Application Tampere-Mwanza 2011-2013 Final Amended

The North-South Local Government Co-operation Programme / 2011 2013 THE ASSOCIATION OF FINNISH LOCAL AND REGIONAL AUTHORITIES
TAMPEREMWANZA
North South Local Government co-operation plan for 2011 2013
City of Tampere, Mwanza City
prepared by:
1. Contact information and summary of Tampere-Mwanza co-operation project City of Mwanza Contact person: Reuben Sixbert E-mail: mwanzatampere@yahoo.com Tel. 0282541064 mobile. +255784791551 Address:DC building Nyamagana, Mwanza City of Tampere Contact person: Katri Suhonen Title: Project manager Unit: Sustainable Communities, Economic and Urban Development E-mail: katri.suhonen@tampere.fi Tel. +358-40-570 0024 Fax. +358-3-56566710 Address: Aleksis Kiven katu 14-16 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 Co-operation Programme since 2002. The orientation of the co-operation is to support the Mwanza City Council in the strategy implementation and create tools for strategic planning. On the other hand the co-operation is a mean for the City of Tampere to implement the city strategy and Aalborg commitments. The co-operation project serves as a ground to exchange ideas and mutual learning. The Tampere-Mwanza co-operation project aims at diminishing the gap between northern and southern municipalities by opening a channel for cooperation between the authorities of these two cities. The overall goal of the current plan is that Tampere and Mwanza have acknowledged role in leading local development. Cities exchange knowledge, share policies and shape practices inspiring each other. Their actions contribute to well-being of their citizens, reduce poverty, feed sustainable communities and increase participation. The immediate objects (purposes) for the project term 2011-2013 are: Improving professional competences of municipal personnel as a mean to improve service delivery and good governance Fostering business development and financial management as a mean to create employment and reduce poverty Rising awareness on living environment and its management as a mean to increase sustainability and participation in communities To improve service delivery and good governance by improved competences of municipal authorities and personnel, key principles of the component are:
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 business development and financial management, key principles of the component are: Determine the current situation in the regional entrepreneur support services and training needs of the businesses in Mwanza Share experiences on entrepreneur education and service Encourage public-private partnerships and innovative business planning Improve financial planning, economic follow-up and fiscal revenue collection for Mwanza City Council
To increase sustainability and participation in communities by arising awareness on living environment and its management, key principles of the component 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 cross-cutting themes in the current project plan are: to foster direct participation of citizens through improved communication and information within the project - activities include drawing a detailed communication plan for project and raising public awareness on waste management, sanitation, fire prevention, city decision making and the project itself is to encourage reciprocity and colleague-to-colleague interaction among employees, among elected officials and among other relevant stakeholder to increase, widen and deepen North-South-South co-operation and exchange of good practises - by drawing linkages with educational and research institutes, public and private partners, and other municipalities participating in AFLRA North- South programme
2. Background 2.1 Co-operation between Mwanza in Tanzania and Tampere in Finland Mwanza City The Mwanza City is one of the 8 districts of Mwanza region. Mwanza is the second largest city in Tanzania and one of the fastest developing urban
centres. It is situated on the Southern shores of Lake Victoria. The main economic activities in the city are: farming, fishing, commerce, trade and industries (mainly agro-based). Administratively the city is divided into 2 parts: Ilemela and Nyamagana. There are 21 wards and 19 registered villages. Currently the population is estimated at 700,000 (2010) based on the national growth of 3,8 %. However since the city is growing fast the actual population is closer to one million as the rate of the rural to urban immigration is 8 %. The City Council has estimated that the actual population growth rate in Mwanza is 11,3 % per year. The political leader of Mwanza is the Mayor and the Administrative leader is the City Director. The Council is made of twenty-eight Councillors; twenty of them are elected councillors and they represent 20 wards, the remaining 8 councillors are appointed by the Council. There are three standing committees: finance and administration committee, urban planning committee and economic and social services committee. Through these committees the 28 Councillors make decisions and directives, which are to be implemented by the City Director through the 9 departments, which exist at Mwanza City Council. The two members of parliament are also part of the council, so the total amount of councillors is 30. The number of staff working in 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 in the Nordic countries. Currently there are over 210,000 inhabitants in the city, and almost 350,000 inhabitants in Tampere Region. Population density is 403 per square kilometre. Tampere is one of the three most rapidly developing regions in Finland. The city employs 15 000 workers, out of which majority occupy a post in social and educational sector including schools and health care. The supreme decision-making body in the City of Tampere is the City Council with its 67 councillors and equal number of deputy councillors. Council members and their deputies are elected in a municipal election held every four years. The City Board administers the municipality and manages its finances. Furthermore, the City Board prepares and implements the decisions taken by the City Council and ensures that they comply with the current legislation. Tampere was the first municipality in Finland to adopt the mayoral model in governance in 2007. Central Administration is responsible for the general management of the municipality, operating under politically elected mayor and deputy mayors. Central Administration sees to the planning, preparation and implementation work, and other administrational tasks for the City Council, City Board and other municipal organs when necessary. In Tampere, services are produced using a multiple provider model. This means that external companies and communities provide services alongside the city own service provision. The operational model used by Tampere s separates the service purchaser from the provider. The service contract between the purchaser and the provider is the key instrument for steering and cooperation in the purchaser-provider model.
The main economical activities in the City are: manufacturing (18% of jobs), trade, transportation, accommodation and restaurants (20%), public administration and defence (26,5%), professional, scientific and technical activities (14%) information and communication (6%) and construction (6%). 2.2 Firm and diverse co-operation since 2002 building on partner city co-operation since 1988 The cities of Tampere and Mwanza have joint their efforts under the NorthSouth Local Governance Co-operation Programme since 2002. Yet the history of co-operation goes back to the late 1980 when cities became s, partners in 1988. The early co-operation included various environmental activities, including creation of green belt around Mwanza city. In the first years NGOs and active individuals played an important role in co-operation. Since 2002 the focus of the Tampere-Mwanza co-operation has focused on capacity building of the city administrations through training, exchanging of ideas and know-how and colleague-to-colleague partnership. During the past nine years the areas of co-operation have included: school sector, environmental sector, fire service, local democracy, city councils and cultural sector. The results of the co-operation include for instance: A fire brigade co-operation, which has mobilised Tampere Regional Rescue Services expertise for capacity development in Mwanza Fire Brigade, including in-work training scheme, focus on fire prevention and inspection, and role of publicity in fire prevention. The co-operation has gained commendation from the Ministry if the Interior in Tanzania and in the evaluation 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 co-operation in institutional pairs, that has increased attention on teaching methodologies, such as child-centred-approach in learning, learning-by-doing, peer-work and other participatory methods in classsituations, use of natural-material and music in teaching, use of teaching aids and materials, on learning difficulties, supportive learning environment, career guidance and pupil support services, home-school co-operation etc. The aims and activities of the co-operation have been developed and polished from project to next as to better serve the needs of the municipalities, the residents and the goals of the co-operation programme as whole. Cities are never finished in redesigning themselves. Some issues to consider further include how to increase the effectiveness of the cooperation in future, how to measure the results on day to day basis and how to ensure reciprocity and active participation of the municipal authorities and the residents in both cities. As on the positive side, the co-operation has gained value, importance and recognition at the both sides during past years. There is a constant flow of great ideas for improvement and experiments within and in connection to the co-operation there is a more pressure to expand the co-operation
window than to withdraw. Both cities have shown their commitment by directly putting their own resources, both in cash and in kind, for the use of the co-operation. To ensure that both partners have similar understanding on the aims of the project and methods of reaching them requires open and active dialogue among the partners, commitment to common goals and will to understand the other side. The annual joint PST-meetings, where the project is evaluated and planned together, has served as method to create active dialogue. This implementation plan is a result of the previous joint meeting on March 2010. 2.3 Role of proposed project in municipality own strategies and s development plans; municipality's strategies for international co-operation; decisions and contracts made; motives for starting the co-operation The aim of the co-operation is to support the Mwanza City Council in the strategy implementation and create tools for strategic planning. On the other hand the co-operation is a mean for the City of Tampere to implement the city strategy and Aalborg commitments. The co-operation project serves as a ground to exchange ideas and mutual learning. Mwanza City mission is: According to its strategies Mwanza City in 2025 should be imbued with four main attributes: high quality livelihood, a well educated and learning society, a competitive economy capable of producing sustainable growth and shared benefits and good governance. The development of Mwanza City should be people-centric, with the main objective of engendering wealth and sharing it equitably within society. To achieve this objective, the City has to ensure that there is good governance and the rule of law to create equal opportunities for all residents to achieve their maximum potential. In the year 2025, Mwanza City residents should be highly educated and or skilled people that cherish human development through hard work, professionalism and entrepreneurship. The City should have a vibrant economy that is self- sustaining and competitive within Tanzania in particular but also within the East African Community. The new Tampere-Mwanza co-operation project supports the Mwanza City Council strategy implementation in the following development priorities (indicated as key result areas): KRA1: Promote economic growth and reduce income poverty KRA2: Improve quality of life and social well being of the people KRA5: Promote environment conservation KRA 6: Strengthen the institutional and resources utilization capacity for efficient and effective service delivery KRA 7: Promoting good governance, rule of law and accountability The latest city strategy Tampere Flows from 2009 defines the development priorities for the city for 2020. The strategy is build on four operating principles, that will ensure its implementation: good service, working together, responsibility and initiative. This means that in all it activities city s strives to enhance networking, encourage citizen participation and activity,
promote equality in the wellbeing, safeguard the future by bearing responsibility about environment and looking for new ideas and innovations. The strategic priorities of two cities bear many similarities, such as improving citizens wellbeing by reducing disparities, promoting economic growth and vitality, ensuring efficiency in use of resources, improving and balancing service delivery and promoting sustainability and protection of environment. Both the cities are committed to facilitating empowerment, participation and access to information for the citizens thus increasing accountability and good governance. The project supports the overall objective of the city of Tampere to be an international city and to increase the tolerance. In addition the project supports several sectoral development programs of the city. Tampere has approved the Aalborg commitments to function as the city principle agenda s for sustainable development. For the City of Tampere the co-operation project with City of Mwanza supports and builds-up to Aalborg commitments. In the city strategy the challenge of sustainable development is seen as cross-cutting theme in the whole strategic planning. The environmental co-operation can be easily linked with the environmental commitments confirmed by the city council. Children are one of the main target groups, not only in the project, but also the city of Tampere has approved the Child and Youth Policy Program. Encouragement of democracy and increasing local participation possibilities of citizens are one of main development areas in the city of Tampere. The activities and results of the project are of equal use thus in Tampere. For the Finnish municipalities cooperation with African local authorities is not among the key priorities. This co-operation was build on twin city connection established in 1988. Southern municipalities are on the contrary actively seeking to increase their international cooperation and exposure. According to evaluation made on AFLRA co-operation, the objectives and activities with the Finnish municipalities are to a large extent closely aligned with the municipal strategies and priorities of the Southern partners. This is the goal also in Tampere-Mwanza co-operation.
2.4 Comparison of organizational structures of northern and southern local government (competence, functions, mandates etc.), decision-making systems, action plans/budgets of municipalities Many of the basic tasks of the local governments in Tanzania and Finland are similar. Both cities are responsible on meeting the basic needs of their inhabitants and provision of public services including health services, water, roads, sanitation and education. In addition, local authorities are responsible in community development, land and resource use and promotion of economic development and trade. However the capacity of these two city administrations to fulfil their tasks is quite different. In Mwanza City Council there are only about 3500 civil servants whereas their number in Tampere is around 15 000. This means that often one person in Mwanza can be responsible on several areas where as in Tampere the responsibility is shared with many officers. Thus the workload in Mwanza administration may turn very heavy. There are also many services in
Tampere that are missing in Mwanza - including city based youth services, educational and vocational guidance services - and some that are very differently organized - such as the social services or the cultural services. Looking at the system of decision-making and system of representation in these two municipalities, there are some notable differences. In Tanzania the local government is recognized under the Local Government Act to strengthen the importance of local authorities in providing public services and effectively reaching at people. There has been major political reforms in Tanzania to further decentralize the political model and increase the local and regional authorities vice a vice state. In Mwanza the democratic participation is build from bottom to up, based on the grass-root level participation in the residence area. The lowest unit of Local Governance decision-making in Mwanza is Mtaa urban areas and in Kitongoji rural areas. The next administrative bodies are the village, the in district council, the town council, the municipal council and the city council. All these institutions have their leaders who are democratically elected and put in place with the will of the people. In Finland local government in municipality is based on the self-government of the residents that is guaranteed by the Finnish Constitution. Residents elect the municipal authority, the local council, whose role is to set economic targets and long term objectives. The fiscal autonomy of local authorities in Finland is strong, almost half other municipal expenditures are financed through own tax revenues local authorities are entitled to a high degree of financial and administrative independence from the state. The citizen participation is then encouraged on grass-root level as a response and sometimes even primer to decision making level needs and projects through information provision and consultation. This takes place from top to down as opposite to Mwanza direct involvement of citizens and s delegation of some control to local level. However there are many parallel forms of civil society participation in Finland, which complete and add up to the municipal participation. The project has published a comparative study in 2006 where more detailed information can be found1 3. Needs of the southern and the northern partners for the co-operation 3.1. Benefits to southern and northern local governments Tampere-Mwanza project aims at diminishing the gap between northern and southern municipalities by opening a channel for co-operation between the authorities of these two cities. The overall goal is that Tampere and Mwanza have acknowledged role in leading local development. Cities exchange knowledge, share policies and shape practices inspiring each other. Their actions contribute to well-being of their citizens, reduce poverty, feed sustainable communities and increase participation. When planning the activities for the project cycle, the project steering team and work-groups have assessed the impacts for both cities. Some of the shared benefits include:
Sandi Jane, Teittinen Outi, A Study on Local Democracy, City of Tampere publications, 2006. See also AFLRA publication: Kuusi Suvi: Aspects of Local Self-Government - 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 co-operation 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 and geographical factors, often the expected benefits of certain activities are different to the two cities. Where in Mwanza the aims of the co-operation include technical and economical capacity building and poverty reduction, in Tampere the goals of the same components are to do with developing global thinking, getting new ideas for participatory planning or getting international experience. 3.2 Interaction, reciprocity and equality; mutual learning (how they are realised); coherence of co-operation with local government (municipal) operations As reciprocity is one of the fundamental principles of the whole project and it is also a cross-cutting issue throughout the plan. When planning any cooperation activities the work-groups and the project steering teams have assessed the expected benefits and plans for learning for both sides. These can be found stated in the implementation plans of this document. The activities have to be in line with the respective city strategies and visions. This has been assured by consulting responsible officials and by making sure that all plans made are agreed and supported by them. In project organization the interaction and equality is assured by organizing annual joint Project Steering Team meetings where the evaluation of earlier activities and planning of the new takes place. The meetings are organized every other year in Mwanza and every other in Tampere. Also the activities are planned so that there are equal chances for both sides for work and study-visits. Furthermore, on funding level both cities have their own budget (in cash and in kind), which very concretely proves the commitment of the cities to the co-operation. The co-operation between the cities of Tampere and Mwanza is based on colleague-to-colleague interaction and reciprocity - meaning that both sides might benefit and learn. Taking the co-operation at the level. Where colleagues can work side by side gives possibilities to direct exchange ideas and practices on the spot. This has created very positive effects especially in fire brigade and teacher co-operation. However it is important to notice that even when the stated aim is capacity building for instance in Mwanza, the capacity of the trainer side also improves since, teach is to master to . Learning is always a two-way process. In the past there has been very valuable exchanges of ideas under the cooperation. For example when City of Tampere renewed it model and s policies for local citizens participation in 2006, the Mwanza model of grassroot democracy was considered as an inspiration is creation of local AlueAlvari-model of participation. Within the school co-operation teachers have exchanged their experiences on learning environments, teaching aids and
ways of communication between teacher, pupil and parents. For teachers in Tampere it has been great opportunity to be involved the Mwanza schools daily practices and see for example how music is used as a method and a tool in learning. 4. Objectives and expected results from the co-operation Tampere-Mwanza project over all goal is to strengthen cities role in s bringing up and leading development. The immediate objects for the project term 2011-2013 are: Improving professional competences of municipal personnel as a mean to improve service delivery and good governance Fostering business development and financial management as a mean to create employment and reduce poverty Rising awareness on living environment and its management as a mean to increase sustainability and participation in communities A cross-cutting theme in the project is to foster direct participation of citizens through improved communication and information production within the project. This will be guided by communication plan. Activities include raising public awareness on waste management, sanitation, fire prevention, city decisions and services and the project itself. Another cross-cutting theme is to encourage reciprocity and colleague-tocolleague interaction. This will be encouraged both among employees to improve service delivery (such as teachers and fire fighters), among elected officials to improve good governance (such as council members) and among other relevant stakeholders to increase participation in civil society and private sectors (such as researchers, students and private sector entrepreneurs). Third cross-cutting theme is to increase, widen and deepen North-SouthSouth co-operation and exchange of good practises. This is done by the support of AFLRA in forms of trainings and seminars, by actively keeping touch by other projects receiving funding under AFLRA programme and by actively drawing linkages outside the actual co-operation to involve other stakeholders (educational institutes, research institutes, private sector). For more detailed information on the co-operation objectives and results, see Logical Framework Analysis (attached).
5. Planning and implementation 5.1. Links to and co-operation with other similar international, national and local initiatives In Tampere there are several other initiatives with Mwanza (for instance by the University of Tampere and Tampere University of Applied Sciences) and there has been an attempt to find synergy or at least to keep each other informed. The project has also actively contacted other Finnish actors working 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 with other Mwanza City Council partners both in North and South. In the current project activities there is increased effort to integrate other relevant initiatives and stakeholders under the wider umbrella of the Tampere-Mwanza co-operation. This is done by improving PR and opening information channels to public and stakeholders, such as entrepreneurs, businesses and research institutes. 5.2. Planning process: How co-operation projects are related to the existing strategies and development plans of local governments. Who were responsible for the project plan; who were consulted (names, titles) etc. The starting point for the co-operation has been to support the city strategies of both cities. The planning process for current project cycle (2011-2013) 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. Reuben Mulunga, 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. Mariam Ukwaju and Mr. Moshi Shaaban. In the first day of the meeting the PST evaluated the previous cos operation. The results of the evaluation were utilized in the second day that was fully spent in planning the next term. The planning was done using participatory method and was facilitated by the co-ordinators. Both cities had collected a list of proposals for future activities that were used as the basis for discussion. Mwanza councillors are directly involved in planning process, the plans starts 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 approved and there the full council discusses and approves for implementation. The planning process then continued in the work-groups and during the work-visits. For full list of responsible persons, see Logical Framework Matrix attached. 5.3. Communication plan: how the will the internal and external communication be handled? How will electronic communication methods be used by stakeholders? The Communication plan in under preparation and will be ready in March 2011. There in increased effort to integrate participatory approach with publicity efforts through out the project activities. For a draft version of communication plan, see communication chart attached. The electronic communication is very much dependent on the availability of ICT-training and computers. The electricity is also an issue, as the network is not extensive in rural areas in Mwanza and there are regular interruptions in the supply of electric current in the city.
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5.4. Organizational responsibilities, local government staff taking part (municipal officials/employees), elected representatives; ownership / commitment of the southern and northern local governments In both of the city organizations there is a wide range of actors participating in the project. In Mwanza the city councillors are involved as decisionmakers and as participants in the training activities, in Tampere as stakeholders and project supervisors. In Mwanza village chairs and ward executive officers are also taking part into trainings. City departments are actively participating in the project in Mwanza. The other local employees taking part in Mwanza include heads of departments: city economist, city treasure, city public relations officer, city planner, forest officer, city engineer, health officer and education officer. City Councillors are included into steering of the project as decision-makers. In Tampere the project is administrated under the Department of Business and Development. The department is located in the Mayors Office. Project steering group is appointed by the Mayor. They come from those departments that are participating in the project: Human Resources, Business & Development, Environment, Education, Fire services and Local Democracy. The work-groups responsible for the implementation and planning consist of experts in those fields at issue. The highest decisionmaking power is held by the Head of Department of business and development (Mr. Kari Kankaala) and the ultimately the City Mayor (Mr. Timo P. Nieminen). The project has also been presented in the City Management Board (consisting of the heads of departments). City administrations are often quite traditionally structured. This project aims to increase cross-sectoral thinking and co-operation over traditional administration boundaries. As the project approach is cross-sectoral, the project is administrated in co-operation with several departments. The heads of departments are thus responsible for steering, monitoring and follow-up of project activities. The actual implementation is done in cooperation with several departments and by directly engaging participants into the planning and execution of the activities. Taking as an example the educational sector: both of the cities have a separate steering group for activities that are taking in relation to education and schools. The activities are run and promoted by group of agent teachers, who are volunteers chosen from participating schools. They are in key role managing and planning the actual activities. These include: teacher training seminars and study visit, teacher and guidance advisor s s exchanges, modelling the guidance advising in schools in Mwanza, composting activities, awareness raising on waste management and on fire prevention, and global education activities at schools.
Please note (!) that the project organisation is clarified in Organisation Chart of the Project (attached). For full list of resource persons, see Logical Framework Matrix (attached). For responsible persons in each activity, see Timetable 2011-2013 (attached).
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5.5. Implementation: Time schedule and functions/tasks in the northern and southern local governments For more detailed timing, see Timetable for 2011-2013 attached. For detailed responsibilities, see attached Timetable and Logical framework Matrix for 2011-2012. Project purpose one: To improve service delivery and good governance by improved competences of municipal authorities and personnel. (Please note that the training topics may be changed during the project 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 further developed and tested in practise. This will be done more systematically in closer co-operation with Human Resource departments in both cities. For example the information about the available courses and application processes will be made public. The training models, once the programme is fully operational and processes are described in detail, may be extended to other groups or copied in other municipalities or LGAs. Each head of department will be properly informed on the courses available and they will then be responsible on spreading the information for their staff and choosing the participants. The chosen participants will fill an application form (provided by the project) to the project coordinator or to the trainer in question at least two weeks before the beginning of the training. The MCC Chief HR Officer Mr. Mtware and the senior HR officer Mr. Songoma will be responsible in supervising the activities. In all of training activities the primary beneficiaries are the participants, secondary beneficiaries are their home departments or units, the main beneficiary is the city administration and final beneficiaries are the citizens of Mwanza, who will gain in more efficient governance and improved services. 1.1.1 Ward executive officer and Mtaa executive officer training The Ward and Mtaa executive officers have been highlighted by the MCC Human Resource Officer Mr Mtware as one of the most critical groups to be trained. Thus the training programme that started in the previous project term will be continued. The training programme will include all 21 wards and 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 test their new skills and come up with questions. The topics should include: administrational skills and practical understanding of the terms of rule of law and good governance. The trained Ward & Mtaa executive officers will be divided into three batches which includes either 6-7 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 their daily activities; Budgeting - as the budgeting processes starts from Mtaa level and continues to council level, full participation in the budgeting process for Mtaa and Ward executive officers is essential; Planning - to be fully involved in the council planning process; Staffing - to manage their staff at the grass root level; Leading how to become good leaders and solve citizens problems at the grass root level; Organizing and Coordination. The 4 day trainings are expected to benefit 110 Mard & Mtaa officials in first 18 months of the project. 1.1.2 Councillor training The MCC Human Resource Officer and the councillors themselves hope for the continuation of councillors training programme. The issue is critical particularly because of the recent elections in October 2010. It is seen as crucial to include the new councillors to the training programme from the very beginning. The topics will include: good governance, rule of law and skills needed to become a good councillor (leadership skills, strategic planning and budgeting, negotiation skills, listening skills etc.). The total amount of councillors in Mwanza is 30. The 4 day training is expected to benefit 35 councillors and related officers during the project cycle. 1.1.3 ICT-training Training on IT has been a very popular component and the demand is only growing. It is thus time to transfer the responsibility of the trainings entirely to Mwanza City Council after June 2012. A plan to increase the long-term sustainability of this action has been drawn. So far the training has been free for all, which is not a very sustainable solution making the training programme dependent on project assistance and making it difficult to purchase new hardware. From the beginning of 2011 each NGO/CBO representative participating in the training will pay 15 000 TSH/ programme. This is, according to the current trainer, at least 10 000 TSH less than other similar courses making it still affordable for the small NGO to participate. Also, the MCC will be s budget an agreed lump sum annually for the MCC staff ICT training. The salaries of ICT tutor are transferred to MCC immediately in the January of 2011. With these changes some new hardware can be bought to replace the broken ones and to increase the number of students accommodated. The co-operation will support the sustainability plan by financing 4 new computers. These actions together will ideally enable to accommodate 15 people per session and 4 sessions per day, equalling ideally 60 people per day. ICT room should also have its own internet services and at least 8 PCs connected with the internet. The present amount of functional computers will not able to widen the training activities nor to make program financially sustainable. If there will be no additional funding for procurement of new hardware, the entire ICT component will be in risk of ceasing to exist. This would compromise the project monitoring and follow-up, as many of the activities are based on colleague-to-colleague work. This would hit hardest the school co-operation, as it would jeopardize the direct communication between partner schools and Agent teachers.
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The whole office building lacks the secretariat and personnel tends to use near by private secretarial service. ICT component could also be a source of income if it could provide services, such as photocopy machine, printer, scanner and/or fax machine for the office use. If some income would be generated through ICT component, it could become self-sustainable and thus manage costs concerning the repair and purchase of equipments. This would also reduce the office cost within the project. MCC will map possibilities to fund these purchases outside the project. The application process will also be made more systematic according to the changes in all the trainings. Particular emphasis will be on training of the public school teachers. The ICT-trainings are expected to benefit 360 people, out of which 55 % should be target group (city officials) in the first 18 months of the project (practically from June 2011 to June 2012). 1.1.4 Teacher training seminars and study visits In order to improve the quality of teaching towards learner centred approach, the teachers Mwanza propose that the cooperation should of organize seminars for them on participatory methods, constructive approach, different teaching techniques, using materials found in nature and teachers rights and responsibilities. There could be several seminars organized per year 1) general ones for all 2) those directed to particular group of teachers (language, special etc.) and 3) those organized during and after the exchange visits to share ideas and learning results. The cooperation should also provide possibilities for the Mwanza teachers to visit project schools and learn from them. This will increase the sustainability of the educational activities in project by enabling peerlearning among colleagues in MwanzaThis is a step towards a model school approach that is in use in Finland. The project schools will serve as a ground for educational experiments in Tanzanian context, where other schools can draw examples. The 3-days trainings and single day study visits are expected to benefit 90 teachers in first 18 months of the project. 1.2 Personnel Exchange Programme The previous experience has show that for in-dept learning two weeks is not enough. Thus, particularly the teachers and firemen have proposed for longer exchange programmes (1-2 moths) for greater impact. From environmental perspective this is also recommendable, as it makes the resource use more effective. Most of the negative environmental effects in this project are related to carbon dioxide emissions due to travelling. For the exchange programme, a tailored plan for each person - including intended results with clearly set goals - is drawn with the department in concern, local PST, HR officer and project coordinator. Participants are appointed a mentor in receiving city, whose supervision and guidance they will enjoy. At least 50%, preferably 75 % of their working hours will be spent in a single working unit. The purpose is to enable peer working and colleague 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 and the field of their work is varied, they can not be any single criteria for their selection. The application procedure and it results will be public. s 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 steering teams 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 main beneficiary is the city administration and final beneficiaries are the citizens of Mwanza, who will gain in more efficient governance and improved services. 1.2.1 Teacher exchange The purpose of the teacher exchange is to improve the quality of teaching in the chosen project schools through teaching together with the colleagues in partner schools. The method used is learning by doing which is seen as the most efficient way to learn new methods and to grow professionally. Besides the current primary schools and pre-school classes, also five secondary schools in both cities will be involved in the project. The plan is to have 2-3 teachers from both cities work in their partner schools for a period of 1-2 moths each year. The teachers can come from any level and will be chose according to they application by the PSTs. The teachers will always travel as a group to make it easier to adjust for the foreign environment. 2 teachers from both cities are expected to participate into the programme during the first 18 months of the project cycle. They are used as resource persons to benefit the teacher training activities and 10 participating schools, five schools in each city. 1.2.2 Guidance advisors exchange for planning and piloting workshops in secondary schools At the moment, there are no guidance counselling services available at Mwanza schools. At the same time youth unemployment is a big challenge. It is thus clear that supporting services that can help pupils to plan their future after school are required. Since there is no previous experience on how to organize such services in Tanzania, the implementation was started by organizing a study tour in Tampere for two officers from the MCC educational department. The purpose of the tour was to share the Finnish experience 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 in project schools (particularly secondary schools) in Mwanza. In 2011 the workshop content will be planned and piloted by a team of Mwanza and Tampere experts in consultation with the Tampere University and SAUT. The results of the pilot workshops will be carefully analyzed and programme for 2012-2013 will be planned accordingly. The idea is to help Mwanza build a model for guidance counselling which could be copied also nation wide. 2 educational officers from both cities are expected to participate into the programme during 18 months cycle. They are used as resource persons in planning the guidance counselling model for City of Mwanza. 1.2.3 Fire brigade exchange In the previous projects, the Mwanza fire brigade has been equipped with basic 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/ inspectors from both cities to work in their partner city for a period of 1-2 months. In Mwanza there are all together 30 firemen. Fire brigade is under the City Director and MCC is currently the employer of the firemen. However, Mwanza fire brigade is going to be officially transferred under the State Government. According to the chief of fire Mr. Julius Bulambu, the project needs to continue supporting the fire brigade component, at least until the central government takes over in practice. This might take some time, and it is therefore important to continue co-operation at least over the transitional phase (Minimun for the first 18 months untill June 2012). 2-3 firemen from both cities are expected to participate into the programme during 18 months cycle. They are used as resource persons in the training activities of Mwanza fire brigade. 1.2.4 Administration exchange Also the administration staff can apply for the exchange programme. The participants will be chosen according to the needs of the organization (relevance) and quality of the applications. Only applications with clearly set goals will be considered. In the first year (2011) the priority will be given to the Urban Planning Department and Finance Department Revenue s Collection Section to improve city revenue exchange. 2 city planners and economists from both cities are expected to participate into the programme during 18 months cycle. They are used as resource persons in planning of the next project cycle 2012-2013 and in the project purpose two activities.
Project Purpose Two: To create employment and reduce poverty by new models for business development and financial management. Key principles of the component: Determine the current situation in the regional entrepreneur support services and training needs of the businesses in Mwanza Share experiences on entrepreneur education and service Encourage public-private partnerships and innovative business planning Improve financial planning, economic follow-up 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 business planning and development and encourage new ways for entrepreneur training. There should be exchange of approaches to build and support public-private partnerships within local service delivery and development. This component links also with building up guidance counselling service model in Mwanza (1.2.2). The target is to improve entrepreneur education activities, strengthen co-operation between public and private sectors, and create new business connections between Tampere and Mwanza.
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2.1.1 Study on available support services and the needs of the entrepreneurs in Mwanza The foundation for improved entrepreneur support services lays in determining the current status of support services within Mwanza region, especially for small and medium size enterprises. The city role in the s network providing entrepreneur support services should also be defined. On the other hand the entrepreneurs should also be used as informants to gather information on their needs as private sector business holders to know, what kind of training would be most urgent. This will be done through innovative new entrepreneur training model called Demola. In Demola student groups are encouraged to do real life work life practises and activities in groups under guidance of more experienced trainersThe model won an European innovation award in 2010 given by . the Assembly of European Regions. Demola combines the ideas and knowhow of students and companies thus developing new products and services for the needs of companies and customers. The project is co-ordinated by local innovation company Hermia. Expected results: The network of industry and commerce support services defined, the trainings needs of entrepreneurs short-listed in priority. A new entrepreneur training model Demola introduced and piloted in Mwanza, increased co-ooperation between Mwanza and Tampere higher education institutes. 2.1.2 Training seminar for developing business ideas (in 2012-2103) There is lots of business potential in Mwanza in many sectors but this potential is not properly exhausted yet. People often tend to copy other s ideas instead of coming up with new ones. In order to develop the business sector and reduce poverty, the cooperation will organize training courses for people with business ideas to help them develop those ideas and/or come up with more innovative new ones. The training programme will also include several local success stories as speakers to give concrete examples and motivate the participants to see their potential. The entrepreneurship activities will be focused to some target groups after the results of the survey are out in open. The training activities could focus especially on youth and women, as city provides micro credits to them and they face notable challenges in establishing businesses, but are not exclusive only to them. The courses will be advertised widely and particularly through the Mwanza tourism task force, through women organizations and through agriculture officer. There will be availability to choose from evening or day course. One course will last for 1+1 weeks, giving a chance for the trainees to practice what they have learnt and come back for more advice. There will be separate courses for Mwanza rural and city areas with different target groups. The facilitators will come from both Tampere and Mwanza. Each year one day and one evening course will be organized both in rural and urban areas in Mwanza. The course will draw examples from real life success stories. The course will bring about a network of partners relevant of organising and sustaining entrepreneur support services in Mwanza region. For those participants that pass the course and start implementing their business ideas there will be availability for mentoring services (as described below). The activities under
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this target are starting up after June 2012. The expected beneficiaries and results are to be defined later. 2.1.3 Mentoring programme for new entrepreneurs (in 2012-2013) Mentoring refers to a relationship where a more experienced professional (mentor), or a group of them, mentors and assists his/her younger colleague (actor). Here the idea is that the actors will be chosen among the course participants as described above. The team of mentors consists of professionals from Mwanza and Tampere. The whole group will come together in Mwanza for a joint seminar in 2013 where the activity will be launched. The actors will present their business ideas and get advice and support. Each mentor will have one actor that they support (e-mailing, calling, video conferences and meeting face-to-face when possible). The co-operation will cover the cost of hosting and seminar, but the travel expenses would be covered by participants. The activities under this target are starting up after June 2012. The expected beneficiaries and results are to be defined later. 2.2 Improved financial planning within the City Council of Mwanza There is a need to improve economic follow-up and financial planning within Mwanza, to improve city revenue exchange and identify possible new sources of revenues. This, connected with activity 1.2.4 will help to combat corruption, as the funds will be more easily retraced. 2.2.1 Feasibility study on new revenue sources Mwanza City Council has a need to come up with new fiscal revenue sources in order to improve the financial situation of the city and make it less dependent on the revenues coming from the central government. The cooperation will support the MCC by making a feasibility study on the potential new sources of fiscal revenues and means of making the current fiscal revenue collection more efficient. An outsider expert will evaluate the current processes in financial planning and follow-up, including tax collection and study possible new fiscal revenues. Expected results: New fiscal revenue sources suggested, improvements in financial planning short-listed in priority. 2.3 Model for Guidance Advising in Schools in Mwanza (in 2012-2013) There is urgent need to come up with reasonable models for Guidance Advising in Schools. This kind of advisory approach is missing in Tanzanian education system. However, there are many school drop-outs and more and more young people struggle for education and employment opportunities. The unemployment among youth is an issue that has overall negative impact for city development both in short and in long run. Under the guidance advisors exchange programme the goal is to come up with a guidance advising model and start training teachers (for more details, see activity 1.2.2). The activities under this target are starting up after June 2012, therefore also the expected beneficiaries and results are to be defined later.
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Project Purpose three: To increase sustainability and participation in communities by arising awareness on living environment and its management. 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 bio-waste management This component sets off by training all the environmental health officers in the city on composting. This need is based on the fact that, these officers are normally transferred from one ward to another quite often. With this reason, all officers are empowered in order to keep the continuity of the program whenever officers are transferred. After training, the hereunder is the planned program to sustain the acquired knowledge among the officers and make use of bio-waste from markets and wastes at household level. The total amount of wards in Mwanza is 21. The training is expected to benefit 30 health officers and related officers during the project cycle. In the first phase, the improved bio-waste management is likely to result more sanitary 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 bio-waste from markets to Green Belt area schools for composting The school composts invented by the co-operation have been well received and taken care of. As many of the previous studies indicate, most of the waste coming from the market areas and indeed 80 % of all solid waste in Mwanza is bio-waste. However, this waste in market areas is not composted or utilized in any other way but instead causes problems by attracting animals and spreading bad smell. Two of the project schools, Sahwa and Kahama, are located in the so called green belt area where there are lots of farming activities. In order to promote the farming activities as well as easing the waste and sanitation problems of the city, the project will support Mwanza health officer in organizing weekly transportation of bio-waste from the markets to the school composts in Kahama and Sahwa. This activity was planned in detail during the ward health officer training in June 2010. The idea is that the ward health officers in those two wards will be responsible of the compost, together with the teachers. To have identified and selected areas for composting exercises will help avoiding spread of diseases and teachers will have enough waste to sustain composting activities. The expected results are: Increase of 200 % in school bio waste input. Increase of 100 % in compost output. Cleaner market area. Regular transportation. The final beneficiaries are: the people residing in Ilemela and Buhongwa wards where the Kahama and Sahwa schools are located. Also
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the people residing in the neighbourhoods of vegetables markets will benefit, as the sanitation situation will improve.
3.1.2 Composting exercises in schools The composting exercises will be organised by Agent Teachers in Project schools and supported by officials of World Health Organisation. Every pupil from standard five in the participating schools will then participate and learn how to make compost. The activity will be carried on weekly basis, every Friday afternoon. Schools will establish a school garden/horticulture to be used as a demonstration centre on using compost for wider public. The teacher training activities and study visits will make a peer learning possible among Mwanza schools and teachers in composting activities. There is a great interest in Mwanza to expand the composting. Apart from five previous participating schools, 2010 five new upper schools were trained and sensitized on the issue. The target is to expand the activity into five more schools. As a result of previous activities the school yards are now notable more green, shady and pleasant. These results are likely to motivate other schools to copy the activity, if given opportunity to see how it works. During 2008-2010 project cycle, the bio waste for composting was carried from the pupils home. This was a useful way to train the separation of wastes within pupils families, but it was difficult to sustain the steady input of material for composting. Although it is important to give families change to participate, there should be also other means to secure material input. This activity is closely connected with sensitizing activities in 3.3 on waste management. The Ward Executive Officers will participate and encourage school neighbouring communities to visit and learn how to make compost, who will gain knowledge and interest to use manure made from bio-waste. The schools are thus serving as a demonstration site for the usefulness of composting at Ward level. The expected results are: in five project schools all fifth grade student participating in regular activities. 5 more schools are starting regular composting and 5 other interested to start after June 2012. The school yards are now notable more green, shady and pleasant in 2-3 years time span. The final beneficiaries are: all the pupils in the participating schools through improved learning environment. Also the people residing in the school neighbouring area will benefit. It is difficult to calculate the amount of final beneficiaries, as joining the activity is volunteer for the schools. At present the estimation for benefiting pupils is 5000. The target is to double the amount of targeted pupils as final beneficiaries. 3.2 Improved knowledge and exchange of models on environmental management According to the Mwanza Environmental Industrial Profile (2009), there is lack of information on environmental regulations at all levels. The industrial enterprises 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 also lack information on these issues. This has caused several problems and loss of money for the industries as well as for the city council. 3.2.1 Series of training seminar on staff and stakeholders on environmental laws and regulation, assessing environmental impact and auditing as well as environmentally friendly technologies In order to increase awareness on these issues as well as to give positive ideas on environmentally friendly technologies, the project will support the Mwanza environment office to organize training seminar for industries, business license applicants, MCC city planning staff and MCC business unit staff, police force and other important stakeholders. This will be done in five phases. On first phase in 2011 60 Mwanza industries/companies will be offered training on the concept of cleaner production techniques, polluters pays principles and environmental management act of 2004. This will be done to create awareness on environmental pollution and put mitigation measures on the centre of various activities, that are likely to cause adversely impact on environmental. Responsible institutions for this three-days seminar are MCC (Mwanza City Council), NEMC (national environmental management committee and UDSM (University of Dar Es Salaam). On the second phase in 2012 45 Mwanza City officers will be trained on the concept of environmental and social impact assessment (ESIA), including environmental laws and its regulation will be introduced to. This two-day seminar, organised in co-operation with MCC and NEMC, will empower local officials from urban planning and finance departments on how to issues permit 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 on environmental degradation, environmental laws and policy. The training will equip them on the importance of compliance with environmental laws and policy and will create awareness among wards officials on issues related to environmental degradation, environmental laws and policy. This training will be organised in co-operation with Mwanza and Tampere City Councils. On the forth phase in 2013 50 members of police force and 45 from city auxiliary 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 and compliance of environmental laws and policy, but also encourage acquiring knowledge on the concept of environmental pollution. On the fifth and last phase in 2013 30 wards councillors and 100 Mtaa chairpersons 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 on environmental laws, policy and issues of environment pollution. The targeted results: Improved environmental management skills crosscutting Mwanza city officials and other important stakeholders. Final beneficiaries: all Mwanza citizen, although the benefits are likely to show only in 5-10 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 the February-March 2011) a) on waste management Sensitize the community on the importance of making compost at household level from bio-waste. Compost made and used at household levels will enable to replenish the exhausted soils, improve nutrition status, increase productivity and income. Encourage school neighbouring communities to visit and learn how to make compost thus acquiring knowledge and interest to use manure made from bio-waste. Conduct stop burning waste campaign in the city. This will reduce the risk of wasting bio-waste through burning. Targeted results: 10000 people reached through PR and campaigning, 200 visits to local schools, reduced amount of burnt bio waste, improved air quality. b) on fire prevention Awareness raising programme for educating the community on fire prevention will be planned in more detail by the fire brigades of Mwanza and Tampere in the March-April 2011. Targeted results: 5 schools visited, 5000 children reached, improved knowledge on prevention of fire and clearer guidelines to rescue situations in schools. c) on creativity and global thinking Annual Tampere-Mwanza school newsletter (stories, drawings, pictures, pen pals) will be published in both cities once a year (April-May) and several copies 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 their teachers. Targeted results: 10 schools participating in activities, 100 pupils participates in the creation, of school newsletter, 2000 pupils reached through the activity, increased tolerance to differences. Exhibition on children art works and photos from schools in March 2011 by s free-lance journalist and children from participating schools. Works are to be exhibited in seminar on children rights in Tampere in September 2011. Targeted results: 100 children participated in creation of exhibition, 500 persons seen it, difficult topic of the hardship and wellbeing of children raised 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. With the limited resources of the project, it is possible to launch the Mwanza.net project: to reserve an internet server space for the city (with internet address), to offer email addresses and boxes for employees and elected officials, to use storage space in internet for documents, and to build a limited coverage web page for the city. The idea with Mwanza.Net initiative is to provide some basic city related services for both employees and officials as well as to the inhabitants. Mwanza.net will serve as a tool to search more information about city services and city council, to advertise Mwanza region (for example for tourist and businesses) and to download simple forms and documents free of charge. However, as there is a limited access to wired internet, there are not high expectations concerning the amount of users in the first phase. In the future, once the basic infrastructure is established and updating is working well, it is possible to widen the services and user applications offered, target new user groups (through mobile phone interface) and to improve the accessibility to internet by establishing some internet points for public use. Targeted results: The good quality and functional web pages established, at least 20 sub pages created and in use, 100 new visitors per month. e) on the project Webpages for Tampere-Mwanza co-operation The new project needs a refreshed visual look that can be used in PR and information sharing. As the project has been drawing more and more attention from stakeholders and business life in recent years, there a need s to open an interactive webpage that can be used to interlink and network with relevant stakeholders. The idea is to build up a regional Pirkanmaa based network for Africa, where Tampere-Mwanza co-operation would be one example of activities. In the first 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 co-operation project will fund a part of the wider internet based tool, but not the entire costs of it. Later on, in the second phase the project webpage will be used as information sharing channels among participants, among stakeholders and with citizens of the two cities. The path to webpage will be channelled through the official webpage of City of Tampere and the upcoming webpage of Mwanza City. Targeted results: The web pages updated, amount of visitors per month increased by 50%, interactive user interfaces included. 5.6. Budget and financing plan The budget and financing plan has been drawn based on an estimation of the detailed expenses and previous year experiences. The exchange rate s on the basis of the budget has been 1 2000 TZS. The overall budget is = estimated around 200 000 per year. The project financing plan covers a
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fair share of self-funding, which only in cash is 30 000 on yearly basis out of which City of Tampere covers 20 000 per year and City of Mwanza 10 000 per year. The sitting allowances budgeted for all trainings concerning city officials or employers are to be regulated with extra care. As there has been in recent years extensive criticism by the donor community over this practise in Tanzania, there question will be incorporated into good governance training. However, concerning a practise that is omnipresent in Tanzanian administration in all levels, it is unlikely that a sudden change would yield a positive impact on the project. Partner and donor policy changes should be a result of longer and more reciprocal negotiations. The Joint PST meeting will cover the issue in their next meeting in September 2011 and try to reach a compromise over the issue. The salary expenses have now been estimated to rise over 10 000 per year. This however is a modest estimation, and covers only half of the expected salary related expenses. In the Budget Sheet, the activities where there are potential to arise some salary related expenses as in kind contributions, are coloured with pink. As the salary related expenses are dependent on many factors, it was decided to follow them up closely during the first 6 months and draw more detailed financing report based on the first six month calculation. s 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 s cycle. In other words at the very end of the proposed financing period after June 2012. The major reason for this is, that the first project year is likely to start very late due to delay in project funding. It is not possible for the municipalities to run any significant activities before the financing of the project is settled. The activities of the project are likely to start properly only in the late spring, in April-May. The minor reason for the proposal is, that the financial years of Tampere and Mwanza are not the same, but Tampere follows a year based financial cycle from January to December and Mwanza City Council financial cycle is s from July to June. The other option is that there will be two official audits: first one in the January-February of 2012 and second in July-August 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 co-operation and assessment of the potential risk factors 6.1. Environmental, socio-cultural and structural factors Environmental sustainability: Environmental sustainability is one of the key elements in this co-operation. The activities under project purpose three (3.1.1 3.3.6) are environmental interventions, which aim to improve the state of environment, to improve environmental management and know-how and to provide environmental education and awareness-raising. As part of the component activities in 2008-2010 the project succeeded in making 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 the help of Ward health officers and teachers the project schools the schools function as centres for civil education in their own neighbourhood in order to encourage residents to start their own composts and to understand the importance of waste separation and composting. There are also extensive efforts to increase the know-how off officers and stakeholders on environmental laws and regulation, assessing environmental impact and auditing as well as environmentally friendly technologies through seminar series. There are equal efforts to create environmentally friendly and sustainable entrepreneurship and businesses within Tampere and Mwanza regions. As according to Environmental Check-list, the only activities in the project, that are likely to have negative impact on environment, are related to travel. The increased air-travel is likely to increase use of fossil fuels thus increasing burden on natural environment. Especially the increased carbon dioxide emissions are likely to intensify global warming. Taking this into consideration, there has been effort in the current project plan to extend the working visit as to serve the most in comparison with the caused emissions. Socio-cultural factors: In a project like this some challenges due to cultural differences are to be expected. After years of co-operation, however, the differences are quite well known in both sides and thus there are much less surprises than earlier. Many possible problems can be prevented if both partners respect each other cultures and try to understand different standpoints. It is s equally important, as has been done in this project, to clearly state the responsibilities of each partner and to ensure that all actors have had a chance to express their opinion. The steering teams have discussed the need to better coach and prepare the new people coming to the project and especially those going for a work or study-visit. With good preparation it can be assured that the people chosen are actually able to fulfil the task given, to learn from the experience and to report the results instead of just trying to cope with a culture shock. Structural factors: One of the biggest differences between the Finnish and Tanzanian Local Governments is that in Finland they are more autonomous from state compared to the Tanzania. They have, for instance, a right to collect taxes, which the Tanzanian Local Governments do not have. One of the ultimate aims of the co-operation is to use the co-operation project as means of strengthening the City of Mwanza to be able to improve its own revenue collection 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 strategic targets on City Development where the interest of two cites are alike and the activities are thus beneficial for both partners. The current project plan is based on the comparison and valuation of the Tampere and Mwanza strategic plans by the PST in March 2010.
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The objective of the co-operation activities is to create good models and practises and to encourage others to copy them. This way the results of the co-operation are estimated much bigger than the resources available would suggest. One example of sustainability is training of trainers approach, which will assure that the trainings can in future be organized even without outside support. There has been a conscious attempt to collect information of the city organizations and compare them. Most of the information collected is open for everyone interested to read in the project website. In 2006 the project published a comparative study on the local governments that has been a very useful document when planning activities. 6.3. Sustainability of governance Most of the activities in this project aim at capacity building through human resource development and organisational improvements. The activities aim at maximising the direct transfers of skill and knowledge to project recipients, with insignificant expenditures on intermediaries such as equipment. Tampere-Mwanza project can thus support the city of Mwanza in strengthening the principles of good governance by capacity building of city authorities (training and consulting), by exchange of experiences between city employees and officers and by aiming for transparency, legality and equality in the project itself. There is also effort to improve the planning of and PR work within the project, related to project activities, for the Mwanza City and for the civic education purposes. Publicity and civic education are means to raise awareness and strengthen participatory approach. This will ensure and equalize participation within the project. In the project the responsibility of the financial management is at both sides. In Tampere there is a sub-account for the project following the same logic as the programme budget. In Mwanza, from the beginning of 2008, the project has started using an account directly under the MCC, the name of this sub-account is Tampere-Mwanza project. Since the City of Mwanza now has an electronic accounting system, the project is also able to get different reports from that system making the process more transparent than earlier. Since most of the implementation activities take place in Mwanza, the Mwanza co-ordinator 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 on producing an auditing report in the end of each year. The role of Tampere is mainly to control that what is planned also takes place. The auditing takes place in Mwanza for the costs occurred in South and in Tampere for the project costs occurred in North. These auditing reports are brought together and summarized in the yearly report. The problem related to auditing has been, that the fiscal year in Mwanza is different from Tampere. One way to solve the problem is either to shorten the audit period for 6 months or to extend it to every 1,5 years. If shortened it will increase financial burden on both sides as the auditing must be done twice a year, if extended 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 auditing has to be done in irregular phase. 6.4. Economic / financial sustainability In the current project plan 2011-2013 there is a strengthened effort to build Mwanza capacities in financial planning, economic follow-up and revenue exchange, especially the fiscal revenues. This is done to build up more autonomy in relation to state and state funding that often is earmarked to certain purposes. More revenues collected regionally will enable more choices in political and social affairs. On the trainings and exchange of financial department, the economic activities and revenues will be gone through on colleague-to-colleague 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 a manner, that would solve the problem on permanent basis. It would also encourage MCC to reserve some funding regularly from their budget on ICTtrainings, which would reduce the dependency of external funding. In Tampere-Mwanza co-operation both partners have used their own revenues to cover some expenses of the planned activities, both in kind and in cash. The cash amount is 20 000 euros per year for Tampere and 10 000 euros 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 Internet connections and mobile phones. Sometimes there have been some technical problems but overall there are no major infrastructural problems concerning this project. 6.6. Equality between genders / other equality issues According to the Mwanza city council strategy Mwanza city council is aware of the importance of addressing gender issues as an important way of raising of the standards of living of its residents.To address this goal two major thrusts in the strategies are adopted: 1. to provide social services that address the different gender requirements, 2. to empower women to have a voice in decision making and also to have equal access to economic opportunities. These aims were taken into account when planning different project activities. It is being ensured that when selecting people to training programs and work visits no gender discrimination takes place. It is also important to ensure the equality between the northern and the southern partners in decision-making and all communication. The methods used in Tampere-Mwanza project are, for instance: joint PST-planning sessions, preparing and coaching the visitors (to adjust into different culture) and frequent communication between the co-ordinators.
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6.7. Assessment of innovative factors Tampere-Mwanza project is innovative as such since it is creating a model for extended and cross-sectoral co-operation between Finnish and Tanzanian municipalities. Some of the relatively new approaches that have been used in the project are: to encourage cross-sectoral co-operation within municipalities, to emphasize preventative actions and civic education within municipality work and to build public-private partnerships for development between municipalities and relevant stakeholders regionally. Some of the new innovations within the project are: the use of project schools as centres for civic education at Ward level (innovative at Mwanza level), a new model for guidance counselling in Mwanza (innovative in Tanzanian level), exchanging ideas and creating a new model on entrepreneurship education, innovating new ways for building public-private partnerships between Tampere and Mwanza (mentoring). In fire-brigade co-operation the project has introduced a whole new way of thinking and understanding security by putting lots of emphasis on prevention work (something that was missing in the Mwanza fire brigade earlier). In school co-operation material from nature has been used to demonstrate to teachers how such easily approachable material can be used in improving teaching methods. In Tampere the new participatory model at local level (Alue-Alvari) draw example of the Mwanza Similar example of innovative factors can also be found on the management. In project management level there has been an attempt to develop evaluation systems. The model for internal/ external evaluations was developed as part of the MCC long-term training (2005-2007) and it can now be easily adopted into other project components where there is an element of training. 6.8. Technology; use of locally appropriate technology All the technology and material being used in the project activities in Mwanza is something that can be easily found locally. In 2011 such material includes the technical solutions for webpage in Mwanza, tools and safetygear for the firemen, teaching material and composting equipment. If there is a need to bring any training or other material from Tampere, it is always carefully checked that the material is appropriate to Mwanza climate and that possible spare-parts can be easily found. The assumption is that any material needed in Mwanza will also be purchased in Tanzania, if not stated otherwise. 7. Monitoring (including achievement indicators) and reporting plan Under each component there are listed achievement indicators (please see LFA) and schedule for implementation, which will be followed regularly in the PST meetings and in work-group meetings. The activities taking place in Mwanza are monitored using the travel reports (regular visits) of officials going to work-visits and annually also during the co-ordinators work-visit. The project co-ordinators prepare quarterly reports where they state the achievements and possible changes in the plans.
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The funds for Mwanza are released only after activity and financing report from previous 3 months and plan for actions and preliminary budget for upcoming 3 months. In the first six months of the project the hours of work related to self financing will be monitored with extra care and necessary alterations to budget and financing plan will be done accordinlgy. 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 cycle. s In other words at the very end of the proposed financing period after June 2012. 8. Evaluation (including assessment and proposals for securing continuity) The project will be evaluated internally every year. The joint PST-meeting will be responsible on internal evaluation. The responsible persons indicated in LFA will monitor the project and provide the information on the activities as planned to PST. As the previous project was evaluated in 2010, there is no urgent need for external evaluation during the first phase of the project 1/2010-6/2011. However, the project should be evaluated in the beginning of 2013 during the 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 II III IV V VI VII VIII IX X XI XII XIII XIV XV Summary of the co-operation project Logical Framework Matrix for 2011-2013 Budget Sheet for 2011-2013 Tentative Timetable for 2011-2013 Finnish LG self-financing total estimation for 2011 2011 Work Plan for Reuben Sixbert 2011 Work Plan for Katri Suhonen / Riikka Juuma 2011 Work Plan for trainee in Tampere Communication Plan Chart, a draft version Summary of Mwanza City Strategic Planning Document Organisation Chart of City of Mwanza Summary of City of Tampere Strategy Organisation Chart of City of Tampere Organisation Chart of the Project Co-operation checklist B
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Application Tampere-Mwanza 2011-2013 Final Amended

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The North-South Local Government Co-operation Programme / 2011 2013 THE ASSOCIATION OF FINNISH LOCAL AND REGIONAL AUTHORITIES

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