CED PROJECT PLANS

&
COMMUNITY ECONOMIC DEVELOPMENT PROGRAM.
ICD 531: PROJECT DESIGN AND MANAGEMENT.
DAR ES SALAAM – CENTRE.
SUBJECT: PROJECT PLAN REPORT.
Project implementation plans,
Project monitoring & evaluation plan,
Project sustainability plans.
STUDENT: SHIGUKULU, ZACHARIA FULI.
Email. shigukulu06@yahoo.co.uk
Tel. 0784425498 or 0754830713.
CLASS: 3
INSTRUCTOR: DR HUSSEIN SINDA
DATE: JUNE, 2008.
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TABLE OF CONTENT PAGE.
1.0 TABLE OF CONTENT………………………………………………………..1
2.0 INTRODUCTION……………………………………………………………..2
2.1 DEFINITIONS…………………………………………………….…3
2.2 PARTICIPATORY ASSESSMENT AND ITS FINDINGS……….…4
2.3 PROBLEM STATEMENT AND PROJECT DESCRIPTION……......5
3.0 PROJECT IMPLEMENTATION PLAN……………………………………...9
3.1 Description of activities and outputs…………………………………...9
3.2 Inputs, staffing pattern and budget…………………………………….11
3.3 Project implementation plan table……………………………………..15
4.0 PROJECT MONITORING AND EVALUATION FRAME WORK……….21
5.0 PROJECT SUSTAINABILITY PLAN…………………………….….…….27
5.1 Sustainability…………………………………………………...……..27
5.2 Sustainability plan and sustainable development..................................27
5.3 Strategic planning and management……………………………..…..29
6.0 CONCLUSION…………………………………………………………..…..32
7.0 REFERENCES………………………………………………………………..34
8.0 APPENDICES/ANNEXES…………………………………………….……..35
8.1 Logical frame work matrix………………………………………….…40
8.2 Project budget spreadsheet (proforma)………………………………...35
8.3 SACCO’S Organization structure……………………………….……44
8.4 Job description for SACCO’S staff……………………………….…..45
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2.0 INTRODUCTION.
This project is the outcome of the joint effort done during the participatory assessment
by the kwamtoro community, UMAKWA CBO (the host organization), other stake
holders and the CED student. The participatory assessment included Community
assessment, Economic assessment, Environmental assessment and the Health assessment.
This paper will provide meaning of basic concepts together with the analytical
description of the project implementation plan, project monitoring & evaluation and
project sustainability plan in a detailed manner.
The project is going to take place in the three Wards of Kwamtoro, Lalta and Ovada in
the Kwamtoro Division within Kondoa District in Dodoma Region.
The total villages to be covered are 17 with the coverage area of 950 square kilometer,
while the total population estimated to be 38,528 at a projected rate of 2.9% as per 2002
National population census.
The project has two components, where by the first component is to promote
income generating activities and microenterprises while the second component will
be promotion of savings and credit initiatives through formation of community
owned saving and credit cooperative society (SACCOS).
This initiative will solve a number of problems identified during participatory
assessment such as ; poor savings and investment, low money circulation in the local
economy, low income among community members caused by lack/ inadequate
capital, lack of entrepreneurship skills, lack of financial intermediaries and
unemployment.
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2.1 DEFINITIONS.
Project implementation plan is a systematic list of activities planed in order to
accomplish the project objectives, while activities are series of specific steps or tasks
carried out in order to achieve an objective. They require resources, have a sequence and
have some one responsible for carrying them out. In other words, activities are actions in
the context of programming which are both necessary and sufficient, and through which
inputs (financial, human, technical and material resources) are mobilized to produce
specific outputs or contribute to the outcome. Activities may also be referred to as
“Development interventions”
The components of an implementation plan are project objectives, activities, person
responsible, time frame (starting and ending points) and necessary resources. Project
implementation plan is the tool for planning, monitoring/supervision, allocation of
resources and evaluation.
Participatory project monitoring and evaluation plan is the systematic series/steps of
monitoring and evaluation activities planed in a participatory manner (involves all project
stake holders). A participatory project monitoring is the continuous function that aims
primarily to provide managers and main stake holders with regular feedback and early
indications of progress or lack thereof in the achievement of intended results. Monitoring
tracks the actual performance or situation against what was planed or expected according
to pre-determined standards. It involves collecting and analyzing data on implementation
processes, strategies & results and recommendation corrective measures. All these are
done in participatory way (involving all project stake holders). Participatory evaluation
is the collective examination and assessment of the programme/project by the stake
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holders and beneficiaries. Participatory evaluation are reflective, action oriented, and
seek to build capacity. Participatory evaluations are primarily oriented to the
information needs of the stake holders rather than the donor who act as facilitator.
Project sustainability plan is the systematic outlines which explain the continuity or the
capacity of the project to continue functioning supported by its own resources (human,
material and financial) even when external source of funding have ended. Or it explains
the durability of positive programme/project result after the termination of the technical
cooperation channeled through that programme or project.
Static sustainability- the continuous flow of the same benefits set in motion by the target
by the completed programme or project, to the same target groups and/or other groups.
For an out come, it reflect whether the positive changes in development situation will
endure. The list of inputs that lead to sustainability of the project includes;
community participation in the project planning process, community recognition of
real needs, varied funding sources, technically, competent staff, budget within reach
of community, progressive growth of project, properly phased activities, politically
feasible, appropriate collaboration with other agencies, support of community
leaders, use of appropriate technology in the intervention, revolving funding.
2.2 PARTICIPATORY ASSESSMENT AND ITS FINDINGS.
The participatory assessment conducted jointly by the Kwamtoro community, the
host organization (UMAKWA CBO), other stake holders and the CED student. The
assessment included community assessment, economic assessment, health
assessment and Environ mental assessment. The methodologies used during the
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participatory assessment included, interview method through questionnaires. Other
methods used were focus group discussion, documentary review and observation
methods.
The findings/problems observed/identified during participatory assessment
includes; inadequate capital, low per capital income (100,000/= Tshs), far walking
distance to access basic needs (water, markets, shops, dispensary, rural health
clinics, schools and milling machines) which is 2 to 10 kms. Poor housing i.e. muddy
grass roofed houses, high labor outflows i.e. youths are moving to towns for job
search as job house girls/boys and barmaids, very few existing business, no reliable
markets, lack of entrepreneurship skills Lack of financial institution in the
community until 85 km in Kondoa/Singida or 165 kms in Dodoma, low money
circulation, poor infrastructures low savings, about 25% of disguised
unemployment, small size of informal sector benefiting less than 25% of the
population. Deforestation caused by uncontrolled livestock grazing, fire wood and
charcoal burning, wild fire outbreak caused by honey collectors and hunters.
2.3 PROBLEM STATEMENT AND PROJECT DESCRIPTION.
After going through the problems/findings identified during the participatory assessment,
the community, stake holders, the host organization (UMAKWA CBO), and the CED
student, agreed to prioritize the problem basing on beneficiaries priority, and also basing
on student aspiration, Education background and experience, we opted to focus on
developing local capacity to sustain community economic development. The
concentration will be to tackle the problem of income poverty by reducing the
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problem where by the identified causes are; unreliable markets, insufficient existing
businesses/income generating activities or microenterprises, lack of
entrepreneurship skills, lack of financial intermediaries, inadequate capital and low
per capita income. The income poverty in the community resulted(effects) to poor
housing(muddy grass roofed houses), inability to fulfill basic needs like education,
food, medical care and treatment and other social obligations, poor/low savings, low
money circulation, small size of informal sector, disguised unemployment,
deforestation and environmental degradation.
The project therefore, will focus on mobilizing and creating community awareness on
income generating activities, savings and credit initiative, where by the existing income
generating activities will be strengthened and mobilized to form a strong community
based/owned savings and credit cooperative society. Under the project, the existing
business groups (small and microenterprises) will be empowered through business
trainings to equip them with entrepreneurial skills. Other new interested community
members will be encouraged to start microenterprises and be trained in microenterprise
skills.
In addition, the empowered economic/business groups together with other community
members will be sensitized and mobilized to join and form a strong community owned
saving and credit cooperative society. By so doing members will eventually save and
borrow money for their small and micro businesses.
The target community/beneficiaries are expected to participate in the project
implementation by attending fully in the workshop and entrepreneurship trainings and
sensitization meetings by also covering the transport cost to the training venues/centre.
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Moreover, the potential members are expected to contribute through entrance fee, buying
shares, saving and depositing their little earning voluntarily to the SACCOS. The interim
committee selected by the community will offer service on voluntary basis.
The initiative will not only increase savings, investments and money circulation in the
economy but also raise income level, employment and business ownership among
community members. There fore, the project's problem statement is “promotion of
income generating activities, savings and credit initiatives at Kwamtoro, Lalta and
Ovada wards.”
Target community.
The project targeted to serve the total population of 33,010, where by 9,293 is adult
female, 8,372 are adult males, 5,917 are boys and 9,438 are girls. The coverage area will
be under the three Wards of Kwamtoro, Lalta, and Ovada in Kwamtoro Division, which
encompasses of a total of 17 Villages namely; Ndoroboni, Kwamtoro, Msera, Ilasee,
Magambua, Handa, Lahoda, Manantu, Wairo, Kisande, Dinae, Ovada, Mengu,
Kinyamsindo, Takwa, Jogolo and Baaba.
Stake holders.
There are other stake holders in the project. The first one is the Kondoa District council,
where by the cooperative development officer and the community development officer
will participate to guide the formation of microenterprise and SACCOS as per National
policies and guidance. They are going to be the Lead trainers of the groups and SACCOS
in general and facilitate legal aspects towards registration.
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Another important stake holder is World Vision Tanzania, who is going to offer
financial assistance particularly in all trainings costs by covering training fees and
related costs. World vision agreed to support the initiative because it is in line with its
strategic plan of empowering the poor community in sustainable issues. World vision
through its community based programme at Kwamtoro, will offer a temporary
office freely for a new established SACCOS. Commercial banks like NBC, CRDB
will be other stake holders in terms of financial services.
Project goal.

To improve socio- economic status of the Kwamtoro, Lalta and Ovada Wards,
Kondoa district, Dodoma Region, Tanzania.
Project purpose.

To strengthen 54 groups of income generating activities in Kwamtoro, Lalta and
Ovada.

To establish saving and credit cooperative society in the community.
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Project objectives.

Increase the knowledge and practices of microenterprise to 54 income generating
activity groups (160) members’ people by the end of 2009.

To increase the knowledge, participation and management of 1,000 community
members on SACCOS issues by the end of 2009.

To increase savings, shares and deposit to 60,000,000/= by the end of 2009.

To increase employment opportunities to 150 peoples by the end of 2009.

To reduce disguised unemployment by 2% in October 2009.

To Increase the size of informal sector from 25% - 30% by the end of 2009.
3.0 PROJECT OF IMPLIMENTATION PLAN.
3.1 Description of activities and outputs.
At the end of the second year, the project will accomplish a variety of activities and
generates a number of products and outputs. The activities to be accomplished
includes; trainings to 54 groups of income generating activities on microenterprise
skills, supporting income generating with appropriate facilities like sewing machines and
carpentry tools/inputs. Sensitize and create awareness to the community members on
microenterprise knowledge and informal sector.
In addition, the community members will be sensitized and equipped knowledge on the
importance of saving and credit cooperative society (SACCOS) and the advantage of
saving and depositing of their little earnings to the community owned SACCOS.
The project will facilitate the selection of SACCO’s interim committees of 15 members
and train them on effective operation of primary SACCOS. The interim committee
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members will form the Management Board, Supervision committee, loan committee,
education and promotion sub-committee. The key employees such as SACCO’s
secretary/manager and Account clerk will be trained on the relevant skills focusing on
effective operation and accounting system as per the Tanzania Cooperative Development
policy of 2002, and the Cooperative ACT no 20 of 2003.
Moreover, the project will facilitate the SACCOS interim committee to prepare SACCOS
constitution, loan policy, and savings and deposits policy and eventually assist the
committee to register the SACCOS legally, in collaboration with the Kondoa District
Cooperative officer. During constitution preparation, the SACCO’s mission and vision
will be taken care of. The project will assist the interim committee to visit other similar
organization within Tanzania for learning purposes.
After the registration, the project will facilitate promotion activities through use of
inaugurations functions, promotion meetings accompanied with the use of t-shirts, posters
and leaflets, and provide of prizes like shares and special t-shirts to those members with
more savings and deposits.
However training of income generating activist group leader and training the community
on the entrepreneurship skills and importance of establishing income generating activities
and small and medium enterprises will lead to increase of employment to about 150
people and reduce disguised unemployment by 2%.
on the other hand the community members will be sensitized and equipped on the
advantages of using financial intermediaries like microfinance institutions, their own
SACCOS, and hence strengthen their business and eventually increase the size of
informal sector from 25% to 30% by the end of 2009.
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After the performance and accomplishment of the above activities, the expected
outputs/products are; 160 community members trained and practicing
microenterprise/businesses in the community, 25 groups of income generating activities
supported with appropriate facilities such as sewing machines and carpentry tools/inputs.
1,000 or more members joined the SACCOS with a minimum average of 3 shares of
5,000 each and 45,000 saving & deposits per each member. The Management Board and
other sub-committee will be in place and exercising their respective responsibilities. 2
trained key employees (SACCO’s manager and Account clerk) in place and working with
the SACCOS. At the end of the project, the registered SACCO’S important documents
such as constitution, loan policy, saving and deposits policy will be in place and in use.
Other output expected are 250 t-shirts, 500 posters and leaflets distributed to community
members and SACCOS members. 10 special t-shirts distributed to winners of the share,
savings and deposits competition during the promotion activities aiming at increasing
shares, savings and deposits to 60 millions Tshs.
The 54 trained group leaders and 150 peoples employed as a result of new employment
opportunities created. The size of informal sector expected to increase from 25% to 30%
by the end of year 2009.
3.2 Inputs, staffing pattern and budget.
(a) Inputs.
During project implementation, there must be a number of inputs to be used to enable the
activity accomplishment. These inputs include; training facilities/equipments such as
flipcharts, note books/exercises books, ball pens, transport facilities, motor vehicles,
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loudspeakers, t-shirts, posters & leaflets, financial documents like receipt books,
membership ledger book, passbooks, trainers/facilitators and funds/money.
Others are sewing machines, carpentry tools/inputs like hammers, cutting saws, other
documents such as Cooperative development policy of 2002, the Cooperative ACT no 20
of 2003, the small and medium enterprise development policy of 2000 as guideline and
references for the training and process towards registration of SACCOS and formation of
microenterprises and income generating activities.
(b) Staffing pattern.
Since the project involves also the formation of a community owned SACCOS, there
must be an organization structure which includes also staff for the day today
operation/running activities. The overall management of the SACCOS will be under the
Management Board of not more than 9 people including supervision committee of 3
peoples. The chairperson will lead the Management Board, which is accountable to the
general meeting assembly.
However, there must be a Secretary or SACCOS Manager who will supervise the day to
day activities and other staff. The SACCOS Manager is accountable to the Management
Board. Under the secretary or manager, there must be an Account clerk to deal with all
financial transaction and book keeper of the SACCOS.
The manager will need training on fund raising and business promotion, how to manage
the SACCOS, with reference to the Cooperative development policy of 2002 and
Cooperative act no 20 of 2003. The SACCOS Account clerk will need training on
SACCOS accounting, Cooperative accounting, book keeping and customer care services.
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(c) Budget.
The budget for this project will come from different stake holders. The host organization
(UMAKWA CBO), World Vision Tanzania through its community based Programme
(Kwamtoro Area Development Programme), the community and the Kondoa District
council will contribute towards the project implementation.
World Vision through Kwamtoro Area Development Programme will provide a
temporary office at Ovada village free of charge. Kwamtoro Area Development
Programme will bear all the training costs pertaining income generating activities,
microenterprise, entrepreneurship skills, SACCOS, microfinance, study visits, promotion
activities and other item supports. On the other hand the host organization (UMAKWA
CBO) will foot the cost for training of the 15 SACCOS interim committee members,
registration costs and prize cost for the competition winners. The community members
will bear the cost for fare to the training centers, costs during the selection of the 15
interim committee members and during the preparation of the SACCOS important
documents. The formed SACCOS will pay all the salaries and benefits of the employees
i.e. SACCO’s manager and Account clerk.
At the beginning, the SACCOS manager preferably to be a SACCOS member, will be
paid 180,000 Tshs per month while the Account clerk also preferably a SACCOS
member will be paid 150,000 Tshs per month. The management board will work on
voluntary basis until the SACCOS financial and economic status stabilizes.
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(d) IMPLEMENTATION PLAN IN A SUMMARIZED TABLE.
OBJECTIVE1.0.
To increase knowledge and practice of microenterprise to 54 income generating activity groups by the end of2009.
Activities
Project month.
Resources
needed.
Person
responsible.
j a s o n d j f m a m j
1.1 To conduct 4 trainings on microenterprise
knowledge to 54 income generating activity
groups of 160 people.
x
x
x
x
Trainees,
Trainers,
stationeries,
money,
transport,
meals,
accommodati
on and
drinks.
UMAKWA
Chairperson
& CED
student.
1.2 support income generating activity groups
with appropriate facilities like sewing machines,
carpentry tool/inputs
x
Money for
buying
facilities.
UMAKWA
Chairperson
& CED
student.
OBJECTIVE 2.0
To increase the knowledge, participation and management of 1,000 community members on SACCOS issues by the end to
2009.
2.1 To conduct 17 sensitization and awareness
creation meetings to community members on
SACCO’s issues- i.e. savings deposits, joining &
buying shares.
Transport,
meals, soft
drinks,
loudspeaker,
UMAKWA
Chairperson
& CED
student.
15
x
facilitator
and money
for
facilitation
fees.
2.2 facilitate selection of SACCO’S interim
committee of 15 members.
x
Transport &
meals
CED
student.
2.3 Train 15 SACCO’S interim committee
members on effective operation of primary
SACCOS that is Management Board, Supervision
committee, loan committee, and education &
promotion sub-committees.
x
Trainees,
Trainers,
stationeries,
money,
transport,
meals,
accommodati
on and
drinks.
UMAKWA
Chairperson
& CED
student.
2.4 Train key employees (secretary & Accounting
clerk) of SACCOS on relevant skills focusing on
effective operation & accounting system as per
Tanzania cooperative ACT No 20 of 2003.
x
Trainees,
Trainers,
stationeries,
money,
transport,
meals,
accommodati
on and
drinks.
UMAKWA
Chairperson
& CED
student.
2.5 To facilitate the SACCO’S committee to
prepare SACCOS constitution, loan policy,
savings and deposits policy.
Stationeries,
transport,
meals,
accommodati
UMAKWA
Chairperson
& CED
student.
16
x on and
drinks.
2.6 Assist the SACCOS interim committee to
register the SACCOS as per Tanzania cooperative
ACT NO 20 of 2003.
x
Money for
networking,
transport,
meals &
accommodati
on.
UMAKWA
Chairperson
& CED
student.
2.7 support interim committee members to visit
other similar organization within Tanzania for
learning purpose.
x
Meals,
accommodati
on, transport
costs and
institutional
fees.
UMAKWA
Chairperson
& CED
student.
OBJECTVE 3.0.
Increase savings, deposits and shares to 60,000,000/= by the end of 2009.
Activities
Project month.
Resources needed. Person
responsible.
j a s o n d j f m a m j
3.1 Conduct promotion activities through use of
meetings, T-shirts, posters and leaflets.
x
x
Money, t-shirts,
posters, leaflets &
transport costs
UMAKWA
Chairperson
& CED
student
3.2 Provide prizes like special T-shirts, 1-2 shares
to members with more savings/shares.
Money, t-shirts &
transport costs
UMAKWA
Chairperson
17
x x & CED
student
OBJECTIVE 4.0
To increase employment opportunities to 150 people by the end of 2009.
Activities
Project month.
Resources needed. Person
responsible.
j a s o n d j f m a m j
4.1 Train 54 leaders of IGAs on entrepreneurship
skills
x
Trainees, Trainers,
stationeries, money,
transport, meals,
accommodation and
drinks.
UMAKWA
Chairperson
& CED
student.
OBJECTIVE 5.0
To reduce 2% of disguised unemployment by the end of 2009.
Activities
Project month.
Resources
needed.
Person
responsible.
18
j a s o n d j f m a m j
5.1 Conduct sensitization meeting to the
community members on the importance of
establishing income generating activities.
x
x
Transport, meals,
soft drinks,
loudspeaker,
facilitator and
money for
facilitation fees.
UMAKWA
Chairperson &
CED student
5.2 Creating awareness to the community
members on the advantage of using financial
intermediaries like SACCOS, microfinance
institution to strengthen their businesses
x
x
Transport, meals,
soft drinks,
loudspeaker,
facilitator and
money for
facilitation fees.
UMAKWA
Chairperson &
CED student
OBJECTIVE 6.0
To increase the size of informal sector from 25% to 30% by the end of 2009.
Activities
Project month.
Resources needed. Person
responsible.
j a s o n d j f m a m j
6.1 To sensitize and mobilize youth to engage
them in the informal sector.

x
x
Transport, meals, soft
drinks, loudspeaker,
facilitator and money
for facilitation fees.
UMAKWA
Chairperson &
CED student
19
OBJECTIVE 7.0
To support SACCO’s staff for effective and efficient project implementation.
Activities
Project month.
Resources
needed.
Person
responsible.
j a s o n d j f m a m j
1.7.1 Facilitate staff salary payment to the SACCOS
Secretary/manager.
x
x
x
x
Money,
stationeries,
employees.
SACCOS
Chairperson &
MANAGER
1.7.2 Facilitate benefit payment to the SACCOS
Secretary/manager.
x
x
x
x
Money,
stationeries,
employees
SACCOS
Chairperson &
MANAGER
1.7.3 Facilitate salary payment to the SACCOS
Account clerk.
x
x
x
x
Money,
stationeries,
employees
SACCOS
Chairperson &
MANAGER
1.7.4 Facilitate benefit payment to the SACCOS
Account clerk.
x
x
x
x
Money,
stationeries,
employees
SACCOS
Chairperson &
MANAGER
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4.0 PROJECT MONITORING & EVALUATION PLAN
Objectives
Activities
Indicators
Data source
Methods/tools
Person
responsible
Time frame
1.0. Increase
knowledge and
practice of
microenterprise to 54
groups of income
generating activities
by the end of 2009.
1.1 To conduct 4 trainings on
microenterprise knowledge to
160 people for 2 days.
#of trainings
conducted.
#of days for the
training.
- Training reports.
- Attendance list.
-documentary review
- focus group
discussion
-CBO Chair person
- Comty members.
-CED student.
July-oct 08.
1.2 support IGA’s groups with
appropriate facilities (15 sewing
machines & 10 carpentry tools
#of community
members
attended the
trainings.
#of IGA groups
supported.
#of inputs
facilities
provided.
- Project reports.
- Handing over
reports.
- Distribution list.
- Observation.
-Documentary review.
-CBO Chair person
- Comty members.
-CED student.
November 08.
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2.0
Increase the
knowledge,
participation and
management to 1,000
community members
on SACCOS issues by
the end to 2009
2.1 facilitate 17 sensitization and
awareness creation meetings to
community on SACCO’S issues.
# of
sensitization/awa
reness creation
meetings
conducted.
# of community
members
attended.
- Project repots.
- Minutes and
attendance list.
-observation
- documentary review
-CBO Chair person
- Comty members
- CED student
July 08.
2.2 facilitate selection of 15
SACCO’S interim committee
within their respective villages
and meet at Ovada for one day
workshop.
# of SACCO’s
interim
committee
members
selected.
# of work shop
conducted.
# of members
attended the
workshop.
- Project repots.
- Minutes and
attendance list.
- documentary review
-CBO Chair person
- Comty members
- CED student
July 08
2.3 Train 15 SACCO’S interim
committee members on effective
operation of primary SACCOS
for 2 days.
# of members
trained.
# of training
days.
- Training reports.
- Project reports.
- documentary review
-CBO Chair person
- Comty members
- CED student
September 08.
22
2.4 Train 2 key employees of
SACCOS (secretary &
Accounting clerk) on relevant
skills focusing on effective
operation & accounting system
and procedures.
# of employee
trained.
# of training
days.
- Training reports.
- Project reports.
- documentary review
-CBO Chair person
- Comty members
- CED student
November 08
2.5 To facilitate the SACCOS
interim committee to prepare
constitution, loan policy, savings
and deposits policy.
# of constitution
prepared.
# of loan policy
prepared.
# of saving and
deposits policy
prepared.
- Project reports.
- Documentary review.
-Observation
-CBO Chair person
- Comty members
- CED student
November 08
2.6 Assist the interim committee
to register the SACCOS legally.
# of SACCOS
registered and
operating.
# of certificates
of registration
received.
- Registration/project
reports.
- Original certificate
file.
- Documentary review.
-Observation
-CBO Chair person
- Comty members
- CED student
October 08
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2.7 support interim committee
members to visit other similar
organization within Tanzania for
learning purpose.
# of learning
visits supported.
# of members
attended learning
visit.
- visit reports.
-project reports.
- Documentary review.
-CBO Chair person
- Comty members
- CED student
January 09.
3.0. Increase savings,
deposits and shares to
30,000,000/= by the
end of 2009.
3.1 Conduct promotion &
inauguration activities through
use of meetings T-shirts, posters
and leaflets.
# of promotion/
inauguration
events
facilitated.
# of t-shirts
distributed.
# of posters and
leaflets
distributed.
-project/ village report
-minutes and
attendance list.
- Distribution list.
-handing over reports.
- documentary review
- questionnaires
-CBO Chair person
- Comty members
- CED student.
Jan-febr 09.
3.2 Provide prizes (special Tshirts)
to 10 members with more
shares, savings and deposits.
# of special tshirts
distributed.
# of SACCO’s
members
received prizes.
- Project reports.
-Distribution lists.
-Handing over reports.
- Documentary review.
-Observation
-CBO Chair person
- Comty members
- CED student
Jan-febr 09.
4.0. Increase
employment
opportunity to 150
people by the end of
2009.
4.1 Train 54 group leaders of
IGAs on entrepreneurship skills.
# of group
leaders trained.
# of trainings
conducted.
# of training
days.
- Training reports.
- Project reports.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student
March 09.
24
5.0 Reduce disguised
unemployment to 2%
by the end of 2009.
5.1 Conduct 17 sensitization
meetings to the community
members on the importance of
establishing income generating
activities.
# of sensitization
meetings
conducted.
# of community
members
attended.
- Project reports.
-Village meeting
minutes.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student
Nov-Dec 08.
5.2 Creating awareness to the
community members on the
advantage of using financial
intermediaries like SACCOS,
microfinance institutions to
strengthen their businesses
# of awareness
creation meeting
conducted.
# of community
members
attended.
- Project reports.
-Village meeting
minutes.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student
Sept-Oct 09.
6.0 Increase the size
of informal sector
from 25% to 30% by
the end of 2009.
6.1 conduct 17 sensitization
meeting and mobilize youth to
engage themselves in the
informal sector.
# of sensitization
meetings
conducted.
# of community
youths attended
- Project reports.
-Village meeting
minutes.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student.
Nov-Dec 08.
7.0 SACCO’s staff
supported for efficient
and active project
implementation by the
7.1 facilitate staff salary
payment to the SACCOS
Secretary/manager.
# of staff
facilitated with
salary.
- Project reports.
- Salary slips.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student.
Marc-Dec 09.
7.2 facilitate benefit payment to
the SACCOS
Secretary/manager.
# of staff
facilitated with
benefits.
- Project reports.
- Salary slips.
- Documentary review.
- Questionnaires
-CBO chair person
- Comty members
- CED student.
Marc-Dec 09
25
end of 2009. 7.3 facilitate salary payment to
the SACCOS Account clerk.
# of staff
facilitated with
salary payment.
- Project reports.
- Salary slips.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student.
Marc-Dec 09
7.4 facilitate benefit payment to
the SACCOS Account clerk.
# of staff
facilitated with
benefits
- Project reports.
- Salary slips.
- Documentary review.
- Questionnaires
-CBO Chair person
- Comty members
- CED student.
Marc-Dec 09
26
5.0 PROJECT SUSTAINABILITY PLAN.
5.1 SUSTAINABILITY.
The promotion of income generating activity, savings and credit project is a sustainable
project in the sense that it is a community based and owned from the planning stage to
evaluation stage. The community members who are the primary beneficiaries involved on
the identification and selection of the project.
The SACCOS which will be owned by the members from the community will depend on
the interest rate earned from the loan disbursed to its members. Other income will be
from penalties, grants and loan from other financial institutions. The SACCOS as one the
financial institution can mobilize savings from the community members, where by it can
use that savings for business and investment promotion in the community.
In additional, strengthening small and medium enterprises/business provide wealth and
ownership opportunities to the groups that face socio-economic exclusion and
discrimination. Therefore, individual members and groups participating in micro
business increase their rate of business ownership. Strengthening of
microenterprises/micro businesses is a unique process in this project in the sense
that it offers individuals the opportunity not only to generate income but also build
assets and to save as owners, not just workers. All these substantiate the project
sustainability.
5.2 SUSTAINABILITY PLAN AND SUSTAINABE DEVELOPMENT.
The project aimed at sustainable development economically, socially and
environmentally. Through increase knowledge and practice of microenterprises to
community members increase savings, deposits and shares will lead to efficient
27
utilization of accumulated resources (money) where by investors can access easily and
invest the money in productive businesses hence increase income and wealth among the
community members.
Moreover, the use of income generating activity groups and SACCO’s groups will
increase social coercion and social capital among community members. Women
participation in income generating activities and in savings and credit will be highly
encouraged to empower women and eventually take leadership position.
The project will emphasize more on the women and girls participation during the
formation of socio-economic group. Parents will be sensitized to save more for their
children’s needs such school fees and other education support for both (girls and boys)
other social groups like traditional dancing groups football clubs, FBO’s groups
(churches & mosques) will be organized & mobilized to form groups and join SACCOS
people with disabilities and other abnormalities will be sensitized and encouraged to form
socio-economic groups so as join SACCOS.
In additions income generating activities and other informal sector activities which are
not environmental friendly will be discouraged. Business activities like charcoal burning
and fire wood selling business will be discourage instead environmentally friendly
activities like use of biogas, seedlings and tree planting activities will be highly
supported.
Other stake holders like financial institutions such as Banks will be involved for financial
consultations and advice pertaining finance issues. UMAKWA CBO and World Vision
will continue to support the project financially.
28
The District government particularly through District community development and
cooperative officers will continue to guide the SACCOS and income generating
activities.
5.3 STRATEGIC PLANNING AND MANAGEMENT.
The project is highly supported by the community, local government authority and other
NGOs like World Vision due to the fact that, they were all involved in design. As
outlined in the project design, the community members are the owners of income
generating businesses (entrepreneurs) and also owners of the formed SACCOS by paying
their entrance fee, buying shares and depositing savings and deposits in the SACCOS.
They are willing to attend the workshop and trainings by contributing transport cost to the
respective workshop/training venue on top of other labour power and in kind
contribution.
The government authority as an important stake holder will be responsible for legal
registration of the SACCOS and small & medium enterprises in the community. The
District development officer, Business/commercial officer and Cooperative development
officer will be the lead facilitators/trainers of the business group’s entrepreneurs,
SACCO’S management board and other sub-committees.
However World Vision and UMAKWA CBO is going to provide financial assistance
regarding all training costs including training fees and other related cost. Both World
vision and UMAKWA CBO agreed to support the project because it is in like with their
strategic plan of empowering the poor community in sustainable issues. World Vision
through its community based programme at Kwamtoro will offer a temporary office
freely for a new established SACCOS.
29
Commercial banks like NBC, CRDB and NMB are other important stake holders’ in
terms of financial services.
Nevertheless, the overall objective of the project is to contribute to sustainable
development and poverty reduction in line with the National vision of 2025 and the
National strategy for growth and reduction of poverty (NSGRP/MKUKUTA) as well as
other national development and poverty reduction programmes. It is also in line with the
small and medium enterprise development policy of 2002, whose overall objective is to
foster job creation and income generation through promoting the creation of new small
and medium enterprises and improving the performance and contribution to the Tanzania
economy. One of the policy statement states that, the government will promote
entrepreneurship development through facilitating improved access of small and medium
enterprises to financial and non financial services.
Another policy sustaining the project is the national microfinance policy (2000) which
covers the provision of financial services to household, small holder farmers and small
micro enterprises in rural areas as well as in the urban sector. The cooperative
development policy of (2002) and the cooperative ACT NO 20 of 2003 both emphasizes
on cooperatives which are member based i.e. owned and controlled by members for
sustainability.
The two organization supporting the project (World vision and UMAKWA CBO)
guarantee the support to the project in long term due to the fact that it is a community
based organization, in the sense that, members of UMAKWA are also members of
SACCOS and other microenterprise/businesses, while World Vision maintains
relationship with their respective area Development programmes and handover all the
30
activities to the CBO and community after the end of programme. In principle World
Vision programme are run in collaboration with the respective communities.
The project will be institutionalized through the formation of SACCOS which is
established by socio economic group of 10 -20 group members. Apart from improving
the social coercion it improve the sense of social/community ownership and a self
guaranteed of the member on financial loan issues in their SACCOS and other financial
intermediaries.
The project will be sustainable over time due to the fact that, the SACCOS established
will play a great role in financial services within the area. The income generating
activities will be strengthened, while SACCO’s members will be increasing their
portfolio for self reliance in terms of capital for their respective business and other
social obligations.
My expectation for future therefore is to have a community with a strong SACCOS
which can provide/carter the member’s demand of capital for their small and medium
enterprises.
Among other things which may be needed to improve the projects sustainability is the
existence of social and political peace and stability in the country and Kwamtoro area in
particular others are practical commitment and implementation of the government
policies pertaining the project.
The sustainability indicators to monitor the sustainability of the project includes,
- varied source of funding sources
- Number of community members continuing participating in project planning
process.
31
- budget within reach of community
- number of technically competent staff in the project
- Progressive growth of project in terms of members and their portfolio capital
shares, saving, deposits.
- Number of community leaders supporting the project.
- More than 85% percent of loan repayment.
The data collection method using participatory research methods includes; interview
method through questionnaires. Other methods to be used are focus group
discussion, documentary review, transact walk and observation methods.
6.0 CONCLUSION.
The project therefore, will focus on improving economic status of the community
members, where by, the project's problem statement is “promotion of income
generating activities, savings and credit initiatives at Kwamtoro, Lalta and Ovada
wards Kondoa District, Dodoma Region.”
The concentration will be to tackle the problem of income poverty by reducing the
problem where by the identified causes are; unreliable markets, insufficient existing
businesses/income generating activities or microenterprises, lack of entrepreneurship
skills, lack of financial intermediaries, inadequate capital and low per capita income. The
income poverty in the community resulted(effects) to poor housing(muddy grass roofed
houses), inability to fulfill basic needs like education, food, medical care and treatment
and other social obligations, poor/low savings, low money circulation, small size of
informal sector, disguised unemployment, deforestation and environmental degradation.
32
The main project objectives are; to increase the knowledge and practices of
microenterprise to 54 income generating activity groups (160) members’ people by the
end of 2009, to increase the knowledge, participation and management of 1,000
community members on SACCOS issues by the end of 2009, to increase savings, shares
and deposit to 60,000,000/= by the end of 2009, to increase employment opportunities to
150 peoples by the end of 2009, to reduce disguised unemployment by 2% in October
2009 and to Increase the size of informal sector from 25% - 30% by the end of 2009.
33
7.0 REFERENCES.
 CEDPA (1994), Project Design for Program Managers:
 Kondoa District profile.
 National Population census report, (2002).
 Narayan, J.R.M. (1962). Participation and social assessment. Tools and
techniques.
 Rwegoshora, H.M.M. (2006). A guide to social science research.
 Shigukulu, Z.F. (2007). Kwamtoro Participatory Assessment.
 Young, Trevor (2000). Successive Project management.
34
8.0 APPENDICES/ANNEXES.
8.1 Logical frame work matrix.
PROJECT OBJECTIVE.
OBJECTIVELY VERIFIABLE
INDICATOR
MEANS OF VERIFICATION
COSTS.
COMMENTS/
ASSUMPTIONS
DESCRIPTION.
TARGET
BASEL
INE
DATA SOURCE
TIMING
RESPONSIBLITY
GOAL
To improve socioeconomic
status of the
Kwamtoro, Lalta and
Ovada Community.
Political and
peace stability in
the area and
country.
PURPOSE 1
To strengthen 54 groups of
income generating
activities in Kwamtoro,
Lalta and Ovada Wards.
# of groups existing
and performing their
activities
54 0 Project report.
-field visit report.
-evaluation report.
trienniall
y
UMAKWA CBO
-Community
leader &members
Government
maintain the
policies
supporting the
project.
PURPOSE 2.
To establish saving and
credit cooperative society
in the community.
# of SACCOS
Performing financial
activities efficiently.
1 0 Project report.
-field visit report.
-evaluation report.
trienniall
y
UMAKWA CBO
-Community
leader &members
OUTPUT 1. 1.0
Increased knowledge and
practices of
microenterprise to 54
income generating activity
groups (160) members’
people by the end of 2009.
# of groups
knowledgeable and
practicing
microenterprise
54
0
-Project report.
-field visit report.
-evaluation report.
annually
-CED Student
-UMAKWA CBO
-Community
leader &members.
35
ACTIVITY1.1.1
To conduct 4 trainings on
microenterprise knowledge
to 160 people for 2 days.
# of group’s
members trained.
# of training days
160
2
0
0
-Training reports. Annually -CED Student
-UMAKWA CBO
-Community
leader &members
2,880,000/=
ACTVITY 1.1.2
support IGA’s groups with
appropriate facilities (15
sewing machines & 10
carpentry tools
# of IGA groups
supported with
sewing machines.
# of IGA groups
supported with
carpentry tools.
15
10
0
0
-project report.
-distribution list.
Annually
-CED Student
-UMAKWA CBO
-Community
leader &members
2,500,000/=
OUTPUT 1.2.0
Increased knowledge,
participation and
management to 1,000
community members on
SACCO’s issues by the
end of 2009.
# of community
members joined
SACCOS.
# of Community
members
knowledgeable in
SACCOS
Management.
1,000
15
0
0
-Project report.
-SACCO’S
membership
register/ledger.
Monthly
CED Student
-UMAKWA CBO
-Community
leader &members
ACTIVITY 1.2.1
Facilitate 17 sensitization
and awareness creation
meetings to community on
SACCO’S issues.
# of
sensitization/awaren
ess creation
meetings conducted.
# of community
members attended.
17 0 - Project repots.
- Minutes and
attendance list.
Annually CED Student
-UMAKWA CBO
-Community
leader &members
1,000,000/=
ACTIVITY I.2.2
Facilitate selection of 15
SACCO’S interim
committee within their
respective villages and
meet at Ovada for one day
workshop.
# of SACCO’s
interim committee
members selected.
# of work shop
conducted.
# of members
attended the
workshop.
15
1
15
0
0
0
- Project repots.
- Minutes and
attendance list.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
105,000/=
36
ACTIVITY 1.2.3
Train 15 SACCO’S interim
committee members on
effective operation of
primary SACCOS for 2
days
# of members
trained.
# of training days.
15
2
0
0
- Training reports.
- Project reports.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
470,010/=
ACTIVITY 1.2.4
Train 2 key employees of
SACCOS (secretary &
Accounting clerk) on
relevant skills focusing on
effective operation &
accounting system and
procedures.
# of employee
trained.
# of training days.
2
3
0
0
- Training reports.
- Project reports.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
2,000,000/=
ACTIVITY 1.2.5
To facilitate the SACCOS
interim committee to
prepare constitution, loan
policy, savings and
deposits policy.
# of constitution
prepared.
# of loan policy
prepared.
# of saving and
deposits policy
prepared.
1
1
1
0
0
0
- Project reports.
-Approved hard copy
documents in place/in
use.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
150,000/=
ACTIVITY 1.2.6
Assist the interim
committee to register the
SACCOS legally.
# of SACCOS
registered and
operating.
# of certificates of
registration
received.
1
1
0
0
- Registration/project
reports.
- Original certificate in
file.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
300,000/=
ACTIVITY 1.2.7
Support interim committee
members to visit other
similar organization within
Tanzania for learning
purpose.
# of learning visits
supported.
# of participants
1
15
0
0
- visit reports.
-project reports.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
4,500,000/=
37
OUTPUT 1.3.0
Increased savings,
deposits and shares to
30,000,000/= by the end of
2009.
Amount of money
collected as shares,
saving and deposits.
30 millions 0 -project report
Monthly
CED Student
-UMAKWA CBO
-Community
leader &members
ACTIVITY 1.3.1
Conduct promotion &
inauguration activities
through use of meetings Tshirts,
posters and leaflets.
# of promotion/
inauguration events
facilitated.
# of t-shirts
distributed.
# of posters and
leaflets distributed.
1
250
500
0
0
0
-project/ village report
-minutes and
attendance list.
- Distribution list.
-handing over reports.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
3,750,000/=
1,500,000/=
ACTIVITY 1.3.2
Provide prizes (special Tshirts)
to 10 members with
more shares, savings and
deposits.
# of special t-shirts
distributed.
# of SACCO’s
members received
prizes.
10
10
0
0
- Project reports.
-Distribution lists.
-Handing over reports.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
300,000/=
OUTPUT 1.4.0
Increased employment
opportunity to 150 peoples
by the end of 2009.
# of people
employed
150 0 -project report Annually
CED Student
-UMAKWA CBO
-Community
leader &members
ACTIVITY 1.4.1
Train 54 group leaders of
IGAs on entrepreneurship
skills.
# of group leaders
trained.
# of trainings
conducted.
# of training days.
54
2
0
0
- Training reports.
- Project reports
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
972,000/=
OUTPUT 1.5.0
Reduced disguised
unemployment to 2% by
the end of 2009.
% of unemployment
reduced
2% 0 -project reports Annually
CED Student
-UMAKWA CBO
-Community
leader &members
38
ACTIVITY1.5.1
Conduct 17 sensitization
meetings to the community
members on the
importance of establishing
income generating
activities.
# of sensitization
meetings conducted.
# of community
members attended.
17
17
0
0
- Project reports.
-Village meeting
minutes.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
1,000,000/=
ACTIVITY 1.5.2
Creating awareness to the
community members on
the advantage of using
financial intermediaries
like SACCOS,
microfinance institutions to
strengthen their businesses
# of awareness
creation meeting
conducted.
# of community
members attended.
17
1700
0
0
- Project reports.
-Village meeting
minutes.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
1,000,000/=
OUTPUT 1.6.0
Increased size of informal
sector from 25% to 30%
by the end of 2009.
% increase of
informal sector
5% 0 -project report. Annually
CED Student
-UMAKWA CBO
-Community
leader &members
ACYIVITY 1.6.1
Conduct 17 sensitization
meeting and mobilize
youth to engage them in
the informal sector.
# of sensitization
meetings conducted.
# of community
youths attended
17
54
0
0
- Project reports.
-Village meeting
minutes.
Annually
CED Student
-UMAKWA CBO
-Community
leader &members
1,000,000/=
OUTPUT 1.7.0
SACCO’s staff supported
for efficient and active
project implementation by
the end of 2009.
# of SACCO’S staff
supported.
2 0 -Employees
file/records
Monthly
CED Student
-UMAKWA CBO
-Community
leader &members
39
ACTIVITY 1.7.1
Facilitate staff salary
payment to the SACCOS
Secretary/manager.
# of staff facilitated
with salary.
1 0 - Project reports.
- Salary slips.
Monthly SACCO’S
Chairperson &
Manager.
2,160,000/=
ACTIVITY 1.7.2
Facilitate benefit payment
to the SACCOS
Secretary/manager.
# of staff facilitated
with benefits.
1 0 - Project reports.
- Salary slips.
Monthly
SACCO’S
Chairperson &
Manager.
216,000/=
ACTIVITY 1.7.3
Facilitate salary payment
to the SACCOS Account
clerk.
# of staff facilitated
with salary payment.
1 0 - Project reports.
- Salary slips.
Monthly
SACCO’S
Chairperson &
Manager.
1,800,000/=
ACTIVITY 1.7.4
Facilitate benefit payment
to the SACCOS Account
clerk.
# of staff facilitated
with benefits
1 0 - Project reports.
- Salary slips.
Monthly
SACCO’S
Chairperson &
Manager.
180,000/=
8.2 Project budget spreadsheet (profoma).
Activities/items Quantity Costs per
item in Tshs
Total cost for
the whole
project.
Terms of reference for
activities
Donor/funder.
1.1 To conduct 4 trainings on microenterprise knowledge to
160 people for 2 days.
160
9,000x2=
18,000/=
2,880,000/=
- Meals.
- Accommodation.
- Training fees.
- Stationeries.
World Vision
(Kwamtoro ADP).
40
1.2 support 25 IGA’s groups with appropriate facilities (15
sewing machines & 10 carpentry tools
25
100,000/=
2,500,000/=
- Purchase of 15 sewing
machines.
- 10 carpentry tools i.e.
screw hammers, cutting
saws.
- Transport costs.
World Vision
(Kwamtoro ADP).
2.1 facilitate 17 sensitization and awareness creation
meetings to community on SACCO’S issues.
17
58,824/=
1,000,000/=
- Car hire/fuel.
- Meals for facilitators.
World Vision
(Kwamtoro ADP).
2.2 facilitate selection of 15 SACCO’S interim committee
members within their respective villages and meet at Ovada
for one day workshop.
15
7,000/=
105,000/=
- Transport costs.
- Meals (breakfast &
lunch only)
Community
members.
2.3 Train 15 SACCO’S interim committee members on
effective operation of primary SACCOS for 2 days
15
15,667 x 2=
470,010/=
- Meals.
- Accommodation.
- Training fees.
- Stationeries.
- Transport costs
UMAKWA CBO.
2.4 Train 2 key employees of SACCOS (secretary &
Accounting clerk) on relevant skills focusing on effective
operation & accounting system and procedures.
2
1,000,000x2=
2,000,000/=
- Meals & transport costs
- Accommodation.
- Training fees.
- Stationeries.
World Vision
(Kwamtoro ADP).
41
2.5 To facilitate the SACCOS interim committee to prepare
constitution, loan policy, savings and deposits policy.
3
50,000/=
150,000/=
- Secretarial services.
- Meals.
- Accommodation.
- Transport,
Community
members.
2.6 Assist the interim committee to register the SACCOS
legally.
2
150,000x2=
300,000/=
- networking costs with Distr &
Region Coop officers.
- meals and transport costs
- Registration fees.
UMAKWA CBO.
2.7 support interim committee members to visit other similar
organization within Tanzania for learning purpose.
15
300,000/=
4,500,000/=
- Meals.
- Accommodation.
- Visiting fee if any.
- Transport costs
World Vision
(Kwamtoro ADP).
3.1 Conduct promotion & inauguration activities through use
of meetings, T-shirts, posters and leaflets.
250 tshirts.
500
posters &
leaflets
15,000/=
3,000/=
3,750,000/=
1,500,000/=
- Design & print.
- Purchase t-shirts.
- Design, print &
purchase of posters &
leaflets.
- Transportation costs
World Vision
(Kwamtoro ADP).
3.2 Provide prizes (special T-shirts) to 10 members with
more shares, savings and deposits.
10
30,000/=
300,000/=
- Design & print.
- Procurement of special
t-shirts.
- Transportation costs
UMAKWA CBO.
4.1 Train 54 group leaders of IGAs on entrepreneurship
skills.
54
9,000x2=
972,000/=
- Fare costs.
- Meals &
accommodation.
- Training fees.
World Vision
(Kwamtoro ADP).
5.1 Conduct 17 sensitization meetings to the community
members on the importance of establishing income
generating activities.
17
58,824/=
1,000,000/=
- Car hire/fuel.
- Meals for facilitators.
- Facilitation fees.
World Vision
(Kwamtoro ADP).
42
5.2 Creating awareness to the community members on the
advantage of using financial intermediaries like SACCOS,
microfinance institutions to strengthen their businesses
17
58,824/=
1,000,000/=
- Car hire/fuel.
- Meals for facilitators.
- Facilitation fees.
World Vision
(Kwamtoro ADP).
6.1 conduct 17 sensitization meeting and mobilize youth to
engage themselves in the informal sector.
17
58,824/=
1,000,000/=
- Car hire/fuel.
- Meals for facilitators.
- Facilitation fees.
World Vision
(Kwamtoro ADP).
7.1 facilitate salary payment to the SACCOS
Secretary/manager.
1
180,000/=
2,160,000/=
- NSSF Payment.
- Salary payment.
- Pay as you earn.
SACCOS/
community members
7.2 facilitate benefit payment to the SACCOS
Secretary/manager.
1
18,000/=
216,000/=
- NSSF Payment by
employer.
SACCOS/
community members
7.3 facilitate salary payment to the SACCOS Account clerk.
1
150,000/=
1,800,000/=
- NSSF Payment.
- Salary payment.
- Pay as you earn.
SACCOS/
community members
7.4 facilitate benefit payment to the SACCOS Account clerk.
1
15,000/=
180,000/=
- NSSF Payment by
employer.
SACCOS/
community members
TOTAL PROJECT BUDGET. 27,783,000/=
43
8.3 SACCOS ORGANIZATION STRUCTURE.
SACCOS GENERAL MEETING.
Executive
Committee
Board Secretary
Supervision
committee.
KWAMTORO WARD
SACCOS COMMITTEE.
Loan
committee
OVADA WARD
SACCOS
COMMITTEE.
LALTA WARD
SACCOS
COMMITTEE.
Village socioeconomic
group
Village
socioeconomic
group
Village
socioeconomic
group
Village socioeconomic
group
Village
socioecon
group
Village
socioeconomic
group
SACCOS
manager
Account
clerk
44
8.4 JOB DESCRIPTION FOR SACCO’S STAFF.
JOB DESCRIPTION FOR ACCOUNT CLERK JOB DESCRIPTION FOR SACCOS MANAGER.
- Report to the SACCO’S Manager.
- Prepare and keep financial and other documents.
- Receive all money and reconcile inflows and out
flows.
- Collect loans, prepare bank reconciliation,
monthly report, list of creditors and submit to the
Board.
- Assist members to fill loan forms and implement
daily financial activities.
- To do any other responsibilities as required by the
manager/Board.
- Report to the SACCO’S Management Board.
- Receive and respond to all correspondence accordingly.
- Prepare all General meetings and other SACCO’s meetings.
- Responsible for all communication on behalf of SACCOS.
- To ensure that all SACCO’S money and other assets are kept safely.
- Prepare short and long term plans, budget and SACCO’S reports.
- Advice the management Board on all issues pertaining employment, expenditures,
business management and administrative issues.
- He/she is the custodian of all important SACCO’S documents.
- To supervise and coordinate all SACCO’S economic activities.
- To do any other responsibilities as required by the Board.
45

KWAMTORO COMMUNITY PROFILE

1
&
COMMUNITY ECONOMIC DEVELOPMENT PROGRAM.
ICD 503: RESEARCH AND EVALUATION METHODS.
DAR ES SALAAM – CENTRE.
SUBJECT: COMMUNITY PROFILE.
STUDENT: SHIGUKULU, ZACHARIA FULI
CLASS: 1
INSTRUCTOR: MICHEL ADJIBODOU
DATE: JANUARY, 2008.
2
TABLE OF CONTENTS. page
TABLE OF CONTENTS…………………………………………………………….2
INTRODUCTION…………………………………………………………………..3
KONDOA DISTRICT PROFILE……………………………………………...........3
.1 Location and climate………………………………………………………....3
.2 Population distribution……………………………………………………….3
.3 Area and administration……………………………………………………...4
.4 Marketing…………………………………………………………………….5
.5 Agriculture……………………………………………………………………5
.6 Livestock……………………………………………………………………..5
.7 Accessibility to basic services………………………………………………..6
.8 Economic infrastructure………………………………………………………6
.9 Air service…………………………………………………………………….7
.10 Communication facilities………………………………………………….…..7
.11 Energy and power…………………………………………………………….8
KWAMTORO COMMUNITY PROFILE……………………………………….......8
.1 Location and climatic condition………………………………………………8
.2 Coverage and demographic status……………………………………………8
.3 Administration………………………………………………………………..9
.4 Social economic activities…………………………………………………….9
.5 Stake holders engaging in development activities………………………...…10
CONCLUSION………………………………………………………......................11
6.0 REFERENCES………………………………………………………………...........12
3
2.0 INTRODUCTION.
This paper reviews the community profile of Kwamtoro as my choice to work with in
pursuing the Masters in Community Economic Development Program for eighteen
months.
However the Kondoa District in which Kwamtoro Division belong, is also going to be
reviewed a little bit to make a clear understanding of the Kwamtoro community.
3.0 KONDOA DISTRICT PROFILE.
3.1 Location and climate.
The District is located in the north of Dodoma region about 160 km from the capital
town, Dodoma. It lies between 35o E and 36o E and 4o S and 5o S. In the north the
District borders with Babati District, northeast Simanjiro, Kiteto District in the east ,
Manyoni District in the southwest, Singida District in the west, Hanang District in the
northwest and Bahi and Kongwa Districts in the south. Annual average rainfall ranges
between 400mm-800mm. altitude ranges between 1056-1300m above sea level with
temperature between 20o C -25o C, average 22o C and humidity of annual average of
67%. Wind blows south- east to north-west at an annual average velocity of 130km per
hour.
3.2 Population Distribution.
According to the 2002 National Population Census report, the District has a population of
429,824 with the average growth rate of 1.6% per annum and population density of 34
per sq km. the average size of the house hold is 4.8 people.
4
3.3 AREA AND ADMINISTRATION.
The District has an area of 13,210 sq. kms. Administrative units of Kondoa District
contain 8 Divisions, 35 wards, and 178 villages. Since 1st July, 2000 there has been an
establishment of Kondoa Town ship Authority (KTA), which has mandate of deciding,
planning and implementation of all development activities. The Authority comprises of 4
wards and 15 villages in Kondoa mjini Division while Kondoa District Council (KDC)
Comprises of 7 Divisions with 31 wards and 163 villages.
AUTHORITY. DIVISION NO.of WARDS NO. of VILLAGES
KTA Kondoa Mjini 4 15
KDC Bereko 6 27
KDC Farkwa 3 17
KDC Goima 4 28
KDC Kolo 3 13
KDC Kwamtoro 5 26
KDC Mondo 4 20
KDC Pahi 6 32
TOTAL 8 35 178
KONDOA DISTRICT ADMINISTRATIVE UNITS.
5
The District is bush land with isolated bushed grasslands. The total area of the forest in
the District is 257,379 hectares. Central government has an area of 27,379 hectares, while
the District council forest has an area of 4,249 hectares. Natural forest has an area of
2,200 hectares other institutions have 494 hectares, and HADO (forest conservation
Program in Dodoma) has forest area of 125,600 hectares. The District has a total of 1.9
million hectares while the total arable land is 924,630 hectares, and land under cultivation
is 222,184 hectares.
3.4 MARKETING.
The barter system was part of life in this District. People exchanged goods such as
Livestock, honey and clothes and beard. The barter system features still exist though cash
trade has taken larger portion of the marketing system.
3.5 AGRICULTURE.
The district is almost entirely depending on agriculture and animal husbandry. About
91% of the District population depends on agriculture. 70% of the total area of the
District is potential for agriculture while those entirely depend on livestock is 1.6%.
Average acreage per household is between 3 to 10 acres. The main crop grown are;
Bulrush millet, which is the staple food. Others crops are maize, sorghum, pigeon, peas,
simsim, ground nuts, cassava, sweet potatoes, beans, cowpeas, bambaranuts and
sunflower.
6
3.6 LIVESTOCK
Livestock is the second contributor to the district economy. The district has a total of
718,574 livestock composed of 418,874 cattle, 286,700 goats, 13,000 sheep, 2,000 pigs
and 19,000 donkeys. The livestock density per area suitable for grazing is 22.4 LU per
km. cattle keeping is still small scale with the majority of livestock being owned by
pastoralists in the District. Zero grazing especially of dairy cows and goats is developing,
though potential only in certain agro-ecological zone. A paravet scheme established in
1998 to assist livestock keepers in developing well.
3.7 Accessibility to basic services.
In order for a house hold to access a service, the average walking distance is 2 to 10 km.
basic service include water, fuel market, shops, dispensary, rural health clinic, Hospital,
primary school, secondary school, traditional birth attendants, milling machine and
cooperatives. Most labor is carried by women. This means women in the District have to
walk long distances to fetch for water, collect fire wood, take children to health centers,
attend farm activities and get to milling machine, market, shops, and other essential
service centers.
3.8 Economic infrastructure.
(a) Road network.
The feeder road, though fairly distributed, does note cover all potential agriculture
area in the District. The District had a total of 1,611 km of road network distributed as
follows,
7
TYPE OF
ROADS
TARMAC GRAVEL EALTH TOTAL
Trunk road - 130 - 130
Region road - 226 - 226
District roads - 16 483 499
Feeder Road - - 756 756
TOTAL - 372 1,239 1,611
There is no tarmac road in kondoa District. All types of road in the District i.e. trunk
roads, regional roads, District roads and feeder roads have greatly deteriorated due to
heavy rainfall, particularly El-Nino rains in 1997/98 and lack of routine and periodic
maintenances.
3.9 Air services.
There is an air strip situated about 2km from the centre of Kondoa town towards kondoa
girls’ secondary school. The air strip is mostly catering for quelaa quelea control project.
3.10 Communication facilities
The existing telecommunication network in the District consists of 186 telephone lines,
one post office and 3 sub-post offices at Kwamtoro, Pahi and Bereko. The telephone
system is an STD system. Radio calls from the District hospital to different rural health
units is also an effective way, which has contributed to the improved communication in
8
the District. The radio calls are found at ; Hamai RHC, Kisese RHC, Kwamtoro RHC,
Busi RHC and Mpendo, Kisaki, Haubi, Masawi, Chase, Gwand, Farkwa, Kalema, Balao,
Chandama and Jangalo Dispensaries. Mobile network is not available in some places
especially remote areas.
3.11 Energy and power.
For along time TANESCO was unable to supply Kondoa town with electricity. Domestic
and industrial power was coming from diesel-powered generator up to 1999 when
Kondoa District was joined in National grid, though still there is use of generator.
4.0 KWAMTORO COMMUNITY PROFILE.
4.1 Location and climatic conditions.
Kwamtoro division is one of the 8 divisions of Kondoa District that is in Dodoma
Region. It is located in Southern Kondoa, lying between latitude 30o to 37 o East at
an altitude ranging from 1056 to 1300m above sea level. The area has 2 major
seasons, wet season from December to April and dry season from May to November.
Annual rainfalls ranging from 500-800mm per annum. Temperature ranges between
20 o C and 25 o C with an annual average of 22 o C; Annual average humidity is
67%. The, mean annual wind velocity is 130kms blowing from South- East West to
Northwest.
4.2 Coverage and demographic status
The area covers 950 Square kilometers that is about 7% of the total district area.
9
The total population is about 33,010 whereby 9,283 are females, 8,372 males, and
5,917 are boys and 9,438 girls with the average growth rate of 2.9% per annum,
as per 2002 census report. Dominant tribes in the area are Sandawe, Gogo, Nyaturu
and Barbeig who are basically pastoralists. More than 50% are Christians, 30%
Muslims and about 20% animists
4.3 Administration.
Kwamtoro Division is statutory divided in five (5) Wards, namely Lalta, Kwamtoro
and Ovada; others are Sanzawa and Mpendo.
Nevertheless, the community under review covers three wards, these being Lalta,
Kwamtoro and Ovada. It encompasses a total of 17 villages namely, Kinyamshindo,
Mengu, Ovada, Takwa, Jogolo, Baaba, Dinae, Magambua, Wairo, Manantu, Kisande,
Ilasee, Lahoda, Handa, Msera, Kwamtoro, Ndoroboni
4.4 Socio- economic activities.
In comparison with other parts of the United Republic of Tanzania, this area is
estimated to have lower per-capita income (of less than 100,000 TSHS). Arable
farming, livestock husbandry and beekeeping are the major economic activities
Mixed farming is being practiced in this area i.e. crop-livestock integration. 30% of
the total population is agro-pastoralists and the rest are peasants.
Crops grown include: millet, sorghum, bulrush millet, groundnuts, cassava, sesame,
sweet potatoes, sunflower, pigeon peas and cowpeas.
10
4.5 stakeholders (actively engaged in development activities)
S/No. NAME OF PARTNER WHAT THEY DO
1. KONDOA DISTRICT HOSPITAL Provide health services and facilitate
the fight against HIV/AIDS.
2. THE KONDOA DISTRICT
COUNCIL AND VILLAGE
GOVERNMENTS.
Provide technical support and
guidance in development activities.
3. CHURCHES Spiritual nurture in the community.
4. CRDB Provide Micro-credit (SACCOS)
5. TASAF Deals with education and water
development.
6. WFP Provide food to primary schools.
7. CBHI Deals with community health.
8. CEDHA Provide Education on HIV/AIDS.
9. UMATI Deals with health education and VCT
services.
10. KCMC Deals with research on HIV/AIDS.
11 RFSP Deals with SACCOS capacity
building.
12 UMAKWA CBO Deals with development issues
13 WORLD VISION TANZANIA CBO Deals with development issues
11
KEY. TASAF -Tanzania Social Action Fund
WFP -World Food Programme
CRDB -Cooperative Rural Development Bank
CBHI -Community Based Health initiative
RFSP –RURAL FINANCIAL SERVICE PROGRAMME
5.0 CONCLUSION.
From the description about both Kondoa District profile and Kwamtoro community in
particular, it is obvious that the area is among of the remote area with a lot of under
utilized natural resources, hence need a great attention to the National for allocating more
resources and priority.
12
6.0 REFERENCES.
• Kondoa District profile,(2007)
• National population census report,( 2002).
• Shigukulu, Z.F. (2007). Participatory Assessment report.

BUSINESS PLAN-SUNFLOWER EXPELLER PROJECT UNDER UMAKWA CBO

UMAKWA CBO.
BUSINESS PLAN/PROPOSAL
3 SUNFLOWER OIL EXPELLER
MACHINES.
PROJECT LOCATION:
KWAMTORO DIVISION,
KONDOA DISTRICT,
DODOMA REGION,
TANZANIA,
EAST-AFRICA
1
TABLE OF CONTENTS. PAGE.
1.0 TABLE OF CONTENTS………………………………………………….. ……….1
2.0 THE BUSINESS PLAN…………………………………………………….. ……....2
2.1 Project at a glance………………………………………………………….….2
2.2 Executive summary………………………………………………………...….3
2.3 Introduction………………………………………………………………...… 3
2.4 Historical back ground information………………………………………...…4
2.5 Project objectives…………………………………………….. …………...…4
2.6 Project description………………………………………………………...…. 4
2.6.1 Project location………………………………………………...….5
2.7 Project management………………………………………………………….. 5
2.8 Cross cutting themes (issues)………………………………………………….5
2.9 Benefits and justification of the project……………………………………….6
2.9.1 Socially……………………………………………………………6
2.9.2 Economically……………………………………………………...6
2.10 Project market……………………………………………………………..6
2.11 Financial aspect and project worthiness…………………………………..7
2.11.1 Assumption and consideration……………………………….….. 7
2.11.2 Project viability and sustainability………………………………...7
3.0 CONCLUSION……………………………………………………………………... 7
4.0 APPENDICES/ANNEXES……………………………………………………….. 8
4.1 Project cost estimates (without salaries and others)……………………..….. 8
4.2 Manpower required and costs…………………………………………..…… 8
4.3 Project operation costs………………………………………………..……... 9
4.4 Project and means of finance…………………………………….………….. 9
4.5 Projected project revenue……………………………………….…………... 9
4.6 Projected profit and loss account…………………………….….………….. 10
4.7 Project grant loan repayment………………………………….…………… 10
4.8 Cash flow fore cast…………………………………………………….…… 11
4.9 Discounted cash flow…………………………………………………….… 11
4.10 CBO and project organization structure…………………………….… 12
4.11 CBO Leader CVs……………………………………….……………... 13
8.12 CBO Certificate of Registration …………………………. …….…….. .17
8.13 Sun flower farm at Kwamtoro area………………………………………18
2
2.0 THE BUSINESS PLAN.
2.1 The project at a glance.
REQUEST OF USD 25,105 (TSHS 30,126,000/=) FOR PURCHASE OF 3 MEDIUM
OIL SEED PRESSING MACHINES (OIL EXPELLER) FROM WORLD VISION
IRELAND.
PROJECT NAME: PURCHASE AND INSTALATION OF 3 MEDIUM OIL SEED
PRESSING MACHINES.
PROJECT OWNER/CARRIER: UMAKWA CBO.
PROJECT TARGET:
I. To promote sunflower production/growing in the Kwamtoro area.
II. To increase the number of farmers growing sunflowers.
III. To increase house hold income.
IV. To boost the price of sunflower seeds.
V. To create and provide employment to the community members.
VI. To increase the number of poultry and pig keepers (realization of animal feed
from the sun flower seed by-products suitable and delicious for pig and poultry).
VII. Raise nutritious food for the community.
PROJECT LOCATION: KWAMTORO DIVISION,
KONDOA DISTRICT,
DODOMA REGION,
TANZANIA- EAST AFRICA.
3
2.2 Executive summary.
UMAKWA (Umoja wa Maendeleo eneo la Kwamtoro) is the community Based
Organization (CBO), operating in Kwamtoro Division, covering three Wards namely
Kwamtoro, Lalta, and Ovada. UMAKWA covers the total area of 950 squire kilometers.
The area has a population of 38,528 at a projected rate of 2.9% as per 2002 National
population census.
UMAKWA is the Community Based Organization dealing with holistic development
issues. It was registered by the ministry of home affairs, with the registration number SO
14516 of 30th September, 2006. It is a non-profit (Not for Profit Organization) or Non
Governmental Organization.
In looking various opportunities in the community, UMAKWA tried to come up with
different proposals so as to fight against poverty and underdevelopment among the
Kwamtoro Community members. One of these opportunities is to undertake initiative for
sunflower crop production as one of the popular cash crop in the area, by shifting from
selling raw materials sun flower crude seeds at low price to semi finished/processed
products (sunflower oil seed) at a better price.
In order to facilitate the above objective, UMAKWA CBO is requesting for the assistance
of finance amounting USD 25,105 from World Vision Ireland, which is equivalent to
Tshs 30,126,000/= . The equity contribution from UMAKWA CBO is USD 770 which is
equivalent toTshs 1,000,000/= and will be spent in capacity building regarding the
machine operation and servicing, while the 3 CBO active groups will pay in advance of
25% of the machine cost, apart from their labor and locally available material
contribution estimated to be USD $ 2,188 or tshs 2,625,000/=
2.3 INTRODUCTION.
UMAKWA CBO started its operation in 2003 as a non profit organization, where by it
was legally registered in September 2006 by the ministry of home affairs under the
Societies (application for registration) rules, 1954.
The purpose of the community based organization is to improve socio-economic life of
the community within the operation area. Its mission is to mobilize and involve
community for sustainable economic development through using locally available
resources and other resources from outside the local community. In its operation,
UMAKWA focuses on Agriculture, Health, Education, Community capacity building,
Gender and Advocacy, HIV/AIDS and malaria prevention & control together with
income generating activities.
More than 95% of the Kwamtoro community members depend on Agriculture, and
sunflower is the most rewarding and profitable cash crop. There fore, UMAKWA CBO
decided to promote the crop through which economic status of the area can be boosted.
4
2.4 HISTORICAL BACKGROUND INFORMATION.
UMAKWA CBO was registered legally on 30th September, 2006. It is operating in
Kwamtoro Division. Kwamtoro Division is one of the eight Divisions of Kondoa District,
which is in Dodoma Region; it is located in southern Kondoa. UMAKWA operates in
three Wards of Kwamtoro, Lalta and Ovada which encompasses 17 villages namely
Msera, Kwamtoro, Ndoroboni, Ilasee, Lahoda, Handa, Wairo, Manantu, Magambua,
Kisande, Ovada, Dinae, Baaba, Jogolo, Takwa, Kinyamsindo, and Mengu.
The operation area has an estimated population of 38,528 people at a projected rate of
2.9% as per 2002 National population census.
The area is lying between latitude 30o to 37 o East at an altitude ranging from 1056 to
1300m above sea level. The area has 2 major seasons, wet season from December to
April and dry season from May to November. Annual rainfalls ranging from 500-800mm
per annum. Temperature ranges between 20 o C and 25 o C with an annual average of 22
o C; Annual average humidity is 67%. The, mean annual wind velocity is 130kms
blowing from South- East West to Northwest. The area has low per capital income not
more than 100,000/=Tshs. The main socio-economic activities are crop production and
animal rearing (mixed farming practice).
The main crops grown are Bulrush millet, which is the staple food. Other crops are
maize, sorghum, pigion, peas, simsim, ground nuts, and sunflower. The livestock kept in
the area includes; cattle, goats, sheep, pigs, donkey, chicken and ducks.
2.5 PROJECT OBJECTIVES.
The effort of UMAKWA CBO to achieve sustainable development to its member’s
community at large is mainly limited by the lack of resources particularly in terms of
finance. In order to undertake the proposed initiative, UMAKWA need/requires a certain
amount of capital/funds to compliment to the locally available resources in terms of
human and material. After the implementation, the project is expected to achieve the
following objectives;
I. To promote sunflower production/growing in the area.
II. To increase the number of farmers growing sunflower.
III. To increase house hold income.
IV. To raise/increase the price of sunflower seeds.
V. To provide employment to the community members.
VI. To increase the number of pig and poultry keepers (using oil processing byproducts
for animal feed).
VII. To raise nutritious status in the community.
2.6 THE PROJECT DESCRIPTION.
The project aim to purchase and install 3 medium oil pressing machines. The machine
will be installed and owned by three UMAKWA active groups in the three Wards of
Kwamtoro, Lalta, and Ovada. Apart from procurement and installation activities, the
project will conduct seminar and trainings to the respective group members on how to
manage, operate, and run the machine, focusing on the sustainability of the project.
5
In order for the project continuation and sustainability, the respective group will be
required to pay back the cost of the machine on installment basis. Moreover, they will be
supposed to pay an advance of 25% (4,125,000/=) of the total cost of the machine
excluding installation and transportation cost to the site. The realized amount of money
will be used to purchase other oil pressing machines and distributed to other CBO active
groups or reinvested in other productive activities.
The project cost and means of finance require investment of USD 25,105 which is
equivalent to Tshs 30,126,000/= out of these, USD 770 equivalent to Tshs 1,000,000/=
is contribution of the applicant as owners equity, being the cost to facilitate capacity
building in terms of machine management, running, operation and service. On the other
hand, USD 2,188 equivalent to Tshs 2,625,000/= will be community contribution in
terms of locally available materials like sand, gravels, stones and labour in kind.
The project duration is expected to be one year (twelve months), while the grant/ loan
repayment period will cover 6 years period. Payment structure is shown in annex 8.7
The execution of the project will be made by the UMAKWA CBO and the respective
groups’ management as shown on the annex of CBO Organization structure.
2.6.1 Project location.
The proposed project will be installed within the three Wards of Kwamtoro, Lalta and
Ovada, where by the sites will be located strategically basing on the accessibility of
sunflower producers, to easily reach the oil pressing machines in each Ward. In addition,
the location will be strategically located in such that, it can curb the outflows of
sunflower seeds to Kondoa and Singida.
2.7. PROJECT MANAGEMENT.
The oval management of the project will be undertaken by the UMAKWA executive
committee, the economic committee and the management of the respective CBO groups.
The executive secretary of the UMAKWA CBO will be the overall in charge and
manager of the project. The project manager will be responsible for day to day
management of the project assisted by the project treasurer, who will be responsible for
administration and financial matters.
Each CBO group will employ two employees namely; one security guard and one
machine operator for starting the business, and later the management will see if there is a
possibility to increase the number of employees depending to need and profitability of the
project.
2.8 CROSS CUTTING THEMES (ISSUES).
The project operation will be sensitive in gender equality; where by both sex (males and
female) will be encouraged to participate on the operation. The responsible groups will be
sensitized to involve women and males in the planning, implementation and running of
the project/business.
In addition, the project will employ one of the disabled people to constitute the project
staff.
6
Apart from being ant child labour and children abuse, the project will also be
environmental friendly by making sure that all waste products from the sun flower oil
processing activities are used for other productive work like animal feeding. Planting
trees around the semi processing plants/industries will be a daily agenda.
2.9 BENEFIT & JUSTIFICATION OF THE PROJECT.
The investment cost is shown in annex 8.4 while annex 8.3 shows clearly the operating
cost which covers, diesel, salaries, maintenance and repair, whereby employee includes
Project Manager, Treasurer, Machine Operators and Security Guards. Repayment of the
loan/grant and interest shown in annex 8.7
2.9.1 Socially.
The sunflower oil expeller project is expected to increase social relation ship and
development in the community. Six people are expected to be employed by the project,
through which they can increase their house hold income, hence use the money for
productive business and other social obligations such as school fees and medical care and
treatment.
Moreover, the project is expected to increase the value of sun flower. In stead of selling
sunflower crude seed at low price, the farmers can now sell finished product (oil) which
can fetch better price, hence increase house hold income and bring peace of mind.
2.9.2 Economically.
As you can see in the annex no 8.6, the project is economically viable and more
profitable. It can generate revenue as profit after tax of 44,901,955/= for the whole
period of six years which enable the project to repay back the loan/grant and pave the
way for other money to be invested in other projects. The project can employs six people
directly, apart from the fact that it can create ready market for sunflower, hence stimulate
sunflower production as producers gets substantial amount of money.
Moreover, production of pigs and poultry will be increased due to the availability of
suitable and delicious foodstuff from waste product. Environmental hazards of waste
product will be taken care of, as the waste products are used as animal feed.
Apart from getting money, the community members can also get nutritious food from the
oil by using part of them as cooking oil. In addition the project will contribute direct to
the national income the tax realized amounting to 11,225,489/= for the period of six
years as shown in annex no 8.7.
2.10 PROJECT MARKET.
The market for the service is available. Currently, there is no processing/plant for
sunflower oil in the whole Division of Kwamtoro. Farmers do transport their produce to
Kondoa/Singida town 85 kilometers for the service or opt to sell at low price within their
7
respective villages. The area is now producing sun flower seriously due to the fact that it
is the only most profitable cash crop in the area.
In the villages, the price for 1 kg of sunflower seed is 300/= tshs. Therefore, one bag
of 70 kgs can earn 20,000/= to 21,000/=. One bag of 70 kg can produce one tin of 2o
liters of oil, which is sold at 35,000/= in the area. By selling processed oil, farmer can
get 10,000/= after deduction of all other expenses. One acre of sunflower can
produce 10 bags of 70 kgs each.
Sun flower oil is more marketable because it has no contamination from inorganic
substances. It is pure vegetable.
2.11 FINANCIAL ASPECT AND WORTHINESS.
2.11.1 Assumptions and consideration.
-It has been assumed that, the project economic life will be six (6) years.
-the loan/grant secured will be repaid within period of six years without grace period.
- Only cost of expeller machines will be repaid back with the interest rate of 10% per
six years.
-The repaid money will be invested in other productive and viable projects within the
community.
- The community members will contribute 25% of the oil expeller machines before
receiving them.
2.11.2 Project viability and sustainability.
The project has a positive net present value which shows that it worth undertaking
as shown under annex. The internal rate of return (IRR) is positive as NPV. There
fore, the project is financially, commercially, economically, and socially viable and
worth undertaking.
Moreover, the project is the community initiative hence community members
involved in project design, planning and definitely will participate in the project
implementation, monitoring and evaluation of the project. The availability of the
raw material and the market of the product (Sunflower oil) will sustain the project
too!
3.0 CONCLUSION.
Through the analysis outlined, the project/plan has the capacity to repay back the
loan/grant apart from increasing the value of agricultural products and raising income
among community members of Kwamtoro and contribute and contribute to National
economic growth. There fore, I recommend for funding.
8
4.0 APPENDICES/ANNEXES.
4.1 PROJECT COST ESTIMATES EXCLUDING SALARIES & OTHER OPERATIONAL COSTS.
Item Details/Quantity Unit cost
inTshs
Total cost in
Tshs
Unit cost
in US $
Total cost in
US $
Oil Expeller Machines with
engine & filter
3 sets of diesel engine 5,500,000/= 16,500,000/= 4,583/= 13,750/=
Cement 450bags 18,000/= 8,100,000/= 2,254/= 6,761.5/=
Iron bars 12mm 30 bars 10,000/= 300,000/= 83/= 250/=
DPC 3roll 10,000/= 30,000/= 8/= 25/=
Complete doors 6pcs 100,000/= 600,000/= 167/= 500/=
Complete windows 6pcs 50,000/= 300,000/= 83/= 250/=
Corrugated iron sheet 3m-G28 60pcs 15,000/= 900’000/= 250/= 750/=
Treated timber2"x3"@2"x6" 300pcs 6000/ 1,800,000/= 500/= 1,500/=
Nails 2",3",4"@5" 60kgs 2,500/= 150,000/= 42/= 125/=
Hinges 2"@4" 30pcs 15,000/= 450,000/= 125/= 375/=
Door locks 6pcs 20,000/= 120,000/= 33/= 100/=
Sand 25trips 25,000/= 625,000/= 174/= 521/=
Stones 10trips 25,000/= 250,000/= 69/= 208/=
Community contribution NA 2,625,000/= NA 2,188/=
TOTAL NA NA 32,750,000/= 8,368/= 27,298/=
Exchange rate: 1 US$=1,200/= Tshs
The project is hereby in need of USD 25,105/= as loan/grant and US $ 2,188 As Community contribution.
4.2 MANPOWER REQUIRED AND COSTS.
S/N ITEM QUANTITY SALARY PER MONTH 1ST YEAR. YEAR 1-3.
1 Project manager 1 180,000/= 2,160,000/= 6,480,000/=
2 Treasurer 1 120,000/= 1,440,000/= 4,320,000/=
3 Machine operators 2 160,000/= 1,920,000/= 5,760,000/=
4 Security guards 2 150,000/= 1,800,000/= 5,400,000/=
TOTAL 6 610,000/= 7,321,000/= 21,960,000/=
9
4.3 PROJECT OPERATION COSTS.
ITEM/YEAR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6
Diesel 1,920,000/= 2,016,000/= 2,116,800/= 2,222,640/= 2,333,772 2,450,461
Salaries 7,320,000/= 7,320,000/= 7,320,000/= 7,686,000/= 7,686,000/= 7,686,000/=
Maintenance &
repair
100,000/=
100,000/=
100,000/=
100,000/=
100,000/=
100,000/=
Contingency 20,000/= 20,000/= 20,000/= 20,000/= 20,000/= 20,000/=
Depreciation by
12.5% of
16,500,000/
2,062,500/= 1,804,688/= 1,579,102/= 1,381, 714/= 1,209,000/= 1,057,875/=
TOTAL 11,422,500/= 11,260,688/= 11,135,902/= 11,410,354/= 11,348,772/= 11,314,336/=
4.4 PROJECT AND MEANS OF FINANCE.
S/N ITEM/DESCRIPTION GRANT/LOAN EQUITY CBO GROUP’S
CONTRIBUTION.
TOTAL
1 Capacity building to the groups 1,000,000/= - 1,000,000/=
2 Project (installation costs) 13,625,000/= - - 13,625,000/=
3 Oil expeller machines 16,500,000/= - - 16,500,000/=
4 Working capital( as also Advance payment 25% of
item 3 oil expeller machines costs)
- - 4,125,000/= 4,125,000/=
5 Community contribution in local materials. - - 2,625,000/= 2,625,000/=
TOTAL 30,125,000/= 1,000,000/= 6,750,000/= 37,875,000/=
4.5 PROJECTED PROJECT REVENUE.
S/N ITEM/PARTICULAS QUANTITY UNIT PRICE TOTAL INCOME
1 Oil pressing process 5,760 BAGS 3,000/= 17,280,000/=
2 Sales of waste products 4,800 KGS 50/= 240,000/=
TOTAL REVENUE 17,520,000/=
10
4.6 PROJECTED PROFIT AND LOSS ACCOUNT FOR THE END OF THE YEAR IN TSHS.
ITEM/YEAR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6
Revenue from oil pressing service 17,280,000/= 20,160,000/= 21,000,000/= 21,600,000/= 21,900,000/= 21,900,000/=
Sales revenue from waste products. 240,000/= 260,000/= 280,000/= 300,000/= 350,000/= 400,000/=
Total revenue 17,520,000/= 20,420,000/= 21,280,000/= 21,900,000/= 22,250,000/= 22,300,000/=
Operating costs.
Diesel 1,920,000/= 2,016,000/= 2,116,800/= 2,222,640/= 2,333,772 2,450,461
Salaries 7,320,000/= 7,320,000/= 7,320,000/= 7,686,000/= 7,686,000/= 7,686,000/=
Maintenance & repair
100,000/=
100,000/=
100,000/=
100,000/=
100,000/=
100,000/=
Contingency 20,000/= 20,000/= 20,000/= 20,000/= 20,000/= 20,000/=
Total costs 9,360,000/= 9,456,000/= 9,556,800/= 10,028,640/= 10,139,772/= 10,256,461/=
Operating profits. 8,160,000/= 10,964,000/ 11,723,200/= 11,871,360/= 12,110,228/= 12,043,539/=
Depreciation 2,062,500/= 1,804,688/= 1,579,102/= 1,381, 714/= 1,209,000/= 1,057,875/=
Interest on term loan 10% distributed equally. 275,000/= 275,000/= 275,000/= 275,000/= 275,000/= 275,000/=
Total 2,337,500/= 2,079,688/= 1,854,102/= 1,656,714/= 1,484,000/= 1,332,875/=
Profit before tax 5,822,500/= 8,884,312/= 9,869,098/= 10,214,646/= 10,626,228/= 10,710,660/=
Tax 20% 1,164,500/= 1,776,862/= 1,973,820/= 2,042,929/= 2,125,246/= 2,142,132/=
Profit after tax 4,658,000/= 7,107,450/= 7,895,278/= 8,171,717/= 8,500,982/= 8,568,528/=
4.7 PROJECT GRANT/LOAN REPAYMENT IN TSHS.
YEAR/ITEM OUTSTANDING AMOUNT ANNUAL PAYMENT INTEREST AT 10% TOTAL PAYMENT
YEAR 0 16,500,000/= 4,125,000/= - 4,125,000/=
YEAR 1 12,375,000/= 2,062,500/= 275,000/= 2,337,500/=
YEAR 2 10,312,500/= 2,062,500/= 275,000/= 2,337,500/=
YEAR 3 8,250,000/= 2,062,500/= 275,000/= 2,337,500/=
YEAR 4 6,187,500/= 2,062,500/= 275,000/= 2,337,500/=
YEAR 5 4,125,500/= 2,062,500/= 275,000/= 2,337,500/=
YEAR 6 2,062,500/= 2,062,500/= 275,000/= 2,337,500/=
- TOTAL 16,500,000/= 1,650,000/= 18,150,000/=
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4.8 CASH FLOW FORECAST IN TSHS.
ITEM/YEAR YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YRAE 6
CASH IN FLOW
Equity 1,000,000/=
Advance payment from the CBO 3
Groups
4,125,000/=
Term loan 16,500,000/= -
Sales revenue 17,520,000/= 20,420,000/= 21,280,000/= 21,900,000/= 22,250,000/= 22,300,000/=
Depreciation - 2,062,500/= 1,804,688/= 1,579,102/= 1,381, 714/= 1,209,000/= 1,057,875/=
TOTAL INFLOW 21,625,000/= 19,582,500/= 22,224,688/= 22,859,102/= 23,281,714/= 23,459,000/= 23,357,875/=
CASH OUTFLOW
Investment. 17,500,000/=
Operating costs - 11,422,500/= 11,260,688/= 11,135,902/= 11,410,354/= 11,348,772/= 11,314,336/=
Payment (p+i). 4,125,000/= 2,337,500/= 2,337,500/= 2,337,500/= 2,337,500/= 2,337,500/= 2,337,500/=
TOTAL OUT FLOW. 21,625,000/= 13,760,000/= 13,598,188 13,473,402/= 13,747,854/= 13,686,272/= 13,651,836/=
Net cash flow - 5,822,500/= 8,626,500/= 9,115,700/= 9,533,860/= 9,772,728/= 9,706,039/=
Opening balance - - 5,822,500/= 14,449,000/= 23,564,700/= 33,337,428/= 43,043,469/=
Closing balance. - 5,822,500/= 14,449,000/= 23,564,700/= 33,337,428/= 43,043,469/= 52,749,508/=
4.9 DISCOUNTED CASH FLOW IN TSHS.
ITEM/YEAR YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6
Net Benefits 21,625,000/ 5,822,500/= 8,626,500/= 9,115,700/= 9,533,860/= 9,772,728/= 9,706,039/=
DF 10%
Discounted cash flow.
DF 15%
Discounted cash flow.
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4.10 CBO and project organization structure.
CBO
BOARD
Executive
Committee
Board Secretary
Education &
Mobilization
Committee
Active
CBO Group
(Ovada Ward)
Economic
Committee
Active
CBO Group
(Kwamtoro Ward)
Active
CBO Group
(Lalta Ward)
Machine
Operator
Security
Guard
Security
Guard
Machine
Operator
Security
Guard
Machine
Operator
Treasurer
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4.11 CBO Leader CVs.
CV FOR CHAIRPERSON.
Name : Pius Kawa Majengo
Date of birth : 28/12/1947
Place of birth : Baaba
Ward : Ovada
Division : Kwamtoro
District : Kondoa
Region : Dodoma
EDUCATION BACK GROUND:
1955 – 1958 : Kilimba Primary school
1959 – 1962 : (Middle School) STD V – VIII
1963 : Appointed to join Bihawana Secondary school but not attended
due to family problems dearth of mother.
1969 – 1920 :
Correspondence for ROYAL SOCIETY OF ARTS from Britain
1970 & acquire elementary stage certificate in mathematics &
book – keeping.
Other trainings:
• One month management training at 1978.
• One month management & administration training prepared by CCM
• Training on counseling responsibilities 2001 – 2006.
• Management, mobilization and supervision facilitated by WVT/ADP.
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WORKS & PUBLIC ADIMISTRATION EXPERIENCE
I: WORK EXPERIENCE
14
a) 1964 – 1972 : Account clerk (Anglo – American corp.) mineral research
b) 1979 – 1982 : Account assistant
c) 1985 – 1986 : Secretary Primary cooperative society
d) 1986 – 1989 : Village seretary rulling part C.C.M
e) 1993 – 1995 : VEO – Village executive officer
II: UONGOZI:
1. 1961 – 1962 : Chairperson, Kurio student association.
2. 1999 – 2004 : Chairperson Village
3. 2000 –To date : Council ward
4. 1998 – 2004 : secretary (WVT)
5. 2004 – 2005 : chairperson (WVT)
6. 2002 to date : Member of C.C.M executive committee Kondoa District
7. 2003 to date : Member of C.C.M parent committee C.C.M Regional level
: Member of councilor’s discipline
CV – FOR HUSSEIN YUSUPH HUSEIN
NAME : Hussein Yussuph Hussein
DATE OF BIRTH : 08/03/1959
PLACE OF BIRTH : Msera Village
15
ADRESS : S.L.P. Msera/Kwamtoro
MERITAL STATUS :
EDUCATION :
• 1974 : Primary School Education
• 1977 – 1979 :
(Carpenter/Mason) 3years Kurio Technical School.
OTHER TRAINING :
Exposure & learning visits:
• 2001 : Mpunguzi ADP
• 2002 : Shinyanga – Dakawa ADP – ya CBO issues
• 2005 : Njombe – UVIMTA – CBO issues
• 1980 – 1991 : (JWTZ) training management Senior ncos course
Junior ncos Course in Morogoro.
• 1992 – 1998 : Village Executive Officer.
• Book keeping training
• Workshop on management administration & community participant by (TASAF).
• Training on animal reeling Dairy goat’s cluckier bee keeping.
• Training on seed multiplication. Onions seeds Mangola Red and Tengeru 94.
SEMINA NA WARSHA MBALIMBALI:
Seminars and workshops.-
• 2001 – 2004 : World Vision conference in Morogoro, Dodoma leading Kwamtoro ADP as the
Chairperson.
• HIV workshops and seminars under EU-HIV/AIDS Project Centre Zone through Kwamtoro
ADP.
16
CURRICULUM VITAE (CV)
A: PERSONAL INFORMATION
Full name: FRANK MATHEW SAKI
Birth date: 11.08.1962
Place of birth: Kurio village, Kwamtoro division,
District: Kondoa
Region: Dodoma
Nationality: Tanzanian
Marital status: Married with two children.
Contact address:
Kwamtoro ADP
C/o world vision – central zone
P.O.BOX 3113
DODOMA
MOBILE: 0786361164
E. mail: saki_frank@yahoo.com
Residential address:
Magambua village
Lalta ward
Menduse (mandalaa) sub village
B: Schools attended
Kurio primary school 1972 – 1978
Award: primary school leaving certificate
Kurio carpentry and joinery school 1979 -80
St peters junior seminary (Morogoro) 1981- 1987
Award: Certificate of secondary Education Division three 1984
Advanced certificate of Secondary education Division two 1987
Jeshi la kujenga Taifa (JKT) 1987 -1988
Award: Certificate of National Service
C. Other courses/trainings attended
Financial management on job training induction course – Msimbazi centre Dsm
for two weeks – Nov 1988
Chuo cha Polisi Moshi (six months 1993)
Subjects – criminal law
Law of evidence
Criminal procedure act
Investigation and administration
Award: certificate of performance
Computer training (one week) VETA Dodoma – November 2007
Projects proposal writing – (one week) CBHI Kondoa
17
D. Work experience and positions held
Income tax dept (DSM and singida stations)
Position: tax collection assistant II (TCAII) 1988 – 1989
Presidents office – investigation Dept DSM and Mbeya stations) 1991 – 1994
Position: Investigator IV
World Vision – Kwamtoro ADP 1998 to date
Position: Customer Relations services In charge
4.12 CBO certificate of registration.
18
ABOVE: One of the big Sun flower farm at Kwamtoro Village.