By The Respondent Reporter
Mufindi– In a landscape where most local governments remain heavily dependent on central government funding, Mufindi District Council is charting a different course one defined by financial independence and strategic investment of locally generated revenue.
With 60 percent of its internal income allocated to development projects, the council has emerged as a national example of what self-reliant local governance can achieve.
According to Mufindi District Executive Director, Mr. Mashaka Mfaume, the council projects to collect Tsh 9.3 billion in the 2024/25 financial year from its own sources.
In a bold policy move, 60 percent of that revenue has been committed to development initiatives, with a strong focus on health and education.
“This isn’t just about managing resources it’s about transforming them into tangible services for our people,” said Mr. Mfaume during the council’s third-quarter meeting.
He cited the construction of Iramba Girls Secondary School, Kibengu Secondary School, and three new health centres in Iyalimba, Mapanda, and Mninga as evidence of what can be accomplished without waiting for central government disbursements.
Mufindi’s approach dovetails with national priorities that call for greater accountability and innovation at the local level.
Prime Minister Kassim Majaliwa, during a visit to the district in July 2024, praised the council for its forward-thinking strategy while laying the foundation stone for Iramba Girls Secondary School.
He called on other councils to emulate Mufindi’s model of using local revenues to deliver high-impact community projects.
The endorsement signals growing national interest in decentralizing not just responsibilities, but also the financial autonomy needed to fulfill them. Mufindi’s initiative echoes the goals of Tanzania’s Third Five-Year Development Plan (FYDP III), which stresses citizen-centered service delivery and fiscal discipline at the local level.
Council Chairman Mr. Festo Mgina highlighted that the benefits of this policy shift are already being felt across the district.
"From classrooms to health centres, every ward is seeing the results of what can happen when we commit our own resources to development," he said.
District Commissioner Dr. Linda Salekwa echoed the sentiment, noting that Mufindi’s strategy is earning widespread recognition.
“Every visiting official has taken note of our progress. We are no longer waiting for support we’re leading through action.”he added
The strategy has also strengthened public confidence in local government. Residents can clearly see how their tax contributions are being invested, fostering a sense of ownership and accountability.
Still, Mufindi’s success is not without limitations. A model that relies heavily on local revenue requires strong administrative capacity, consistent income streams, and transparency in financial management—elements that may not be present in all districts.
Economic fluctuations, natural disasters, or political changes could disrupt revenue flows. The council will also need to ensure that resource allocation remains equitable, especially as development needs grow and diversify.
Moreover, for such a model to scale nationally, other districts will require capacity-building, fiscal reforms, and governance frameworks that support local autonomy without compromising national standards.
Despite these challenges, Mufindi's experience offers a compelling case for empowering local governments with both the responsibility and the resources to drive development.
It demonstrates that when councils are entrusted with fiscal tools and make community-focused decisions, they can achieve measurable impact without overreliance on central government transfers.
As Tanzania explores deeper decentralization and fiscal reform, Mufindi stands out not just as a success story—but as a blueprint for sustainable, locally driven development.
Source Citizen
