RWECHUNGURA, AUDAX SYLVESTER

Transcription

1 SOUTHERN Ne w Hampshir e UNIVERSITY & THE OPEN UNIVERSITY TANZANI A MASTER OF SCIENCE I N COMMUNIT Y ECONOMIC DEVELOPMEN T (2007) STRATEGIC PLAN, FO R RUBYA ASSOCIATION RWECHUNGURA, AUDAX SYLVESTER

2 ii SOUTHERN NE W HAMPSHIRE UNIVERSITY AT THE OPEN UNIVERSITY TANZANIA STRATEGIC PLAN, FO R RUBYA ASSOCIATION A PROJECT SUBMITTED I N PARTIAL FULFILMENT FOR THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE IN COAAMUNITY ECONOMIC DEVELOPMENT IN THE SOUTHERN NE W HAMPSHIRE UNIVERSIT Y AT THE OPEN UNIVERSITY TANZANIA, 2007 By Rwechungura, Auda x Sylveste r May 200 7

3 iii Supervisor 1 s Certificatio n I, Josep h Kiang i Mwerinde, certif y tha t I have thoroughly rea d this projec t report an d found i t t o b e in a form acceptabl e for review.

4 iv Statement o f th e Copyrigh t No par t o f thi s Projec t ma y b e reproduced, store d i n an y retrieva l system, or transmitte d i n an y for m b y an y means, electronic, mechanical, photo - copying, recordin g o r otherwise without prio r written provisio n o f th e autho r or th e Ope n Universit y o f Tanzani a / Souther n Ne w Hampshir e Universit y Copyrigh t

5 V Declaration b y th e Candidat e I, Rwechungura, Auda x Sylvester, d o hereb y declar e t o th e Senat e o f th e Southern Ne w Hampshir e Universit y a t Th e Ope n Universit y Tanzania, tha t this fiel d / projec t repor t i s m y ow n origina l wor k an d declar e tha t i t ha d not bee n submitte d fo r a similar degre e awar d a t an y othe r University. Date

6 vi Dedication This piec e o f wor k i s dedicated t o m y famil y an d th e Ruby a community.

7 vii Abstract Since Ruby a Association (RUA ) was registere d a s an NG O in i t ha d no t been abl e t o provid e fund s t o it s constituen t communitie s an d it s member s despite this bein g RUA' s Constitutional objective. O n the othe r han d the RUA financial capacity remained weak an d dependent o n members' subscription s and contributions. Th e collected amount wa s no t enoug h t o provid e suppor t to th e socia l and economi c developmen t activitie s o f it s member s an d con - stituent communitie s i n Ruby a area i n Nshamb a Division. RU A had initiate d strategies t o improv e it s financia l capacit y an d genera l performance. RU A started th e developmen t fun d an d procure d th e 'Unit ' share s from th e Uni t Trust. Bu t RU A had realize d tha t i t als o lacke d th e framewor k o f makin g decisions. Th e RU A Community Need s Assessment (CNA ) wa s carrie d ou t using th e mi x o f techniques. On e o f th e CN A technique employe d wa s th e survey using questionnaires. The responses from the surve y were synthesized and analyzed using the SPS S software (Versio n 10). The findings o f th e Need s Assessment indicate d tha t th e performanc e o f RU A was face d with genera l and specific issues. Bu t th e stakeholder s agreed that th e critica l issue s wer e to revie w th e purpos e an d strategi c directio n o f th e organizatio n a s well a s improve RUA' s financial capacity. Followin g this, th e RU A strategic plannin g process wa s initiate d wit h firs t carryin g ou t th e organizatio n assessment, and developin g th e RU A vision, Missio n an d values. Th e strategi c plannin g process continues.

8 viii Acknowledgement In followin g thi s cours e an d completin g th e projec t documen t I receive d encouragement, suppor t an d guidanc e fro m man y peopl e an d institution s that I owe gratitude. I than k m y fello w student s wit h who m I share d lon g discussions; m y friends, neighbour s an d Africa 2000 Networ k colleague s who understood m e whe n I sai d I was bus y with m y studies. Ruby a Association (RUA) th e hos t organization, consente d an d supporte d m e otherwis e thi s document would no t hav e come out. T o all the abov e and the un-name d I say thank yo u ver y much. Above al l m y warmes t thank s g o t o m y belove d wif e Wilhelmina wh o assiste d m e wit h dat a collectio n an d secondl y t o Edwin, Derrick an d Evodiu s an d Lillia n an d Paschasi a ou r kid s fo r thei r understanding. The y misse d m e ye t the y kep t encouragin g m e t o continu e studying an d finish! Last bu t no t leas t m y appreciatio n an d thank s g o t o al l CE D / OU T tutors, especially, Messers. Michel, Adjibodou, Mutasa, Felicia n and m y superviso r Mr. Mwerinde, Josep h fo r thei r guidance, assistanc e and CE D orientation. However, an y errors o f th e analysi s or interpretation which, n o doubt wil l b e found i n thi s book, remai n entirel y m y responsibility. However, m y ambitio n an d missio n wil l b e reache d an d complete d i f thi s study contribute s t o th e improvemen t o f Ruby a Association's organizational capacity. Otherwis e thi s wil l ye t b e anothe r documen t i n th e academi c circles.

9 ix Table o f Content s Supervisor's Certificatio n ii Statement o f th e Copyrigh t i i v Declaration b y th e Candidat e v Dedication. v i Abstract. vi i Acknowledgement vii List o f Abbreviations xv Executive Summar y xvi i i i CHAPTER I 1 COMMUNITY NEED S ASSESSMEN T Organizatio n Profil e Membershi p Locatio n o f Ruby a Association Communit y Need s Assessment Th e Researc h Methodology an d tool s use d i n CNA ) Research Question Characteristics of the Survey : Type of surve y Instrument s Communit y Need s Assessment Techniques Revie w o f document s Grou p meeting s an d discussion s Observation s an d interview s The Questionnair e Surve y Conten t o f th e Surve y Instrument s Samplin g Samplin g Method. 1 3

10 X The Sampl e Siz e Th e Sampl e Characteristic s Psychometri c Characteristic s Validit y Reliabilit y Administratio n o f Questionnaire s Dat a Analysis and Finding s Analysi s of Primar y an d Secondar y Dat a Th e SWOT/ C Analysi s of Ruby a Association Analysi s of th e Questionnaire s Conclusion s from Communit y Need s Assessment Compariso n o f th e finding s wit h othe r survey s 2 2 CHAPTER I I 2 4 PROBLEM IDENTIFICATIO N Proble m Statemen t Wha t i s the situatio n an d what need s t o b e changed? Improv e Organizatio n Capacit y Improv e RU A Financial capacity Improv e th e wea k framewor k t o mak e decision s RU A Development Initiative s Povert y Wh o o r wha t i s affected? Th e Targe t Communit y Th e stakeholder s Wha t wil l happe n i f nothin g i s done? Projec t Goal s i n CE D Terms 3 5

11 XI Projec t Goals, Objective s The Hos t organizatio n 3 6 CHAPTER II I 3 7 LITERATURE REVIE W Theoretica l Literatur e Revie w Th e Rol e of NGO s Objective s an d step s i n strategi c plannin g proces s Benefit s o f Strategi c Plannin g Whe n shoul d strategi c plannin g b e done? Wh o shoul d b e Involved? Strategi c Plannin g Models Guideline s for Successfu l Planning and Implementatio n Empirica l Literatur e Revie w Th e sources about simila r projects i n Tanzania and elsewhere Ho w other s hav e approache d simila r project s Lesson s learnt an d experiences from othe r source s and projects Ho w will th e knowledg e b e incorporate d i n m y projec t Literatur e Review : Polic y Revie w 4 9 CHAPTER I V 5 2 IMPLEMENTATION Product s and Output s Projec t Implementatio n Pla n Implementatio n Objective s & Activities Input s Budge t Staffin g Patter n Projec t Implementatio n 6 0

12 xii Projec t Implementatio n Repor t Worksho p Objective s Achievement s Projec t Actio n Pla n 6 2 CHAPTER V 6 3 MONITORING, EVALUATIO N AND SUSTAINABILITY Monitorin g Monitorin g Pla n Monitorin g o f th e projec t activitie s Researc h Methods use d i n Monitorin g EVALUATIO N Objectives o f th e Evaluation : Evaluatio n Method s Evaluatio n Process/Methods : Sustainabilit y (Socia l Institutional.. ) 7 2 CHAPTER V I 7 4 CONCLUSIONS AND RECOAAMENDATION S Conclusion s Result s Recommendation s 7 5

13 xiii Bibliography. 7 7 Appendix 1 : Reques t fo r Internshi p 8 1 Appendix 2 : Researc h Questionnaire (I n Kiswahili) : 8 2 Appendix 4 : Jo b Descriptio n fo r CE D Consultancy. 9 2 Appendix 5 : Qualitie s o f th e Facilitato r 9 2 Appendix 7 : Draf t Vision, Mission and Cor e Values of RU A 9 5 Appendix 8 : Muleb a District : Population, Househol d siz e b y War d Appendix 9 : Draf t Strategi c Plannin g Workshop Programm e 9 9 Appendix 11 : RUBY A ASSOCIATION Organization Structur e 10 5

14 xiv List o f Table s Table 1 : Kager a Region : Population, an d Siz e o f Household s 5 Table no. 2 : Tota l Populatio n i n Nshamb a Divisio n 6 Table 3 : Categorie s o f Answer s t o th e Questionnair e 1 5 Table 4 : Ruby a Association Need s Assessment- Issue s 1 8 Table 5 : Wh y individual s joine d RU A 2 1 Table 6 : RUA s Contribution s t o Genera l an d specifi c Performanc e Table 7 : RUA s Developmen t Contribution s t o Nshamb a communities Table 8 : RUA s Contribution s t o Developmen t Fun d 2 2 Table 10 : Th e Readines s of RU A to carr y ou t Strategi c Plannin g Table 9 : Wh o ar e RU A Key Stakeholders? 2 3 Table 11 : Lin k between strategi c plannin g an d when/ wh y on e joined RU A. 2 4 Table 12 : Need s Identificatio n Workshee t 3 0 Table 13 : Incom e an d Expenditur e source s 3 1 Table 14 : RU A Income an d Expenditur e Report, Sept to Sept Table 15 : Stakeholde r Impac t Analysis 3 9 Table 16 : Origina l Implementatio n Pla n 6 1 Table 17 : Participator y Monitorin g & Evaluatio n Pla n 6 2 Table 19 : RU A Strategic Plannin g Workshop s Budge t 6 6 Table 18 : RU A staffing patter n 6 8 Table 20 : Projec t Implementatio n Pla n 7 1 Table 21 : Informatio n fo r Monitorin g Programm e Implementatio n Table 22 : Ke y Question s t o B e Addressed B y th e Evaluatio n 8 3

15 XV List o f Figure s Figure 1 : Ma p o f Kager a Regio n 4 Figure 2 : Kager a Regio n Populatio n Distributio n 5 Figure 3 : The RU A Focal Wards i n Nshamb a Divisio n 7 Figure 4:Selected Profession s of RU A Members 2 2 Figure 5 : Genera l Finding s Huma n Povert y Inde x i n Tanzani a 3 1

16 XVI List o f Abbreviation s BOQ CNA CBO CED CSO DWE ERP GDP Katiba ya RUA LGA LGRP Matooke Bills o f Quantitie s Community Need s Assessment Community Base d Organizatio n Community Economi c Developmen t Civil Servic e Organizatio n District Wate r Enginee r Economic Recover y Programm e Gross Domesti c Produc t Rubya Association Constitutio n Local Governmen t Authorit y Local Governmen t Refor m Programm e Green cookin g bananas, stapl e foo d o f th e Wahaya NGO OUT RUA SPSS SNHU TOR Non Governmenta l Organizatio n The Ope n Universit y o f Tanzani a Rubya Association Statistical Packag e for th e Socia l Sciences Southern Ne w Hampshir e Universit y Terms of Referenc e

17 xvii Executive Summar y Rubya Associatio n (RUA ) i s a n NG O which wa s registere d i n wit h th e overall objectiv e bein g t o promot e socia l and economi c developmen t o f it s RUA member s livin g i n Da r e s Salaa m an d tha t o f RU A constituen t communities i n Muleba District, Kager a region. RU A office i s located o n Plo t 2222/129, alon g Nkruma h Street, i n llal a District, i n Da r e s Salaa m and it s focal operatin g area s ar e i n Da r e s Salaa m Regio n and i n Nshamb a Divisio n in Muleb a District, Kager a Region. Sinc e it s formulatio n Ruby a Association (RUA) ha d manage d t o conduc t it s busines s and recor d som e achievements. RUA used it s Constitutio n t o manag e th e Associatio n and al l ha d bee n goin g on well. Bu t th e social, politica l an d lega l context RU A was operating i n ha d changed an d wa s differen t fro m tha t o f RU A found itsel f unabl e t o provide fund s t o it s constituen t member s i n Kager a and it s member s i n Da r es Salaam. Thi s wa s RUA' s failur e t o addres s it s constitutiona l objectives. Other challenge s include d declinin g RU A financial capacit y an d increas e o f RUA member s u p t o 13 4 members. A t sam e tim e th e incom e povert y o f constituency member s an d thei r capacit y t o contribut e t o secondar y schoo l construction an d othe r developmen t activitie s wa s declining. Th e Community Need s Assessment pointe d ou t t o tha t th e critica l issue s tha t affected RU A and ha d t o b e addressed. The y wer e th e lac k o f fund s an d financial capacit y an d lac k o f strategi c direction. Th e developmen t o f th e Rubya Association was considered the priorit y and strategic solutio n t o RUA s challenges. Th e objectiv e o f RU A Strategic Plannin g proces s was t o revie w RUAs purpos e o f existenc e an d defin e strategi c direction, strategie s an d activities t o fo r RU A t o focu s i n th e short, mediu m an d long-ter m perspectives. Throug h strategi c plannin g workshops, RU A planning tea m an d members articulate d th e RU A vision, missio n an d values, assesse d th e

18 xvii Executive Summar y Rubya Associatio n (RUA ) i s a n NG O which wa s registere d i n wit h th e overall objectiv e bein g t o promot e socia l and economi c developmen t o f it s RUA members livin g i n Da r es Salaam and that o f RU A constituent communi - ties i n Muleb a District, Kager a region. RU A offic e i s locate d o n Plo t 2222/129, alon g Nkruma h Street, i n llal a District, i n Da r e s Salaa m and it s focal operatin g area s are i n Da r e s Salaam Region and i n Nshamb a Divisio n in Muleb a District, Kager a Region. Sinc e it s formulatio n Ruby a Association (RUA) ha d manage d to conduc t it s busines s and recor d som e achievements. RUA used its Constitutio n t o manag e the Associatio n and al l ha d bee n goin g on well. Bu t th e social, politica l an d lega l context RU A was operating i n ha d changed an d wa s differen t fro m tha t o f RU A found itsel f unabl e t o provide fund s t o it s constituen t member s i n Kager a and it s member s i n Da r es Salaam. Thi s wa s RUA' s failur e t o addres s it s constitutiona l objectives. Other challenge s included declinin g RU A financial capacit y an d increas e o f RUA members u p t o 13 4 members. At sam e time th e incom e povert y o f con - stituency member s and their capacit y to contribute t o secondar y school construction an d othe r developmen t activitie s wa s declining. Th e Communit y Needs Assessment pointed ou t t o tha t th e critica l issue s that affecte d RU A and ha d t o b e addressed. They were th e lac k o f fund s an d financia l capaci - ty an d lack of strategi c direction. The development o f th e Ruby a Association was considere d the priorit y an d strategi c solutio n t o RUA s challenges. Th e objective o f RU A Strategic Plannin g process was t o revie w RUA s purpos e o f existence and define strategi c direction, strategie s an d activities t o fo r RUA to focu s i n th e short, mediu m an d long-ter m perspectives. Through strate - gic plannin g workshops, RU A planning tea m an d member s articulate d th e RUA vision, mission and values, assessed the potentia l an d challenges of RUA

19 xviii potential an d challenge s o f RU A and pointe d ou t th e critica l issues. Th e strategic plannin g proces s was stil l on-goin g an d woul d a t th e en d lea d t o development o f programm e ke y resul t areas, strategies an d implementatio n and /o r actio n plans. Th e fina l outpu t expecte d will b e th e RU A Strategic Plan documen t fo r th e to period. The finding s indicat e tha t RUA, through th e projec t unite d stakeholder s t o address th e commo n issue. Prioritie s wer e defined. Howeve r i t wa s als o realized tha t capacit y o f mos t member s wit h regar d t o policy, lega l an d strategic plannin g issue s wa s limite d an d ha d t o b e improve d i f implementation o f resultan t Strategi c Pla n wa s t o b e successful. Th e implementation o f th e RU A Strategi c Pla n wil l benefi t RU A an d th e constituent communitie s b y addressin g the critica l issue s facing RU A and b y focusing th e scarc e resource s t o th e priorit y actio n o f th e member s an d stakeholders. I t i s recommende d tha t strategi c plannin g an d strategi c planning capacit y b e promote d i n government, privat e an d civi l societ y organizations. Thi s wil l empowe r th e targe t group s an d assis t i n povert y reduction.

20 1 CHAPTER I COMMUNITY NEED S ASSESSMENT The Ruby a Associatio n (RUA ) Need s Assessmen t wa s carrie d ou t i n participatory manne r an d b y us e o f mi x o f communit y need s assessmen t techniques. Th e ai m wa s t o identif y th e needs, inheren t socio-economi c factors an d resource s tha t se t th e stag e o f th e RU A strategi c plannin g process. Th e outcom e o f th e assessmen t was discusse d with RUA. 1.1 Organizatio n Profil e Rubya Associatio n (RUA ) i s a loca l membership-base d Non-Governmenta l organization (NGO ) founde d an d registere d i n unde r th e Societie s Ordinance. I n RU A applied fo r th e 'Certificat e o f Compliance ' unde r the ne w NG O Act o f Th e goa l of Ruby a Association was to improv e th e socio-economic statu s o f it s member s an d it s constituen t communities. Specific objective s o f RU A were:- 1) T o promote socia l networking o f it s member s an d thei r families. 2) T o encourage, advocat e an d promot e socio-economi c development o f its (RUA ) member s an d th e communit y residin g i n Nshamb a division, Muleba Distric t throug h promotio n an d suppor t o f sel f hel p initiative s among th e society, provisio n o f financia l an d materia l suppor t t o th e development project s an d identificatio n an d networkin g RU A members an d communitie s t o potentia l donors. 3) T o promot e activ e participatio n o f it s member s an d th e targe t community i n makin g decision s on issue s that affec t thei r well-being. 4) T o create awarenes s and develop capacity of it s member s an d the publi c on citizenry, civi c rights, policie s an d law s an d developmen t issues.

21 Membershi p The Ruby a Associatio n i s a n organizatio n wit h it s membershi p ope n t o an y Tanzania adult livin g and/or earning a living in Dar e es Salaam region and havin g either birth, marita l o r domicil e origi n i n Nshamb a Division of Muleb a District, Kagera region. Earlie r RUA membership was based on family membershi p bu t i n September 2006, th e Genera l Assembly approve d individua l members. Thre e categories o f member s ar e ordinary, associat e an d honorar y membershi p categories. B y December 2006 RU A had registered a total of 11 2 members. (RUA Annual AGM report, 2005). RU A membership was lost through failur e t o pa y RUA dues or attend meeting s without substantia l reasons, failure t o compl y with th e Constitution, resignatio n or deat h o f th e member Locatio n o f Ruby a Associatio n The headquarter s o f th e Ruby a Associatio n wer e locate d o n Plo t numbe r 2222/129 o f Nkruma h Street, i n th e llal a Municipal, i n Da r e s Salaa m region. Apart from Da r es Salaam Rubya Association, was registered a s the nationa l NGO with th e mandat e t o operat e i n th e whol e o f Tanzani a Mainland. However, du e to capacit y consideration RU A had, by limited it s operations limite d t o th e Dar es Salaam and Kagera regions only. RU A planned to expan d its thematic an d geographical coverage depending on the availabilit y o f resources. Dar e s Salaam Dar e s Salaa m Regio n i s locate d betwee n 6 48 ' South, 39 17\ Da r i s th e mos t populous cit y wit h millio n peopl e (Census, 2002), an d ha s almos t al l government ministrie s an d department s an d employmen t an d commercia l an d educational opportunities. Administratively, Da r e s Salaa m i s divide d int o llala, Kinondoni an d Temeke Municipal Councils. RUA members' residence s which serv e as venues for RUA' s monthly and other meetings are located in these municipalities.

22 3 RUA Meetin g rotate s amon g members, th e strateg y whic h ha s facilitate d th e networking o f RU A members and their respectiv e families, a s well a s promotes sel f socio-economic development o f members. Muleba District and Nshamb a Divisio n The communitie s targete d b y RU A lived i n Nshamb a Divisio n o f Muleb a District. Muleba i s one of th e si x districts o f Kager a region. Kager a region i s located i n th e north western par t o f Tanzania, west of Lake Victoria. Kagera region was estimate d to hav e the populatio n o f 2,033,88 8 an d 394,12 8 households. The househol d size was havin g a n averag e o f 5. 2 peopl e pe r household. (Tabl e 1). Muleb a Distric t population wa s 2002, 386,32 8 person s wit h th e averag e o f 4. 9 person s pe r household. A s indicated o n th e ma p o f Kager a below ( Muleb a District i s bordered b y Mwanza region in the Lak e Victoria, Biharamulo in the south, and Bukob a Rural, Karagwe, and Ngar a in the west. Figure 1 : Ma p o f Kager a Regio n Source:

23 4 Muleba Distric t wa s formed i n bu t starte d it s operations i n I t cov - ers 3,44 4 km 2 o f lan d an d 7,92 5 km 2 o f wate r - mainl y Lak e Victori a wit h more tha n 2 0 island s i n th e Lak e Victoria. Table 1 : Kager a Region : Population, an d Siz e o f Household s Name o f Distric t / Counci l Population No. Househol d Average siz e Household Bukoba Urba n 81,221 19, Bukoba Rura l 395,130 90, Karagwe 425,476 89, Muleba 386,328 79, Biharamulo 410,794 67, Ngara 334,939 49, Total 2,033, , Source: Nationa l Censu s Statistical Boo k Figure 2: Kager a Regio n Populatio n Distributio n

24 5 Nshamba Divisio n Nshamba divisio n wa s th e hom e o f RU A member s an d th e constituen t communities. Nshamb a divisio n i s on e o f fiv e division s i n Muleb a district ; other division s being Muleba, Kimwani, Izigo, Kamachumu. (Se e Appendix 6). Nshamba Divisio n ha s nin e (9 ) ward s (Tabl e 2). Th e populatio n o f Nshamb a division wa s 117,29 2 inhabitants. Majorit y o f inhabitant s practice d subsistence agriculture. Ngeng e ward i s the mos t populou s ward i n Nshamb a Division with a population o f 20,56 5 person s and 4,540 households. The leas t populated ward s i n Nshamb a Divisio n wer e th e Buganguzi, Kabiliz i an d Kashasha, whic h eac h ha d th e populatio n o f les s tha n 10,00 0 person s pe r ward. Table no. 2 : Tota l Populatio n i n Nshamb a Divisio n WARD TYPE MALE FEMALE TOTAL HOUSEHOLD BIIRABO Rural 6,529 7,347 13,876 3,066 RUSHWA Rural 5, ,276 2,821 NGENGE Rural 10,177 10,388 20,565 4,540 KABILIZI Rural 4,403 4,803 9,206 2,094 NSHAMBA Mixed 8,643 9,761 18,404 3,745 KASHASHA Rural 4,213 4,852 9,065 1,786 IJUMBI Rural 4,964 5,482 10,446 2,080 KISHANDA Rural 6,833 7,581 14,414 2,859 BUGANGUZI Rural 4,199 4,841 9,040 1,876 TOTAL 55,790 61, ,292 24,867 Source: Muleb a Distric t Council, 2005

25 6 Figure 3 : Th e RU A Foca l Ward s in Nshamb a Divisio n Rubya Area Rubya i s 2 0 k m fro m Muleb a distric t tow n an d abou t 8 0 k m fro m Bukob a town. I t i s locate d a t a n altitud e o f abou t meter s abov e se a level, o n the platea u well pace d on scenic view overlookin g th e beautifu l view s o f th e Ngono valle y an d th e Lak e Victori a t o th e east. Ruby a Associatio n ha d derived it s nam e fro m Rubya. Ruby a specifically denote d th e villag e /are a located i n Kashash a ward o f Nshamb a Division. Ruby a dates bac k to ove r 10 0 years when Whit e Fathers ' priests founded th e Ruby a Roman Catholic Parish, the seminar y an d current Ruby a Hospital. B y then Ruby a Parish area covered the curren t Nshamb a and par t o f Muleb a Divisions. Rubya was and remaine d a famous centr e fo r worship, business, educationa l and healt h objectives. Ruby a centre house d Ruby a Roma n Catholi c Parish, Catholic Ruby a Seminar y (For m I - VI), othe r Christia n churche s an d a

26 7 mosque a t Kashasha. Ruby a Seminary, Ruby a Parish and Ruby a Hospital wer e established b y th e missionarie s a centur y ag o an d ha d togethe r celebrate d their centenar y anniversarie s i n 2004, an d respectively. Apar t from Ruby a Seminar y an d Humur a Secondar y school, Ruby a are a house d a number o f educationa l institution s includin g thre e primar y schools, vocational trainin g schoo l specializin g i n carpentry, masonr y an d vehicl e mechanics. Ruby a Hospital, th e Distric t Designate d Hospita l fo r Muleb a District an d Ruby a Nursin g Schoo l offered Diplom a leve l cours e sinc e All ar e locate d i n Ruby a area. Ruby a are a i s serve d b y th e Nyakalemb e centre o r Sophia tow n - a s i t wa s onc e nickname d fo r it s merchandis e ranging fro m cookin g oil, washin g soa p t o cement, corrugate d iro n sheet s and beers. The Muleb a Distric t Econom y The econom y o f Muleb a Distric t i s mainl y agricultura l based. Agricultur e provides food, incom e an d employment. Farmer s practice mixe d cultivation, growing bananas, coffee, maiz e an d bean s o n th e smal l sam e plot s aroun d their homes. Coffee was the mai n cas h and banana the stapl e food crop. Bu t since th e productio n an d marketin g o f coffe e ha d decline d t o lowes t levels tha n eve r experience d before. Th e reason s fo r poo r performanc e o f coffee wer e bot h internationa l an d locall y based. Internationall y th e coffe e prices ha d fallen. Nationall y coffe e wa s constrained b y bot h productio n an d marketing challenges. Locally the coffe e marketin g wa s faced with problem s of transportation, processin g an d marketin g o f coffe e throug h th e Bukob a Cooperative Unio n an d respectiv e cooperativ e societie s - th e sol e buye r o f Bukoba farmers' coffee. Th e poo r performanc e o f coffe e industr y paralyze d the Kager a region economy and made worse the povert y leve l of inhabitants.

27 8 The soil s of Muleba District an d specifically Nshamba Division are reasonabl y fertile soi l bu t overtim e it s fertilit y wa s declinin g a s a resul t o f poo r lan d husbandry an d heav y rainfal l whic h leache d th e soils. Heav y rain s als o damage t o th e mudd y road s makin g the m impassabl e at time s thu s cuttin g farmers of f fro m market s an d supplies. Other factor s whic h affecte d Kager a econom y an d increase d th e area' s poverty wer e banan a weevil, nematodes, th e Kager a wa r between Ugand a an d Tanzania, an d huma n disease s includin g HIV/AID S epidemic a s well a s malaria. HIV / AID S in particula r affecte d th e economy, family lif e b y causin g los s o f activ e labou r forc e an d increase d orphanag e and dependency ratio - all contributing highl y t o th e increas e of povert y an d declining socio-economi c standard s i n Kager a especiall y i n Nshamb a division. There wer e fe w resident s o f Nshamb a Divisio n employe d b y th e Muleb a District. Mos t o f th e employee s wer e primar y an d secondar y school s teachers, healt h staf f i n the district. Health, education, communication an d other socia l economi c service s foun d i n Muleb a Distric t togethe r an d Nshamba Divisio n were inadequate. Muleb a Distric t ha d thre e hospital s o f Kagondo, Ndolag e an d Ruby a hospita l whic h wer e comparativel y wel l equipped. Thi s was i n additio n o f governmen t healt h centre s i n th e district. But th e healt h centre s were understaffe d an d poorl y equipped, leavin g th e health burde n t o th e hospital s of Kagondo, Ndolage and Rubya. The hospita l services were goo d bu t thei r capacitie s were over-stretche d du e t o th e are a and populatio n t o b e served. Wate r availabilit y wa s inadequat e despit e availability o f man y rivers. Peopl e depende d o n natura l river s whic h unfortunately wer e dryin g up. Ther e wa s electricit y supplie d fro m Jinj a i n Uganda though no t man y people's homes were connected. Mobil e telephon e

28 9 services ha d latel y improved. Communicatio n b y road, steame r an d ai r wa s inadequate an d a t bes t a nightmar e t o th e Kager a residents. On e travelin g to Muleb a b y roa d require d t o trave l throug h Keny a an d Ugand a an d thu s required t o hav e a passport. Th e journe y fro m Da r e s Salaam to Muleb a b y public bu s woul d tak e tw o day s (thirt y hours ) non-stop. Th e Ruby a Association livin g i n Da r ha d watche d al l thes e catastrophe s happe n an d morally fel t responsibl e an d wante d t o act. Sinc e whe n RU A wa s formed th e situatio n wa s no t improvin g an d RUA s capacit y wa s no t improving either. Somethin g ha d t o b e done. 1.2 Communit y Need s Assessmen t Th e Researc h Methodolog y an d tool s use d i n CN A The Ruby a Association Community Need s Assessment (CNA) was descriptive. The CN A was carrie d ou t usin g a mixtur e o f communit y need s assessmen t techniques, namel y revie w o f documents, observations, focuse d grou p discussions, persona l interview s an d surve y usin g th e self-administere d questionnaires. The purpos e o f Communit y Need s Assessmen t wa s t o collec t view s an d opinions fro m stakeholder s o n ke y issue s that affecte d th e performanc e o f RUA readiness, appropriatenes s o f strategi c plannin g proces s a s alternativ e solution t o improv e RUA' s performance Researc h Question s i) I s i t opportun e fo r RU A to develo p a Strategi c Pla n a s a n alternativ e approach t o addressin g current challenge s faced b y th e Association? ii) Wha t purpose, typ e an d imag e o f a n organizatio n woul d RU A stakeholders striv e t o buil d i n th e nex t 4/ 5 year s u p t o 2010?

29 10 iii) Base d on the curren t situatio n (SWOT), what were th e ke y and critica l issues for RU A to focu s on? iv) Wha t shoul d b e RUA s strategi c choice s and Pla n o f Action i n orde r t o accomplish RUA s missio n and objectives i n th e perio d Characteristic o f th e Survey : Type o f Surve y Instrument s Data was collected usin g combination o f severa l techniques, namel y revie w of RU A documents, (meeting s minute s an d organizational progres s reports), group meetings/discussion s an d persona l interview s an d surveys. Combination o f severa l technique s wa s considere d essentia l an d usefu l i n order t o provid e reasonabl e pictur e a s different technique s appropriat e t o different needs Communit y Need s Assessment Technique s The Communit y Need s Assessmen t technique s use d a combinatio n o f different technique s utilized. The type s o f technique s an d reason s for thei r use are describe d here below Revie w o f document s The document s reviewe d include d th e RU A Constitution, minute s o f th e Executive Committee, al l Member s an d Genera l Assembly meetings. Als o reports o f th e RU A sub-committees report s an d selecte d NGO s document s were reviewed. Th e review s provide d informatio n o n th e differen t organizations encountere d an d addresse d simila r issues. Th e revie w als o showed ho w organizations, especiall y th e non-profi t organization s applie d strategic plannin g a s th e alternativ e approac h t o improv e performanc e o f their organizations.

30 Group meeting s and discussions The RU A Executiv e Committee, Al l members ' an d the Genera l Assembly meetings were conducte d onc e each month. The researcher attended thes e meetings. Durin g thes e meeting s issue s concerning the development o f RUA and othe r issue s wer e discussed. Th e General Assembly meetin g wa s th e highest polic y approval bod y s. The aim of attending th e meetings was, firs t to introduc e th e topic, an d second to gathe r informatio n o n current and future performance Observation s and interviews The observations and interviews wer e use d to attract persona l views, clarif y and validat e th e informatio n obtaine d a s well develo p confidenc e wit h stakeholders. Individual s wer e selecte d base d on their expertise, role s and responsibilities in RU A and the public a t large. The researcher interviewe d at leas t one in the founder member s group, th e retired officer, an d the old and youn g RU A members. Als o interviewe d wer e tw o members eac h fro m Kashasha an d ljumbi war d secondar y school s which ha d received financia l support fro m RUA The Questionnaire Surve y The surve y wa s carried ou t usin g drop-of f an d pick-up self-administere d questionnaires. The survey purpos e was to collect views and opinions of RUA stakeholders o n key issues relate d t o RUA s performanc e an d readiness to carry ou t strategi c planning. Eac h questionnair e containe d close d 2 2 questions whic h wer e pre-teste d befor e the y wer e distribute d t o 3 5 RUA members. Th e questionnaire techniqu e was useful in eliciting attitude s o f a broad rang e o f RU A individuals an d provide d roo m fo r individualit y i n

31 12 responding o n issue s without fear. Thi s wa s considere d essentia l i n cross - checking dat a an d informatio n earlie r collecte d b y othe r need s assessment techniques. Thu s th e questionnair e techniqu e provide d vali d an d reliabl e data an d wa s a n excellen t techniqu e t o us e i n conjunctio n wit h othe r systematic need s assessmen t techniques. Samplin g techniqu e applie d captured differen t level s o f RU A stakeholders an d provide d opportunit y fo r many person s t o fee l involve d i n decision-makin g process. Furthermore, information provide d coul d b e processe d an d analyze d an d informatio n records remaine d an d coul d b e use d a s future records Conten t o f th e Surve y Instruments. The informatio n derive d fro m th e questionnair e wa s categorize d an d code d for analysis. Main categorie s ar e a s indicated i n Tabl e 3 and Appendix 3. Table 3 : Categorie s o f Answers t o th e Questionnair e 1. Gende r of responden t 7. Preferre d RU A legal / Registratio n Status 2. Marita l statu s 8. RUA' s general an d specific services to member s an d Nshamb a Division community 3. Main occupatio n 9. Appropriateness o f RU A carrying out th e strategi c plannin g process? 4. Whe n an d why di d on e joined RU A 10. Wh o are RU A target grou p an d key stakeholder s 5. Are your objective s fo r joinin g RU A 11. Wha t shoul d b e the RU A VISION, still same? MISSION, Values and ke y resul t areas and Pla n o f Action fo r th e perio d 6. Are RU A objectives stil l satisfactory? Source: Researche r

32 Samplin g Sampling metho d Stratified samplin g or purposive samplin g was used to select 35 respondents from th e RUA members. Sampl e was randomly selecte d bu t stratified o n gender, marita l statu s an d the leadership perio d whe n th e member joine d RUA. The method involve d selectin g representative numbe r fro m th e strata /groups with specifi c similar characteristics The Sample Siz e The tota l of 35 respondents were selecte d and availed with questionnaire s during the RUA meeting. Eac h selecte d member wa s require d to answer the 22 questions and return the questionnaire within given period. Out of 35 onl y 22 questionnaire s wer e returned, categorized, code d an d accepted fo r analysis usin g the Statistical Packag e for Social Studie s (SPSS) The Sample characteristic s The 2 2 respondents were mad e up of male (63. 6 %) and female (36. 4 %) of which 2 1 respondents were marrie d an d one was widow. Almos t hal f (40.9% ) of respondent s were employe d by the Government Psychometric s Characteristic s The question s were mainl y closed, yes/n o and ope n ended. Question s wer e divided int o specifi c section s to guid e th e respondent an d coding fo r the analysis. Respondent s were give n roo m to give independen t opinio n / view s on a particular issue Validit y Data validit y refer s t o the appropriateness, meaningfulnes s and usefulness of dat a collected. Informatio n validit y wa s improve d b y first, havin g a mix of instrument s an d by havin g a strategi c plannin g tea m t o validat e th e

33 14 stakeholders' information. Th e tea m wa s randoml y selecte d t o includ e representative o f differen t age-groups, gende r an d youth. View s an d opinions wer e validate d agains t members ' background s an d thi s increase d the qualit y o f answers. For the tea m th e followin g ha s been considered, first the optima l numbe r o f i s recommended b y mos t literatures Reliabilit y Reliability, i.e. th e consistenc y of answer s was obtained fro m administratio n of differen t instrument s applie d an d respondent s answere d th e sam e questions. Th e frequenc y and/o r inclinatio n o f simila r response s t o sam e question indicate d th e reliability. Th e answer s wer e discusse d an d a consensus reached Administratio n o f Questionnaire s The questions were introduce d b y a one-page paragraph which describe d th e context an d more-or-les s th e justificatio n o f th e questionnaire. Th e questionnaires were distribute d t o th e sampl e of 3 5 individual RU A members selected randoml y bu t stratifie d o n th e basi s of gender, marita l statu s an d on th e perio d whe n th e membe r joine d RUA. The filled questionnaire s wer e collected mainl y durin g monthl y RU A meetings. Onl y 22 questionnaires wer e returned an d adopte d a s the sampl e siz e fo r th e analysis.

34 15 Table 4 : Ruby a Association Need s Assessment- Issue s Information Require d Source of Informatio n Means o f Gatherin g Information Lega l statu s RUA Constitutio n an d Visits a discussion s Objective s o f RU A policy document s with RU A leader s a members Operational area s / Reports Visit, Discussio n activities Performance o f RUA : Achievements o f objectives Minutes o f meetings, Periodic report s Discussions wit h RU A leaders a member s Legal framework s Internet, Librar y / documents Review o f document s RUA Capacit y - human, financial, physical Information, Networks Financial performanc e Sources o f incom e /(Budget, stability ) / No. o f financia l outlay s made an d Abilit y t o address objective s Organization Structure, role s and mandate s Leader s RU A member s profile Interview s Repor t - physica l & financia l Financia l reports, statements, Audi t report s Annua l report s Constitution. Organization Char t Reports Interview Revie Revie Discussion s w o f Report s w o f Report s Analysis o f Report s Discussions s Organization capacity Technical, Managerial, administrative etc ) Implementation report s CVs of leader s Analysis o f Report s Discussions wit h Stakeholders Stakeholder Reports, Discussion s Stakeholders Analysi s Discussions Source: Researche r

35 Dat a Analysis an d Finding s Analysi s o f Primar y an d Secondar y Data. Information fro m revie w o f documents, discussions, observation s an d meetings wa s summarize d an d interpreted. Th e issue s arisin g ou t o f th e Needs Assessment and th e SWO T analysis were interprete d an d validated b y discussing th e summarize d views, opinion s an d issue s wit h th e RU A management an d members Th e SWOT/ C Analysi s o f Ruby a Associatio n The organizatio n assessmen t of RU A was mad e usin g th e SWOT/ C analysis. The SWOT/ C Analysi s o f Ruby a Associatio n indicate d a numbe r o f opportunities bu t also, challenge s face d b y RUA. (Appendi x 8 ) mentione d the bi g numbe r an d diversit y o f member s an d havin g Ruby a a s a commo n origin a s RUA' s mai n strengths. Interestingl y th e members ' socio-economi c capacity an d statu s wa s lowl y rate d (13.6% ) a s strength. Respondent s mentioned lac k o f organization s developmen t programme s (40.9%), wea k financial bas e (36.4% ) an d member s bein g i n differen t organization s (22.7% ) as bi g interna l weaknesse s of RUA Analysis o f th e Questionnaire s The information arisin g from th e questionnaire s was categorized, coded an d analyzed b y usin g th e Statistica l Packag e for Socia l Studies (SPSS ) ve r 10. Out o f 3 5 questionnaires only 2 2 questionnaires were returne d and/o r foun d to b e complete an d acceptabl e for analysis. Of th e 2 2 respondent s 1 4 wer e male (63. 6 % ) and 8 were femal e (36.4%).

36 17 When di d RU A members join RUA Four phase s were identified. On e is for founde r member s in 1994, the secon d is during th e leadershi p period, th e thir d i s the t o an d the curren t fourt h phas e was between t o Mos t member s joine d in perio d (40.9% ) an d the perio d (36.1%). N o membe r had joine d i n th e las t perio d ( ) becaus e th e temporar y membership ceilin g o f 7 0 ha d bee n reached. Why di d member s join RUA? Over thre e quarter s o f th e respondent s (77.3% ) sai d their earlie r objective s of joining RU A were stil l th e sam e (Table 5 ) and they ha d joined RU A in orde r 'to socializ e an d networ k wit h Ruby a Associatio n member s an d thei r families'. Onl y a fe w respondent s sai d the y ha d joine d RU A in searc h o f 'group strengt h an d multiplicatio n o f th e capacity ' o r t o provid e socio - economic developmen t suppor t t o Nshamb a community. Table 5 : Wh y individual s joined RUA what objectives Frequency Percent Valid Percent Cumulative Percent Valid Socialisin g and networking with Rubya members Socio-economic devt for members in Dar Socio-economic devt for Dar & Nshamba communities Total Source: SPS S software outpu t

37 18 RUA General an d specifi c Performance. Respondents wer e divide d wit h regar d t o RUA' s performance. Hal f o f th e respondents (59.1% ) sai d tha t RU A objectives wer e stil l satisfactor y ye t almost anothe r 40.9 % were o f th e opinio n tha t th e objective s o f RU A were no longe r satisfactor y an d valid ha d to b e improved. Specificall y services t o be improve d wer e financia l an d materia l suppor t give n t o member s / families durin g illness. RU A was advised to revie w it s rate s to commensurat e with changin g cos t o f living. Furthe r analysi s showe d tha t th e majorit y o f respondents (81. 2 % ) sai d RU A monetar y contribution s t o Nshamb a communities' project s developmen t project s wa s lo w an d wa s t o b e improved. (Table s 6, 7, & 8). Table 6 : RUA' s Contribution s to Genera l an d specifi c Performanc e Rank RUA General Services Frequency Percent Valid Percent Cumulative Percent Valid Goo d To b e improved Total Source: SPS S output Table 7 : RUA' s Developmen t Contribution s t o Nshamb a communities. Rank RUA devt contribution to Nshamba communities projects Frequency Percent Valid Percent Cumulative Percent Valid Goo d Poor To be improved To be stopped / omitted Total Source: SPS S output

38 19 Table 8 : RUA' s Contributions to Development Fun d Rank RUA monetary contribution s for development fun d Frequency Percent Valid Percent Cumulative Percent Valid Goo d To be improved Total Source: SPS S outpu t Target Grou p and Key stakeholder s The majorit y o f respondent s (72.7% ) preferre d th e target grou p to be RUA members an d the majority (45.5% ) mentione d th e organizations promotin g similar objective s t o be the main RU A key stakeholders (Tabl e 10). Table 9: Who are RUA Key Stakeholders? RUA key stakeholders Cumulative Frequency Percent Valid Percent Percent Valid Political, Government leaders esp. in Muleba Organisations promoting similar objectives Religious, influential people originating /intersted i n kage Donors & Private - in and outside Total Source: SPS S outpu t Is it opportune for RUA to do the strategic plan? The majorit y of (81.8%) RU A members who responded to the questionnair e positively acknowledged that it was opportune time for RUA to carry out the

39 20 strategic planning. Mos t respondent s (72.7% ) wer e o f th e vie w tha t th e strategic pla n t o b e develope d would b e th e essentia l tool t o guid e priorit y for resourc e mobilizatio n an d allocation. Howeve r som e (18. 2 % ) sai d tha t they di d no t agre e tha t i t wa s opportun e tim e fo r RU A to carr y ou t th e strategic planning. Th e reason s advance d b y thes e fe w importan t RU A members were tha t no t al l RU A members were i n agreemen t wit h strategi c planning and/or becaus e RUA objectives did no t requir e a strategic plan. Bu t on the overal l the consensu s of th e member s was for th e strategi c plan. The results indicate d th e resistanc e t o plannin g an d strategi c plannin g du e t o professional o r experienc e background. I t als o indicate d th e newnes s o f strategic plannin g i n mainl y Non-Governmenta l organizations. Table 10 : Th e Readines s o f RU A to Carr y ou t Strategi c Plannin g Is it opportune RUA to do strategic planning now Cumulative Frequency Percent Valid Percent Percent Valid Yes : S/Plan essential to guide priority makingofresources Yes: RUA cant depend on Constitution to govern Z NO: Members are not in agreement NO: RUA objectives d no l need S/Plan Total Source: SPS S output Analysis for cross-linkag e for 'when ' and 'wh y on e joined RUA, and 'whethe r it wa s opportune fo r RU A to d o th e strategi c plan ' showe d that irrespectiv e of th e reason s for joinin g RUA, most member s (81% ) wer e positiv e t o RU A carrying ou t th e strategi c plannin g process.

40 21 Table 11: Link between strategic planning and when/ why one joined RU A When one joined RU A * why did you join RUA * Is it opportune RUA to do strategic planning now why di d you join RUA Is it opportune RUA to do strategic Socialising with Group strength: To support devt of Nshamba members & multiply communities planning now? families capacity devt 11 Total Yes: S/Plan essentia l to whe n one Founde r member, guide priority joine d RUA Phas e one, Making of resources p h a s e ^ 2 0 f J 1 _ Total Yes: RUA cant depend whe n one Phas e one, on Constitution to govern joine d RUA Phas e two, Total 2 2 NO: Member s are not in whe n one Phas e two, agreement joine d RUA 1 2 Total NO: RU A objective s d not when one Phas e one, o need S/Plan joine d RUA 2 Total Source: SPS S software outpu t 1.5 Conclusion s fro m Communit y Need s Assessmen t The Need s Assessment identified th e following issues : a) Th e primary objectiv e o f mos t member s joinin g RU A was to satisf y own need s an d on second leve l t o provid e suppor t t o constituen t communities. b) RU A had mad e basi c - firs t generatio n achievement s includin g formation, registration, creatio n o f foru m fo r networking, holdin g meetings an d elections an d increase in membership. Bu t increase in membership ha d increased the amounts an d frequencies of members' contributions. c) RU A was now challenged wit h developmenta l ye t constitutiona l objectives, namel y provisio n o f financial suppor t t o its members and communities. RU A was finding it difficult to address this constitutiona l objective mainl y du e to lac k o f sustainabl e incom e source, lac k of development an d operational fund s an d weak financia l capacity. The

41 22 main sourc e of RU A income was from members ' contribution s whic h wer e not enoug h an d sustainable. d) Increas e o f amoun t an d frequencies of members ' contributions. e) Limite d resource s (human, financial, physica l Information, Networks ) and strategi c plannin g capacit y f) Diversit y o f RU A members i n term s o f capacity, resource s an d bu t which hav e no t bee n utilize d t o RUA' s advantage. Figure 4 : Selecte d Profession s o f RU A Members g) RU A members ha d limite d knowledg e o n th e preferre d lega l status. During revie w discussion s i t ha d bee n indicate d tha t RU A member s were stil l unclea r o n th e Societie s Ordinance, NG O Act, an d other acts, developmen t policie s an d strategie s unde r whic h CSO s operated Compariso n o f th e finding s with other surveys. The abov e finding s ar e i n agreemen t wit h othe r surveys. Mos t survey s indicated that NGO s in Tanzania were o f differen t classificatio n and capacity

42 23 First the NGO s an d were forme d fo r differen t reason s and member s ha d ow n reasons fo r joinin g thes e organizations. Th e objective s o f formatio n rang e from social, t o economi c an d othe r reasons. Othe r NGO s ar e forme d b y members themselve s whil e som e ar e not. On e thin g whic h ha s bee n foun d to b e commo n wit h mos t loca l Tanzania n NGO s i s tha t mos t hav e organizational an d financial capacit y problem s amon g the man y problem s o f NGOs i n Tanzania. (Ingelstam, 2007). Th e activ e an d financiall y capabl e NGOs i n Tanzani a wer e foun d t o depen d o n mainl y dono r o r government - donor fundin g fo r thei r survival. As Janet, R.(2002 ) wrot e 'thes e NGO s see m to b e towing th e line s of dono r agencie s so that whenever suc h line s chang e they als o follo w sui t accordingly. Thos e NGO s tha t ha d n o suc h fundin g depended o n ow n fund s an d ha d n o majo r activitie s fo r th e community. O n the othe r han d mos t - especiall y smal l NGO s ha d thei r poo r performanc e related t o lac k o f administrativ e capacit y an d lac k o f strategi c planning. I n such NGO s th e purpos e o f existenc e was unclea r o r no t apprehende d b y al l members. Th e situatio n i s slowl y changin g an d strategi c pla n i s becomin g one o f th e criteri a fo r dono r an d government fundin g an d a s an organizatio n fund mobilizatio n too l bu t als o t o remai n respectable. I t i s base d o n thes e reasons tha t survey s indicat e tha t mos t smal l an d bi g NGO s ha d prepare d and/or wer e strugglin g t o prepar e strategi c plans. Th e impac t o f thes e strategic plan s i s yet t o b e evaluated.