EXECUTIVE SUMMARY Geita Town Council (GTC) was established under Local Government
Act (urban Authorities) No. 8 of 1982. The Council has mandated to
ensure that community in its area of jurisdiction receives quality
social services and economic development activities are fostered to
ensure sustainable development. In addition to ensuring sustainable
development, the council is also mandated to ensure peace and
security in the area. In order to remain focused and address
community needs, the Council requires a strategic plan to direct and
guide operation of the Council in terms of decision making and
resource allocation. With Strategic Plan in place strategic decision
making for triggering sustainable socio-economic development can
be ensured. This Strategic Plan (2018/2019-2022/2023) has been
prepared therefore to enhance the Town Council’s ability to respond
to community’s prioritized needs as well as top national agendas.
Since GTC is not operating in a vacuum, the situational analysis of
both internal and external environment was conducted to inform
preparation of this Strategic Plan. Apart from examining the mandate
of the Council vested upon it by the Local Government Act, this
Strategic Plan also considered the Tanzania Development Vision
2025, The Tanzania Long Term Perspective Plan (2011/2012-2025/2026), situation analysis of all service areas of the Council i.e.
13 Departments and Six Units; Sustainable Development Goals
(SDGs), the Second Five Year Development Plan (2016/2017-2020/2021), CCM election manifesto of 2015, Planning Frameworks
in accordance with the Medium Term Strategic Planning and
Budgeting Manual (Rolling Plan and Forwarded Budget), Sectoral
Policies and stakeholders’ inputs during consultative workshop. This
Strategic Plan was therefore prepared based on participatory
approach principles. This was very important to ensure that many
stakeholders are involved for the purposes of enhancing inclusion of
as many as stakeholders’ needs and priorities as well as enhancing
ownership and acceptability of plan and hence collective
responsibilities during its implementation. In this regard, vision,
mission, core values, targets and performance indicators of this
Strategic Plan have been developed. The Vision of GTC is to be a
Council with sustainable service delivery for poverty reduction of the
community while the Mission is to provide sustainable services
through effective and efficient use of available resources for poverty
reduction of the community. For effective and efficient
implementation of the strategic plan the Council has developed five
core values which provide the does and don’ts during
implementation of the plan, the core values are integrity;
accountability and responsibility; transparency, customer
focus/driven and result based. This Strategic Plan is guided by nine
Strategic Objectives coded “A to I”. These are A. Services Improved
and HIV/AIDS Infections Reduced, B. National Anti-Corruption
Implementation Strategy Enhanced and Sustained, C: Access to
Quality and Equitable Social Services Delivery Improved, D: Quality
and Quantity of Socio-Economic Services and Infrastructure
Increased, E: Good Governance and Administrative Services
Enhanced, F: Social Welfare, Gender and Community
Empowerment Improved, G: Management of Natural Resources and
Environment Enhanced and Sustained, H: Local Economic
Development Coordination Enhanced and I: Emergency and
Disaster Management Improved. Each strategic objective has its set
of targets, strategies and performance indicators which shall
determine the attainment of respective strategic objective. The
service areas (13 Departments and 6 Units) shall be the main
implementers under the guidance of the Town Director who shall be
responsible and accountable for the implementation of this strategic
plan. The Town Directors with the support of the Council
Management team, shall regularly report to the Full Council with
regards to the plan implementation and its overall performance. To
enhance smooth coordination of all Service Areas, the Planning,
Statistics and Monitoring Department shall be the strategic plan
manager and thus provide coordination and oversight of the
implementation, monitoring and evaluation of the strategic plan. A
part from reporting to the various Town Council Committees, there
shall be one internal review meeting which will be conducted
annually, bringing together the representative of all internal
stakeholders to review the strategic plan implementation process.
Once in two years, these meetings will also involve external
stakeholders. In order to assess the plan performance, there shall be
annual plan evaluation exercises for the entire plan period. Match
activity funding with plan implementation, evaluation and review. It is
recommended that the evaluation exercises are conducted at the
end of the financial year. Two types of evaluations are further
recommended. These are Mid-term evaluation to be conducted after
two and half years and to be carried out by internal evaluators. The
second type of evaluation is Terminal evaluation to be carried at the
end of the planned period using external evaluators with the
assistance from internal evaluators. Plan review shall be carried out
in order to remain focused in reali zing the Vision, Mission, Strategic
Objectives and Targets. Strategic Plan reviews shall be triggered by
the results of monitoring and evaluation activities. This is due to the
fact that plan reviews are meant to be responsive to the
shortcomings in the course of plan implementation. There shall be
minor plan reviews annually, mid-term review after two and half
years and a major Plan review after five years. Implementation of
this Strategic Plan is likely to encounter several risks which could
impact smooth implementation of the plan. With regard to risk
management which is defined as the process of identifying,
assessing and managing the risks associated with the organization’s
business strategy, the council shall conduct annual review of risk
factors that may have an impact on its ability to achieve strategic
outcomes. Risk factors change over time as a result of changes in
different factors such as changing economic, social, political,
technological and other conditions that directly impacts the
operations of the council. The main assumptions of the 2018/2019-2022/2023 Strategic Plan for GTC include: adequate financial
controls and procurement processes resulting in efficiency, effective
and compliance to legislation; adequate human capital management
including attraction, retention, development and succession
planning; adequate performance management and measurement
systems resulting into achievement of established annual targets;
Adherence of the service providers and other stakeholders to
to review the strategic plan implementation process.
Once in two years, these meetings will also involve external
stakeholders. In order to assess the plan performance, there shall be
annual plan evaluation exercises for the entire plan period. Match
activity funding with plan implementation, evaluation and review. It is
recommended that the evaluation exercises are conducted at the
end of the financial year. Two types of evaluations are further
recommended. These are Mid-term evaluation to be conducted after
two and half years and to be carried out by internal evaluators. The
second type of evaluation is Terminal evaluation to be carried at the
end of the planned period using external evaluators with the
assistance from internal evaluators. Plan review shall be carried out
in order to remain focused in reali zing the Vision, Mission, Strategic
Objectives and Targets. Strategic Plan reviews shall be triggered by
the results of monitoring and evaluation activities. This is due to the
fact that plan reviews are meant to be responsive to the
shortcomings in the course of plan implementation. There shall be
minor plan reviews annually, mid-term review after two and half
years and a major Plan review after five years. Implementation of
this Strategic Plan is likely to encounter several risks which could
impact smooth implementation of the plan. With regard to risk
management which is defined as the process of identifying,
assessing and managing the risks associated with the organization’s
business strategy, the council shall conduct annual review of risk
factors that may have an impact on its ability to achieve strategic
outcomes. Risk factors change over time as a result of changes in
different factors such as changing economic, social, political,
technological and other conditions that directly impacts the
operations of the council. The main assumptions of the 2018/2019-2022/2023 Strategic Plan for GTC include: adequate financial
controls and procurement processes resulting in efficiency, effective
and compliance to legislation; adequate human capital management
including attraction, retention, development and succession
planning; adequate performance management and measurement
systems resulting into achievement of established annual targets;
Adherence of the service providers and other stakeholders to
legislations and regulations; Absence of political interference that
involve infringement of the mandate of the council ; Existence of
stable and harmonious relationship between the council and other
key stakeholders; Existence of social, political and economic stability
in the country; Planned expenditures and revenues are based on the
actual figures of each financial year; New sources of revenues are
approved and become operational in each financial year; Personnel
expenses and subvention from the central government are expected
to increase over the life time of this Plan; Effective internal
arrangement and mechanisms for the implementation of the Plan;
Working tools of the different types and other capital expenditures
are expected to be purchased; The successful implementation of this
Strategic Plan requires effective mobilization of sufficient financial
and non-financial resources; continued conducive political and socio-economic environment; continued willingness of stakeholders to
support and respond effectively to the needs of customers and
community at large in implementing the strategic plan; timely
disbursement of fund from the central government and other
development partners; continued provision of technical support,
policies, guidelines and financial support from the central
government; continues stability and improved economic growth of
the country; continued good leadership at the Council level; the
envisaged strategic outcomes reflect the anticipated developments
in the Council; and positive responses of stakeholders to
environmental conservation in the council
