This document summarizes the process of developing a Local Economic Development (LED) strategy in Kigoma Ujiji Municipal Council, Tanzania. A series of stakeholder workshops were held to gather input on the local economy, identify priority sectors, and develop a vision, goals, and projects. Key sectors included agriculture, fishing, and small businesses. Challenges like lack of infrastructure and skills were also discussed. An LED coordination team was formed to oversee strategy implementation. The strategy aims to create an enabling environment for business and partnerships between public, private, and nonprofit organizations to improve livelihoods through sustainable economic growth.
The process of developing a PRS varies greatly because it takes place in different countries, under different kinds of governments and circumstances. In general, though, the process can be thought of in terms of several phases, although certain elements, particularly participatory processes, may run throughout.
The document discusses the institutional support system developed in Istrian County, Croatia as a factor for regional development management. It describes how Istrian County established several development institutions like the Istrian Development Agency and Istrian Tourism Development Agency to support entrepreneurship and regional development. These institutions were created in response to insufficient national policies and a lack of coordinated regional planning. The system developed by Istrian County aims to foster sustainable development through knowledge sharing and collaboration between local government and other stakeholders.
Not for Profit, not necessarily Not for GainAnthony Rippon
This document discusses improving public sector participation through public-private partnerships. It argues that partnerships between government, businesses, and community organizations can more effectively and efficiently deliver services to communities. The document examines some contexts of public-private partnerships in South Africa and how they could help realize the goals of reform programs like the Reconstruction and Development Programme and the National Development Plan to address issues like unemployment, inequality, and poverty reduction through 2030. Strategic community development involving all stakeholders working together is presented as key to long-term sustainability and growth that benefits future generations.
Regional development generates national development. Regions have become the center of economic growth due to globalization and modernization. Regions are better able to make localized policies to promote equitable development and job opportunities. However, central governments still play an important role in ensuring all regions are able to compete globally and improve national competitiveness. Strengthening regional competitiveness through decentralization, human capital development, and identifying competitive industry sectors in each region can optimize regional economic development and aggregate to support national welfare. While regions drive direct economic activity, central governments must ensure regulations and strategies still guide national development.
Differances between Public Administration and Urban ManagementDrashti Chovatiya
Public administration is an aspect of the larger field of administration.
It exists in a political system for the accomplishment of the goals and objectives formulated by the political decision-makers.
It is also known as governmental administration because the adjective public in the word “public administration” means government.
Hence, the focus of public administration is on public bureaucracy, that is, bureaucratic organisation (or administrative organisation) of the government.
Urban Management is a broad term covering a large set of functions.
To understand urban management you have to first understand the components of urban fabric.
A City or an urban settlement is not merely a set of roads, buildings, parks, etc.
The core function of a city is to provide inhabitants a liveable environment be it shelter, livelihood, entertainment, food and other stuff required for a healthy living.
Urban management is a combination of all streams converging together to provide citizens above listed elements. Historically cities evolved largely because of financial activities. When people see earning opportunities they move to a city from rural areas.
Practically, there is no difference between Urban management and Public administration. Every manager is concerned with both—administrative and management function and operative function.
However, the managers who are higher in the hierarchy denote more time on administrative function and the lower level denote more time on directing and controlling worker’s performance.
Good Governance Challenge for the Local Authorities Summary of the UN HabitatDr Lendy Spires
Governance is defined as the exercise of authority over a country's affairs at all levels, including mechanisms for citizens to articulate interests and mediate differences. Good urban governance is characterized by principles of sustainability, subsidiarity, equity, efficiency, transparency, accountability, civic engagement, and security. These principles include long-term strategic visions, equitable access to decision making and basic services, efficient public service delivery, and transparent/accountable local authorities.
Business Leaders for Michigan (BLM) hired Public Sector Consultants (PSC) to outline strategies that the State of Michigan can implement to help its regions and cities achieve their economic and urban development goals. The Brookings Institution Metropolitan Policy Program substantively
shaped and contributed to this project under the auspices of the Brookings-Rockefeller Project on
State and Metropolitan Innovation, which works to present fiscally responsible state policies and practical, metropolitan-led solutions that leaders can use to create the next American economy.
Working together on this effort, PSC and Brookings have focused on state-level interventions that
will support and empower metropolitan areas in their ongoing economic and urban revitalization efforts. This strategy recognizes that much of the heavy lifting regarding urban and metropolitan revitalization must be done at the local level, and that there is an abundance of work focused on
local urban revitalization efforts. This strategy is intended to build on those efforts, and make
recommendations regarding what the state (and other stakeholders) can do at both the state and metro-specific level to help urban metropolitan areas achieve their prosperity goals.
The process of developing a PRS varies greatly because it takes place in different countries, under different kinds of governments and circumstances. In general, though, the process can be thought of in terms of several phases, although certain elements, particularly participatory processes, may run throughout.
The document discusses the institutional support system developed in Istrian County, Croatia as a factor for regional development management. It describes how Istrian County established several development institutions like the Istrian Development Agency and Istrian Tourism Development Agency to support entrepreneurship and regional development. These institutions were created in response to insufficient national policies and a lack of coordinated regional planning. The system developed by Istrian County aims to foster sustainable development through knowledge sharing and collaboration between local government and other stakeholders.
Not for Profit, not necessarily Not for GainAnthony Rippon
This document discusses improving public sector participation through public-private partnerships. It argues that partnerships between government, businesses, and community organizations can more effectively and efficiently deliver services to communities. The document examines some contexts of public-private partnerships in South Africa and how they could help realize the goals of reform programs like the Reconstruction and Development Programme and the National Development Plan to address issues like unemployment, inequality, and poverty reduction through 2030. Strategic community development involving all stakeholders working together is presented as key to long-term sustainability and growth that benefits future generations.
Regional development generates national development. Regions have become the center of economic growth due to globalization and modernization. Regions are better able to make localized policies to promote equitable development and job opportunities. However, central governments still play an important role in ensuring all regions are able to compete globally and improve national competitiveness. Strengthening regional competitiveness through decentralization, human capital development, and identifying competitive industry sectors in each region can optimize regional economic development and aggregate to support national welfare. While regions drive direct economic activity, central governments must ensure regulations and strategies still guide national development.
Differances between Public Administration and Urban ManagementDrashti Chovatiya
Public administration is an aspect of the larger field of administration.
It exists in a political system for the accomplishment of the goals and objectives formulated by the political decision-makers.
It is also known as governmental administration because the adjective public in the word “public administration” means government.
Hence, the focus of public administration is on public bureaucracy, that is, bureaucratic organisation (or administrative organisation) of the government.
Urban Management is a broad term covering a large set of functions.
To understand urban management you have to first understand the components of urban fabric.
A City or an urban settlement is not merely a set of roads, buildings, parks, etc.
The core function of a city is to provide inhabitants a liveable environment be it shelter, livelihood, entertainment, food and other stuff required for a healthy living.
Urban management is a combination of all streams converging together to provide citizens above listed elements. Historically cities evolved largely because of financial activities. When people see earning opportunities they move to a city from rural areas.
Practically, there is no difference between Urban management and Public administration. Every manager is concerned with both—administrative and management function and operative function.
However, the managers who are higher in the hierarchy denote more time on administrative function and the lower level denote more time on directing and controlling worker’s performance.
Good Governance Challenge for the Local Authorities Summary of the UN HabitatDr Lendy Spires
Governance is defined as the exercise of authority over a country's affairs at all levels, including mechanisms for citizens to articulate interests and mediate differences. Good urban governance is characterized by principles of sustainability, subsidiarity, equity, efficiency, transparency, accountability, civic engagement, and security. These principles include long-term strategic visions, equitable access to decision making and basic services, efficient public service delivery, and transparent/accountable local authorities.
Business Leaders for Michigan (BLM) hired Public Sector Consultants (PSC) to outline strategies that the State of Michigan can implement to help its regions and cities achieve their economic and urban development goals. The Brookings Institution Metropolitan Policy Program substantively
shaped and contributed to this project under the auspices of the Brookings-Rockefeller Project on
State and Metropolitan Innovation, which works to present fiscally responsible state policies and practical, metropolitan-led solutions that leaders can use to create the next American economy.
Working together on this effort, PSC and Brookings have focused on state-level interventions that
will support and empower metropolitan areas in their ongoing economic and urban revitalization efforts. This strategy recognizes that much of the heavy lifting regarding urban and metropolitan revitalization must be done at the local level, and that there is an abundance of work focused on
local urban revitalization efforts. This strategy is intended to build on those efforts, and make
recommendations regarding what the state (and other stakeholders) can do at both the state and metro-specific level to help urban metropolitan areas achieve their prosperity goals.
The document discusses the relationship between central and local governments in governance. It notes that the central government lays down general policy for local governments through the ministry of local government to ensure services meet national interests. The central government also entrusts powers to local authorities but maintains checks and control over their functions. Specifically, the central government exercises political, administrative, legislative, fiscal and judicial forms of control over local governments. It facilitates local powers while also coordinating, monitoring and developing policies to guide local authorities' work.
Development administration emerged in the 1960s to help implement policies and plans for nation-building and socio-economic progress in developing countries. It aims to strengthen administrative machinery to facilitate defined programs of social and economic progress by making change attractive to populations. Key elements include planned and coordinated efforts, a goal-oriented and people-centered approach, and creating management capacities. Problems include a lack of experienced administrators and modern techniques as well as procedural delays and poor implementation. The nature of development has changed from a 19th century focus on individualism and economic growth to a post-WWII emphasis on state-led development and goals like poverty reduction, self-reliance, and resource mobilization.
This presentation talks about what is governance and how has the meaning of Governance changed with the advent of economic reforms of 1990s. The boundary between public and private has become blurred. There has been an increase in the role of Civil Society and Private players , this has led to several public-private-partnerships.
Challenges and opportunities of inclusive development in Ethiopia tarikubachano
This document discusses challenges and opportunities for inclusive development in Ethiopia, with a focus on rural farmers. Some key challenges discussed include poverty, women's exclusion, disability exclusion, attitudes of people, and constraints on strategic actors like weak institutions and governance. However, there are also opportunities for inclusive development through economic growth, employment, social protection programs, basic services, improved governance, NGO involvement, and programs like the Productive Safety Net Program. The overall objective is to assess factors affecting marginalized rural farmers' inclusion in development and identify opportunities to include them.
The Political Settlement of Local Economic Development in Ghana’s Local Gover...AJSSMTJournal
Both the 1992 Republican Constitution and the Local Governance Act, 2016 (Act 936) have
conferred political, administrative, social, economic and developmental authorities and functions on the
Metropolitan, Municipal and District Assemblies. However, the assemblies have exercised all other authorities
to the neglect of their economic and developmental functions. In view of this, they still rely on central
government for development hence the concept local economic development emerged for assemblies to use
their local resources to champion the development of their localities. Deploying both primary and secondary
sources of data, this paper examined the extent of political settlement in the implementation of local
economic development (LED) in Ghana. The study found that the nature of the LED programme, the strategic
nature of the MMDAs, the activism of the actors, the benefits to be derived by the actors, the political party in
power and the need to test new development paradigms shaped the behaviour of actors in the LED
implementation process. The desire of each actor to project its interest above the others culminated into “turf
war” among them in the implementation process. The study recommends that the development of localities
should supersede the interest of actors, locality leadership should be proactive and aggressive in wooing
investors, and incentives should be provided for investors who invest in the hinterlands. Key lessons learnt
were: leadership was significant in LED, collaboration among actors is important for the success of LED.
The Management of the Village Fund Allocation as an Instrument towards Econom...IOSR Journals
National and regional development is inseparable part of village development activities, given the concentration of population is still dominant in the village; considering the concentration of the population still dominant located in the village, so that the village is the power base of the social economic and political need to get serious attention from the government. Construction of the village is realized in one of the forms of allocation of funds for the village. The allocation of funds village is funds given to the village of financial equalization funds of the central government and regions. This research was carried out in Siak Regenciy, Riau Province, Indonesia with two villages selected the village of Rawang White Water Bay and the villages of Siak District Merbau Dayun Subdistrict. This type of research was designed using the format verification and qualitative design approach of phenomenology (Burhan Bungin, 2007). The process of implementation of the program the allocation of funds for the village is divided into four main lines: The Process of Allocation Planning of Village funds, The process of the Allocation Management of Funds Village, The Process of Administering the Program ADD, The Process of Reporting Allocation Program of Funds Village.
This document discusses urban mobility and poverty. It begins with an introduction to urbanization trends like rural to urban migration. It then covers different types of urban population movements such as gentrification, suburbanization, urban sprawl, and counter-urbanization. The document defines poverty and its dimensions. It identifies reasons for urban poverty such as urbanization, migration, and lack of education/jobs. It concludes by stating that basic services, women's participation, and community-led programs are essential for effective poverty alleviation strategies.
The Philippine Administrative System (PAS) refers to the network of government organizations that implement public policies and provide public services. It includes executive departments, constitutional bodies, local government units, and state-owned corporations. The PAS aims to empower citizens by institutionalizing access to services, decentralizing operations, and making procedures simple. It operates within a socio-political and economic environment. The PAS structure is headed by the President and includes over 20 executive departments and over 40,000 local government units across the country. Key processes include budgeting, personnel management, and periodic reorganizations to improve government efficiency and effectiveness.
This document provides information about an assignment for a Development Administration course. It includes details about the assignment such as specifications of a 20 page paper on the origins of the developmental state concept. It also lists learning outcomes which are to understand the meaning and theories of the developmental state and describe its features and relevance. The document then discusses concepts related to development administration such as meanings, facets, elements, and the importance of planning, goal-orientation, and management capacities.
The Area Units for Employment, Local and Technological Development: A Model f...Territorial Intelligence
Huelva 2007, International Conference of Territorial Intelligence organised in the framework of CAENTI. WORKSHOP 3: Sustainable Territorial Development Studies
This presentation offers a public policy approach to integral regional development based on the authors experience from the Mexican federal government and OECD.
A report on the 1st Economists Conference on Tanzania and the Global Economy, hosted by Tanzania Institutional Economic Development Foundation (TIEDF), 2017 at Sokoine University of Agriculture.
The document discusses governance and policy issues related to managing the complex urban region of Greater Manchester. It outlines several policy strands around regeneration, local government modernization, and performance management. It also discusses the role of localities during economic recessions and mechanisms that have been used in Manchester to coordinate governance across multiple local authorities.
The document analyzes factors that promote or deter popular participation in development based on the Philippine experience. It describes policies and mechanisms established by the Philippine government to decentralize and involve the public, such as the barangay system and rural development programs. The document identifies factors at the individual, community, government, and societal levels that influence participation, such as awareness, confidence, poverty, and colonial experiences. It aims to provide recommendations to facilitate participation and development.
This document analyzes the effects of fiscal decentralization on village financial performance and development outcomes in Central Lombok Regency, Indonesia. It finds that fiscal decentralization has a significant positive effect on village financial performance, but no significant effect on development outcomes. Village financial performance also does not significantly influence development outcomes. The study uses survey data from 10 underdeveloped villages to test these relationships through multiple linear regression analysis.
IMDA China's 13th Five Year Plan (FINAL rev 5-28-16)Dini Hajarrahmah
This document discusses frameworks that could help achieve the goals of China's 13th Five-Year Plan, including cooperative international development and sustainable innovation. It suggests that applying research on public-private partnerships and intergroup collaboration could facilitate economic development in disputed regions like the South China Sea. Developing national innovation systems based on the Triple Helix model that better reflect evolving notions of innovation could also help supplement government policies. Key frameworks discussed include public-private partnerships, models for resolving international disputes, and the role of the Asian Infrastructure Investment Bank.
This document discusses how social entrepreneurship can help structurally change rural areas. It reviews literature showing that social entrepreneurship has helped bring improvements to rural communities like new technologies for electricity access, water systems, and transportation infrastructure. Social entrepreneurship aims to enhance rural development by addressing issues like poverty, lack of education, unemployment, and income inequality faced by rural populations. It can help realize changes in rural people's attitudes and overall quality of life, not just economic outputs. The document examines the interactions between social entrepreneurs and rural communities to understand how social entrepreneurship impacts rural development.
Corporate governance and poverty alliviation nbaa presentationKarugor Gatamah
This document summarizes a presentation on corporate governance and poverty alleviation in Africa. It discusses how full employment is needed to create wealth and alleviate poverty. It also addresses challenges facing Africa like weak leadership, inequality, and corruption. Solutions proposed include the government providing infrastructure and enabling policies, partnerships between public, private and civil sectors, and initiatives like NEPAD promoting economic and corporate governance reforms. The role of corporate governance in promoting transparency, accountability and probity is also emphasized to help strengthen businesses and reduce poverty.
Public service is an important arm of the government that helps turn policy goals into reality. It comprises the staff of central administration and is instrumental in development and change. Public services have always helped governments formulate, implement, monitor, and evaluate programs. While the government sets goals, public services are the tool used to achieve them. The role of public services is expanding as states transition from traditional to modern forms and focus more on development and welfare. Public servants perform key functions like advising the government, implementing plans and policies, monitoring programs, and determining legal cases.
Urban planning and development in Nepal involves addressing several issues. Rapid urbanization is putting pressure on infrastructure and resources, and the urban population is projected to double in coming decades. Effective urban planning requires defining urban areas, addressing problems like congestion, pollution and inequitable access to services, and ensuring participation and partnerships between stakeholders. The goals of urban planning and development should be to make cities safe, just, and moving in a positive direction through strategic planning and allocation of necessary resources.
Predicting a mathematical models of some mechanical properties of concrete ...Alexander Decker
This document summarizes a study that aimed to develop mathematical models to predict mechanical properties
of concrete from non-destructive testing methods. Specifically, the study examined properties of normal strength
concrete and high-strength concrete with compressive strengths ranging from 20-100 MPa using Schmidt
hammer and ultrasonic pulse velocity tests at ages of 7, 28, 56, and 90 days. The results showed good
correlations between compressive strength and both test methods. Relationships were also found between
modulus of elasticity, rebound number, and age of concrete. The document provides background on types of
concrete and non-destructive testing methods.
Parking challenges facing urban cities in tanzania evidence from dar es salaa...Alexander Decker
This document summarizes a journal article that examines parking challenges in urban cities in Tanzania, using Dar es Salaam as a case study. The key points are:
1) Parking is a major problem in urban areas worldwide that is exacerbated by a lack of designated parking spaces and unauthorized on-street parking, causing traffic congestions.
2) Existing literature identifies common parking challenges like inadequate supply, underpricing, and a lack of enforcement of regulations. Effective parking management is needed to reduce congestion and encourage more sustainable transportation.
3) In Dar es Salaam, unauthorized street parking and inadequate parking facilities have led to mobility issues in the city center. Suggestions are made to address
The document discusses the relationship between central and local governments in governance. It notes that the central government lays down general policy for local governments through the ministry of local government to ensure services meet national interests. The central government also entrusts powers to local authorities but maintains checks and control over their functions. Specifically, the central government exercises political, administrative, legislative, fiscal and judicial forms of control over local governments. It facilitates local powers while also coordinating, monitoring and developing policies to guide local authorities' work.
Development administration emerged in the 1960s to help implement policies and plans for nation-building and socio-economic progress in developing countries. It aims to strengthen administrative machinery to facilitate defined programs of social and economic progress by making change attractive to populations. Key elements include planned and coordinated efforts, a goal-oriented and people-centered approach, and creating management capacities. Problems include a lack of experienced administrators and modern techniques as well as procedural delays and poor implementation. The nature of development has changed from a 19th century focus on individualism and economic growth to a post-WWII emphasis on state-led development and goals like poverty reduction, self-reliance, and resource mobilization.
This presentation talks about what is governance and how has the meaning of Governance changed with the advent of economic reforms of 1990s. The boundary between public and private has become blurred. There has been an increase in the role of Civil Society and Private players , this has led to several public-private-partnerships.
Challenges and opportunities of inclusive development in Ethiopia tarikubachano
This document discusses challenges and opportunities for inclusive development in Ethiopia, with a focus on rural farmers. Some key challenges discussed include poverty, women's exclusion, disability exclusion, attitudes of people, and constraints on strategic actors like weak institutions and governance. However, there are also opportunities for inclusive development through economic growth, employment, social protection programs, basic services, improved governance, NGO involvement, and programs like the Productive Safety Net Program. The overall objective is to assess factors affecting marginalized rural farmers' inclusion in development and identify opportunities to include them.
The Political Settlement of Local Economic Development in Ghana’s Local Gover...AJSSMTJournal
Both the 1992 Republican Constitution and the Local Governance Act, 2016 (Act 936) have
conferred political, administrative, social, economic and developmental authorities and functions on the
Metropolitan, Municipal and District Assemblies. However, the assemblies have exercised all other authorities
to the neglect of their economic and developmental functions. In view of this, they still rely on central
government for development hence the concept local economic development emerged for assemblies to use
their local resources to champion the development of their localities. Deploying both primary and secondary
sources of data, this paper examined the extent of political settlement in the implementation of local
economic development (LED) in Ghana. The study found that the nature of the LED programme, the strategic
nature of the MMDAs, the activism of the actors, the benefits to be derived by the actors, the political party in
power and the need to test new development paradigms shaped the behaviour of actors in the LED
implementation process. The desire of each actor to project its interest above the others culminated into “turf
war” among them in the implementation process. The study recommends that the development of localities
should supersede the interest of actors, locality leadership should be proactive and aggressive in wooing
investors, and incentives should be provided for investors who invest in the hinterlands. Key lessons learnt
were: leadership was significant in LED, collaboration among actors is important for the success of LED.
The Management of the Village Fund Allocation as an Instrument towards Econom...IOSR Journals
National and regional development is inseparable part of village development activities, given the concentration of population is still dominant in the village; considering the concentration of the population still dominant located in the village, so that the village is the power base of the social economic and political need to get serious attention from the government. Construction of the village is realized in one of the forms of allocation of funds for the village. The allocation of funds village is funds given to the village of financial equalization funds of the central government and regions. This research was carried out in Siak Regenciy, Riau Province, Indonesia with two villages selected the village of Rawang White Water Bay and the villages of Siak District Merbau Dayun Subdistrict. This type of research was designed using the format verification and qualitative design approach of phenomenology (Burhan Bungin, 2007). The process of implementation of the program the allocation of funds for the village is divided into four main lines: The Process of Allocation Planning of Village funds, The process of the Allocation Management of Funds Village, The Process of Administering the Program ADD, The Process of Reporting Allocation Program of Funds Village.
This document discusses urban mobility and poverty. It begins with an introduction to urbanization trends like rural to urban migration. It then covers different types of urban population movements such as gentrification, suburbanization, urban sprawl, and counter-urbanization. The document defines poverty and its dimensions. It identifies reasons for urban poverty such as urbanization, migration, and lack of education/jobs. It concludes by stating that basic services, women's participation, and community-led programs are essential for effective poverty alleviation strategies.
The Philippine Administrative System (PAS) refers to the network of government organizations that implement public policies and provide public services. It includes executive departments, constitutional bodies, local government units, and state-owned corporations. The PAS aims to empower citizens by institutionalizing access to services, decentralizing operations, and making procedures simple. It operates within a socio-political and economic environment. The PAS structure is headed by the President and includes over 20 executive departments and over 40,000 local government units across the country. Key processes include budgeting, personnel management, and periodic reorganizations to improve government efficiency and effectiveness.
This document provides information about an assignment for a Development Administration course. It includes details about the assignment such as specifications of a 20 page paper on the origins of the developmental state concept. It also lists learning outcomes which are to understand the meaning and theories of the developmental state and describe its features and relevance. The document then discusses concepts related to development administration such as meanings, facets, elements, and the importance of planning, goal-orientation, and management capacities.
The Area Units for Employment, Local and Technological Development: A Model f...Territorial Intelligence
Huelva 2007, International Conference of Territorial Intelligence organised in the framework of CAENTI. WORKSHOP 3: Sustainable Territorial Development Studies
This presentation offers a public policy approach to integral regional development based on the authors experience from the Mexican federal government and OECD.
A report on the 1st Economists Conference on Tanzania and the Global Economy, hosted by Tanzania Institutional Economic Development Foundation (TIEDF), 2017 at Sokoine University of Agriculture.
The document discusses governance and policy issues related to managing the complex urban region of Greater Manchester. It outlines several policy strands around regeneration, local government modernization, and performance management. It also discusses the role of localities during economic recessions and mechanisms that have been used in Manchester to coordinate governance across multiple local authorities.
The document analyzes factors that promote or deter popular participation in development based on the Philippine experience. It describes policies and mechanisms established by the Philippine government to decentralize and involve the public, such as the barangay system and rural development programs. The document identifies factors at the individual, community, government, and societal levels that influence participation, such as awareness, confidence, poverty, and colonial experiences. It aims to provide recommendations to facilitate participation and development.
This document analyzes the effects of fiscal decentralization on village financial performance and development outcomes in Central Lombok Regency, Indonesia. It finds that fiscal decentralization has a significant positive effect on village financial performance, but no significant effect on development outcomes. Village financial performance also does not significantly influence development outcomes. The study uses survey data from 10 underdeveloped villages to test these relationships through multiple linear regression analysis.
IMDA China's 13th Five Year Plan (FINAL rev 5-28-16)Dini Hajarrahmah
This document discusses frameworks that could help achieve the goals of China's 13th Five-Year Plan, including cooperative international development and sustainable innovation. It suggests that applying research on public-private partnerships and intergroup collaboration could facilitate economic development in disputed regions like the South China Sea. Developing national innovation systems based on the Triple Helix model that better reflect evolving notions of innovation could also help supplement government policies. Key frameworks discussed include public-private partnerships, models for resolving international disputes, and the role of the Asian Infrastructure Investment Bank.
This document discusses how social entrepreneurship can help structurally change rural areas. It reviews literature showing that social entrepreneurship has helped bring improvements to rural communities like new technologies for electricity access, water systems, and transportation infrastructure. Social entrepreneurship aims to enhance rural development by addressing issues like poverty, lack of education, unemployment, and income inequality faced by rural populations. It can help realize changes in rural people's attitudes and overall quality of life, not just economic outputs. The document examines the interactions between social entrepreneurs and rural communities to understand how social entrepreneurship impacts rural development.
Corporate governance and poverty alliviation nbaa presentationKarugor Gatamah
This document summarizes a presentation on corporate governance and poverty alleviation in Africa. It discusses how full employment is needed to create wealth and alleviate poverty. It also addresses challenges facing Africa like weak leadership, inequality, and corruption. Solutions proposed include the government providing infrastructure and enabling policies, partnerships between public, private and civil sectors, and initiatives like NEPAD promoting economic and corporate governance reforms. The role of corporate governance in promoting transparency, accountability and probity is also emphasized to help strengthen businesses and reduce poverty.
Public service is an important arm of the government that helps turn policy goals into reality. It comprises the staff of central administration and is instrumental in development and change. Public services have always helped governments formulate, implement, monitor, and evaluate programs. While the government sets goals, public services are the tool used to achieve them. The role of public services is expanding as states transition from traditional to modern forms and focus more on development and welfare. Public servants perform key functions like advising the government, implementing plans and policies, monitoring programs, and determining legal cases.
Urban planning and development in Nepal involves addressing several issues. Rapid urbanization is putting pressure on infrastructure and resources, and the urban population is projected to double in coming decades. Effective urban planning requires defining urban areas, addressing problems like congestion, pollution and inequitable access to services, and ensuring participation and partnerships between stakeholders. The goals of urban planning and development should be to make cities safe, just, and moving in a positive direction through strategic planning and allocation of necessary resources.
Predicting a mathematical models of some mechanical properties of concrete ...Alexander Decker
This document summarizes a study that aimed to develop mathematical models to predict mechanical properties
of concrete from non-destructive testing methods. Specifically, the study examined properties of normal strength
concrete and high-strength concrete with compressive strengths ranging from 20-100 MPa using Schmidt
hammer and ultrasonic pulse velocity tests at ages of 7, 28, 56, and 90 days. The results showed good
correlations between compressive strength and both test methods. Relationships were also found between
modulus of elasticity, rebound number, and age of concrete. The document provides background on types of
concrete and non-destructive testing methods.
Parking challenges facing urban cities in tanzania evidence from dar es salaa...Alexander Decker
This document summarizes a journal article that examines parking challenges in urban cities in Tanzania, using Dar es Salaam as a case study. The key points are:
1) Parking is a major problem in urban areas worldwide that is exacerbated by a lack of designated parking spaces and unauthorized on-street parking, causing traffic congestions.
2) Existing literature identifies common parking challenges like inadequate supply, underpricing, and a lack of enforcement of regulations. Effective parking management is needed to reduce congestion and encourage more sustainable transportation.
3) In Dar es Salaam, unauthorized street parking and inadequate parking facilities have led to mobility issues in the city center. Suggestions are made to address
Production improvement function and corporate growth in the nigerian manufact...Alexander Decker
This document discusses a study that investigated the impact of production improvement functions on corporate growth in the Nigerian manufacturing industry. The study analyzed data from questionnaires distributed to 80 manufacturing firms. The findings revealed that production planning and control have a significant impact on industry growth, while production scheduling has an insignificant influence. The study recommends that Nigerian manufacturers should more effectively implement production improvement functions, especially scheduling, in order to strengthen the industry and drive economic development.
Performance analysis of companies go public in indonesiaAlexander Decker
This document analyzes the stock performance of two Indonesian companies, PT Berlian Laju Tanker and PT Suryainti Permata, that conducted stock buyback policies in 2007. It finds that for PT Berlian Laju Tanker, there was no significant difference in stock returns before and after the buyback policy, while for PT Suryainti Permata there was a difference. For abnormal returns and cumulative abnormal returns, PT Berlian Laju Tanker showed no difference before and after, but PT Suryainti Permata did show differences. The document uses an event study methodology to analyze daily stock price data over periods before and after the buyback announcements to test the impact
Synthesis and performance analysis of network topology using graph theoryAlexander Decker
This document discusses using graph theory to analyze and synthesize network topologies. It provides background on representing networks as graphs with vertices and edges. Key graph concepts discussed include isomorphism, subgraphs, cyclic graphs, tree formation, and graph matrices. An example telecommunication network is analyzed to find the topology that maximizes reliability. The shortest route algorithm is used to define the optimal topology, which is found to have a maximum probability of successful transmission of 84.1% between nodes.
Nursesí practices and perception of delirium in the intensive care units of ...Alexander Decker
This document summarizes a study that assessed critical care nurses' practices and perceptions of delirium among critically ill patients in Egyptian intensive care units. The study found that nurses ranked delirium assessment as their fourth priority and that more than half of nurses never assessed for delirium in patients. All nurses reported never receiving training on assessing or managing delirium. While delirium is common in ICU patients and associated with poor outcomes, the study results indicate that it remains under-recognized and under-assessed among ICU patients in Egypt due to lack of protocols, tools, and education for nurses. The study highlights the need to incorporate delirium assessment and management into nursing education and daily ICU care to improve outcomes for critically ill patients.
El documento trata sobre el abuso sexual infantil. Define el abuso sexual desde un punto de vista médico-social y analiza factores como la coerción, asimetría de edad y tipo de contacto. Examina variables que influyen en el impacto del abuso, como la duración, frecuencia y relación con el agresor. También describe el síndrome de acomodación de las víctimas y los factores que desestimulan y las formas de retractación. Finalmente, analiza las características y estrategias de los agresores sexuales.
Nigerian cabotage its policy, prospects and challengesAlexander Decker
This document summarizes a journal article that examines Nigeria's Cabotage Law, which restricts coastal and inland shipping within Nigeria to nationally flagged vessels. It provides background on Nigeria's geography and economy. The article then reviews literature on the definition and history of cabotage laws internationally and within Nigeria. It discusses the anticipated benefits of the Cabotage Law for Nigeria, including potential job creation and economic growth opportunities in shipping, shipbuilding, and other maritime industries.
The document discusses a city-to-city cooperation between Surabaya, Indonesia and Kitakyushu, Japan to address their shared waste management problems. Both cities previously faced severe pollution issues due to rapid industrialization that degraded the environment. Through the CITYNET framework and with support from JICA, Surabaya and Kitakyushu established a partnership to share knowledge and expertise on improving waste management systems. The cooperation helped Surabaya transition to a more sustainable community-based waste governance system based on Kitakyushu's experience overcoming similar issues in the past.
One of the most notable qualities of the current globalisation process is the articulation of an institutional regulation model based on the intensive exploitation of space and a decentralised dispersion of economic activities, alongside the throng of high-income tertiary activities such as the leisure and culture industries (Borja/Castells, 1997).
Developing a Future Desired State for Community Victory: South African Perspe...Anthony Rippon
1. The document discusses applying strategic management principles to community development in South Africa in order to help community leaders efficiently manage resources. It introduces a strategic management model intended as a tool for best practices.
2. Research was conducted between 2005-2011 in various South African municipalities to understand challenges in resource allocation. An Integrated Development Plan forum was established in one area to improve stakeholder participation and resource efficiency.
3. The strategic management approach aims to provide community leaders with tools to efficiently manage resources, reinforce values, and develop contingency plans to align with changing community needs through cooperation between various sectors.
This document discusses the informal trading sector in Johannesburg, South Africa. It notes that the informal sector makes up a large portion of economic activity but contributes little to the local economy in a quantifiable way. The Metropolitan Trading Company is tasked with managing informal trade but faces challenges in providing support and regulating the thousands of traders. The document argues that local governments need urban development strategies to formalize and support small businesses and entrepreneurs to create jobs and economic growth in their communities.
The Implementation of District and Rural Fiscal Balance through Village Alloc...iosrjce
IOSR Journal of Economics and Finance (IOSR-JEF) discourages theoretical articles that are limited to axiomatics or that discuss minor variations of familiar models. Similarly, IOSR-JEF has little interest in empirical papers that do not explain the model's theoretical foundations or that exhausts themselves in applying a new or established technique (such as cointegration) to another data set without providing very good reasons why this research is important.
Defreezing master plans to create better master plansJIT KUMAR GUPTA
Paper tries look at,critically and objectively, the present system of preparing master plans/ development plans in India and suggests strategies and methodology to make it more rational, focused and user friendly by changing its intent, contents, scope and methodoloy
Rural-urban Partnerships and Quality of Life. OECD OECD Governance
Urban and rural areas are deeply interconnected and, if well-managed, these connections can benefit both places. For more information see http://www.oecd.org/gov/rural-urban-linkages.htm
Regional Social Policy for Sustainable Human Development A Southern African ...Ndangwa Noyoo
This document discusses the concept of regional social policy for sustainable human development in Southern Africa. It argues that institutionalizing regional social policy at the supranational level could help crystallize regional integration efforts. Regional social policy could enhance cross-border cooperation, provide social protections, and allow for a stronger voice in negotiations. However, challenges include financing, existing bilateral agreements, leadership, and long-term policymaking. Overall, the document makes the case that regional social policy could help accelerate development in Southern Africa if articulated within frameworks of democratic governance and sound economic policies.
1. The document discusses a conference on how cities can better integrate migrants and promote co-development practices between local authorities. As more people move to cities, local governments are confronting the opportunities and challenges of migration.
2. It notes that while migration and development initiatives by local authorities exist globally, they often remain isolated. There is a need to structure cooperation between local authorities in different countries to jointly manage migration and exchange knowledge. Local authorities are on the front lines of impacts of migration through effects on labor markets and public services.
3. The conference aims to discuss partnerships and tools to increase knowledge sharing between local authorities, engage diaspora groups in co-development programs, and link migration and integration initiatives to local development
Redefining master plans to promote smart and sustainable cities JIT KUMAR GUPTA
Master plans/ Development Plans, used as the most potent weapon by the town planner, to promote planned and orderly development has done more damage than good to the cities. Consuming large span of time, involving lot of manpower and requiring considerable resources, master plans has made planners chase the development instead of leading the development. Rigidity of master plans, based on defining the use of every piece of land, has made the master plans irrelevant, irrational and illogical in the face fast changing urban dynamics. Master plans, prepared for a period spanning over two decades, try to freeze the city. As planners, when we do not know our own future, what competency, capacity, expertise and capability we have to define the future of the cities. In the process, majority of cities have been suffering from illegal, sub-standard, haphazard and unplanned growth. Master plans have accordingly, emerged as the major road block in promoting planned urban development and making cities sustainable . For promoting planned development and making city growth both rational and dynamic, focus of planning should be on redefining and putting in place a new order of urban planning, development options and management strategies besides suggesting new format of Master Plans to make cities smart, more humane, equitable, just, efficient, productive, sustainable and providers of assured quality of life to all existing and future urban residents including poorest of the poor.
Redefining master plans for smart and sustainable citiesJIT KUMAR GUPTA
Master plans have traditionally focused on rigid land use planning, but this has made cities inflexible and unable to adapt to dynamic urban growth. It has also promoted unequal and unsustainable development. There is a need to redefine master plans to make cities more smart, sustainable, and equitable. New master plans should be flexible, community-oriented, and focus on transit-oriented compact development, energy efficiency, and inclusiveness. They should involve a variety of experts and stakeholders and use new technologies to guide sustainable urban form and development over time rather than rigidly defining land uses. The goal is to minimize urban problems and make cities higher quality places for all residents.
Redefining master plans for smart and sustainable citiesJIT KUMAR GUPTA
Paper tries to relook at the master plan in its prevalent form , content and procedure and tries to redefine the agenda for making it a positive tool for leveraging the sustainable development of urban settlements
Strategic Area Development And Local Economic Development: A Study In Dharmas...iosrjce
IOSR Journal of Economics and Finance (IOSR-JEF) discourages theoretical articles that are limited to axiomatics or that discuss minor variations of familiar models. Similarly, IOSR-JEF has little interest in empirical papers that do not explain the model's theoretical foundations or that exhausts themselves in applying a new or established technique (such as cointegration) to another data set without providing very good reasons why this research is important.
Community welfare is one of the ultimate goals that is expected by each region. Various efforts have been designed and implemented by the local government to increase the growth for the region itself and subsequently are expected to have a positive impact on the welfare of the community. One of the efforts made by the regional government in the discussions carried out with the implementation of development. This study aims to study the role of the government in CSR implementation programs that have an impact on people's welfare significantly. This research was conducted by using quantitative research methods and using path analysis. The results of the study show that the government rules and implementation of CSR programs are able to improve the welfare of the community of Kampung Warna-Warni Jodipan, Malang.
1. Local administrations, especially cities, are on the frontlines of dealing with the transformations brought about by migration as over 9.3 billion people are expected to move to urban centers by 2030. Cities in both sending and receiving areas are shaped by diaspora groups and local governments are increasingly aware of the opportunities that international migration presents.
2. There is a need to move beyond isolated local migration and development initiatives towards more structured cooperation between cities in sending and receiving areas to jointly manage migration flows. Local governments have greater responsibilities for migration issues given their impacts are felt most strongly at the local level.
3. The session aims to discuss challenges local authorities face in co-development initiatives and identify tools and partnerships
Urbanization refers to the population shift from rural to urban areas. Rapid urban growth has both positive and negative impacts on town planning. Positively, it can increase economic production and provide better opportunities and services. However, it can also lead to issues like urban sprawl, traffic, and pollution as megacities struggle to provide infrastructure for large populations. Effective town planning requires statutory development plans that provide strategies and proposals to manage growth, as well as regional plans that focus on balanced development across connected urban and rural areas.
Important Political Accountability and Citizen Building effort of IDEG GHANAAmos Anyimadu
Operation of the Institute of Democratic Governance, Ghana. www.ideg.org https://www.facebook.com/IDEGGhana https://twitter.com/IDEGGhana
Led by Commonwelath Eminent Person Dr. Emmanuel Akwetey.
Important Political Accountability and Citizen Building effort of IDEG GHANAIDEGGhana
Operation of the Institute of Democratic Governance, Ghana. www.ideg.org https://www.facebook.com/IDEGGhana https://twitter.com/IDEGGhana
Led by Commonwelath Eminent Person Dr. Emmanuel Akwetey.
Strategic Community Development: Executive Education customised for Helenvale...Anthony Rippon
This document discusses a customized executive education program developed for community leaders in Helenvale, South Africa. The program aimed to teach community leaders strategic approaches to managing resources and achieving sustainable community development. It notes that many South African communities do not efficiently manage available resources, hindering development goals. The customized training program for the Mandela Bay Development Agency covered topics like project management, leadership, and stakeholder engagement to help community leaders address challenges and further develop their community in a strategic manner. It aimed to provide community leaders with tools to facilitate community development and form public-private partnerships.
1. The document outlines Parks Tau's vision and plan for United Cities and Local Governments (UCLG) over the next term.
2. The plan focuses on 3 areas: locating local government at the center of a changing world, facilitating collaborative local governance, and ensuring organizational consolidation and renewal of UCLG.
3. Key priorities include localizing development agendas, building strategic alliances, and strengthening partnerships between local governments and other organizations.
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This document summarizes a study on the importance of exercise in maintaining physical and mental fitness for school children. It discusses how physical and mental fitness are developed through participation in regular physical exercises and cannot be achieved solely through classroom learning. The document outlines different types and components of fitness and argues that developing fitness should be a key objective of education systems. It recommends that schools ensure pupils engage in graded physical activities and exercises to support their overall development.
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A synthesis of taylor’s and fayol’s management approaches for managing market...Alexander Decker
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This document surveys trust architectures that leverage provenance in wireless sensor networks. It begins with background on provenance, which refers to the documented history or derivation of data. Provenance can be used to assess trust by providing metadata about how data was processed. The document then discusses challenges for using provenance to establish trust in wireless sensor networks, which have constraints on energy and computation. Finally, it provides background on trust, which is the subjective probability that a node will behave dependably. Trust architectures need to be lightweight to account for the constraints of wireless sensor networks.
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Local economic development strategy preparation and implementation modalities
1. Research on Humanities and Social Sciences
ISSN 2222-1719 (Paper) ISSN 2222-2863 (Online)
Vol.3, No.15, 2013
www.iiste.org
Local Economic Development Strategy Preparation and
Implementation modalities for Sustainable Urban Development in
Sub-Saharan Africa Cities: Lessons from Kigoma, Tanzania
Magigi, W
Moshi University College of Cooperative and Business Studies
(A Constituent College of Sokoine University of Agriculture)
P.O.Box 474, Moshi-Kilimanjaro –Tanzania
Abstract
The paper documents prospects and pitfalls of Local Economic Development Strategy preparation, its
implementation modalities and required capacity in rapidly urbanising cities of Sub-Saharan Africa. It considers
Kigoma Ujiji Municipal Council in Tanzania as a case study. Lessons learnt during the preparation and
implementation process provides a clear understanding on the process, issues and sectors of the local economy,
potential resources for implementation and planning institutions and their roles for its implementation
effectiveness. This is crucial towards creating habitable and liveable cities in Tanzania and other Sub-Saharan
Africa Countries with the same context. The strategic aspects that were utilized in designing the LED Strategy
including the kinds of implementation process and modalities and the required capacity building, which were
needed in initiating and implementing the strategy are described.
Likely, system development towards institutionalising Local Economic Development Strategy in rapidly
urbanising cities for community empowerment and public-private partnership creation in sustainable urban
development contexts are described for learning.
Keywords: “Local Economic Development, Local Economic Development Strategy, Sustainable Urban
Development, Sub-Saharan Africa, Cities”
INTRODUCTION
The development process and policies in Tanzania has given the District councils responsibilities for stimulating
Local Economic Development. The major task in execution of the responsibilities is creation of broad based
enabling environment through which both social and economic development can occur. Traditionally, the main
focus of the District Councils has been on social aspects but increasingly is becoming clear to most of the
councils that sustainability of social services can only be possible if there is rigorous economic development and
thus the environment for income generating activities and the development of small scale enterprises is
becoming more and more important. The challenge however, is the capacity to develop the process for enabling
existence of the environment that needs to be comprehensive and inclusive through appropriate urban planning
approach and processes. Although there is an increasing attention by the District Councils in Tanzania and other
developing countries of the same context on the outsourcing services from civil society organizations and private
sector, the coordination, partnership and the dialogue modalities between public and private sector is still weak.
Closely linked to the challenge are the unavailability and/or weak service providers within the district councils,
private sector and civil society that can clearly articulate the services required and the process for provision of
the services in stimulating local economic development.
In supporting the argumentations, it should be clear that the purpose of Local Economic Development (LED)
strategy in urban planning processes is to build up the economic capacity of residents, local authorities and
institutions to improve their economic future and the quality of life for all. It is a planning process by which
public, business and nongovernmental, sector partners work collectively to create better conditions for economic
growth and employment generation in the current era of fighting against poverty in countries of the world.
Following these aspirations and needs, Districts Councils in Tanzania and other developing Countries in SubSaharan Africa embarks on preparing Local Economic Development strategy in countries of emerging
economies that eventually result into existence of enabling comprehensive and inclusive environment of
participation and public-private partnership in urban development agenda. This planning approach provides
space for participation of the vulnerable groups especially women, youth, farmer groups and other service sector
to participate meaningful in economic activities and be able to manage their livelihoods in a sustainable manner,
within the context of utilizing and reflecting on existing economic opportunities in both urban and rural settings
(Friedmann, 1987; Halla, 2002b).
171
2. Research on Humanities and Social Sciences
ISSN 2222-1719 (Paper) ISSN 2222-2863 (Online)
Vol.3, No.15, 2013
www.iiste.org
Urban Planning approaches: Lessons of the past and current reality
In creating sustainable urban settlements, which build hope and safety to her citizen, different planning
approaches were used and applied. These approaches which ultimately form a basis for sustainable urban
development includes land use planning, strategic planning, master planning, structural planning etc. These
urban planning approaches seem to be inflexible, rigidity, non-inclusion of different actors and sectors of the
economy (Armstrong, 1987, Faludi, 1987; Clarke, 1994, Kombe, 2002). In addition, Christensen (1993) shows
that the institutional arrangements for urban planning approaches in most cases are fixed, and the challenge is to
select a strategy for planning and communication, which will result change of local economy. These are
important elements particularly when one wants to understand the local economic development strategic actions,
institutional responses, constraints, market preferences, location influences and voices of different stakeholders
in sustainable urban development, the idea which stimulate the need to understand city growth and development
ideology (Magigi, 2013).
Lewis Mumford (1961) ideal of dense cities growth with mixed uses and stakeholders’ inclusiveness brings her
somewhat closer to the current reality of sustainable urban development in Sub-Saharan Africa cities. Johnson
(1989) sees land use planning process as being in some respects a mass action, and in others as elite decisionmaking process and not individuals wish. It is a mass action when people collectively determine over a period of
time, what areas of a city grow or decline through voting patterns. Equally, involves community organization,
public opinion in the manner they live, work, buy and travel on a regular basis. The mass action in planning
especially in decision-making is affected by the elite, where few of them such as politicians, government
officials, business entrepreneurs, financiers or community leaders act on behalf of the many. These elite groups
also set the boundaries within which citizens can exercise or influence policies of land development, taxation,
subsidies and regulation and other business and investment activities, which affects urban development in total
and the local economic development. Strategic planning emerged later to provide actions and build framework to
guide sustainable urban development in cities as a flexible participatory urban planning approach, which falls
short in its implementation modalities and capacity building in many local government in African countries
(Halla, 1997)
The Local Economic Development strategy among others is centred and emphasizing public-private partnership
in its preparation and implementation modalities. Likely, its scale of initiation, planning, preparation and
implementation is at lower level with clear integration of key sectors of the economy, service providers and
government planning institutions at District, Regional and national levels. Her actions require integration of local
resources as well as actions which fits into overall District Development plans. Moreover, the strategy
preparation and implementation modalities centred on local economy productivity, capacity building as well as
creating conducive business and economic development ventures to ensure community growth and
empowerment in various sectors of the economy in the city. The process takes place through exploration of the
local potentials in addressing pertinent development issues such as resource use including but not limited to land,
water and forest for enhanced city productivity with actions or suggested options for implementations.
The strategy for future business and economic development in urban settlements is not intended to only inform
future activities relating to economic development, but aims to provide direction and guidance to all
development stakeholders in business and economic development in the city. The stakeholders referred in this
context involves public, which include the municipal council, the various government departments and
institutions. Others include the private sector, the non-governmental sector, civic institutions, communities and
individuals. The strategy developed in this context was not limited to business and economic development, but
considers the relationship between economic development and other sectors, i.e. it is integrated with farmers’
group, service providers, community and public (URT, 2006,). Thus, local economic development strategy
prepared in Kigoma acknowledges the important impact of other developmental activities on future residents and
city economic development as a whole in urban planning processes.
Case study description, her business and economic potentials
Kigoma Ujiji Municipal Council is among the seven councils in Kigoma Region which has been established
under the Local Government Authority Act. 8 of 1982 in Tanzania. Other Councils in the Region are Kibondo,
Kasulu, Uvinza, Kakonko, Buhigwe and Kigoma Rural District. The Municipal covers an area of 128 square
kms among these kms, 127.85 kms cover the land area and 0.15 kms2 cover the Lake Tanganyika area. The
Municipal has two divisions which are Kigoma North and Kigoma South and subdivided further into 19 wards
(Map 1). The Municipal has a total population of 215,458 people among them 104,185 are Males and 111,273
are Females and average size of the household is 5.0 (five) persons (URT, 2012). The Municipal Council is
located on the Rift Valley fringes of Lake Tanganyika. A large part of the Council lies on terrain consisting of
hills over 1000m above sea level. However the average altitude is 773m to 960m above sea level. The climate
is tropical modified by the existence of Lake Tanganyika. The temperature ranges at an average of 20˚C.
Average rainfall is 980 – 1200mm per annum.
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Map 1: Kigoma Ujiji Municipal Council physical setting
Kigoma-Ujij Municipal is one of the least developed areas in the country although it has higher and attractive
opportunities for fast development. The per capital income is estimated to be 360,000/=. This is due to lack of
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essential cash crop, industries, technical and entrepreneurship capacity. The dominant economic activities are
fishing, trading, micro and small scale industries and agriculture. Fifty percent of population is involved in
agricultural activities which include rice, cassava and palm oil trees.
Fishing as one of the main economic activity contributes significantly to household incomes. Lake Tanganyika
has different varieties of fish species which are mostly consumed in Kigoma Region and outside the country
such as DRC – Congo, Burundi, Rwanda and Zambia. Kigoma-Ujiji Municipality, due to its location in relation
to transport routes and its distance from major centres, is relatively isolated from the national economy. Further
to this, access to basic factors of production such as raw materials, skilled labour and infrastructure is limited.
Raw materials available in the area relate to coal mining and agricultural activities including maize, beef, timber
and sugar production, which if properly utilized can enhance the local economy of the region. In addition,
establishment of internationally competitive industries focusing on mineral water and charcoal production, the
establishment of agri-processing initiatives, and the transformation of the local government sector provides a
strong basis for the economic development of the region. Government initiatives related to the provision of
infrastructure, the construction of key roads and the development of key tourist attractions further strengthens the
foundation for local economy. Existence of big forests and unutilized fertile land provide potentials for
exploration in the regions for sustainable development.
LOCAL ECONOMIC DEVELOPMENT STRATEGY: METHODOLOGICAL APPROACH
Local Economic Development Strategy preparation is the brainchild of Income Generation Activities (IGA)
project operating in Kigoma and Coast regions. The project execution started in 2009 under partnership
modalities between the governments of Tanzania and Belgium under Belgian Technical Cooperation (BTC). The
later provides technical and financial support while District Councils in the selected regions are the project
implementers. The District Councils implementing the Project were selected due to high incidences of poverty
among the communities in Kigoma and Coast regions. These include Kibondo, Kigoma Ujiji and Kigoma
District in Kigoma region. For Coastal region the selected district includes Rufiji, Mafia and Mkuranga. The
author provides lessons learned in Kigoma Ujiji Municipal Council for experience and knowledge sharing.
LED strategy preparation and facilitation use wide participatory processes that took on board different
development stakeholders. The processes follows the detailed analysis of the business, social, environmental
and economic status quo of the Municipality which are paramount aspects to guide future planning, economic
development and implementation of different investment activities in Urban settlement, Kigoma Municipality
inclusive. In fact the process involved series of stakeholder consultative workshops that were organized by the
district councils in collaboration with the Consultants and IGA Project coordinators. The workshops that had
logical linkages for which each workshop outputs became inputs to the subsequent workshops included the
capacity building workshop for the LED Facilitating Team (LED FTs) and LED Project Coordinators (LED
DPCs), sectoral kick-off workshops and multi-stakeholder workshops. The other workshops were the regional
stakeholder workshops and coordination and monitoring workshops that targeted the selected LED Coordination
and Monitoring Teams. Other includes key local development stakeholders within and outside the Kigoma Ujiji
Municipal Council.
The capacity building workshop for the LED Facilitating Team, involved sharing the process for enabling
preparation of LED Strategy and the responsibilities for each stakeholder particularly to, LED-FTs and LEDDPCs. The process took duration of one week. The aim of the workshop was to train the LED-FTs to understand
the process, the output required as well as to visionalise the future facilitation during the stakeholder’s
workshops. This stage also helped to ensure the project ownership and create understudying on the process
towards realization of local economic development in Municipal Council officials. The workshop was also
potential towards reshaping the output required and become a planning phase towards implementing the other
workshops. The participants of the workshop were drawn from Districts Departments particularly from
economic, trade, planning, environment, agriculture, Health and Infrastructure. A total of 18 participants
attended the workshop.
The stakeholder’s kick-off workshop was the second facilitation process towards preparing the strategy. The
workshops took place for six working days. It was divided into two. The first workshop comprised of Service
provides (Banks, Civil Organizations and government) and entrepreneurs (represented by farmers and economic
groups). The second workshop comprised of Councilors and Heads of Departments. The outputs from the first
Kick-off workshops acted as inputs for the second workshops. Each workshop was held for two days. The LEDFTs attended both workshops and also assisted in the facilitation of the workshops. The workshops aimed at
producing four basic outputs namely: (i) key sectors and their competitive economic advantages (ii) key players
(the community, district councils, private sector and community based organizations) and their execution
capacities including institutional arrangements in each sector and (iii) challenges inhibiting growth in the sectors,
and (iv) selected priority sectors and indicative plans in each sector based on locally available resources and
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capacities of the key players that can produce quick results and thus create motivation and confidence for not
only initiating LED but also sustaining the process. The four outputs are the strategic aspects that were utilized in
designing the LED Strategy including the kinds of implementation process and modalities and the required
capacity building that would be needed in initiating and implementing the Strategy. A total of 64 participants’
participated in the Districts during the kick-off workshop.
The multi stakeholder’s workshop was the third workshop in the process of facilitating the preparation of LED
strategy in the Municipal Council. The workshop was attended by representatives from each sector invited
during the kick-off workshops. The output obtained from the each sector kick-off workshops were used in
development of the vision, sector goals and objectives. Also the workshop carried out SWOC analysis for the
sectors selected by the kick-off workshops and identified and prepared the sector strategies and indicative
projects. The workshop also involves selection of LED Coordination and Monitoring Team that comprised of six
members. The members were drawn from civil organization with high reputation in project implementation
within the district, Trade and Planning Officials in the District Council and one appointee by the District
Commissioner. The District Executive Director was appointed to be the Chairperson of the Committee but later
it was agreed that the Municipal Mayor/Chairman of the council be the chairperson because has political
influence in decision making. The committee also will be trained to understand their roles and thinking the way
forwards towards implementing the strategy. A total of 144 participants’ participated in the three multi
stakeholder workshops in the districts.
The Regional workshop is the fourth workshop phase in facilitating the preparation of the strategy. The
workshop aims to share the process and the outputs as well as thinking and brainstorming the implementation
process at different levels. In this workshop after the presentations done by the facilitators, panel discussions
were done. Members were able to improve the LED Strategy documents for the Three District in the region. A
total of 44 participants participated in the workshop.
The Coordination, Monitoring and Evaluation workshop was the fifth step in the facilitation process. The
workshop comprises the LED-FTs, LED-DPCs and LED-CCs. The workshop aims at building capacity of
District LED DPCs, FTs and Coordinating Committee members on the mechanisms for implementation of LEDStrategy, Internalise LED-Strategy process and its outputs and discussing the implementation modalities and the
contribution of different stakeholders towards effective implementation of LED Strategy. Likely, involves
develop roles and functions of different stakeholder for LED-Strategy implementation as well as discuss and
share monitoring, evaluation tools as well feedback mechanism for effective LED Strategy implementation and
coordination. Series of questions were imposed to participants after a series of presentation by the facilitators
including Members to state their expectations for the workshop and internalization of the LED Strategy
documents and improvement. Likely, identify the LED-Strategy committee Functions, organization structure,
roles of different stakeholders, tools for monitoring and evaluation as well as the way forwards in each District
after the workshop. A total of 69 participants attended. In fact the whole process cost a total of Euro 24,000 for
its preparation and logistical arrangements during executions.
Components of the LED Strategy
The preparation of the Local Economic Development Strategy comprised analysis of the Municipal Council
current reality, business potentials of the economy; the vision with regard to local economic development; the
key issues, goals, objectives, strategies, programmes and indicative projects or actions for intervention. Likely,
the basic principles to be adhered to in the planning and implementation of local economic development and
required capacity; roles and responsibilities of the various stakeholders and evaluation and monitoring
mechanisms documented in this paper for learning.
District vision and issues identified for intervention
Vision: By 2025 Kigoma-Ujiji Municipal will have sustainable local economic development resulting from
multi-sectoral business growth and increased community per capita income
This vision has a number of components which spin on empowering local communities and therefore reduce
poverty and ensure urban development. The Municipal Council wishes to improve the situation of the rural poor
and destitute through sustainable economic development. This, cannot be achieved through a narrow focus on
community based projects only or actions for intervention proposed. In improving the situation of the urban poor
the economy of the area as a whole needs to be regenerated and developed. This requires intervention and
support in all direction including residents themselves, government, private sector and other interested
stakeholders and development partners in the economy. Ultimately this improvement in the economy of the area
eventually contributes to the financial sustainability of the Municipal Council, which in turn benefits the urban
poor and the destitute
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Issues identified by different stakeholders
During the facilitation workshop, different issues were identified and discussed especially after conducting a
SWOT analysis of the Municipal Council. Key issues identified by different stakeholders include: Poor urban
agriculture husbandry practices that limit high productivity; Inadequate fishing gears (vessels) coupled by
destructive fishing practices; Unsustainable natural resource use especilly forestry resources; Poor bee keeping
techniques couple by lack of facilities for modern bee keeping and Unvailability of good packaging materisl for
value added products. Others include inadequate financial services that limit availability of capital for investment
in SMEs; Inadequate vocational skills in various trades that limit self employment in small scale industries and
construction sectors; Difficult conditions and ignorance that limit wider community partipation in tourism
business; Unrealiable electricity that limit small scale industries specifically agro-processing; Land use conflicts
that limit planned settlement and other investments; Weak NGOs/CSOs/Corporate sectors that limit strong
public-private partnerships for service delivery and community capacity buiding as well as Small and Medium
Entreprises start up and formalization. In addition to these issues key sectors of the economy identified for
intervention are decribed here (Table 1):
Table 1: main sectors of the economy identified
S/N
Main sector
Sub-sectors for intervention
1
Agricultural production
Improved husbandry practices, production and processsing
and marketing of cash and food crops
2
Horticulture
fruits)
3.
SMEs Sector
Business);
4
Small-Scale Industries
5
Crafts and Vocational Skills
Skill training on Plumbing, Construction and assorted
artisanal skills to improve quality and marketing
6
Livestock production
Improve husbandry practices and produce poultry for meat
and egg production, cattle keeping for beef and milk
production and sheep/goats
7
Tourism
8
Natural resources
Engagement and community participation in tourism
business
Improve suistainable use of natural resources
Gaming/hunting, Tourism, Pottery, Timber/Forestry
products, Charcoal making, Traditional medicines
9
Land
10
NGO and CSOs sectors
(vegetables
and
Improved husbandry practices, production and processsing
and marketing of Vegetables-onions, okra, Carrots,
Tomatoes, Cucumber and Fruits-papaws
(Trading
and
Strengthening business skills, business start up and acces sto
capital for; Trading on general merchandise (household,
fisheries and farming), Bars and groceries, Trading on
service sector, Whole sale and retail shops, Cooked Food
outlets (mama lishe), Forest and wood based products,
Stationeries/photography, Bee keeping products, Fish and
fish products, Guest houses, Minerals, Commission Agencies
in various businesses (Including Mobile phones)
Investiment capital and expertise for setting up small
industries for processing of milk, cassava, maize and rice,
sugar making, oil extracting from oil palms, toiloring,
carpentry and wood-based industries
Improve land use through land surveying and preparing
village land use plans and granting of traditional land
ownership deeds
Capacity building in public health education, Microfinance
services and life skills for self employment
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S/N
11
Main sector
Financial Services
Sub-sectors for intervention
Facilitating access to credit
12
Social services
Improving social services including education, health, water,
electricty supply for enhanced District Productivity
Major sectors and programmes for intervention
Major sectors identified during the workshops include Agriculture and livestock, Natural resources, Trade and
Commerce, Tourism, Microfinance, Community and Social Services. The main programmes for implementation
established includes Agriculture Development Programme, Poultry Production
program, Livestock
Development programme, Forest management and Conservation Programme, Land Management Programme,
Water Resource management programme, Tourism improvement Programme, Sustainable Beekeeping
programme, Health service improvement Programme, Sustainable Beekeeping Programme, Municipal Business
environment improvement programme, Microfinance Service Provision Programme and Infrastructure
improvement program. Towards implementing these actions partnership is needed and ensures stakeholders
participation. Kigoma Ujiji Municipal Council has great potentials which are not exploited in which if well
utilised may help to outcrop residents from poverty. These include existence of fertile land, forest reserve areas,
labour, qualified staff and financial institutions which may create good business environment for local
development among others.
Basic features of the projects earmarked by the strategies
During the preparation with implementation focus perspectives some Basic criteria proposed and used for
strategic actions formulation of projects include:
• Should enable the wider community to establish sustainable, diversified and profitable enterprises that
are based on utilization of available resources;
• Should be comprehensive instrument for enabling communities to access opportunities for own
sustainable development;
• Should have inbuilt and logical comprehensive facilitation processes that are demand driven and
logically interlinked to community empowerment;
• Services provision should be inputs to the community owned enterprise development process.
• Should have inbuilt institutional arrangements for partnership service provision centred on enabling the
community to establish and sustain the enterprises.
• Should have inbult service provision assessments based on contribution and the progress made by the
communities in establishment and sustaining their enterprises.
• Funding/budget should be tied up to the outputs (output based budgeting).
Thus the indicators would be the guiding pointers for supporting the districts to establish the required
environment and service delivery systems in each sector. The process of implementation would require the
districts to utilize the projects as opportunity for learning and improving the enabling environment,
competencies, team work and partnerships in delivering services to communities. The projects would be tools
for empowerments of the communities and at the same time enabling establishment of the required LED
environment and result oriented service provision systems in the districts.
Led Strategy Implementation Modalities and required Capacities
Implementation of the strategy was a challenging in the Municipal Council. The question was who will lead the
implementation process? Where the LED Strategy falls within the Local government institutional structure and
setting? Where does LED strategy fits within the context of National setting as well as local authority? Which
lead Ministries should be taken on board and her roles. Other questions include what roles of LED coordinating
and monitoring committee and how will be financed? These questions forms a basing for understanding the
implementation pitfalls and need for future interventions for learning as what happened in Kigoma Ujiji
Municipal Council.
Process for Implementation of the LED Strategy
The approach adopted in the preparation of the LED Strategy provides basis for formulation of process and
implementation modalities for the planned investment activities or project and programmes. The identified
indicative projects in each sector previously stated are the means for creation of employment that will benefit the
community and service providers in the public, the existing private sector and the community based
organizations. The outcomes of implementing of the projects enable the communities to establish enterprises
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targeting sustainable utilization of the existing local resource. Central to the success for enabling the
communities to establish and sustain the enterprises is the need to improve the current environment by making it
responsive LED requirements and setting up service provision arrangements for each sector which is dynamic
and comprehensive in provision of the services and thus enabling the communities to establish and sustain the
enterprises.
Implementation Challenges and prospects of LED Strategy
The implementation process in fact has to be guided by the indicated basic project features. The analysis of the
districts LED facilitation capacities conducted in the stakeholder workshops as well as the experiences from the
IGA Project largely shows minimal existence of enabling environment for initiating and sustaining LED. The
challenges for setting up the enabling environment centred on:
Minimal understanding of development and entrepreneurship oriented leadership at all levels
Inexistence of effective institutional arrangements for partnership in service delivery to the
communities.
Minimal competencies (both by the service providers and consequently the community) on the
processes for establishment and utilizing projects as facilities and opportunities for establishing
enterprises that can create employment while managing production resources in a sustainable manner.
Service provisions to communities that mostly are supply driven, uncoordinated with minimal team
work (even within the district council extension system), and stand alone, competitive and parallel
between the public and civil society organizations/private sector.
Facilitation process mostly equaled to listing and execution of series of instructional trainings with
minimal logical sequencing and actions (minimal learning by doing and without context).
Overcoming the challenges requires the leadership, public and the private service providers to be facilitated and
learn to work differently compare to what they are used. Result oriented service provision and team work based
on partnership arrangements are needed at all levels during the preparation and execution of the identified
projects. Equally important, is the need to understand that working differently is not a matter of convenience but
rather that the projects primarily exists for the communities to access opportunities that can enable them to learn
and work differently in utilization of their resources. The overriding needs for learning and working differently
on the part of the communities would be difficult to attain without embarking on process for creation of enabling
environment, improving team work, partnership and result oriented service provision while focusing on
organizational and institutional development processes that are directly linked to the community enterprises and
sustaining the locally available resources.
Mapping existing competencies and the best means for utilization of the existing skills, competence gaps and
how best to improve, trust, partnership and responsibilities sharing among the service providers are guiding
factors in setting up partnerships in service delivery systems. The competence development arrangements that
would be required has to enable the service providers to learn to be open minded rather than rigidity, closing out
ideas, accepting weaknesses and be ready to overcome them. Those aspects should not be done as a matter of
convenience but LED is a process of change guided by the prepared strategies in urban settlements development
which are demanding comprehensive, integrated and dynamic environment and service delivery system.
Institutional arrangement and responsibilities
LED-Coordinating Committee
The agreed role of the LED Strategy coordination and Monitoring Steering Committee established include
coordinate implementation of LED Strategy at District Level; financial outsourcing for actions implementation;
Streamline LED Strategy into District development Plan. Others include advice Finance, administration and
planning committee on implementation of suggested projects, conduct meetings and identify existing and
emerging opportunities towards effective implementation of LED Strategy activities. These functions are
unwritten norms established to guide the mode of conduct and operationalisation of the strategy in the Municipal
council
District Authorities
The detailed institutional arrangements, responsibilities, periodic deliverables and competencies development for
both the community and service providers for the projects in each programme including the required conditions
for creating enabling environment and service delivery is part of the inbult processes for preparations and during
the execution. At initial stages the key actors for initiating the process for identification of the stakeholders that
had been involved in designing the projects is the LED coordination and monitoring teams and the LED
facilitation teams. That task would have to be prepared and executed through guidance from competence
development facilitator. The District Executive Officer in collaboration with the District chairperson agreed to
partner as champion to enable the implementation process as they have influence in decision making processes.
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Regional Authorities
Regional Authority found to be centres for provision and accessing advice and guidance particularly on technical
aspects by the Municipal Council. The role is performed by the Regional Secretariat under the leadership of
Regional Administrative Secretariat. That arrangement is necessary for decentralization and making the district
councils responsible organs for facilitating development. Currently however, the relationships are more
administrative and instructional to the districts rather than facilitative. Under LED arrangements the regions, a
strategic need arises for revisiting the roles of the regions, the linkages with districts and the national organs and
work out institutional arrangements and responsibilities that would contribute towards attainment of the
aspirations for having LED in the districts.
National level organs
At national level the efforts for economic empowerment are coordinated by the National Economic
Empowerment Unit in the Ministry of Investment and Empowerment in Tanzania. The Ministry is within The
Prime Ministers’ Office. The main role of the Unit is to coordinate multi- sector execution of economic
empowerment efforts by public and private stakeholders from national level and down to the districts. The
coordination structure provides for having focal persons at the Regional Secretariats and the DED Offices in the
district councils. However, the roles at regional and district levels are not yet clearly articulated and
implemented. In the same Prime Ministers Office is where the Ministry responsible for administration of
regional and districts councils is situated.
Essentially, the prepared LED Strategies for the District council is a tool for economic empowerment that
translates into local economic development at community levels and thus exploring the utilization of the
government economic empowerment structure is appropriate. The use of the structure enables the process to be
part of the recognised and official technical and administrative government system and enable to set up the
required mechanism that include the coordination, the administrative and technical support at national, regional
and district levels.
Reflections to Policy and Practise
Based on policy and institutional framework, a variety of mechanisms must be established for citywide actions to
happen and to be promoted at different levels. At operational level, solutions must be holistic and not ad-hoc for
effective LED strategy implementation. Solutions may focus on participatory planning tools with true
decentralisation and empowerment. For this to succeed, there must be political and administrative will, including
cooperation and partnership between planning and development institutions. At conflict management and
decision making levels, solutions must be holistic and should accommodate community needs in order to ensure
implementation and sustainability of proposed investment actions within the context of LED strategy.
Implementation is the most difficult part in urban planning practice as it is also influenced by the political
situation in the country and is a major priority for the Town, Municipality and Government budget and country
economic situation. The priorities of local authorities are subjective to revenue collection, grants from
development partners and political vested interests. This also may limit implementation of the LED strategy,
particularly when they do not fall under Local and Central Government priorities in poverty reduction efforts and
improving food security in the country.
Lack of financial and human resources keeps in the city as a whole may limit implementation. Inadequate human
resource mobilization, training and means for outsourcing funds by the local authority add to the problem.
Mechanism for mobilizing resources for local communities and other development partners are essential. This
helps to tap local social capital and make the implementation of the strategy successful. Otherwise, many
proposed actions may fail to be implemented.
Private-Public sector partnership is important as different development partners may be required to provide
funds, and to organise groups who show interest in business related development programmes. This also requires
experts who can write fundable project proposals to help Municipal council to attract funds. Most of the farmers
and service groups within the Municipal Council have limited skills on business and entrepreneurship and thus
micro-credit education is essential to provide opportunity for improving their skills and their social well-being.
The approach adopted in the preparation of local economic development strategy was very participative, where
various stakeholders who benefits and affected by the strategy were included. Similary, the strategies established
through stakeholders workshops provides an eventual implementation modalities of the strategies for short,
medium and long term perspectives to ensure Growth processes and development, which are also integrated in
the District Council strategic and sectoral plans. Towards ensuring effective implementation Establishing LED
facilitating committee, Changing attitudes, Resource mobilization, Public-Private-partnership and Institutional
collaborations are key criteria needed for effective implementation of the strategy to enhance local economic
development learnt.
The existing business organizations within the Municipal Councils found providing potential platform and be as
an integral part of the business infrastructure. Likely, presence of Civic institutions such as churches, civic
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associations, ratepayers groups and others found potential to fulfill a greater role in local economic development.
Civic institutions fulfill a number of roles in promoting local economic development once are integrated in
District Development plans. It appeared that the District council is not accepting fully the contribution of the
Civil society/private sector and hardly integrate and report their activities success and failure stories the situation
which limits partnership in local economic development actions for community betterments. This is important
area of building partnership for local economic development strategy implementation.
Generally, the implementation strategies fall under the question of planning, budgeting and investment planning
and responsibility. This indicates that human, financial and information resources are a concern in
implementation of the strategy. It requires commitment, transparency and assigning roles and responsibility. The
government cannot do it alone. A partnership is needed to promote proposed actions by building implementation
modalities. This as adopted includes four stages as explained in this context:
Stage one: Participatory preparation of the projects identified that will be based on the analysis of:
Enterprises production practices and products/services.
Entrepreneurial capacities.
Organizational systems and capacities.
Service provision competencies by private sector, civil society organizations and district councils (BDS,
MFS, output and inputs markets).
Micro and small scale enterprises promotion instruments (district to national level)
Existing partnership arrangements for service provision to development of community enterprises
Instruments and methodology for assessing progress- that will involve LED (coordination and
monitoring by
Stage two: Preparation of result enterprises execution and oriented service provision processes and
arrangements
Responsibilities for communities in execution of the project and the expected results.
Identification of service providers for provision of the required services to the communities during the
enterprise establishment and implementation.
Organizational and institutional arrangements for accessibility and utilization of the services by the
communities (PP and Community Organization Partnership).
Competence development required to improve delivery capacity of the service providers.
Organizational and institutional arrangements for provision of the required competency development to
the identified service providers.
Stage three: Provide service delivery competency to the identified service providers
Competencies for providing BDS, financial services and marketing
Setting up partnership arrangements in provision of the services
Preparation of service delivery plans
Stage four: Facilitate processes for enabling communities to establish enterprises:
Enterprises selection, establishment and management practices to the communities
Sustainable production and productivity improvement practices to the communities
Formation of strategic alliances among the enterprise owners for accessibility and utilization of services
(BDS, financial services, inputs and outputs markets)
Progress assessments.
LESSONS AND TAKE-HOME MESSAGES
Local Economic Development Strategy (LED-Strategy) preparation has established a number of actions to take
place in Kigoma Ujiji Municipality. These action in term of indicative projects and programmes as per are of
intervention require proper coordination and monitoring to achieve the local economic empowerment of
residents in the project area. However, inadequate financial resource base as well as inadequate qualified staff to
facilitate the implementation may be a challenge to achieve results. In this it was leant as a take home message
that;
In order to achieve the intended results of building local economy, BTC in collaboration with other
development partners should continue supporting the strategy implementation and provide both
technical and financial support rather than withdrawal from the implementation. The BTC should
consider strategically to champion the process, where the systems of Local Economic Development
Strategy to be inbuilt in the ongoing and future project. In addition it may opt to support some of the
indicative project which are already in the LED Strategy alone or with other partners.
The Government through its Ministry and other responsible organ may opt to work with BTC to call for
National Multistakeholders workshop to share success stories and scaling up the results into other
Districts in the Country.
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The regional secretariat may opt to coordinate the LED Strategy and report to the responsible Ministry
and organs. It can be introduced as part of its sections within the Regional operational structure to avoid
other ambiguity. At the moment LED-Strategy intervention seems had no place to be coordinated
within the District Regional and National level. The proposed institutional structure can help to
integrate the strategy into District and National Development plan. This may bring a new working
relationship and results oriented development.
Lesson from facilitating the preparation of the LED Strategy shows that the higher level authority
including Regional and National level demands outputs from the District and below but there is a
minimal support particularly on technical and methodological issues for resulting what demanded
Public-Private partnership approach should be emphasized in the use of local economic resource and
potentials for effective implementation of the strategy
A wide gap between the Regional secretariat and Local authority such as District, observed which may
deter the implementation of the led Strategy. There is a need to integrate the LED Strategy into
Regional Secretariat economic and planning section to have a wide regional coordination.
LED Structure is a new approach of system approach, capacity building of coordination and monitoring
committee members and local and regional authority staff should be supported in terms of training for
effective LED Strategy implementation
More thinking on the implementation of the LED Strategy should also centred at ward and Village
leaders, where these should be capacitated in the implementation of the Local development strategy at
local level.
Experience in facilitating the LED Strategy preparation shows that all private sectors and civil society
organization working within the Three District Councils are very weak, and hence at the moment
getting through implementation through public-private partnership, capacity building is potentials.
There is a need to integrate the efforts of the private sector into District Development plans.
There is a need for exploring the possibilities on how this initiative for local economic development
should be linked with the department responsible for economic department at National level
During the process of facilitating the preparation of LED Strategy process, the methodology or lesson
of the IGA project design and modalities showed a great potential for its adoptability, which may be
taken on board in future projects
Although IGA project interventions are limited due to time and financial resources but the emerging
results could be taken on board when it comes to designing and implementation of the indicative
projects containing in the strategies in each Districts.
Some members have a view that the LED Strategy has been too broad and are not specific in its
intervention. In this context, one should understand that the strategy prepared forms a basis for
explaining District available potentials and showing diverse areas for intervention. For any interested
partner should pick one area and be specific in terms of its implementation and this need to be
understood. The LED Strategy document should not be looked as context specific but comprehensive
strategy which entails various strategies for local economic development actions.
In daily reality, decision making actions in local government authorities are a chaotic, with poor institutional
linkages in decision-making, under-representation and political vested interest. This limits possible actions in
addressing problems of Local community empowerment. Similarly, voices of the various stakeholders neither
are taken into account nor balanced to meet required planning frameworks and local economic potential needs.
Balancing the voices and commitment in decision making in local economic development is essential. This
ensures “The rule of law”, through which the rights and entitlements of the urban poor may be protected and
empowered.
Partnerships appear to be important if they can be established to deliver effective land services to smallholder
farmers involved in urban farming. The partnerships with the communities can help to also develop action plans
and ensure evaluation and monitoring agreements are made during planning processes. Likewise, partnerships
can help organise sectors of the economy with stakeholders interest in the city to come together and voices the
need for improving their livelihoods and safeguard the urban environment. Collective action of smallholder
farmers and formulating their organization is essential. This can help to guide their needs and meet developers
for help with different capabilities including financial, human, scientific and technological within an agreed
institutional framework. In addition, merging the voices of different stakeholders to utilise the available
potentials needs to be considered in the partnership forum where each one can freely speak and his/her fears can
be resolved and therefore consultative modality can be achieved
Concluding Remarks
The approach adopted in the preparation of this local economic development strategy document for Kigoma Ujiji
District Council provides basis for awareness creation on how the process can be adopted and implementation
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modalities for the planned investment activities. This document is the pillar for enabling the districts to embark
on broad based and inclusive development process. The identified indicative projects in each sector are the
means for creation of employment that will benefit the community and service providers in the public, the
existing private sector and the community based organizations. The outcomes of implementing of the projects
may enable the communities to establish enterprises targeting sustainable utilization of the existing local
resource. Central to the success for enabling the communities to establish the enterprises is the need to set up
service provision arrangements for each sector which is dynamic and comprehensive in provision of the services
that are demand driven and thus enabling the communities to establish and sustain the enterprises toward
enhancing livelihoods strategies of residents.
ACKNOWLEDGEMENT
The author would like to thank Belgium Technical Cooperation for financial support during the project
execution. Likely, more thanks to Kigoma Ujiji Municipal Councils administration and other stakeholders who
supported in one way another for the project implementation. The National Technical Advisors and Project
Coordinators from the Ministry of Finance and BTC for their support. I thank you all for your support
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