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TAMPEREMWANZA
North – SouthLocal Governmentcooperation plan
for 2011 – 2013
prepared by:City of Tampere, Mwanza City
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1. Contact information and summary of TampereMwanza cooperation project
City of Mwanza
Contact person: Reuben SixbertEmail: [email protected]. 0282541064mobile. +255784791551Address:DC building Nyamagana, Mwanza
City of Tampere
Contact person: Katri SuhonenTitle: Project managerUnit: Sustainable Communities, Economic and Urban DevelopmentEmail: [email protected]. +35840570 0024Fax. +358356566710Address: Aleksis Kiven katu 1416 c 33100 Tampere
Project website: www.tampere.fi/english/projects/mwanza
Summery of the project idea
The cities of Tampere and Mwanza have joint their efforts under the NorthSouth Local Government Cooperation Programme since 2002. Theorientation of the cooperation is to support the Mwanza City Council in thestrategy implementation and create tools for strategic planning. On theother hand the cooperation is a mean for the City of Tampere to implementthe city strategy and Aalborg commitments. The cooperation project servesas a ground to exchange ideas and mutual learning.
The TampereMwanza cooperation project aims at diminishing the gapbetween northern and southern municipalities by opening a channel for cooperation between the authorities of these two cities. The overall goal of thecurrent plan is that Tampere and Mwanza have acknowledged role in leadinglocal development. Cities exchange knowledge, share policies and shapepractices inspiring each other. Their actions contribute to wellbeing of theircitizens, reduce poverty, feed sustainable communities and increaseparticipation.
The immediate objects (purposes) for the project term 20112013 are:
• Improving professional competences of municipal personnelas a mean to improve service delivery and good governance
• Fostering business development and financial managementas a mean to create employment and reduce poverty
• Rising awareness on living environment and its managementas a mean to increase sustainability and participation in
communities
To improve service delivery and good governance by improved competencesof municipal authorities and personnel, key principles of the component are:
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Offer training on municipal personnel and authorities Enable mutual learning, learning by doing and exchange of ideas in form
of personnel exchange programme
To create employment and reduce poverty by new models for businessdevelopment and financial management, key principles of the componentare:
Determine the current situation in the regional entrepreneur supportservices and training needs of the businesses in Mwanza
Share experiences on entrepreneur education and service Encourage publicprivate partnerships and innovative business planning Improve financial planning, economic followup and fiscal revenue
collection for Mwanza City Council
To increase sustainability and participation in communities by arisingawareness on living environment and its management, key principles of thecomponent are:
Interlinking environmental activities with participatory democracy Civic and safety education among residents Offering information on relevant stakeholders on environment and
environmental management Improve visibility of the project activities via communication and PR
The three crosscutting themes in the current project plan are:
• to foster direct participation of citizens through improvedcommunication and information within the project activities includedrawing a detailed communication plan for project and raising publicawareness on waste management, sanitation, fire prevention, citydecision making and the project itself
• is to encourage reciprocity and colleaguetocolleague interactionamong employees, among elected officials and among other relevantstakeholder
• to increase, widen and deepen NorthSouthSouth cooperation andexchange of good practises by drawing linkages with educationaland research institutes, public and private partners, and othermunicipalities participating in AFLRA North South programme
2. Background
2.1 Cooperation between Mwanza in Tanzania and Tampere inFinland
Mwanza City
The Mwanza City is one of the 8 districts of Mwanza region. Mwanza is thesecond largest city in Tanzania and one of the fastest developing urban
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centres. It is situated on the Southern shores of Lake Victoria. The maineconomic activities in the city are: farming, fishing, commerce, trade andindustries (mainly agrobased). Administratively the city is divided into 2parts: Ilemela and Nyamagana. There are 21 wards and 19 registeredvillages. Currently the population is estimated at 700,000 (2010) based onthe national growth of 3,8 %. However since the city is growing fast theactual population is closer to one million as the rate of the rural to urbanimmigration is 8 %. The City Council has estimated that the actualpopulation growth rate in Mwanza is 11,3 % per year.
The political leader of Mwanza is the Mayor and the Administrative leader isthe City Director. The Council is made of twentyeight Councillors; twenty ofthem are elected councillors and they represent 20 wards, the remaining 8councillors are appointed by the Council. There are three standingcommittees: finance and administration committee, urban planningcommittee and economic and social services committee. Through thesecommittees the 28 Councillors make decisions and directives, which are tobe implemented by the City Director through the 9 departments, which existat Mwanza City Council. The two members of parliament are also part of thecouncil, so the total amount of councillors is 30. The number of staff workingin different departments is 3500 (majority of which are teachers).
City of Tampere
Tampere is the third largest city in Finland and the largest inland centre inthe Nordic countries. Currently there are over 210,000 inhabitants in thecity, and almost 350,000 inhabitants in Tampere Region. Population densityis 403 per square kilometre. Tampere is one of the three most rapidlydeveloping regions in Finland. The city employs 15 000 workers, out ofwhich majority occupy a post in social and educational sector includingschools and health care.
The supreme decisionmaking body in the City of Tampere is the CityCouncil with its 67 councillors and equal number of deputy councillors.Council members and their deputies are elected in a municipal election heldevery four years. The City Board administers the municipality and managesits finances. Furthermore, the City Board prepares and implements thedecisions taken by the City Council and ensures that they comply with thecurrent legislation.
Tampere was the first municipality in Finland to adopt the mayoral model ingovernance in 2007. Central Administration is responsible for the generalmanagement of the municipality, operating under politically elected mayorand deputy mayors. Central Administration sees to the planning, preparationand implementation work, and other administrational tasks for the CityCouncil, City Board and other municipal organs when necessary.
In Tampere, services are produced using a multiple provider model. Thismeans that external companies and communities provide services alongsidethe city’s own service provision. The operational model used by Tampereseparates the service purchaser from the provider. The service contractbetween the purchaser and the provider is the key instrument for steeringand cooperation in the purchaserprovider model.
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The main economical activities in the City are: manufacturing (18% of jobs),trade, transportation, accommodation and restaurants (20%), publicadministration and defence (26,5%), professional, scientific and technicalactivities (14%) information and communication (6%) and construction(6%).
2.2 Firm and diverse cooperation since 2002 building on partnercity cooperation since 1988
The cities of Tampere and Mwanza have joint their efforts under the NorthSouth Local Governance Cooperation Programme since 2002. Yet thehistory of cooperation goes back to the late 1980’s, when cities becamepartners in 1988. The early cooperation included various environmentalactivities, including creation of green belt around Mwanza city. In the firstyears NGOs and active individuals played an important role in cooperation.
Since 2002 the focus of the TampereMwanza cooperation has focused oncapacity building of the city administrations through training, exchanging ofideas and knowhow and colleaguetocolleague partnership. During the pastnine years the areas of cooperation have included: school sector,environmental sector, fire service, local democracy, city councils and culturalsector.
The results of the cooperation include for instance:
A fire brigade cooperation, which has mobilised Tampere Regional RescueServices expertise for capacity development in Mwanza Fire Brigade,including inwork training scheme, focus on fire prevention and inspection,and role of publicity in fire prevention. The cooperation has gainedcommendation from the Ministry if the Interior in Tanzania and in theevaluation commissioned by the Ministry for Foreign Affairs Finland.
A good governance training for elected officials in Mwanza and Tampere,that has included for example information on election systems and models,on arranging elections and election observation visits.
A school cooperation in institutional pairs, that has increased attention onteaching methodologies, such as childcentredapproach in learning,learningbydoing, peerwork and other participatory methods in classsituations, use of naturalmaterial and music in teaching, use of teachingaids and materials, on learning difficulties, supportive learning environment,career guidance and pupil support services, homeschool cooperation etc.
The aims and activities of the cooperation have been developed andpolished from project to next as to better serve the needs of themunicipalities, the residents and the goals of the cooperation programmeas whole. Cities are never finished in redesigning themselves. Some issuesto consider further include how to increase the effectiveness of the cooperation in future, how to measure the results on day to day basis and howto ensure reciprocity and active participation of the municipal authoritiesand the residents in both cities.
As on the positive side, the cooperation has gained value, importance andrecognition at the both sides during past years. There is a constant flow ofgreat ideas for improvement and experiments within and in connection tothe cooperation – there is a more pressure to expand the cooperation
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window than to withdraw. Both cities have shown their commitment bydirectly putting their own resources, both in cash and in kind, for the use ofthe cooperation.
To ensure that both partners have similar understanding on the aims of theproject and methods of reaching them requires open and active dialogueamong the partners, commitment to common goals and will to understandthe other side. The annual joint PSTmeetings, where the project isevaluated and planned together, has served as method to create activedialogue. This implementation plan is a result of the previous joint meetingon March 2010.
2.3 Role of proposed project in municipality’s own strategies anddevelopment plans; municipality's strategies for internationalcooperation; decisions and contracts made; motives forstarting the cooperation
The aim of the cooperation is to support the Mwanza City Council in thestrategy implementation and create tools for strategic planning. On theother hand the cooperation is a mean for the City of Tampere to implementthe city strategy and Aalborg commitments. The cooperation project servesas a ground to exchange ideas and mutual learning.
Mwanza City mission is:
According to its strategies Mwanza City in 2025 should be imbued with fourmain attributes: high quality livelihood, a well educated and learningsociety, a competitive economy capable of producing sustainable growth andshared benefits and good governance.
The development of Mwanza City should be peoplecentric, with the mainobjective of engendering wealth and sharing it equitably within society. Toachieve this objective, the City has to ensure that there is good governanceand the rule of law to create equal opportunities for all residents to achievetheir maximum potential. In the year 2025, Mwanza City residents shouldbe highly educated and or skilled people that cherish human developmentthrough hard work, professionalism and entrepreneurship. The City shouldhave a vibrant economy that is self sustaining and competitive withinTanzania in particular but also within the East African Community.
The new TampereMwanza cooperation project supports the Mwanza CityCouncil strategy implementation in the following development priorities(indicated as key result areas):
KRA1: Promote economic growth and reduce income povertyKRA2: Improve quality of life and social well being of the peopleKRA5: Promote environment conservationKRA 6: Strengthen the institutional and resources utilization capacity forefficient and effective service deliveryKRA 7: Promoting good governance, rule of law and accountability
The latest city strategy ‘Tampere Flows’ from 2009 defines the developmentpriorities for the city for 2020. The strategy is build on four operatingprinciples, that will ensure its implementation: good service, workingtogether, responsibility and initiative. This means that in all it’s activities citystrives to enhance networking, encourage citizen participation and activity,
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promote equality in the wellbeing, safeguard the future by bearingresponsibility about environment and looking for new ideas and innovations.
The strategic priorities of two cities bear many similarities, such asimproving citizens wellbeing by reducing disparities, promoting economicgrowth and vitality, ensuring efficiency in use of resources, improving andbalancing service delivery and promoting sustainability and protection ofenvironment. Both the cities are committed to facilitating empowerment,participation and access to information for the citizens thus increasingaccountability and good governance.
The project supports the overall objective of the city of Tampere to be aninternational city and to increase the tolerance. In addition the projectsupports several sectoral development programs of the city. Tampere hasapproved the Aalborg commitments to function as the city’s principle agendafor sustainable development. For the City of Tampere the cooperationproject with City of Mwanza supports and buildsup to Aalborgcommitments. In the city strategy the challenge of sustainable developmentis seen as crosscutting theme in the whole strategic planning.
The environmental cooperation can be easily linked with the environmentalcommitments confirmed by the city council. Children are one of the maintarget groups, not only in the project, but also the city of Tampere hasapproved the Child and Youth Policy Program. Encouragement of democracyand increasing local participation possibilities of citizens are one of maindevelopment areas in the city of Tampere. The activities and results of theproject are of equal use thus in Tampere.
For the Finnish municipalities cooperation with African local authorities is notamong the key priorities. This cooperation was build on twin city connectionestablished in 1988. Southern municipalities are on the contrary activelyseeking to increase their international cooperation and exposure. Accordingto evaluation made on AFLRA cooperation, the objectives and activities withthe Finnish municipalities are to a large extent closely aligned with themunicipal strategies and priorities of the Southern partners. This is the goalalso in TampereMwanza cooperation.
2.4 Comparison of organizational structures of northern andsouthern local government (competence, functions, mandatesetc.), decisionmaking systems, action plans/budgets ofmunicipalities’
Many of the basic tasks of the local governments in Tanzania and Finlandare similar. Both cities are responsible on meeting the basic needs of theirinhabitants and provision of public services including health services, water,roads, sanitation and education. In addition, local authorities are responsiblein community development, land and resource use and promotion ofeconomic development and trade. However the capacity of these two cityadministrations to fulfil their tasks is quite different.
In Mwanza City Council there are only about 3500 civil servants whereastheir number in Tampere is around 15 000. This means that often oneperson in Mwanza can be responsible on several areas where as in Tamperethe responsibility is shared with many officers. Thus the workload in Mwanzaadministration may turn very heavy. There are also many services in
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Tampere that are missing in Mwanza including city based youth services,educational and vocational guidance services and some that are verydifferently organized such as the social services or the cultural services.
Looking at the system of decisionmaking and system of representation inthese two municipalities, there are some notable differences. In Tanzaniathe local government is recognized under the Local Government Act tostrengthen the importance of local authorities in providing public servicesand effectively reaching at people. There has been major political reforms inTanzania to further decentralize the political model and increase the localand regional authorities vice a vice state.
In Mwanza the democratic participation is build from bottom to up, based onthe grassroot level participation in the residence area. The lowest unit ofLocal Governance decisionmaking in Mwanza is ‘Mtaa’ in urban areas and‘Kitongoji’ in rural areas. The next administrative bodies are the village, thedistrict council, the town council, the municipal council and the city council.All these institutions have their leaders who are democratically elected andput in place with the will of the people.
In Finland local government in municipality is based on the selfgovernmentof the residents that is guaranteed by the Finnish Constitution. Residentselect the municipal authority, the local council, whose role is to set economictargets and long term objectives. The fiscal autonomy of local authorities inFinland is strong, almost half other municipal expenditures are financedthrough own tax revenues – local authorities are entitled to a high degree offinancial and administrative independence from the state.
The citizen participation is then encouraged on grassroot level as aresponse and sometimes even primer to decision making level needs andprojects through information provision and consultation. This takes placefrom top to down as opposite to Mwanza’s direct involvement of citizens anddelegation of some control to local level. However there are many parallelforms of civil society participation in Finland, which complete and add up tothe municipal participation.
The project has published a comparative study in 2006 where more detailedinformation can be found1
3. Needs of the southern and the northern partners for the cooperation
3.1. Benefits to southern and northern local governments
TampereMwanza project aims at diminishing the gap between northern andsouthern municipalities by opening a channel for cooperation between theauthorities of these two cities. The overall goal is that Tampere and Mwanzahave acknowledged role in leading local development. Cities exchangeknowledge, share policies and shape practices inspiring each other. Theiractions contribute to wellbeing of their citizens, reduce poverty, feedsustainable communities and increase participation.
When planning the activities for the project cycle, the project steering teamand workgroups have assessed the impacts for both cities. Some of theshared benefits include:
1 Sandi Jane, Teittinen Outi, A Study on Local Democracy, City of Tampere publications, 2006.See also AFLRA publication: Kuusi Suvi: Aspects of Local SelfGovernment the case of Tanzania, 2009.
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• Exchange of knowledge, good practices and ideas• New methods and policies for sustainable and participatory community
development (such as environmental education in schools)• International contacts and improved abilities for cooperation on
international level (including language and communication skills)• Cultural exchange, increased understanding and tolerance of cultures
and differences• Outside evaluation on governmental practices and policies
Because of the differences for instance in economical capacity, size andgeographical factors, often the expected benefits of certain activities aredifferent to the two cities. Where in Mwanza the aims of the cooperationinclude technical and economical capacity building and poverty reduction, inTampere the goals of the same components are to do with developing globalthinking, getting new ideas for participatory planning or getting internationalexperience.
3.2 Interaction, reciprocity and equality; mutual learning (how theyare realised); coherence of cooperation with local government(municipal) operations
As reciprocity is one of the fundamental principles of the whole project andit is also a crosscutting issue throughout the plan. When planning any cooperation activities the workgroups and the project steering teams haveassessed the expected benefits and plans for learning for both sides. Thesecan be found stated in the implementation plans of this document. Theactivities have to be in line with the respective city strategies and visions.This has been assured by consulting responsible officials and by making surethat all plans made are agreed and supported by them.
In project organization the interaction and equality is assured by organizingannual joint Project Steering Team meetings where the evaluation of earlieractivities and planning of the new takes place. The meetings are organizedevery other year in Mwanza and every other in Tampere. Also the activitiesare planned so that there are equal chances for both sides for work andstudyvisits. Furthermore, on funding level both cities have their own budget(in cash and in kind), which very concretely proves the commitment of thecities to the cooperation.
The cooperation between the cities of Tampere and Mwanza is based oncolleaguetocolleague interaction and reciprocity meaning that both sidesmight benefit and learn. Taking the cooperation at the level. Wherecolleagues can work side by side gives possibilities to direct exchange ideasand practices on the spot. This has created very positive effects especially infire brigade and teacher cooperation. However it is important to notice thateven when the stated aim is capacity building for instance in Mwanza, thecapacity of the trainer side also improves since, ‘to teach is to master’.Learning is always a twoway process.
In the past there has been very valuable exchanges of ideas under the cooperation. For example when City of Tampere renewed it’s model andpolicies for local citizens participation in 2006, the Mwanza model of grassroot democracy was considered as an inspiration is creation of local AlueAlvarimodel of participation. Within the school cooperation teachers haveexchanged their experiences on learning environments, teaching aids and
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ways of communication between teacher, pupil and parents. For teachers inTampere it has been great opportunity to be involved the Mwanza schoolsdaily practices and see for example how music is used as a method and atool in learning.
4. Objectives and expected results from the cooperation
TampereMwanza project’s over all goal is to strengthen cities role inbringing up and leading development.
The immediate objects for the project term 20112013 are:
• Improving professional competences of municipal personnelas a mean to improve service delivery and good governance
• Fostering business development and financial managementas a mean to create employment and reduce poverty
• Rising awareness on living environment and its managementas a mean to increase sustainability and participation in
communities
A crosscutting theme in the project is to foster direct participation ofcitizens through improved communication and information production withinthe project. This will be guided by communication plan. Activities includeraising public awareness on waste management, sanitation, fire prevention,city decisions and services and the project itself.
Another crosscutting theme is to encourage reciprocity and colleaguetocolleague interaction. This will be encouraged both among employees toimprove service delivery (such as teachers and fire fighters), among electedofficials to improve good governance (such as council members) and amongother relevant stakeholders to increase participation in civil society andprivate sectors (such as researchers, students and private sectorentrepreneurs).
Third crosscutting theme is to increase, widen and deepen NorthSouthSouth cooperation and exchange of good practises. This is done by thesupport of AFLRA in forms of trainings and seminars, by actively keepingtouch by other projects receiving funding under AFLRA programme and byactively drawing linkages outside the actual cooperation to involve otherstakeholders (educational institutes, research institutes, private sector).
For more detailed information on the cooperation objectives and results,see Logical Framework Analysis (attached).
5. Planning and implementation
5.1. Links to and cooperation with other similar international,national and local initiatives
In Tampere there are several other initiatives with Mwanza (for instance bythe University of Tampere and Tampere University of Applied Sciences) andthere has been an attempt to find synergy or at least to keep each otherinformed. The project has also actively contacted other Finnish actorsworking with Mwanza to avoid overlap between different initiatives and to
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share information. There is an increased effort to link activities also withother Mwanza City Council partners both in North and South.
In the current project activities there is increased effort to integrate otherrelevant initiatives and stakeholders under the wider umbrella of theTampereMwanza cooperation. This is done by improving PR and openinginformation channels to public and stakeholders, such as entrepreneurs,businesses and research institutes.
5.2. Planning process: How cooperation projects are related to theexisting strategies and development plans of localgovernments. Who were responsible for the project plan; whowere consulted (names, titles) etc.
The starting point for the cooperation has been to support the citystrategies of both cities. The planning process for current project cycle(20112013) started in March 2010 in the joint PST meeting in Mwanza.Participants included: Mrs. Satu Vuorinen (Tampere Chairperson), Mr.Joseph Mlinzi (Mwanza Chairperson), Hon. Mariam Maftah, Hon. ReubenMulunga, Mrs. Leena viitasaari, Mr. Harri Wilberg, Mr. Julias Bulambu, Mr.Veijo Kajan, Mr. Vesa Komonen, Mr. Reuben Sixbert (Mwanza coordinator),Ms. Riikka Juuma (Tampere coordinator), Mr. Amin Abdallah, Mr. Kaombwe.S. Phidelis, Mr. Godwin Mukaruka, Mr. Ephraim Majinge, Mrs. MariamUkwaju and Mr. Moshi Shaaban.
In the first day of the meeting the PST’s evaluated the previous cooperation. The results of the evaluation were utilized in the second day thatwas fully spent in planning the next term. The planning was done usingparticipatory method and was facilitated by the coordinators. Both citieshad collected a list of proposals for future activities that were used as thebasis for discussion.
Mwanza councillors are directly involved in planning process, the plansstarts from WDC (ward development committee) where councillors,village/street leaders are members. When all plans collected from all wards,it has to be brought to the council committees for discussion and approvedand there the full council discusses and approves for implementation.
The planning process then continued in the workgroups and during theworkvisits. For full list of responsible persons, see Logical Framework Matrixattached.
5.3. Communication plan: how the will the internal and externalcommunication be handled? How will electronic communicationmethods be used by stakeholders?
The Communication plan in under preparation and will be ready in March2011. There in increased effort to integrate participatory approach withpublicity efforts through out the project activities. For a draft version ofcommunication plan, see communication chart attached.
The electronic communication is very much dependent on the availability ofICTtraining and computers. The electricity is also an issue, as the networkis not extensive in rural areas in Mwanza and there are regular interruptionsin the supply of electric current in the city.
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5.4. Organizational responsibilities, local government staff takingpart (municipal officials/employees), elected representatives;ownership / commitment of the southern and northern localgovernments
In both of the city organizations there is a wide range of actors participatingin the project. In Mwanza the city councillors are involved as decisionmakers and as participants in the training activities, in Tampere asstakeholders and project supervisors. In Mwanza village chairs and wardexecutive officers are also taking part into trainings. City departments areactively participating in the project in Mwanza. The other local employeestaking part in Mwanza include heads of departments: city economist, citytreasure, city public relations officer, city planner, forest officer, cityengineer, health officer and education officer. City Councillors are includedinto steering of the project as decisionmakers.
In Tampere the project is administrated under the Department of Businessand Development. The department is located in the Mayors Office. Projectsteering group is appointed by the Mayor. They come from thosedepartments that are participating in the project: Human Resources,Business & Development, Environment, Education, Fire services and LocalDemocracy. The workgroups responsible for the implementation andplanning consist of experts in those fields at issue. The highest decisionmaking power is held by the Head of Department of business anddevelopment (Mr. Kari Kankaala) and the ultimately the City Mayor (Mr.Timo P. Nieminen). The project has also been presented in the CityManagement Board (consisting of the heads of departments).
City administrations are often quite traditionally structured. This projectaims to increase crosssectoral thinking and cooperation over traditionaladministration boundaries. As the project approach is crosssectoral, theproject is administrated in cooperation with several departments. Theheads of departments are thus responsible for steering, monitoring andfollowup of project activities. The actual implementation is done in cooperation with several departments and by directly engaging participantsinto the planning and execution of the activities.
Taking as an example the educational sector: both of the cities have aseparate steering group for activities that are taking in relation to educationand schools. The activities are run and promoted by group of agentteachers, who are volunteers chosen from participating schools. They are inkey role managing and planning the actual activities. These include: teachertraining seminars and study visit, teacher’s and guidance advisor’sexchanges, modelling the guidance advising in schools in Mwanza,composting activities, awareness raising on waste management and on fireprevention, and global education activities at schools.
Please note (!) that the project organisation is clarified inOrganisation Chart of the Project (attached). For full list of resourcepersons, see Logical Framework Matrix (attached). For responsiblepersons in each activity, see Timetable 20112013 (attached).
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5.5. Implementation: Time schedule and functions/tasks in thenorthern and southern local governments
For more detailed timing, see Timetable for 20112013 attached. Fordetailed responsibilities, see attached Timetable and Logical frameworkMatrix for 20112012.
Project purpose one: To improve service delivery and goodgovernance by improved competences of municipal authorities andpersonnel. (Please note that the training topics may be changed during theproject term depending of the need.)
Key principles of the component:
Offer training on municipal personnel and authorities Enable mutual learning, learning by doing and exchange of ideas in form
of personnel exchange programme
1.1 Personnel training model for municipal authorities and personnel
The training models for municipal authorities and personnel will be furtherdeveloped and tested in practise. This will be done more systematically incloser cooperation with Human Resource departments in both cities. Forexample the information about the available courses and applicationprocesses will be made public. The training models, once the programme isfully operational and processes are described in detail, may be extended toother groups or copied in other municipalities or LGAs.
Each head of department will be properly informed on the courses availableand they will then be responsible on spreading the information for their staffand choosing the participants. The chosen participants will fill an applicationform (provided by the project) to the project coordinator or to the trainer inquestion at least two weeks before the beginning of the training. The MCCChief HR Officer Mr. Mtware and the senior HR officer Mr. Songoma will beresponsible in supervising the activities.
In all of training activities the primary beneficiaries are the participants,secondary beneficiaries are their home departments or units, the mainbeneficiary is the city administration and final beneficiaries are the citizensof Mwanza, who will gain in more efficient governance and improvedservices.
1.1.1 Ward executive officer and Mtaa executive officer trainingThe Ward and Mtaa executive officers have been highlighted by the MCCHuman Resource Officer Mr Mtware as one of the most critical groups to betrained. Thus the training programme that started in the previous projectterm will be continued. The training programme will include all 21 wardsand be organized annually. The training will be divided into two sessions 5 +5 days, so that during the break there is a chance for the trainees to testtheir new skills and come up with questions. The topics should include:administrational skills and practical understanding of the terms of rule of lawand good governance.
The trained Ward & Mtaa executive officers will be divided into three batcheswhich includes either 67 wards or few people selected from all wards to
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attend the trainings. Following topics have been proposed by the HR:Management skills this is to equip them with proper knowledge for theirdaily activities; Budgeting as the budgeting processes starts from Mtaalevel and continues to council level, full participation in the budgetingprocess for Mtaa and Ward executive officers is essential; Planning to befully involved in the council planning process; Staffing to manage theirstaff at the grass root level; Leading – how to become good leaders andsolve citizens’ problems at the grass root level; Organizing andCoordination. The 4 day trainings are expected to benefit 110 Mard & Mtaaofficials in first 18 months of the project.
1.1.2 Councillor trainingThe MCC Human Resource Officer and the councillors themselves hope forthe continuation of councillors’ training programme. The issue is criticalparticularly because of the recent elections in October 2010. It is seen ascrucial to include the new councillors to the training programme from thevery beginning. The topics will include: good governance, rule of law andskills needed to become a good councillor (leadership skills, strategicplanning and budgeting, negotiation skills, listening skills etc.). The totalamount of councillors in Mwanza is 30. The 4 day training is expected tobenefit 35 councillors and related officers during the project cycle.
1.1.3 ICTtrainingTraining on IT has been a very popular component and the demand is onlygrowing. It is thus time to transfer the responsibility of the trainings entirelyto Mwanza City Council after June 2012. A plan to increase the longtermsustainability of this action has been drawn. So far the training has beenfree for all, which is not a very sustainable solution making the trainingprogramme dependent on project assistance and making it difficult topurchase new hardware.
From the beginning of 2011 each NGO/CBO representative participating inthe training will pay 15 000 TSH/ programme. This is, according to thecurrent trainer, at least 10 000 TSH less than other similar courses makingit still affordable for the small NGO’s to participate. Also, the MCC will bebudget an agreed lump sum annually for the MCC staff ICT training. Thesalaries of ICT tutor are transferred to MCC immediately in the January of2011.
With these changes some new hardware can be bought to replace thebroken ones and to increase the number of students accommodated. Thecooperation will support the sustainability plan by financing 4 newcomputers. These actions together will ideally enable to accommodate 15people per session and 4 sessions per day, equalling ideally 60 people perday. ICT room should also have its own internet services and at least 8 PCsconnected with the internet.
The present amount of functional computers will not able to widen thetraining activities nor to make program financially sustainable. If there willbe no additional funding for procurement of new hardware, the entire ICTcomponent will be in risk of ceasing to exist. This would compromise theproject monitoring and followup, as many of the activities are based oncolleaguetocolleague work. This would hit hardest the school cooperation,as it would jeopardize the direct communication between partner schoolsand Agent teachers.
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The whole office building lacks the secretariat and personnel tends to usenear by private secretarial service. ICT component could also be a source ofincome if it could provide services, such as photocopy machine, printer,scanner and/or fax machine for the office use. If some income would begenerated through ICT component, it could become selfsustainable andthus manage costs concerning the repair and purchase of equipments.This would also reduce the office cost within the project. MCC will mappossibilities to fund these purchases outside the project.
The application process will also be made more systematic according to thechanges in all the trainings. Particular emphasis will be on training of thepublic school teachers. The ICTtrainings are expected to benefit 360people, out of which 55 % should be target group (city officials) in the first18 months of the project (practically from June 2011 to June 2012).
1.1.4 Teacher training seminars and study visitsIn order to improve the quality of teaching towards learner centredapproach, the teachers’ of Mwanza propose that the cooperation shouldorganize seminars for them on participatory methods, constructiveapproach, different teaching techniques, using materials found in nature andteachers rights and responsibilities. There could be several seminarsorganized per year 1) general ones for all 2) those directed to particulargroup of teachers (language, special etc.) and 3) those organized duringand after the exchange visits to share ideas and learning results.
The cooperation should also provide possibilities for the Mwanza teachers tovisit project schools and learn from them. This will increase thesustainability of the educational activities in project by enabling peerlearning among colleagues in MwanzaThis is a step towards a model schoolapproach that is in use in Finland. The project schools will serve as a groundfor educational experiments in Tanzanian context, where other schools candraw examples. The 3days trainings and single day study visits areexpected to benefit 90 teachers in first 18 months of the project.
1.2 Personnel Exchange Programme
The previous experience has show that for indept learning two weeks is notenough. Thus, particularly the teachers and firemen have proposed forlonger exchange programmes (12 moths) for greater impact. Fromenvironmental perspective this is also recommendable, as it makes theresource use more effective. Most of the negative environmental effects inthis project are related to carbon dioxide emissions due to travelling.
For the exchange programme, a tailored plan for each person includingintended results with clearly set goals is drawn with the department inconcern, local PST, HR officer and project coordinator. Participants areappointed a mentor in receiving city, whose supervision and guidance theywill enjoy. At least 50%, preferably 75 % of their working hours will bespent in a single working unit. The purpose is to enable peer working andcolleague to colleague learning.
The participants are chosen according to the needs of the organization(relevance) and quality of the applications. As the purpose of their visits andthe field of their work is varied, they can not be any single criteria for theirselection. The application procedure and it’s results will be public.Participants are chosen by application and by letter of interest, or by other
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notable merits by local HR section together with local PST. Project steeringteams are supervising this activity together with HR departments.
In the exchange programmes the primary beneficiaries are the participants,secondary beneficiaries are their home departments or units, the mainbeneficiary is the city administration and final beneficiaries are the citizensof Mwanza, who will gain in more efficient governance and improvedservices.
1.2.1 Teacher exchangeThe purpose of the teacher exchange is to improve the quality of teaching inthe chosen project schools through teaching together with the colleagues inpartner schools. The method used is learning by doing which is seen as themost efficient way to learn new methods and to grow professionally.
Besides the current primary schools and preschool classes, also fivesecondary schools in both cities will be involved in the project. The plan is tohave 23 teachers from both cities work in their partner schools for a periodof 12 moths each year. The teachers can come from any level and will bechose according to they application by the PSTs. The teachers will alwaystravel as a group to make it easier to adjust for the foreign environment.
2 teachers from both cities are expected to participate into the programmeduring the first 18 months of the project cycle. They are used as resourcepersons to benefit the teacher training activities and 10 participatingschools, five schools in each city.
1.2.2 Guidance advisors exchange for planning and piloting workshops insecondary schools
At the moment, there are no guidance counselling services available atMwanza schools. At the same time youth unemployment is a big challenge.It is thus clear that supporting services that can help pupils to plan theirfuture after school are required. Since there is no previous experience onhow to organize such services in Tanzania, the implementation was startedby organizing a study tour in Tampere for two officers from the MCCeducational department. The purpose of the tour was to share the Finnishexperience with the MCC officers and to plan the next steps in cooperation.This study tour was organized on November 2010.
The next step will be starting of regular guidance counselling workshops inproject schools (particularly secondary schools) in Mwanza. In 2011 theworkshop content will be planned and piloted by a team of Mwanza andTampere experts in consultation with the Tampere University and SAUT. Theresults of the pilot workshops will be carefully analyzed and programme for20122013 will be planned accordingly. The idea is to help Mwanza build amodel for guidance counselling which could be copied also nation wide.
2 educational officers from both cities are expected to participate into theprogramme during 18 months cycle. They are used as resource persons inplanning the guidance counselling model for City of Mwanza.
1.2.3 Fire brigade exchangeIn the previous projects, the Mwanza fire brigade has been equipped withbasic skills and it is now time to deepen the skills and develop the different
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processes. As in teacher exchange, the idea is to have 2 firemen/ inspectorsfrom both cities to work in their partner city for a period of 12 months. InMwanza there are all together 30 firemen. Fire brigade is under the CityDirector and MCC is currently the employer of the firemen.
However, Mwanza fire brigade is going to be officially transferred under theState Government. According to the chief of fire Mr. Julius Bulambu, theproject needs to continue supporting the fire brigade component, at leastuntil the central government takes over in practice. This might take sometime, and it is therefore important to continue cooperation at least over thetransitional phase (Minimun for the first 18 months untill June 2012).
23 firemen from both cities are expected to participate into the programmeduring 18 months cycle. They are used as resource persons in the trainingactivities of Mwanza fire brigade.
1.2.4 Administration exchangeAlso the administration staff can apply for the exchange programme. Theparticipants will be chosen according to the needs of the organization(relevance) and quality of the applications. Only applications with clearly setgoals will be considered. In the first year (2011) the priority will be given tothe Urban Planning Department and Finance Department’s RevenueCollection Section to improve city revenue exchange.
2 city planners and economists from both cities are expected to participateinto the programme during 18 months cycle. They are used as resourcepersons in planning of the next project cycle 20122013 and in the projectpurpose two activities.
Project Purpose Two: To create employment and reduce poverty bynew models for business development and financial management.
Key principles of the component:
Determine the current situation in the regional entrepreneur supportservices and training needs of the businesses in Mwanza
Share experiences on entrepreneur education and service Encourage publicprivate partnerships and innovative business planning Improve financial planning, economic followup and revenue exchange
for Mwanza City Council
2.1 Improved business planning among entrepreneurs
There is a need to share knowledge and expertise on innovative businessplanning and development and encourage new ways for entrepreneurtraining. There should be exchange of approaches to build and supportpublicprivate partnerships within local service delivery and development.This component links also with building up guidance counselling servicemodel in Mwanza (1.2.2). The target is to improve entrepreneur educationactivities, strengthen cooperation between public and private sectors, andcreate new business connections between Tampere and Mwanza.
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2.1.1 Study on available support services and the needs of theentrepreneurs in Mwanza
The foundation for improved entrepreneur support services lays indetermining the current status of support services within Mwanza region,especially for small and medium size enterprises. The city’s role in thenetwork providing entrepreneur support services should also be defined.On the other hand the entrepreneurs should also be used as informants togather information on their needs as private sector business holders – toknow, what kind of training would be most urgent.
This will be done through innovative new entrepreneur training model calledDemola. In Demola student groups are encouraged to do real life work lifepractises and activities in groups under guidance of more experiencedtrainers’. The model won an European innovation award in 2010 given bythe Assembly of European Regions. Demola combines the ideas and knowhow of students and companies thus developing new products and servicesfor the needs of companies and customers. The project is coordinated bylocal innovation company Hermia.
Expected results: The network of industry and commerce support servicesdefined, the trainings needs of entrepreneurs shortlisted in priority. A newentrepreneur training model Demola introduced and piloted in Mwanza,increased coooperation between Mwanza and Tampere higher educationinstitutes.
2.1.2 Training seminar for developing business ideas (in 20122103)There is lots of business potential in Mwanza in many sectors but thispotential is not properly exhausted yet. People often tend to copy other’sideas instead of coming up with new ones. In order to develop the businesssector and reduce poverty, the cooperation will organize training courses forpeople with business ideas to help them develop those ideas and/or comeup with more innovative new ones. The training programme will also includeseveral local success stories as speakers to give concrete examples andmotivate the participants to see their potential.
The entrepreneurship activities will be focused to some target groups afterthe results of the survey are out in open. The training activities could focusespecially on youth and women, as city provides micro credits to them andthey face notable challenges in establishing businesses, but are notexclusive only to them. The courses will be advertised widely andparticularly through the Mwanza tourism task force, through womenorganizations and through agriculture officer.
There will be availability to choose from evening or day course. One coursewill last for 1+1 weeks, giving a chance for the trainees to practice whatthey have learnt and come back for more advice. There will be separatecourses for Mwanza rural and city areas with different target groups. Thefacilitators will come from both Tampere and Mwanza. Each year one dayand one evening course will be organized both in rural and urban areas inMwanza.
The course will draw examples from real life success stories. The course willbring about a network of partners relevant of organising and sustainingentrepreneur support services in Mwanza region. For those participants thatpass the course and start implementing their business ideas there will beavailability for mentoring services (as described below). The activities under
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this target are starting up after June 2012. The expected beneficiaries andresults are to be defined later.
2.1.3 Mentoring programme for new entrepreneurs (in 20122013)Mentoring refers to a relationship where a more experienced professional(mentor), or a group of them, mentors and assists his/her youngercolleague (actor). Here the idea is that the actors will be chosen among thecourse participants as described above. The team of mentors consists ofprofessionals from Mwanza and Tampere.
The whole group will come together in Mwanza for a joint seminar in 2013where the activity will be launched. The actors will present their businessideas and get advice and support. Each mentor will have one actor that theysupport (emailing, calling, video conferences and meeting facetofacewhen possible). The cooperation will cover the cost of hosting and seminar,but the travel expenses would be covered by participants. The activitiesunder this target are starting up after June 2012. The expected beneficiariesand results are to be defined later.
2.2 Improved financial planning within the City Council of Mwanza
There is a need to improve economic followup and financial planning withinMwanza, to improve city revenue exchange and identify possible newsources of revenues. This, connected with activity 1.2.4 will help to combatcorruption, as the funds will be more easily retraced.
2.2.1 Feasibility study on new revenue sourcesMwanza City Council has a need to come up with new fiscal revenue sourcesin order to improve the financial situation of the city and make it lessdependent on the revenues coming from the central government. Thecooperation will support the MCC by making a feasibility study on thepotential new sources of fiscal revenues and means of making the currentfiscal revenue collection more efficient. An outsider expert will evaluate thecurrent processes in financial planning and followup, including tax collectionand study possible new fiscal revenues.
Expected results: New fiscal revenue sources suggested, improvements infinancial planning shortlisted in priority.
2.3 Model for Guidance Advising in Schools in Mwanza (in 20122013)
There is urgent need to come up with reasonable models for GuidanceAdvising in Schools. This kind of advisory approach is missing in Tanzanianeducation system. However, there are many school dropouts and more andmore young people struggle for education and employment opportunities.The unemployment among youth is an issue that has overall negativeimpact for city development both in short and in long run. Under theguidance advisors exchange programme the goal is to come up with aguidance advising model and start training teachers (for more details, seeactivity 1.2.2). The activities under this target are starting up after June2012, therefore also the expected beneficiaries and results are to be definedlater.
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Project Purpose three: To increase sustainability and participation incommunities by arising awareness on living environment and itsmanagement.
Key principles of the component:
Interlinking environmental activities with participatory democracy Civic and safety education among residents Offering information on relevant stakeholders on environment and
environmental management Improve visibility of the project activities via communication and PR
3.1 Improved biowaste management
This component sets off by training all the environmental health officers inthe city on composting. This need is based on the fact that, these officersare normally transferred from one ward to another quite often. With thisreason, all officers are empowered in order to keep the continuity of theprogram whenever officers are transferred. After training, the hereunder isthe planned program to sustain the acquired knowledge among the officersand make use of biowaste from markets and wastes at household level.
The total amount of wards in Mwanza is 21. The training is expected tobenefit 30 health officers and related officers during the project cycle. In thefirst phase, the improved biowaste management is likely to result moresanitary market areas, increased amount of bio waste turned into compost,more effective faming activities and reduction in waste in dumping ground.
3.1.1 Organize weekly transportation of biowaste from markets to GreenBelt area schools for composting
The school composts invented by the cooperation have been well receivedand taken care of. As many of the previous studies indicate, most of thewaste coming from the market areas and indeed 80 % of all solid waste inMwanza is biowaste. However, this waste in market areas is not compostedor utilized in any other way but instead causes problems by attractinganimals and spreading bad smell.
Two of the project schools, Sahwa and Kahama, are located in the so calledgreen belt area where there are lots of farming activities. In order topromote the farming activities as well as easing the waste and sanitationproblems of the city, the project will support Mwanza health officer inorganizing weekly transportation of biowaste from the markets to theschool composts in Kahama and Sahwa.
This activity was planned in detail during the ward health officer training inJune 2010. The idea is that the ward health officers in those two wards willbe responsible of the compost, together with the teachers. To haveidentified and selected areas for composting exercises will help avoidingspread of diseases and teachers will have enough waste to sustaincomposting activities.
The expected results are: Increase of 200 % in school bio waste input.Increase of 100 % in compost output. Cleaner market area. Regulartransportation. The final beneficiaries are: the people residing in Ilemela andBuhongwa wards where the Kahama and Sahwa schools are located. Also
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the people residing in the neighbourhoods of vegetables markets willbenefit, as the sanitation situation will improve.
3.1.2 Composting exercises in schools
The composting exercises will be organised by Agent Teachers in Projectschools and supported by officials of World Health Organisation. Every pupilfrom standard five in the participating schools will then participate and learnhow to make compost. The activity will be carried on weekly basis, everyFriday afternoon. Schools will establish a school garden/horticulture to beused as a demonstration centre on using compost for wider public. Theteacher training activities and study visits will make a peer learning possibleamong Mwanza schools and teachers in composting activities.
There is a great interest in Mwanza to expand the composting. Apart fromfive previous participating schools, 2010 five new upper schools weretrained and sensitized on the issue. The target is to expand the activity intofive more schools. As a result of previous activities the school yards are nownotable more green, shady and pleasant. These results are likely tomotivate other schools to copy the activity, if given opportunity to see howit works.
During 20082010 project cycle, the bio waste for composting was carriedfrom the pupils home. This was a useful way to train the separation ofwastes within pupils’ families, but it was difficult to sustain the steady inputof material for composting. Although it is important to give families changeto participate, there should be also other means to secure material input.
This activity is closely connected with sensitizing activities in 3.3 on wastemanagement. The Ward Executive Officers will participate and encourageschool neighbouring communities to visit and learn how to make compost,who will gain knowledge and interest to use manure made from biowaste.The schools are thus serving as a demonstration site for the usefulness ofcomposting at Ward level.
The expected results are: in five project schools all fifth grade studentparticipating in regular activities. 5 more schools are starting regularcomposting and 5 other interested to start after June 2012. The schoolyards are now notable more green, shady and pleasant in 23 years timespan.
The final beneficiaries are: all the pupils in the participating schools throughimproved learning environment. Also the people residing in the schoolneighbouring area will benefit. It is difficult to calculate the amount of finalbeneficiaries, as joining the activity is volunteer for the schools. At presentthe estimation for benefiting pupils is 5000. The target is to double theamount of targeted pupils as final beneficiaries.
3.2 Improved knowledge and exchange of models on environmentalmanagement
According to the Mwanza Environmental Industrial Profile (2009), there islack of information on environmental regulations at all levels. The industrialenterprises are not aware of the environmental laws that they are supposed
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to follow and at the same time those responsible on business licences alsolack information on these issues. This has caused several problems and lossof money for the industries as well as for the city council.
3.2.1 Series of training seminar on staff and stakeholders on environmentallaws and regulation, assessing environmental impact and auditing as well asenvironmentally friendly technologies
In order to increase awareness on these issues as well as to give positiveideas on environmentally friendly technologies, the project will support theMwanza environment office to organize training seminar for industries,business license applicants, MCC city planning staff and MCC business unitstaff, police force and other important stakeholders. This will be done in fivephases.
On first phase in 2011 60 Mwanza industries/companies will be offeredtraining on the concept of cleaner production techniques, polluters paysprinciples and environmental management act of 2004. This will be done tocreate awareness on environmental pollution and put mitigation measureson the centre of various activities, that are likely to cause adversely impacton environmental. Responsible institutions for this threedays seminar areMCC (Mwanza City Council), NEMC (national environmental managementcommittee and UDSM (University of Dar Es Salaam).
On the second phase in 2012 45 Mwanza City officers will be trained on theconcept of environmental and social impact assessment (ESIA), includingenvironmental laws and its regulation will be introduced to. This twodayseminar, organised in cooperation with MCC and NEMC, will empower localofficials from urban planning and finance departments on how to issuespermit for different projects that are likely to have impact on environment.
On the third phase in 2012 66 wards officials will be trained for 5 days onenvironmental degradation, environmental laws and policy. The training willequip them on the importance of compliance with environmental laws andpolicy and will create awareness among wards officials on issues related toenvironmental degradation, environmental laws and policy. This training willbe organised in cooperation with Mwanza and Tampere City Councils.
On the forth phase in 2013 50 members of police force and 45 from cityauxiliary police will be trained for three days on environmental pollution,environmental laws and policy. This training, organised by MCC and NEMC,will empower policy forces and legal departments on enforcement andcompliance of environmental laws and policy, but also encourage acquiringknowledge on the concept of environmental pollution.
On the fifth and last phase in 2013 30 wards councillors and 100 Mtaachairpersons will be trained for 5 days on environmental pollution,environmental laws and policy. This training, organised by MCC and NEMC,will create awareness for Ward Councillors and Mtaa chairpersons onenvironmental laws, policy and issues of environment pollution.
The targeted results: Improved environmental management skills crosscutting Mwanza city officials and other important stakeholders. Finalbeneficiaries: all Mwanza citizen, although the benefits are likely to showonly in 510 years time span.
3.3 Risen awareness among populations in Tampere and Mwanza
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(More information in communication plan that will be formulated in theFebruaryMarch 2011)
a) on waste management
Sensitize the community on the importance of making compost at householdlevel from biowaste. Compost made and used at household levels willenable to replenish the exhausted soils, improve nutrition status, increaseproductivity and income.
Encourage school neighbouring communities to visit and learn how to makecompost thus acquiring knowledge and interest to use manure made frombiowaste.
Conduct stop burning waste campaign in the city. This will reduce the risk ofwasting biowaste through burning.
Targeted results: 10000 people reached through PR and campaigning, 200visits to local schools, reduced amount of burnt bio waste, improved airquality.
b) on fire prevention
Awareness raising programme for educating the community on fireprevention will be planned in more detail by the fire brigades of Mwanza andTampere in the MarchApril 2011.
Targeted results: 5 schools visited, 5000 children reached, improvedknowledge on prevention of fire and clearer guidelines to rescue situationsin schools.
c) on creativity and global thinking
Annual TampereMwanza school newsletter (stories, drawings, pictures, penpals) will be published in both cities once a year (AprilMay) and severalcopies given for each class. The purpose is to develop global thinking,increase communication between the pupils and to encourage creativity.This activity is planned and realized by the project schools and theirteachers.
Targeted results: 10 schools participating in activities, 100 pupilsparticipates in the creation, of school newsletter, 2000 pupils reachedthrough the activity, increased tolerance to differences.
Exhibition on children’s art works and photos from schools in March 2011 byfreelance journalist and children from participating schools. Works are to beexhibited in seminar on children rights in Tampere in September 2011.
Targeted results: 100 children participated in creation of exhibition, 500persons seen it, difficult topic of the hardship and wellbeing of childrenraised in a global context.
d) on city decision making and services
Webpages for the City of Mwanza
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Connecting the City of Mwanza into internet has been a dream for long. Withthe limited resources of the project, it is possible to launch the Mwanza.netproject: to reserve an internet server space for the city (with internetaddress), to offer email addresses and boxes for employees and electedofficials, to use storage space in internet for documents, and to build alimited coverage web page for the city.
The idea with Mwanza.Net –initiative is to provide some basic city relatedservices for both employees and officials as well as to the inhabitants.Mwanza.net will serve as a tool to search more information about cityservices and city council, to advertise Mwanza region (for example fortourist and businesses) and to download simple forms and documents freeof charge.
However, as there is a limited access to wired internet, there are not highexpectations concerning the amount of users in the first phase. In thefuture, once the basic infrastructure is established and updating is workingwell, it is possible to widen the services and user applications offered, targetnew user groups (through mobile phone interface) and to improve theaccessibility to internet by establishing some internet points for public use.
Targeted results: The good quality and functional web pages established, atleast 20 sub pages created and in use, 100 new visitors per month.
e) on the project
Webpages for TampereMwanza cooperation
The new project needs a refreshed visual look that can be used in PR andinformation sharing. As the project has been drawing more and moreattention from stakeholders and business life in recent years, there’s a needto open an interactive webpage that can be used to interlink and networkwith relevant stakeholders.
The idea is to build up a regional Pirkanmaa based network for Africa, whereTampereMwanza cooperation would be one example of activities. In thefirst phase the webpage will be used to draw together different activities,and it is critical in organising the mentoring programme and the school cooperation. The cooperation project will fund a part of the wider internetbased tool, but not the entire costs of it.
Later on, in the second phase the project webpage will be used asinformation sharing channels among participants, among stakeholders andwith citizens of the two cities. The path to webpage will be channelledthrough the official webpage of City of Tampere and the upcoming webpageof Mwanza City.
Targeted results: The web pages updated, amount of visitors per monthincreased by 50%, interactive user interfaces included.
5.6. Budget and financing plan
The budget and financing plan has been drawn based on an estimation ofthe detailed expenses and previous year’s experiences. The exchange rateon the basis of the budget has been 1 €= 2000 TZS. The overall budget isestimated around 200 000 € per year. The project financing plan covers a
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fair share of selffunding, which only in cash is 30 000 € on yearly basis out of which City of Tampere covers 20 000 € per year and City of Mwanza10 000 € per year.
The sitting allowances budgeted for all trainings concerning city officials oremployers are to be regulated with extra care. As there has been in recentyears extensive criticism by the donor community over this practise inTanzania, there question will be incorporated into good governance training.However, concerning a practise that is omnipresent in Tanzanianadministration in all levels, it is unlikely that a sudden change would yield apositive impact on the project. Partner and donor policy changes should be aresult of longer and more reciprocal negotiations. The Joint PST meeting willcover the issue in their next meeting in September 2011 and try to reach acompromise over the issue.
The salary expenses have now been estimated to rise over 10 000 € peryear. This however is a modest estimation, and covers only half of theexpected salary related expenses. In the Budget Sheet, the activities wherethere are potential to arise some salary related expenses as in kindcontributions, are coloured with pink. As the salary related expenses aredependent on many factors, it was decided to follow them up closely duringthe first 6 months and draw more detailed financing report based on thefirst six month’s calculation.
In the current project plan Cities of Mwanza and Tampere propose to AFLRA,that the official financial reporting and auditing would be done in 1,5 year’scycle. In other words at the very end of the proposed financing period afterJune 2012. The major reason for this is, that the first project year is likely tostart very late due to delay in project funding. It is not possible for themunicipalities to run any significant activities before the financing of theproject is settled. The activities of the project are likely to start properlyonly in the late spring, in AprilMay.
The minor reason for the proposal is, that the financial years of Tampereand Mwanza are not the same, but Tampere follows a year based financialcycle from January to December and Mwanza City Council’s financial cycle isfrom July to June. The other option is that there will be two official audits:first one in the JanuaryFebruary of 2012 and second in JulyAugust 2012.This however seems a waste of time and resources.
For more detailed budget and financing plan, see attached Budget Sheet.
6. Sustainability/conditions for successful cooperation and assessment of thepotential risk factors
6.1. Environmental, sociocultural and structural factors
Environmental sustainability:
Environmental sustainability is one of the key elements in this cooperation.The activities under project purpose three (3.1.1 – 3.3.6) are environmentalinterventions, which aim to improve the state of environment, to improveenvironmental management and knowhow and to provide environmentaleducation and awarenessraising.
As part of the component activities in 20082010 the project succeeded inmaking school composts in five project schools that will in the current
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project also serve surrounding wards as a point of intervention. With thehelp of Ward health officers and teachers the project schools the schoolsfunction as centres for civil education in their own neighbourhood in order toencourage residents to start their own composts and to understand theimportance of waste separation and composting.
There are also extensive efforts to increase the knowhow off officers andstakeholders on environmental laws and regulation, assessingenvironmental impact and auditing as well as environmentally friendlytechnologies through seminar series. There are equal efforts to createenvironmentally friendly and sustainable entrepreneurship and businesseswithin Tampere and Mwanza regions.
As according to Environmental Checklist, the only activities in the project,that are likely to have negative impact on environment, are related totravel. The increased airtravel is likely to increase use of fossil fuels thusincreasing burden on natural environment. Especially the increased carbondioxide emissions are likely to intensify global warming. Taking this intoconsideration, there has been effort in the current project plan to extend theworking visit as to serve the most in comparison with the caused emissions.
Sociocultural factors:
In a project like this some challenges due to cultural differences are to beexpected. After years of cooperation, however, the differences are quitewell known in both sides and thus there are much less surprises thanearlier. Many possible problems can be prevented if both partners respecteach other’s cultures and try to understand different standpoints. It isequally important, as has been done in this project, to clearly state theresponsibilities of each partner and to ensure that all actors have had achance to express their opinion.
The steering teams have discussed the need to better coach and prepare thenew people coming to the project and especially those going for a work orstudyvisit. With good preparation it can be assured that the people chosenare actually able to fulfil the task given, to learn from the experience and toreport the results instead of just trying to cope with a culture shock.
Structural factors:
One of the biggest differences between the Finnish and Tanzanian LocalGovernments is that in Finland they are more autonomous from statecompared to the Tanzania. They have, for instance, a right to collect taxes,which the Tanzanian Local Governments do not have. One of the ultimateaims of the cooperation is to use the cooperation project as means ofstrengthening the City of Mwanza to be able to improve its own revenuecollection and to gain more independence from the Central Government.
6.2. Sustainability of institutions/ organizations / human resources
There has been a strong effort to compare and come up with strategictargets on City Development where the interest of two cites are alike andthe activities are thus beneficial for both partners. The current project planis based on the comparison and valuation of the Tampere and Mwanzastrategic plans by the PST in March 2010.
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The objective of the cooperation activities is to create good models andpractises and to encourage others to copy them. This way the results of thecooperation are estimated much bigger than the resources available wouldsuggest. One example of sustainability is ‘training of trainers’ approach,which will assure that the trainings can in future be organized even withoutoutside support.
There has been a conscious attempt to collect information of the cityorganizations and compare them. Most of the information collected is openfor everyone interested to read in the project website. In 2006 the projectpublished a comparative study on the local governments that has been avery useful document when planning activities.
6.3. Sustainability of governance
Most of the activities in this project aim at capacity building through humanresource development and organisational improvements. The activities aimat maximising the direct transfers of skill and knowledge to projectrecipients, with insignificant expenditures on intermediaries such asequipment.
TampereMwanza project can thus support the city of Mwanza instrengthening the principles of good governance by capacity building of cityauthorities (training and consulting), by exchange of experiences betweencity employees and officers and by aiming for transparency, legality andequality in the project itself.
There is also effort to improve the planning of and PR work within theproject, related to project activities, for the Mwanza City and for the civiceducation purposes. Publicity and civic education are means to raiseawareness and strengthen participatory approach. This will ensure andequalize participation within the project.
In the project the responsibility of the financial management is at bothsides. In Tampere there is a subaccount for the project following the samelogic as the programme budget. In Mwanza, from the beginning of 2008, theproject has started using an account directly under the MCC, the name ofthis subaccount is TampereMwanza project. Since the City of Mwanza nowhas an electronic accounting system, the project is also able to get differentreports from that system making the process more transparent than earlier.
Since most of the implementation activities take place in Mwanza, theMwanza coordinator sends the financial notes together with the quarterlyreport. Then, after checking that the amounts are as planned and budgeted,Tampere transfers the money to Mwanza. Mwanza is also responsible onproducing an auditing report in the end of each year. The role of Tampere ismainly to control that what is planned also takes place.
The auditing takes place in Mwanza for the costs occurred in South and inTampere for the project costs occurred in North. These auditing reports arebrought together and summarized in the yearly report. The problem relatedto auditing has been, that the fiscal year in Mwanza is different fromTampere. One way to solve the problem is either to shorten the audit periodfor 6 months or to extend it to every 1,5 years. If shortened it will increasefinancial burden on both sides as the auditing must be done twice a year, ifextended it will relieve burden on the first year of the project and burden
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more on second year for Tampere and on third for Mwanza, as the auditinghas to be done in irregular phase.
6.4. Economic / financial sustainability
In the current project plan 20112013 there is a strengthened effort to buildMwanza capacities in financial planning, economic followup and revenueexchange, especially the fiscal revenues. This is done to build up moreautonomy in relation to state and state funding that often is earmarked tocertain purposes. More revenues collected regionally will enable morechoices in political and social affairs. On the trainings and exchange offinancial department, the economic activities and revenues will be gonethrough on colleaguetocolleague basis.
In the past there has been a financial sustainability problem in ICTtrainings, but in the current plan there are efforts to overcome them in amanner, that would solve the problem on permanent basis. It would alsoencourage MCC to reserve some funding regularly from their budget on ICTtrainings, which would reduce the dependency of external funding.
In TampereMwanza cooperation both partners have used their ownrevenues to cover some expenses of the planned activities, both in kind andin cash. The cash amount is 20 000 euros per year for Tampere and 10 000euros per year for Mwanza. The expenditures in kind are also considerable,as the two cities have used their human resources to serve the project.
6.5. Infrastructural preconditions
Communication between the partners has been regular due to Internetconnections and mobile phones. Sometimes there have been some technicalproblems but overall there are no major infrastructural problems concerningthis project.
6.6. Equality between genders / other equality issues
According to the Mwanza city council strategy “Mwanza city council is awareof the importance of addressing gender issues as an important way ofraising of the standards of living of its residents.” To address this goal twomajor thrusts in the strategies are adopted: 1. to provide social servicesthat address the different gender requirements, 2. to empower women tohave a voice in decision making and also to have equal access to economicopportunities.
These aims were taken into account when planning different projectactivities. It is being ensured that when selecting people to trainingprograms and work visits no gender discrimination takes place.It is also important to ensure the equality between the northern and thesouthern partners in decisionmaking and all communication. The methodsused in TampereMwanza project are, for instance: joint PSTplanningsessions, preparing and coaching the visitors (to adjust into differentculture) and frequent communication between the coordinators.
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6.7. Assessment of innovative factors
TampereMwanza project is innovative as such since it is creating a modelfor extended and crosssectoral cooperation between Finnish and Tanzanianmunicipalities. Some of the relatively new approaches that have been usedin the project are: to encourage crosssectoral cooperation withinmunicipalities, to emphasize preventative actions and civic education withinmunicipality work and to build publicprivate partnerships for developmentbetween municipalities and relevant stakeholders regionally.
Some of the new innovations within the project are: the use of projectschools as centres for civic education at Ward level (innovative at Mwanzalevel), a new model for guidance counselling in Mwanza (innovative inTanzanian level), exchanging ideas and creating a new model onentrepreneurship education, innovating new ways for building publicprivatepartnerships between Tampere and Mwanza (mentoring).
In firebrigade cooperation the project has introduced a whole new way ofthinking and understanding security by putting lots of emphasis onprevention work (something that was missing in the Mwanza fire brigadeearlier). In school cooperation material from nature has been used todemonstrate to teachers how such easily approachable material can be usedin improving teaching methods. In Tampere the new participatory model atlocal level (AlueAlvari) draw example of the Mwanza
Similar example of innovative factors can also be found on themanagement. In project management level there has been an attempt todevelop evaluation systems. The model for internal/ external evaluationswas developed as part of the MCC longterm training (20052007) and itcan now be easily adopted into other project components where there is anelement of training.
6.8. Technology; use of locally appropriate technology
All the technology and material being used in the project activities inMwanza is something that can be easily found locally. In 2011 such materialincludes the technical solutions for webpage in Mwanza, tools and safetygear for the firemen, teaching material and composting equipment. If thereis a need to bring any training or other material from Tampere, it is alwayscarefully checked that the material is appropriate to Mwanza climate andthat possible spareparts can be easily found. The assumption is that anymaterial needed in Mwanza will also be purchased in Tanzania, if not statedotherwise.
7. Monitoring (including achievement indicators) and reporting plan
Under each component there are listed achievement indicators (please seeLFA) and schedule for implementation, which will be followed regularly inthe PST meetings and in workgroup meetings. The activities taking place inMwanza are monitored using the travel reports (regular visits) of officialsgoing to workvisits and annually also during the coordinators’ workvisit.The project coordinators prepare quarterly reports where they state theachievements and possible changes in the plans.
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The funds for Mwanza are released only after activity and financing reportfrom previous 3 months and plan for actions and preliminary budget forupcoming 3 months. In the first six months of the project the hours of workrelated to self financing will be monitored with extra care and necessaryalterations to budget and financing plan will be done accordinlgy. In thecurrent project plan Cities of Mwanza and Tampere propose to AFLRA, thatthe official financial reporting and auditing would be done in 1,5 year’s cycle.In other words at the very end of the proposed financing period after June2012.
8. Evaluation (including assessment and proposals for securing continuity)
The project will be evaluated internally every year. The joint PSTmeetingwill be responsible on internal evaluation. The responsible persons indicatedin LFA will monitor the project and provide the information on the activitiesas planned to PST.
As the previous project was evaluated in 2010, there is no urgent need forexternal evaluation during the first phase of the project 1/20106/2011.However, the project should be evaluated in the beginning of 2013 duringthe last year of the project. Some of the activities are likely to be extended,as the funding is likely to come in delay.
9 . Appendices
I Summary of the cooperation projectII Logical Framework Matrix for 20112013III Budget Sheet for 20112013IV Tentative Timetable for 20112013V Finnish LG selffinancing total estimation for 2011VI 2011 Work Plan for Reuben SixbertVII 2011 Work Plan for Katri Suhonen / Riikka JuumaVIII 2011 Work Plan for trainee in TampereIX Communication Plan Chart, a draft versionX Summary of Mwanza City Strategic Planning DocumentXI Organisation Chart of City of MwanzaXII Summary of City of Tampere StrategyXIII Organisation Chart of City of TampereXIV Organisation Chart of the ProjectXV Cooperation checklist B
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