strategy for Growth and Reduction
of Poverty (MKUKUTA), 2010 CCM Election Manifesto, the Public Service Reform Programme
Phase II (PSRP II) and the Millennium Development Goals (MDGs).
In developing the plan, the following activities were undertaken:
 Performance Review for the year 2010
 Situational analysis, which included RS’ Stakeholders Analysis, Strengths, Weaknesses,
Opportunities and Challenges (SWOC)
 Review RS’ Mission, Vision and Core Values and
 Review of the Objectives, Strategies, Targets and Key Performance Indicators.
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CHAPTER 2: PERFORMANCE REVIEW OF THE 2010/11 2011/12 STRATEGIC PLAN
2.1 Background
The purpose of the performance review of the 2010/11- 2012/13 strategic plan was to
determine the levels of achievements, effectiveness and efficiency in the allocation and use
of resources. The end result of this exercise is to be able to come up with some critical
issues and performance gaps for consideration in ensuring planning cycle.
The vision of the Regional Secretariat’s 2010/11 to 2012/13 plan was:
“To be a model Regional Secretariat in the provision of excellent, multiSectoral, technical advisory services and Capacity building support to LGAs
and our stakeholders”.
The mission of the Regional Secretariat was:
“To provide effective, quality technical and administrative support services
to LGAs and our stakeholders for enhancing socio and economic
development”.
During the period 2010/11 – 2012/12, RS registered achievements under the
following set of Key Result Areas (KRA) and Strategic Objectives:
Objective A: HIV/AIDS prevalence reduced and supportive services Improved
Strategy
a) Development of programs to fight the spread of HIV/AIDS infection
b) Provision of support services to HIV infected RS staff and their families
Achieved Targets
a) HIV/AIDS Situation Analysis was conducted to 110 RS staff
b) Sensitization programmes conducted to all seven LGAs using Cinema Van
Challenges
a) Limited resources to meet requirements of the vulnerable groups
b) Budget constraints.
Way forward
a) Take affirmative measures in favour of disadvantaged groups
b) More sensitization programmes undertaken
Objective B: Enhancing and sustaining an effective implementation of the NACP (National Anti
Corruption Program)
Strategy
a) Develop materials and conduct seminars to combat corruption by June 2013
b) Introduce reward system to combat corruption in workplace by June 2013
c) Introduce suggestion boxes to RS and seven LGAs in Kilimanjaro by June 2013
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Achieved Targets
a) Suggestion boxes placed in the district and the region office
Challenges
a) Low uses of suggestion boxes
Way forward
a) Develop materials and conduct seminars to combat corruption
b) Introduce reward system to combat corruption in workplace
Objective C: Capacity of RS to perform mandated functions strengthened
Strategy
a) Improving the working environment.
b) Strengthening Human Resource Management
c) Strengthening management information system (MIS) in RS & 7 LGAs
Achieved Targets
a) Annual budget plans for RS and seven LGAs were developed.
b) Annual procurement plans for RS and seven LGAs were developed
c) 70 employees recruited
d) Two annual workers meetings were conducted
e) All RS staff filled the OPRAS forms.
f) Human Development Plan was developed
g) Five lap tops were procured
h) Client service charter was developed and established
i) ICT system in data management and LAN in RS and LGAs was strengthened
j) Supportive supervisions monitoring and evaluation was conducted
k) LGAs facilitated on recruitment and review of structures quarterly
Challenges
a) Shortage of qualified staff in medical field and other fields
b) Budget constraints
c) Poor knowledge on Information Technology (IT)
d) Bureaucracy in the employment system
Way forward
a) Improving incentive packages
b) Recruiting new staff
c) Training staff on IT
Objective D: Economic services and infrastructure improved
Strategy
a) Provision of technical support in the implementation of economic and
infrastructure development programs in Local Government Authorities
b) Promotion and creation of an enabling environment for investment opportunities
and revival of industries in the Region and LGAs
c) Provision of technical advice on urban and rural planning to LGAs
d) Provision of technical support on modernisation and commercialize of
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agriculture as to increase productivity consistent with Kilimo Kwanza to seven
LGAs
e) Supervision and motoring of Water projects in the seven LGAs by June 2013
f) Provision of technical services on the interpretation of policy, laws and
regulations of Sectoral ministries for implementation by LGAs
Achieved Targets
a) 1500 km road infrastructure maintained, supervised and monitored
b) 214 km of international boundary Tanzania / Kenya serviced
c) Two ‘Nane Nane’ shows conducted
d) Water projects supervised and monitored quarterly
e) Sectoral laws enforced
f) 472 villages, 5,209 plots and 89 farms surveyed
g) Technical services provided and distribution of agricultural inputs Coordinated
and supervised
Challenges
a) Budgetary constraints
b) Inadequate law interpretation
c) Less number of surveyors
d) Destruction of the water sources
e) Increase in population
Way forward
a) Recruit more surveyors
b) Create awareness on law interpretation and reserving the water sources
Objective E: Quality Social services enhanced
Strategy
a) Provision of technical support in the implementation of social service programs
in Local Government Authorities
Achieved Targets
a) Maternity ward building under construction
b) Disease surveillance conducted quarterly
c) Supportive supervision of social services programs conducted in seven LGAs and
in regional hospital
d) Supportive supervision and surveillance of communicable and non-communicable
diseases conducted to seven LGAs
e) Four national examinations facilitated annually
f) SHIMIWI sports facilitated and games participated annually
g) Four High Schools increased in seven LGAs
h) Health facilities increased in seven LGAs
Challenges
a) Budgetary constraints
b) Late disbursement of funds
c) Inadequate number of qualified staff
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Way forward
a) Request allocation for more funds
b) Recruit more staff
Objective F: Good Governance and administrative services enhanced
Strategy
a) Coordination of statutory meetings and national events
b) Provision of administrative and technical support to various stakeholders
c) Maintenance of peace, law and order in the region
d) Implementation of the 2010 CCM Election Manifesto
Achieved Targets
a) 44 statutory meetings coordinated (i.e. Judiciary Board, RCC etc)
b) Eight National Events coordinated
c) Four supervisory and technical services reports on finance, legal and policy
issues prepared
d) One election and two election manifesto reports prepared
e) Four regional and 8 district peace and security committee meetings conducted
f)
Peace, law and order initiatives in the region strengthened
Challenges
a) Low knowledge and skills in law, policies and guidelines interpretation
b) Contradictory political parties interests
c) Late disbursement of funds
Way forward
a) More sensitization to communities
b) Request allocation for more funds
c) Provision of knowledge on law interpretation to councillors and other local
leaders
Objective G: Cross cutting issues addressed
Strategy
a) Conducting of Rapid Vulnerability Assessment on food situation in six Districts
annually by 2013
b) Coordination of Local and trans-boundary disaster control programs by June
2013
c) Coordination of NGOs activities in seven LGAs by June 2013
d) Coordination of Emergency preparedness and disaster response management in
seven LGAs and RS by the end of June 2013
e) Inspection in adhering to environmental and social impact assessment of
development projects in seven LGAs and by June 2013
f) Coordination and support of diversity issues including vulnerable groups and
gender by June 2013
g) Provision of technical support on environmental management to seven LGAs by
June 2013
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Achieved Targets
a) Local and trans-boundary disaster control programs coordinated
b) 20 NGOs activities coordinated in seven LGAs
c) Emergency preparedness and disaster response management coordinated in
Same (Mamba Miamba) and Mwanga
d) Environmental and social impact assessment developed and inspected in seven
LGAs
e) Supportive of diversity issues including vulnerable groups and gender coordinated
Challenges
a) Low response force during the disaster
b) Inadequate funding
c) Low knowledge in environmental and social impact assessment
d) Unavailability of rescue facilities
Way forward
a) Strengthen disaster (Maafa) Committees
b) Provision of rescue facilities
2.2 Regional Secretariat Stakeholders
The RS is a service delivery entity with a wide range of stakeholders
2.2.1 List of main stakeholders
The following is a list of stakeholders:
 Local Government Authorities (LGAs)
 Sectoral Ministries
 Prime Minister’s Office Regional Administration and Local Governments (PMORALG)
 Civil society Organizations (NGOs, CBOs and FBOs)
 General Public/ Community
 Institutions
 Investors
 Development Partners
 Regional Secretariat (employees and other public servants)
 Politicians
 Researchers – Local and Foreign
 Business Communities
 Trade Unions
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2.2.2 Services offered and stakeholders’ expectations
The matrix below summarises the services offered and expectations for each
stakeholder
STAKEHOLDER
LGAs
SERVICE PROVIDED/ EXPECTED
 Provision of technical advice and
capacity building
 Timely
interpretation
and
dissemination of National policies/
guidelines and follow up on
implementation
 Maintenance of peace and order
 Coordination and linking the
Sectoral ministries and LGAs on
technical and professional ethics
 Backstopping of technical issues
Sectoral
Ministries
STAKEHOLDER EXPECTATION
 Correct, timely and reliable advice
 Correct interpretation and timely
dissemination and follow up
 Immediate action
 Timely and correct information/
feedback to both sides
 Reduce duplication of reports
demanded by different authorities
 Professional delivery
 Transfer of staffs from one LGAs to  Balance staff establishment where
another within the Region
appropriate
 Link within the centre and the Local  Timely and correct information
Government Authorities
 To interpret and disseminate  Correct interpretation and timely
policies, guidelines to LGAs
dissemination and follow up
 To monitor and supervise planned
activities to LGAs
 To prepare implementation reports
and timely feedback.
PMORALG
 Interpretation and dissemination of
policies guidelines, directives to
LGAs
 Efficient and timely implementation
of policies and directives
Civil
society  To give them guidelines and advice
Organizations
on time
(NGO,
CBO  Timely recommendation for their
and FBO)
registration
 Involvement
in
Development
activities
 Co-ordination
 Enabling working environment
 Recognition
 Timely and constructive feedback
 Timely submission of reports and
constructive feedback
 Correct interpretation and timely
dissemination and follow up
 Efficient and timely implementation
of policies and directives
 Timely and proper guidelines
 Timely and less bureaucracy
 Realistic recognition
 Proper co-ordination
 Conducive working environment
 Realistic cooperation
General Public/  To
solve
their
problems/  Instantly
Community
complaints.
 To provide social and economic  Adequate
services
 Quality services delivery
 Timely
 Peace and tranquillity
Institutions
 Cooperation
activities
in
 Immediate action
development  Realistic cooperation
15
STAKEHOLDER
SERVICE PROVIDED/ EXPECTED
STAKEHOLDER EXPECTATION
 Involvement
in
development  Correct/ proper advice
activities.
 Timely advice
 Constructive advice
Investors
 Advice on investment opportunities
 Provide National policies
guidelines on investment
 Coordination and facilitation
enable them to invest.
 Correct and reliable information
 Realistic (one stop centre, cut down
bureaucracy)
and  Clear and timely
to  Transparency
 Enabling environment.
Development
Partners
 Conducive environment
 Involvement
in
development  Mutual
and
transparent
activities
cooperation.
 Acceptance and recognition
 Cooperation and timely (less
bureaucracy)
 Timely and proper information and  Transparent and accountability.
feedback pertaining to social
economic programmes.
 Provision of office and equipment.
 Timely and adequate
Regional
Secretariat
(Employees
 Capacity building
and
other  Motivation and recognition
public
 Conducive working environment
servants)
Politicians
 Timely and proper
 Fairness and transparent
 Incentive package and recognition
 Realistic, maintained and
 Sustainable
 Advice
and
coordination
on  Timely and effective Cooperation
Government policies and guidelines
 Maintenance of peace and order.
 Interpretation of policies and
guidelines
 Involvement
in
development
activities.
Researchers –  Recognition and permission to
Local
and
conduct research
Foreign
 Facilitation in data collection
 Immediate action
 Clear and timely
 Mutual
and
involvement
 Timely permission
transparent
Business
Communities
 Cooperation and facilitation of
accurate data and information
 Order, tender, contracts and timely  Transparency, cooperation and
payments.
timely payments
Trade Unions
 Advice on Government policies
 Advice on government policies
 Timely and appropriate advice.
 Remunerations improved
 Cooperation
in
management/  Timely
labour relations matters
 Transparency
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CHAPTER 3: SITUATIONAL ANALYSIS
3.1 Introduction
The purpose of the situational analysis was to determine the social and economic
performance of the Kilimanjaro region so as to be able to come up with decisions
that will lead to the preparation of the revised SP. The focus in this exercise was RS
and LGAs which have been mandated to execute the social and economic functions
of the region. The SWOC tool was used to identify strengths weaknesses,
opportunities and challenges which paved the way to the identification of critical
issues which require government attention.
The following are the outcomes of the situational analysis:
3.2 Strengths, Weaknesses, Opportunities and Challenges (SWOC)
Strengths
 Availability of clear organization structure
 Availability of skilled , experienced and qualified manpower
 Clear vision and mission
 Availability of working facilities and tools
 Participatory management culture
 Presence of Client Service Charter
 Availability of human resource plan
 Succession plan available
 Availability of ICT network
 Presence of Regional Security Committee
 Availability of job descriptions
 Availability of funds
Weaknesses
 Inadequate number of qualified manpower
 Regional hospital not fully equipped
 Absence of land use plan
 Local political interference
 Inadequate regular maintenance of physical and soft infrastructure
 Poor coordination
 Poor record keeping and data base management
 Lack of knowledge of labour laws
Opportunities
 Presence of plantations such as coffee, sugar cane and sisal estates
 Availability of skilled manpower in the labour market
 Development Donors/Partners
 Favourable climatic conditions
 Presence of 2010 CCM Election Manifesto
17







Availability of laws, policies, regulations and directives
Existence of Tanzania Investment Centre (TIC) in the Region
Availability of policies on cross-cutting issues
Availability of renewable energy resources
Presence of agricultural products for agro-industries
Economic integration /East African Community
Presence of water basins
Challenges
 Red-tape in recruiting procedures
 Interruption wild animals in human beings settlement
 Land degradation and scarcity
 Unreliable power supply
 Budget ceiling/ Limited development funding by the government
 Conflicting laws and policies
 Non performing industries
 Environmental degradation
 Unreliable rainfall
 High prevalence of HIV and AIDS infections
 Under utilization of government farms
 Red-tape in procurement procedures
3.3 Critical Issues
After the situational analysis, the following were identified as key areas that need to
be included in the 2011/12 to 2015/16 strategic plan:
 Agriculture modernization and commercialization
 Improvement of physical infrastructure (Energy, roads and ICT)
 Industrial development
 Tourism promotion
 Environmental management
 Social services improvement (Health, Water and Education)
 Human resource development
 Trade and business development (PPP)
 Land use planning and management
 Forest, bee keeping and wildlife management
 Improving the working environment
 Addressing cross-cutting issues (HIV/AIDS, disasters, environment, corruption )
 Promoting economy of the region
 Enhancing quality social service delivery
 Maintaining peace and tranquillity
18
CHAPTER 4: TH E 2011/2012 - 2015/2016
STRATEGIC PLAN
4.1 Introduction
The Strategic Plan for 2011/12 - 2015/16 is the outcome of the review of previous strategic
plan i.e 2010/2011 - 2012/2013 and its pertaining opportunities and challenges in
implementing the planned objectives and activities. The Strategic Plan intends to address
critical issues as identified in the previous strategic plan and SWOC analysis outcome. The
results of the review have necessitated the re-statement of the Vision, Mission, Core Values
and Objectives of the RS.
4.2 Vision
The vision of the Regional Secretariat’s 2011/12 to 2015/16 strategic plan is intandem with the National Vision as under:
“To be a model region with a strong economy and
skilled human resource by the year 2016”
4.3 Mission
The mission of the Regional Secretariat is:
“To
provide
effective,
quality
technical
and
administrative support services to LGAs and other
stakeholders for enhancing socio and economic
development”.
4.4 Core Values
1. Diligence
Work skilfully, efficiently and effectively while maintaining high standards of
discipline
2. Team spirit
Work as a team, sharing experience, information and skills to achieve the
development goal
3. Customer focus
Direct efforts towards meeting the customer’s expectations
4. Integrity
Maintain ethics in delivering services to customers
5. Accountability
Serve our customers responsibly and timely
19
6. Courtesy
Listen and serve customers with respect
7. Participation
Involving as many stakeholders in decision making and implementation
4.5 Strategic Objectives
The 2011/12 - 2015/16 Strategic Plan is built around seven strategic objectives as
outlined below.
4.5.1 Objective A: HIV and AIDS prevalence reduced and supportive
services improved by 2016
HIV and AIDS is a national problem which needs attention. HIV and AIDS rate of
prevalence has been decreasing in Kilimanjaro region (from 7.3% in 2005 to 1.9% in
2010). Hence, in order to sustain the decreasing rate of prevalence there is a need
to conduct more educative campaigns to the community. Since it is also the role of
RS to support efforts in combating HIV and AIDS in the region, the necessity to
advise and sensitize LGAs on the need for continued educative campaigns is more
paramount than ever before. Secondly, since all Ministries, Developments and
Agencies (MDAs) are directed by the government to develop workplace interventions
by providing care support services to staff living with HIV/AIDS, the RS intends to
continue undertaking the following interventions:
Strategies
 Ensure availability of health workers and equipment in all health facilities for HIV
and AIDS management
 Increase and strengthen services for care and treatment of people living with HIV
and AIDS
 Improve provision for control, prevention and spread of HIV and AIDS
Targets
 Number of health workers and facilities increased by June 2016
 Annually seminar on HIV and AIDs organized for all LGAs by June 2016
 HIV and AIDS new infection reduced from 1.9% to 0.5% by June 2016
 Enhanced HIV and AIDS awareness by June 2016
Verifiable Indicators
 Number of health workers and facilities increased
 Decreased percentage of new infections
 HIV and AIDS new infection reduced from 1.9% to 0.5%
 Enhanced HIV and AIDS awareness
Assumptions
 Funds availability in time
 Adequate and committed HIV and AIDS workers
 Availability of support from HIV and AIDS agencies
 Willingness of the people to declare their health status
20
4.5.2 Objective B: Enhancing, sustaining and effective implementation of
the National Anti Corruption Program (NACP) by 2016
A corruption free Tanzania is an aspiration of all citizenry. The National Anticorruption Program aims at reducing corruption incidences leading to a corruption
free society. Combating corruption is one of the primary goals that will lead to
reduction of poverty by ensuring resources are put to the rightful uses. The RS as a
key catalyst of socio-economic development in the region has to facilitate and
participate in the implementation of the NACP.
Strategies
 Conduct sensitization seminars
 Reinforce reward system to whistle blowers/informants
 Encourage the use of suggestion boxes in all LGAs
 Produce and distribute sensitization leaflets in the region
Targets
 Conduct annually seminar to Regional staffs on combating corruption in
collaboration with TAKUKURU by June 2016
 Suggestion boxes fully utilized by June 2016
 Distribute 3000 posture and leaflets to all LGAs by June 2016
Key Performance Indicators:
 Reports on corruption combating seminars produced
 Corruption events reduced
 Complaints reduced
 Whistle blowers/informants rewarded
Assumptions
 Availability of funds
 TAKUKURU will collaborate
 Willingness of the public to expose illegal practices
4.5.3 Objective C: Capacity of RS staff to perform mandated functions
strengthened by June 2016
The Regional Secretariat is responsible for ensuring peace and tranquillity,
enhancing the delivery and management capabilities, and financial sustainability of
local governments through technical advice and capacity building. In this
endeavour, it has to develop plans and budgets and monitor implementation on a
quarterly basis.
Conducive working environment, including human resource
development and ICT enhancement has to be in place. For RS to perform its roles
and functions efficiently and effectively human resource capacity has to be
enhanced in collaboration with the respective ministries.
21
Strategies
 Improving the working environment and facilities/supplies
 Strengthening Human Resources
 Strengthening Management Information System (MIS) in RS and seven LGAs.
 Provide quality management and accounting services for the RS
 Reviewing RS Client Service Charter
Targets
 Four HR Development Plan reviewed and implemented by June 2016
 Tooling and retooling of physical and software for RS offices by June 2016
 Recruitment in RS and seven LGAs facilitated by June 2016
 Review of RS Client Service Charter by June 2016
 Establish HR and Regional Profile database by June 2016
 Staff audit conducted by June 2016
 Four annual plans and budgets in RS and seven LGAs developed and implemented
by June 2016
 Four annual procurement plans in RS and seven LGAs developed and implemented
by June 2016
 35 government buildings rehabilitated by June 2016
 Financial services coordinated by RS and six Districts by June 2016
 Human Resources Development Plan reviewed by June 2016
 Capacitated the RS staff on the application of OPRAS by June 2016
 Five Trade Union meetings and ten workers councils conducted by June 2016
 Two government buildings constructed by June 2016
 Monitoring and evaluation conducted by June 2016
Verifiable indicators
 Number of HR plans developed & Implemented
 Number of RS offices supplied with new working facilities
 Number of staff recruited
 Reviewed Client Service Charter
 Presence of HR data base
 Presence of regional database
 Number of staff trained
 Number of financial reports prepared
 Number of Trade Unions and Workers Councils meetings held
 Number of monitoring and evaluation reports prepared and submitted
 Number of government buildings constructed and rehabilitated
Assumptions
 Stable political environment
 Good governance
 Availability and timely disbursements of funds
 Availability of qualified personnel in the market
22
4.5.4 Objective D: Economic and Infrastructure Services improved by June
2016
The RS has a responsibility for provision of expertise and facilitation on economic
and productive sector as well as infrastructure development. The region needs to
sustain, expand and improve infrastructures, production and tourism in order to
enhance the economy and the well being of the community. For the region to
reduce both income and non income poverty RS will promote investments in
productive sectors, put emphasis on the formation of SACCOs and SACAs.
Agricultural sector (Kilimo Kwanza) which employs 70% of the total population and
contributes more than 60% to the Regional GDP will be given due attention.
Strategies
 Provision of technical support on modernisation and commercialization of
agriculture so as to adhere to “Kilimo Kwanza” to seven LGAs
 Provision of technical services on the interpretation of policies, laws and
regulations of sectoral ministries
 Promotion of rain water harvesting for irrigation, livestock and wildlife
 Provision of technical support in infrastructure
 Provision of technical advice on urban and rural planning to seven LGAs
 Promote small/mid scale industry and revive non functioning industries
 Promotion and creation of an enabling environment for investment opportunities
 Promotion of cooperative societies and farmer associations in seven LGAs
 Promotion and creation of an enabling environment for investment opportunities
 Fostering local participation in industrialization
 Provision of technical support in the implementation of infrastructure
development programmes
 Promotion and publicity of tourist and heritage sites


Enhance access to safe water supply
Provision of technical advice on urban and rural planning in the Region.
Targets
 Regional economic and production activities promoted by June 2016
 Coordinate and supervise technical services and distribution of agriculture inputs
in seven LGAs by June 2016
 Ensure adherence of sectoral laws, regulations and contracts in all seven LGAs
by June 2016
 Promotion of chaco dams (small dams) in seven LGAs by June 2016
 Land use plans prepared by 2016
 Maintain 214 km. of international boundary between Tanzania and Kenya by June 2016
 Regional economic and production activities promoted by June 2016
 Sensitize small scale retailers to participate in trade fairs by June 2016
 Supervise and monitor cooperative societies and farmer associations in seven
LGAs by June 2016
 Promote, supervise and monitor investment, industries and commercial activities
in seven LGAs by June 2016
 Promotion of tree planting, fisheries and beekeeping by June 2016
 Ensure 80% food sufficiency by June 2016
23












Increase number of irrigation projects from three to seven by June 2016
Ensure land use planning is carried out in all six districts in the region by June
2016
Increase the number of promotion and publicity materials by 50% by June 2016
Number of tourists visiting Kilimanjaro region increased by 25% by June 2016
Increase number of tourist sites by June 2016
Provide support to Kilimanjaro Investment Centre (KIC) to conduct two
investment forum by June 2016
Promote Public Private Partnership (PPP) in the region by June 2016
Facilitate linkages of industries to local and international markets by June 2016
Promote agro -processing industries by June 2016
Supervise and monitor 1,500 km road construction by June 2016
Advise five districts to prepared Road Master Plan (RMP) and Municipal Council to
review its RMP by June 2016
Ensure and support the establishment of ICT system for data management all
districts by June 2016
Verifiable indicators
 Increased per capita income
 Agriculture production/productivity increased
 Number of chaco dams (small dams) constructed
 Number of land use plans prepared
 Number of trees planted
 Number of km of International Boundaries serviced and maintained
 Number of km of roads constructed maintained
 Increased number of investments
 Number of trade exhibitions conducted
 Number of agro-processing industries established
 Percentage increase of people with sufficient food
 Increased number of farmers associations and cooperative societies
 Increased number of irrigation projects
 Agricultural and livestock production increased
 Number of promotional and publicity materials in place





Assumptions
Favorable climatic conditions
Funds availability in time
Good stakeholder response
Stable political atmosphere
Good co-ordination and communication.
4.5.5 Objective E: Quality Social services enhanced
Quality Social Services are crucial for socio-economic development of the region and
the community. RS has to facilitate the provision of educational development
services, including administering of primary and secondary schools examinations. It
also has to smoothen the progress of the provision of curative referral hospital
services to LGAs hospitals in the region, by conducting supportive supervision to the
24
existing health services. In addition RS is charged with the duty to extend technical
support services in sports development in LGAs to enhance good health to the
society. Furthermore RS has to ensure water and sanitation projects are functional in
all LGAs.
Strategy
 Provision of technical support in the implementation of social service programs
in Regional Hospital and seven LGAs
 Provision of technical support in the implementation of social service programs in
seven LGAs
 Provide support to vulnerable groups (elderly, disabled and orphans)
 Facilitate the promotion of sports and games
Targets
 Regional referral hospital master plan developed by June 2013
 Regional referral hospital buildings rehabilitated by June 2016
 16 diseases surveillance conducted to Regional Hospital and seven LGAs by June
2016
 Provision of curative services of communicable and non communicable diseases,
and supportive supervision of social services programs, conducted to RH and
seven LGAs by June 2016
 Develop and operationalise RHMT plans annually by June 2016
 Disseminate and support translation of the laws, policies strategies and
guidelines of sectoral ministries by June 2016
 Support an appropriate environment for private health sector development
 Coordinate Health Services in the Region by June 2016
 Support Health Human Resource Management by June 2016
 Ensure the quality of service for Health and Social Welfare facilities by June 2016
 Facilitate emergency and disaster preparedness & response by June 2016
 Establish Regional Hospital Health Advisory Board by June 2016
 Coordinate and monitor vulnerable groups by June 2016
 Provide technical support and facilitation for the development of sports and
games by June 2016
 Facilitate, manage and conduct 16 national examinations by June 2016
 Facilitate the improvement of secondary schools management in all schools in the
region by June 2016
 Supervise the expansion of health infrastructure and facilities in all LGAs by June
2016
 Ensure water and sanitation projects are functional in all LGAs by June 2016
 Facilitate and promote rain water harvesting techniques in all LGAs by June 2016
 Facilitate primary and secondary schools enrolment increase and completion
rates by June 2016
 Technical support and facilitation of national tournaments annually to SHIMIWI,
UMITASHUTA and UMISETA by June 2016
 Identify and support vulnerable groups in all LGAs by June 2016
 Regional hospital fully equipped by June 2016
 Regional Hospital Master plan prepared by June 2016
25
Verifiable indicators
 Regional Hospital Master Plan in place
 Number of government buildings rehabilitated
 Reduced mortality rate, communicable and non communicable diseases.
 Number of personnel trained
 Number of seminars and training conducted
 Regional Hospital Advisory Health Board in place
 Number of sports competitions attended
 Number of national examinations supervised
 Increased sanitation coverage
 Increased water coverage from 72% (2010) to 85% (2016)
 Number of rain water harvesting infrastructure constructed
 Number of vulnerable groups attended
 Increased student enrolment rate from 92% to 100%
 Number of dispensaries and health centres supervised
Assumptions
 Primary school leavers passed at the level of 75% and above and 100% of those
who passed primary school living examination (PSLE) are able to join secondary
schools
 Availability of funds
 Adequate and qualified staff
4.5.6 Objective F: Good Governance and administrative services enhanced by 2016
Good governance is core to sustainable socio – economic growth as it enhances
accountability, transparency, as well as maintenance of peace and tranquillity in the
society. RS has to provide support for effective and efficient financial management.
Proper use of limited resources and adherence to the Procurement Act is important
in enhancing quality service delivery. Coordination mechanism between RS and
different Stakeholders is central to the enhancement of smooth implementation of
administrative and developmental programmes.
Strategy
 Coordination of statutory meetings and national events
 Provision of administrative and technical support to various stakeholders
 Maintenance of peace, law and order in the region
 Implementation of the 2010 CCM Election Manifesto
Targets
 Coordinate 248 statutory meetings by June 2016
 Coordinate 32 National events by June 2016
 Supervise the preparation of 16 supervisory and technical services reports on
finance, legal and policy issues by June 2016
 Conduct 16 regional and 32 district peace and security committee meetings by
June 2016
 Coordinate six official national and international visits by June 2016
 Advice LGAs on public, finance and administrative matters by June 2016
26





Ensure adherence to Government procurement procedures by June 2016
Prepare 10 CCM Election Manifesto implementation reports by June 2016
Coordinate 40 National Events by June 2016
Organize 10 sensitization sessions on Labour law by June 2016
Conduct 12 regional and 24 district peace security committee meetings by June
2016
Verifiable indicators
 Number of Statutory meetings conducted
 Number of National events coordinated and documented
 Number of CCM Election manifesto reports prepared and submitted
 Number of financial, legal and policy issues reports prepared and submitted
 Number of regional and district peace and security committee meetings
conducted
 Number of public complaints reduced
 Number of national and international visits coordinated
 Number of procurement plans and reports prepared
 Number of Statutory meetings conducted
Assumptions
 Availability of funds in time
 Stable political atmosphere
 Commitment of the stakeholders
4.5.7 Objectives G: Cross cutting issues addressed by June 2016
The main thrust of this objective is to address cross cutting issues which if
neglected would hinder successful implementation of the planned socio-economic
programmes. Issues that need to be addressed include disaster management, NGOs
activities, environmental issues, food security, gender mainstreaming and assistance
to vulnerable groups.
Strategies
 Conducting Rapid Vulnerability Assessment (RVA) on food situation in six
districts annually
 Coordination and control of local and trans-boundary diseases in the region
 Coordination of emergency preparedness and rapid disaster response in all
seven LGAs
 Carry out environmental and social impact assessment in development projects
in all districts
 Mainstream gender and youth issues in development programmes
Targets
 24 Rapid Vulnerability Assessment on food situation in seven LGAs conducted
by June 2016
 Local and trans-boundary disease control programs coordinated by June 2016
 Emergency preparedness and disaster response management coordinated in
27



seven LGAs and RS by the end of June 2016
Environmental and social impact assessment of development projects conducted
in seven LGAs by June 2016
Gender and youth issues mainstreamed in development programmes by June
2016
Technical support to the seven LGAs on environmental management provided by
June 2016
Key Performance Indicators
 Number of vulnerable groups coordinated
 Gender and youth issues addressed
 Number of environmental impact assessment conducted
 Number of rapid food assessment conducted
 Number of disaster control programs coordinated
 Number of meetings and reports on disaster preparedness and response
management prepared
 Reports on technical support on environmental management made available to
LGAs
 Number of social conflicts reduced
 Gender and youth issues mainstreamed
Assumptions
 Availability of funds
 Supportive community
 Change of people’s mind set
28
CHAPTER 5: RESULTS FRAMEWORK
5.1 Purpose
The results framework shows how the results envisioned in the RS Strategic Plan will
be measured as well as the benefits that will accrue to its clients and other
stakeholders. It shows the beneficiaries of RS services, planned outcome,
measurable indicators and the overall development objective (goal) which is basically
the overall impact of RS activities. The results framework is the basis upon which
various interventions will be undertaken in the course of the execution of the
strategic planning cycle leading to achievement of the set objectives.
5.2 The Development Objective
The overriding objective of RS is to make LGAs deliver improved services (in terms
of quality, timeliness, effectiveness and efficiency), implement relevant priority
policies, and create a viable environment for accelerated social and economic
growth. The achievement of the overall development objective, among other things,
will be influenced by the level of financial resources made available, previous
investments in infrastructures, accountability on the part of citizens, the
effectiveness of the service delivery under decentralized arrangements as well as RS
capacity at both strategic and operational levels.
5.3
Linkage with MKUKUTA
This strategic plan has seven (7) objectives which contribute to the implementation
of MKUKUTA, with a focus on:
Cluster 1: Growth and Income Poverty Reduction
 Goal 1: Pursuing sound Macroeconomic management
 Goal 2: Reducing income poverty through promoting inclusive, sustainable,
employment and enhancing growth
 Goal 4: Ensuring food security and climate change adaptation and mitigation
Cluster 2: Improvement of quality of life and social well being
 Goal1: Ensuring equitable access to quality primary and secondary education
for boys and girls, universal literacy among men and women and expansion of
higher, technical and vocational education
 Goal 3: Improving survival, health and well being of all children and women
and vulnerable groups
Cluster 3: Governance and accountability
 Goal 1: Ensuring systems and structures of good governance are in place
29
DEVELOPMENT
OBJECTIVE
OBJEC
TIVE
CODE
Result Framework Matrix
LGAs
deliver
improved
services
(in terms of quality,
timeliness
and
efficiency),
implement relevant
priority policies, and
establish conducive
environment
for
private
sector
growth and social
development.
A
OBJECTIVES
PLANNED OUTCOMES
HIV
and
AIDS 
prevalence
reduced
and
supportive

services
Improved
Number of health workers and facilities 
increased by June 2016
Number of health workers and facilities
increased
Annually seminar on HIV and AIDs 
organized for all LGAs by June 2016

HIV and AIDS new infection reduced from
1.9% to 0.5% by June 2016

Enhanced HIV and AIDS awareness by
June 2016
Decreased percentage of new infections
Conduct annually seminar to Regional 
staffs on combating corruption in
collaboration with TAKUKURU by June

2016
Reports on corruption
seminars produced
Suggestion boxes fully utilized by June 
2016

Distribute 3000 posture and leaflets to all
LGAs by June 2016
Complaints reduced
Capacity of RS to 
perform
mandated
functions strengthened

by June 2013
Four HR Development Plan reviewed and 
implemented by June 2016
Number of HR plans developed &
Implemented
Tooling and retooling of physical and 
software for RS offices by June 2016
Number of RS offices supplied with new
working facilities

Recruitment in RS and seven LGAs 
Number of staff recruited


B
Enhancing, sustain and 
effective
implementation of the
NACP
(National Anti 
Corruption Program)

C
INDICATORS
30
HIV and AIDS new infection reduced
from 1.9% to 0.5%
Enhanced HIV and AIDS awareness
combating
Corruption events reduced
Whistle blowers/informants rewarded
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
INDICATORS
facilitated by June 2016



Review of RS Client Service Charter by 
June 2016

Establish HR and Regional Profile

database by June 2016


Staff audit conducted by June 2016

Four annual plans and budgets in RS and 
seven LGAs developed and implemented
by June 2016

Four annual procurement plans in RS and
seven LGAs developed and implemented

by June 2016


35 government buildings rehabilitated by
June 2016

Financial services coordinated by RS and
six Districts by June 2016

Human Resources Development
reviewed by June 2016
Plan

Capacitated the RS staff on
application of OPRAS by June 2016
the

Five Trade Union meetings and ten
workers councils conducted by June 2016
31
Reviewed Client Service Charter
Presence of HR data base
Presence of regional database
Number of staff trained
Number of financial reports prepared
Number of Trade Unions and Workers
Councils meetings held
Number of monitoring and evaluation
reports prepared and submitted
Number of government
constructed and rehabilitated
buildings
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
D
OBJECTIVES
PLANNED OUTCOMES
INDICATORS

Two government buildings constructed by
June 2016

Monitoring and evaluation conducted by
June 2016
Economic services and 
infrastructure improved
by June 2016



Regional economic and production 
activities promoted by June 2016

Coordinate and supervise technical
services and distribution of agriculture

inputs in seven LGAs by June 2016
Ensure adherence of sectoral laws,
regulations and contracts in all seven 
LGAs by June 2016

Promotion of chaco dams (small dams) in

seven LGAs by June 2016

Land use plans prepared by 2016

Maintain 214 km. of international
boundary between Tanzania and Kenya

by June 2016





Regional economic and production
activities promoted by June 2016

Sensitize small scale retailers to
participate in trade fairs by June 2016

Supervise
and
32
monitor
cooperative
Increased per capita income
Agriculture
increased
production/productivity
Number of chaco dams (small dams)
constructed
Number of land use plans prepared
Number of trees planted
Number of km of International
Boundaries serviced and maintained
Number of km of roads constructed
maintained
Increased number of investments
Number of trade exhibitions conducted
Number of agro-processing industries
established
Percentage increase of people with
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
societies and farmer associations in seven
LGAs by June 2016
INDICATORS
sufficient food

Promote,
supervise
and
monitor
investment, industries and commercial

activities in seven LGAs by June 2016
Increased
number
of
farmers
associations and cooperative societies

Promotion of tree planting, fisheries and 
beekeeping by June 2016
Agricultural and livestock production
increased

Ensure 80% food sufficiency by June 
2016
Number of promotional and publicity
materials in place

Increase number of irrigation projects 
from three to seven by June 2016

Ensure land use planning is carried out in
all six districts in the region by June 2016

Increase the number of promotion and
publicity materials by 50% by June 2016

Number of tourists visiting Kilimanjaro
region increased by 25% by June 2016

Increase number of tourist sites by June
2016

Provide support to Kilimanjaro Investment
Centre (KIC) to conduct two investment
forum by June 2016

Promote Public Private Partnership (PPP)

33
Increased number of irrigation projects
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
INDICATORS
in the region by June 2016
E

Facilitate linkages of industries to local
and international markets by June 2016

Promote agro -processing industries by
June 2016

Supervise and monitor 1,500 km road
construction by June 2016

Advise five districts to prepared Road
Master Plan (RMP) and Municipal Council
to review its RMP by June 2016

Ensure and support the establishment of
ICT system for data management all
districts by June 2016
Quality Social services 
enhanced



Regional referral hospital master plan 
developed by June 2016

Regional
referral hospital buildings
rehabilitated by June 2016

16 diseases surveillance conducted to
Regional Hospital and seven LGAs by

June 2016
Regional Hospital Master Plan in place
Provision of curative services of 
communicable and non communicable
diseases, and supportive supervision of

Number of
conducted
34
Number of
rehabilitated
government
buildings
Reduced mortality rate, communicable
and non communicable diseases.
Number of personnel trained
seminars
and
training
Regional Hospital Advisory Health Board
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
INDICATORS
social services programs, conducted to
RH and seven LGAs by June 2016


in place

Develop and operationalise RHMT plans

annually by June 2016
Disseminate and support translation of
the laws, policies strategies and 
guidelines of sectoral ministries by June

2016

Support an appropriate environment for

private health sector development

Coordinate Health Services in the Region

by June 2016

Support
Health
Human
Management by June 2016

Ensure the quality of service for Health
and Social Welfare facilities by June 2016

Facilitate
emergency
and
disaster
preparedness & response by June 2016

Establish
Regional
Hospital
Advisory Board by June 2016

Coordinate and monitor
groups by June 2016

Provide technical support and facilitation
35
Resource
Health
vulnerable
Number of sports competitions attended
Number of
supervised
national
examinations
Increased sanitation coverage
Increased water coverage from 72%
(2010) to 85% (2016)
Number of rain water
infrastructure constructed
harvesting
Number of vulnerable groups attended

Increased student enrolment rate from
92% to 100%

Number of dispensaries and health
centres supervised

OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
INDICATORS
for the development of sports and games
by June 2016

Facilitate, manage and conduct
national examinations by June 2016

Facilitate the improvement of secondary
schools management in all schools in the
region by June 2016

Supervise the expansion of health
infrastructure and facilities in all LGAs by
June 2016

Ensure water and sanitation projects are
functional in all LGAs by June 2016

Facilitate and promote rain water
harvesting techniques in all LGAs by June
2016

Facilitate primary and secondary schools
enrolment increase and completion rates
by June 2016

Technical support and facilitation of
national
tournaments
annually
to
SHIMIWI, UMITASHUTA and UMISETA
by June 2016

Identify and support vulnerable groups in
36
16
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
INDICATORS
all LGAs by June 2016
F

Regional hospital fully equipped by June
2016

Regional Hospital Master plan prepared
by June 2016
Good Governance and 
administrative services
enhanced


Coordinate 248 statutory meetings
June 2016
by 
Number
of
conducted
Statutory
meetings
Coordinate 32 National events by June 
2016
Number
of
National
coordinated and documented
Supervise the preparation of 16 
supervisory and technical services reports
on finance, legal and policy issues by

June 2016
Number of CCM Election manifesto
reports prepared and submitted
events
Number of financial, legal and policy
issues reports prepared and submitted

Conduct 16 regional and 32 district peace
and security committee meetings by June 
2016

Coordinate six official national
international visits by June 2016

Advice LGAs on public, finance and 
administrative matters by June 2016
Number of national and international
visits coordinated

Ensure
adherence
to
Government 
procurement procedures by June 2016
Number of procurement plans and
reports prepared

Prepare
10
37
CCM
Election
and

Manifesto 
Number of regional and district peace
and security committee meetings
conducted
Number of public complaints reduced
Number
of
Statutory
meetings
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
INDICATORS
implementation reports by June 2016
G
conducted

Coordinate 40 National Events by June 
2016

Organize 10 sensitization sessions on
Labour law by June 2016

Conduct 12 regional and 24 district peace
security committee meetings by June
2016
Cross cutting issues 
addressed by June
2016





24 Rapid Vulnerability Assessment on 
food situation in seven LGAs conducted
by June 2016

Local and trans-boundary disease control

programs coordinated by June 2016
Emergency preparedness and disaster
response management coordinated in 
seven LGAs and RS by the end of June
2016

Environmental
and
social
impact
assessment of development projects

conducted in seven LGAs by June 2016
Gender and youth issues mainstreamed in
development programmes by June 2016
Technical support to the seven LGAs on
38

Number
of
coordinated
vulnerable
groups
Gender and youth issues addressed
Number of environmental
assessment conducted
Number of
conducted
rapid
food
impact
assessment
Number of disaster control programs
coordinated
Number of meetings and reports on
disaster preparedness and response
management prepared
Reports on technical support on
environmental
management
made
OBJEC
TIVE
CODE
DEVELOPMENT
OBJECTIVE
OBJECTIVES
PLANNED OUTCOMES
environmental management provided by
June 2016
39
INDICATORS
available to LGAs

Number of social conflicts reduced

Gender and youth issues mainstreamed
CHAPTER 6: MONITORING, REVIEW
AND EVALUATION
6.1 Continuous Monitoring and Review
Implementation of the SP will be reviewed annually. However monitoring will be
continuous throughout the plan period. In total there will be five annual performance
reviews between July, 2011 and June 2016. The reviews can be carried out by
competent officers from the RS or external reviewers commissioned as appropriate.
The reviews will focus on determining whether the planned activities are moving
towards achieving the annual targets - whether they are on track, off track,
unknown or at risk. The reviews will also assess issues, challenges and lessons learnt
over the year and to what extent the outputs delivered are contributing towards the
achievement of the objectives. The review findings will be used as the basis for the
formulation of the following annual plan. The Assistant Administrative Secretaries
(AAS), District Administrative Secretaries (DAS) and Heads of Units will take a lead in
the review process within the Monitoring and Evaluation Unity under the Planning
Section of the RS.
6.2 Mid - term and Plan Completion Reviews and Evaluation
In addition to the annual reviews, there shall also be carried out mid-term and plan
completion reviews. The mid-term review shall be carried out in July, 2014 while the
plan completion review shall be carried out in July, 2016. The objective of the midterm review is to identify and adjust any deviations from the planned direction. The
completion review is aimed at drawing lessons from past performance to facilitate
the formulation of a new strategic plan for the ensuing years.
The description of the specific planned reviews, targets, timeframes and the
responsible Section/Units are detailed under monitoring and implementation matrix
below:
40
Monitoring and Implementation Matrix
OBJECTIVE
TARGETS
Objective A: HIV and AIDS Number of health workers and facilities increased by
prevalence
June 2016
TIME FRAME
RESPONSIBLE PERSON
July 2011 to
June 2016
AAS HS, P & C
Annually seminar on HIV and AIDs organized for all
LGAs by June 2016
-“-
AAS P&C, DAS, AAS HS
HIV and AIDS new infection reduced from 1.9% to 0.5%
by June 2016
-“-
AAS P & C, DAS, AAS HS
Enhanced HIV and AIDS awareness by June 2016
-“-
AAS P & C, DAS, AAS HS
-“-
AAS AHRM, DAS
Suggestion boxes fully utilized by June 2016
-“-
AAS AHRM, DAS
Distribute 3000 posture and leaflets to all LGAs by June
2016
-“-
AAS AHRM, DAS
-“-
AAS P & C, AHRM, DAS
-“-
AAS AHRM, DAS, PMU
Objective B: Enhancing and Conduct annually seminar to Regional staffs on
Sustaining Implementation of combating corruption in collaboration with TAKUKURU
NACP
by June 2016
Objective C: Capacity of RS to Four HR Development Plan reviewed and implemented
perform mandated functions by June 2016
enhanced
Tooling and retooling of physical and software for RS
offices by June 2016
Recruitment in RS and seven LGAs facilitated by June
2016
41
AAS AHRM
OBJECTIVE
TARGETS
Review of RS Client Service Charter by June 2016
TIME FRAME
RESPONSIBLE PERSON
AAS AHRM
Establish HR and Regional Profile database by June 2016
AAS AHRM
Staff audit conducted by June 2016
AAS AHRM
Four annual plans and budgets in RS and seven LGAs
developed and implemented by June 2016
-“-
AAS AHRM, LGMS
Four annual procurement plans in RS and seven LGAs
developed and implemented by June 2016
-“-
PMU
35 government buildings rehabilitated by June 2016
-“-
AAS AHRM, DAS, PMU
Financial services coordinated by RS and six Districts by
June 2016
-“-
AAS LGMS, CA
Human Resources Development Plan reviewed by June
2016
-“-
AAS AHRM
Capacitated the RS staff on the application of OPRAS by
June 2016
-“-
AAS AHRM
Five Trade Union meetings and ten workers councils
conducted by June 2016
-“-
AAS AHRM, AHRM
Two government buildings constructed by June 2016
-“-
AAS AHRM, IS
Monitoring and evaluation conducted by June 2016
-“-
AAS P & C
Objective D: Economic and Regional economic and production activities promoted
Infrastructure Services
by June 2016
Coordinate
and
supervise
technical
42
services
and
-“-“-
AAS P & C, EPS
AAS EPS
OBJECTIVE
TARGETS
distribution of agriculture inputs in seven LGAs by June
2016
TIME FRAME
RESPONSIBLE PERSON
Ensure adherence of sectoral laws, regulations and
contracts in all seven LGAs by June 2016
-“-
AAS IS
Promotion of chaco dams (small dams) in seven LGAs by
June 2016
-“-
AAS IS
Land use plans prepared by 2016
-“-
AAS EPS
Maintain 214 km of international boundary between
Tanzania and Kenya by June 2016
-“-
AAS IS
Regional economic and production activities promoted
by June 2016
-“-
AAS EPS
Sensitize small scale retailers to participate in trade fairs
by June 2016
-“-
AAS EPS
Supervise and monitor cooperative societies and farmer
associations in seven LGAs by June 2016
-“-
AAS EPS
Promote, supervise and monitor investment, industries
and commercial activities in seven LGAs by June 2016
-“-
AAS EPS
Promotion of tree planting, fisheries and beekeeping by
June 2016
-“-
AAS EPS
Ensure 80% food sufficiency by June 2016
-“-
AAS EPS
Increase number of irrigation projects from three to
seven by June 2016
-“-
AAS EPS
Ensure land use planning is carried out in all six districts
-“-
AAS EPS
43
OBJECTIVE
TARGETS
in the region by June 2016
TIME FRAME
RESPONSIBLE PERSON
Increase the number of promotion and publicity
materials by 50% by June 2016
-“-
AAS EPS
Number of tourists visiting Kilimanjaro region increased
by 25% by June 2016
-“-
AAS EPS
Increase number of tourist sites by June 2016
-“-
AAS EPS
Provide support to Kilimanjaro Investment Centre (KIC)
to conduct two investment forum by June 2016
-“-
AAS EPS, P & C
Promote Public Private Partnership (PPP) in the region
by June 2016
-“-
ALL AAS, PMU
Facilitate linkages of industries to local and international
markets by June 2016
-“-
AAS EPS
Promote agro-processing industries by June 2016
-“-
AAS EPS & IS
Supervise and monitor 1,500 km road construction by
June 2016
-“-
AAS IS
Advise five districts to prepared Road Master Plan (RMP)
and Municipal Council to review its RMP by June 2016
-“-
AAS IS
Ensure and support the establishment of ICT system for
data management all districts by June 2016
-“-
IT
Objective E: Quality Social Regional referral hospital master plan developed by June
Services
2016
-“-
Regional referral hospital buildings rehabilitated by June
-“-
44
RMO, AAS HS
RMO, AAS ED
OBJECTIVE
TARGETS
2016
TIME FRAME
RESPONSIBLE PERSON
16 diseases surveillance conducted to Regional Hospital
and seven LGAs by June 2016
-“-
AAS HS
Provision of curative services of communicable and non
communicable diseases, and supportive supervision of
social services programs, conducted to RH and seven
LGAs by June 2016
-“-
RMO, AAS ED
Develop and operationalise
June 2016
-“-
RMO, AAS HS
Disseminate and support translation of the laws, policies
strategies and guidelines of sectoral ministries by June
2016
-“-
RMO, AAS HS
Support an appropriate environment for private health
sector development
-“-
AAS HS, RMO
Coordinate Health Services in the Region by June 2016
-“-
AAS HS, RMO
Support Health Human Resource Management by June
2016
-“-
AAS HS, RMO
Ensure the quality of service for
Welfare facilities by June 2016
-“-
AAS HS, RMO
Facilitate emergency and disaster preparedness &
response by June 2016
-“-
AAS IS, RMO
Establish Regional Hospital Health Advisory Board by
June 2016
-“-
AAS HS, RMO
RHMT plans annually by
Health and Social
45
OBJECTIVE
TARGETS
Coordinate and monitor vulnerable groups by June 2016
TIME FRAME
RESPONSIBLE PERSON
-“-
AAS P & C, RMO, AAS HS
Provide technical support and facilitation for the
development of sports and games by June 2016
-“-
AAS ED, DAS
Facilitate, manage and conduct 16 national examinations
by June 2016
-“-
AAS ED, REO
Facilitate the improvement of secondary schools
management in all schools in the region by June 2016
-“-
AAS ED
Supervise the expansion of health infrastructure and
facilities in all LGAs by June 2016
-“-
AAS HS
Ensure water and sanitation projects are functional in all
LGAs by June 2016
-“-
AAS WATER
Facilitate and promote rain water harvesting techniques
in all LGAs by June 2016
-“-
AAS WATER
Facilitate primary and secondary schools enrolment
increase and completion rates by June 2016
-“-
AAS ED, REO
Technical support and facilitation of national
tournaments annually to SHIMIWI, UMITASHUTA and
UMISETA by June 2016
-“-
AAS ED, REO
Identify and support vulnerable groups in all LGAs by
June 2016
-“-
AAS P & C & HS
Regional hospital fully equipped by June 2016
-“-
RMO, AAS HS
Regional Hospital Master plan prepared by June 2016
46
RMO, AAS HS
OBJECTIVE
TARGETS
TIME FRAME
RESPONSIBLE PERSON
-“-
ALL AAS ,HODs
-“-
ALL AAS, DAS
Supervise the preparation of 16 supervisory and
technical services reports on finance, legal and policy
issues by June 2016
-“-
AAS LGMS
Conduct 16 regional and 32 district peace and security
committee meetings by June 2016
-“-
AAS AHRM, DAS
Coordinate six official national and international visits by
June 2016
-“-
AAS AHRM
Advice LGAs on public, finance and administrative
matters by June 2016
-“-
AAS, LGMS
Ensure adherence to
procedures by June 2016
-“-
PMU, CA
Prepare 10 CCM Election Manifesto implementation
reports by June 2016
-“-
AAS LGMS
Coordinate 40 National Events by June 2016
-“-
ALL AAS, DAS
Organize 10 sensitization sessions on Labour law by
June 2016
-“-
AAS LGMS
Conduct 12 regional and 24 district peace security
committee meetings by June 2016
-“-
AAS AHRM, DAS
Objective F: Good Governance Coordinate 248 statutory meetings by June 2016
and Administrative Services
Coordinate 32 National events by June 2016
Government
47
procurement
OBJECTIVE
Objective G: Cross cutting Issues
TARGETS
24 Rapid Vulnerability Assessment on food situation in
seven LGAs conducted by June 2016
TIME FRAME
RESPONSIBLE PERSON
-“-
AAS EPS
-“-
AAS EPS
Emergency preparedness and disaster response
management coordinated in seven LGAs and RS by the
end of June 2016
-“-
AAS EPS
Environmental and social impact assessment of
development projects conducted in seven LGAs by June
2016
-“-
AAS IS, EPS, LGMS
Gender and youth issues mainstreamed in development
programmes by June 2016
-“-
AAS P & C
Technical support to the seven LGAs on environmental
management provided by June 2016
-“-
AAS IS, EPS, LGMS
Local and trans-boundary
coordinated by June 2016
disease control
48
programs
Annex I
THE ORGANISATION STRUCTURE OF THE REGIONAL SECRETARIAT
(Approved by the President on 3rd June, 2011)
REGIONAL COMMISSIONER
RREGIONAL CONSULTATIVE COMMITTEE
REGIONAL ADMIN. SECRETARY
FINANCE AND ACCOUNTS UNIT
INFORMATION & COMMUNICATION
TECHNOLOGY UNIT
Chief Accountant
Principal Computer Analyst
INTERNAL AUDIT UNIT
PROCUREMENT MANAGEMENT UNIT
Chief Internal Audit
Principal Supplies Officer
LEGAL SERVICES UNIT
Principal Legal Officer
PLANNING AND
COORDINATION
SECTION
HEALTH &
SOCIAL WELFARE
SECTION
EDUCATION
SECTOR SECTION
ECONOMIC AND
PRODUCTIVE
SECTOR SECTION
ADMN. AND
HUMAN RES.
MANG. SECTION
INFRASTRUCTURE
SECTION
WATER SERVICES
SECTION
LGAs MANG.
SERVICES
SECTION
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
Assistant
Administrative
Secretary
REGIONAL
HOSPITAL
Medical Officer
DISTRICT COMMISSIONER
LGAs
DISTRICT CONSULTATIVE COMMITTEE
DISTRICT ADMINISTRATIVE SECRETARYER
DIVISION OFFICER
49