LULU UJAUZITO WA KANUMBA BADO UNAO AU UMEUTOA? NATAMANI UJIBU YES
Mdogo wake Kanumba ktk Interview na medias leo asubuhi nyumbani kwa The Late Steven Kanumba
Si inafahamika kuwa Actress Lulu anashikiliwa na polisi ili ahojiwe kuhusu mazingira ya Kifo cha Kanumba,
Sasa Kama ningekua mmoja kati ya maofisa wa upelelezi wa kifo cha The Late Steven Kanumba, leo hii mara baada ya Mwanasheria wa Lulu Kufika basi swali langu la kwanza ningemuuliza Je Ule ujauzito uliopewa na Kanumba uliutoa ama? Natamani ujibu Yes, ili wengi wetu tufarijike, wala usishtuke na hilo swali,
Eeh maana mwezi uliopita zilisambaa taarifa kuwa wawili hao wana mahusiano ya kimahaba, lakini wakakana, na kuhusu Lulu kuwa na ujauzito na Kanumba pia aliruka futi sita,
Sasa Leo hii ndo tumefahamu kuwa kumbe ni kweli walikua wana date,
Sasa vp kuhusu Kale ka ujauzito? Kaujauzito ambao inasemekana kwamba eti Kanumba alikua akimlazimisha Lulu atoe, na Lulu eti alikua akipinga kutoa mimba hiyo.
Hilo ndilo lingekua swali langu la kwanza kwa Actress Lulu Michael, mengine yangefata, Je wewe ungemuuliza nini?
REVO2011
Saturday, April 7, 2012
Tuesday, April 26, 2011
Friday, April 22, 2011
TANZANIA MY COUNTRY
ABOUT TANZANIA
Tanzania, the Land of Kilimanjaro and Zanzibar is where you ought to be. The size of Tanzania is 937,062 sq km and 25% of its landmass is designated and put under national protection as game reserves of full national parks.
Here is where you will breathlessly witness the predators, lions, leopards, antelopes and hyenas, hunting for their meals. There is the boastful elephant, the doubting rhino, buffalo, and the humble giraffe.
There is 1000km of coastline offering the most romantic, magnificent and tropical beaches in Africa, for you to forget the ugly and the beautiful of the land. The untouched white sands beaches in Pemba, Zanzibar, Mafia, Bagamoyo, Dar es Salaam and wide range of African Wildlife Safaris make Tanzania one of the best exciting safari destinations in Africa.
A safari to Tanzania is both fascinating and exciting, shaped by the spectacular balance between the wildlife, beaches, the landscapes and its people.
Throughout your safari you will encounter, and interact with around 120 different ethnic tribes of Tanzania, and when you finally go back home, you will carry with you the rich Tanzanian culture.
STATUS
United Republic of Tanzania
ADMINISTRATIVE CAPITAL
Dodoma (population 85,000), a seat for the Union Parliament, Prime Minister’s office and Ministry for Regional and Local Government.
COMMERCIAL CAPITAL
Dar es Salaam, the main harbor and major trading center
(Population 2.5 million)
AREA
945,087 sq km, comprising Tanzania mainland and islands of Zanzibar and Pemba.
POPULATION
Tanzania now has a population approaching 35,000,000 with the mainland accounting for over 33,500,000 and Zanzibar almost 1,000,000. The annual population growth rate in Tanzania mainland is 2.9 percent and Zanzibar 3.1 percent. Dar es Salaam population is 2,500,000.
LOCAL TIME
GMT + 3
CLIMATE
The climate is warm and humid in coastal regions but regulated by sea breezes. Temperatures range between 24-28oC. October to mid-March is the hottest period and June to September, the coolest. However, the range of temperature is limited: between 25 and 30oC on the coast and between 22 and 27oC in the highlands. The rainy season is from mid-March to the end of June.
LANGUAGE
Kiswahili and English are the official languages.
TELECOMMUNICATIONS
Tanzania Telecommunications Company Limited (TTCL) – landlines telephone service coverage almost throughout the country. Country code is 255 and outgoing international code is 00. In rural areas, international calls must go through the operator. Most towns in Tanzania have direct dialing facilities. Cellular phone companies also providing international roaming-services.
Welcome to Tanzania
Karibu Tanzania
Tanzania, the Land of Kilimanjaro and Zanzibar is where you ought to be. The size of Tanzania is 937,062 sq km and 25% of its landmass is designated and put under national protection as game reserves of full national parks.
Here is where you will breathlessly witness the predators, lions, leopards, antelopes and hyenas, hunting for their meals. There is the boastful elephant, the doubting rhino, buffalo, and the humble giraffe.
There is 1000km of coastline offering the most romantic, magnificent and tropical beaches in Africa, for you to forget the ugly and the beautiful of the land. The untouched white sands beaches in Pemba, Zanzibar, Mafia, Bagamoyo, Dar es Salaam and wide range of African Wildlife Safaris make Tanzania one of the best exciting safari destinations in Africa.
A safari to Tanzania is both fascinating and exciting, shaped by the spectacular balance between the wildlife, beaches, the landscapes and its people.
Throughout your safari you will encounter, and interact with around 120 different ethnic tribes of Tanzania, and when you finally go back home, you will carry with you the rich Tanzanian culture.
STATUS
United Republic of Tanzania
ADMINISTRATIVE CAPITAL
Dodoma (population 85,000), a seat for the Union Parliament, Prime Minister’s office and Ministry for Regional and Local Government.
COMMERCIAL CAPITAL
Dar es Salaam, the main harbor and major trading center
(Population 2.5 million)
AREA
945,087 sq km, comprising Tanzania mainland and islands of Zanzibar and Pemba.
POPULATION
Tanzania now has a population approaching 35,000,000 with the mainland accounting for over 33,500,000 and Zanzibar almost 1,000,000. The annual population growth rate in Tanzania mainland is 2.9 percent and Zanzibar 3.1 percent. Dar es Salaam population is 2,500,000.
LOCAL TIME
GMT + 3
CLIMATE
The climate is warm and humid in coastal regions but regulated by sea breezes. Temperatures range between 24-28oC. October to mid-March is the hottest period and June to September, the coolest. However, the range of temperature is limited: between 25 and 30oC on the coast and between 22 and 27oC in the highlands. The rainy season is from mid-March to the end of June.
LANGUAGE
Kiswahili and English are the official languages.
TELECOMMUNICATIONS
Tanzania Telecommunications Company Limited (TTCL) – landlines telephone service coverage almost throughout the country. Country code is 255 and outgoing international code is 00. In rural areas, international calls must go through the operator. Most towns in Tanzania have direct dialing facilities. Cellular phone companies also providing international roaming-services.
Welcome to Tanzania
Karibu Tanzania
NGO's LEGISTRATION IN TANZANIA
NGO's ACT 2002
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY…………………………………………………… 3
2. BACKGROUND INFORMATION ABOUT NGO………………………… 4
3. LITERATURAL REVIEW……………………………………………………… 7
4. FINDINGS INFORMATION ABOUT NGOs ACT 2002……………………10
THE TANZANIA CODE OF CONDUCT OF THE NGOs …………………11
CONCLUSION …………………………………………………………….. 14
1.0 EXECUTIVE SUMMARY:
NGOs have an annual budgets in the hundreds of millions or billions of shillings. Funding such large budgets demands significant fundraising efforts on the part of most NGOs. Major sources of NGO funding include membership dues, the sale of goods and services, grants from international institutions or national governments, and private donations. The introduction of activity based budgeting that money should be tied to purposes and the evaluation of the results of expenditure are clearly welcome. Similarly welcome in principle is the new split between the functions of budgeting, auditing and financial management. As concerns grants, that their award shall be subject to the principles of transparency and equal treatment and that they may not have the purpose or effect of producing a profit for the beneficiary. In this paper I tried to go around NGO Act of 2002 and analyse it critically whether it is adequate to express financial matters in NGOs in Tanzania.
2.0 BACKGROUND INFORMATION ABOUT NGO.
A Non Governmental Organization (NGO) - is a legally constituted organization created by private persons or organizations with no participation or representation of any government. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non governmental status as far as no government representatives are part of the organization. A non government organization is an association which is based on the common interests of its members, individuals, or institutions, has no governmental status or function, and is not created by a government, nor is its agenda set or implemented by a government.
International non-governmental organizations have a history dating back to at least the mid-nineteenth century. However, the phrase "non-governmental organization" only came into popular use with the establishment of the United Nations Organization in 1945 with provisions in Article 71 of Chapter 10 of the United Nations Charter for a consultative role for organizations which are neither governments nor member states. The definition of "international NGO" (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as "any international organization that is not founded by an international treaty".
Globalization during the 20th century gave rise to the importance of NGOs. Many problems could not be solved within a nation. International treaties and international organizations such as the World Trade Organization were perceived as being too centered on the interests of capitalist enterprises. Some argued that in an attempt to counterbalance this trend, NGOs have developed to emphasize humanitarian issues, developmental aid and sustainable development.
Apart from 'NGO' often alternative terms are used as for example independent sector, volunteer sector, civil society, grassroots organizations, transnational social movement organizations, private voluntary organizations, self-help organizations and non-state actors (NSAs).
A long list of acronyms has developed around the term 'NGO'. These include INGO stands for international NGO, such as Doctors Without Borders / Médecins Sans Frontières; BINGO- business-oriented international NGO, or big international NGO; ENGO- environmental NGO, such as Global 2000; GONGOs are government-operated NGOs, QUANGOs are quasi-autonomous non-governmental organisations, such as the International Organization for Standardization (ISO). (The ISO is actually not purely an NGO, since its membership is by nation, and each nation is represented by what the ISO Council determines to be the 'most broadly representative' standardization body of a nation. That body might itself be a nongovernmental organization; for example, the United States is represented in ISO by the American National Standards Institute, which is independent of the federal government. However, other countries can be represented by national governmental agencies; this is the trend in Europe.) TANGO, short for technical assistance NGO;
NGOs have an annual budgets in the hundreds of millions or billions of shillings. Funding such large budgets demands significant fundraising efforts on the part of most NGOs. Major sources of NGO funding include membership dues, the sale of goods and services, grants from international institutions or national governments, and private donations.
LITERATURAL REVIEW:
There are numerous classifications of NGOs. The typology the World Bank uses divides them into Operational and Advocacy. The primary purpose of an operational NGO is the design and implementation of development-related projects. The primary purpose of an Advocacy NGO is to defend or promote a specific cause. As opposed to operational project management, these organizations typically try to raise awareness, acceptance and knowledge by lobbying, press work and activist events.
NGOs exist for a variety of reasons, usually to further the political or social goals of their members or founders. Examples include improving the state of the natural environment, encouraging the observance of human rights, improving the welfare of the disadvantaged, or representing a corporate agenda. However, there are a huge number of such organizations and their goals cover a broad range of political and philosophical positions. This can also easily be applied to private schools and athletic organizations.
Non Governmental Organization is one part of Non Profit Organization. Is an organization established not for profit making but for service delivery. Other type of Non Profit Organization are General Government which includes central government, city, municipal, town, villages etc, Education that include public schools, community colleges, public universities etc, Health and welfare that include hospitals, health centres, dispensaries etc, Religious and charitable organisations and Civil societies and community based organisations.
Non Profit Organization established because of the following reason, political, social and economic factor, for financial management Finances often more complex than comparable sizes private business and for provision of employments opportunities. The bulk of the public money that NGOs receive comes from national governments, regional and local authorities, and quasi-governmental organization operating at national, regional or local levels. It is not difficult to come across fraud and lack of self-confidence within a NGOs. The prevention of fraud, the enforcement of accountability are the result of introduction of greater transparency. The introduction of activity based budgeting that money should be tied to purposes and the evaluation of the results of expenditure are clearly welcome. Similarly welcome in principle is the new split between the functions of budgeting, auditing and financial management. As concerns grants, that their award shall be subject to the principles of transparency and equal treatment and that they may not have the purpose or effect of producing a profit for the beneficiary.
There is a similarities and different between NPOs and Business Organisation. Some of similarities are Integral part of economic system, they acquire resources to provide goods or services they follow financial management processes, they a applying Financial/Accounting information systems and they always make cost analyses, control and evaluation techniques. Different are as follow, Organizational objectives, NPOs provide services permit, expend resources to serve constituency and operate on year to year basis while business organisations have profit motive, seeks to increase wealth and focus on net income and automatic allocation and regulation device. Sources of financial resources: NPOs have do not make distinction between capital and revenue transactions, owner investments do not exist, depend on taxation (governmental) and grants.
4:0 FINDINGS INFORMATION ABOUT NGOs ACT 2002
The NGO Act was enacted by the Parliament of the United Republic of Tanzania in November 2002, the act provide procedure for registration of Non Governmental Organizations and coordinate and regulate activities of Non Governmental Organizations. The NGO Act of 2002 has seven parts. Part I shows preliminary provision (short title and commencement and interpretation) Part ii explain about administration and coordination of NGOs, Part iii show procedure for registrations of NGOs, Party iv explain about levels of registration, Part v gives details about accountability and self regulation of NGOs, Part vi explain about offences and penalties and part vii explain about miscellaneous provision.
NGO Act 2002 expressed about financial matter of NGOs in section 8(1) & (2), section 9(1) & (2), (3), (4) and section 10(1). Section 8. -(1) The Act explain about source of funds of the NGOs as follows- (a) any sums as may be appropriate by the Parliament; (b) funds or assets which may vest in or accrue to the Board from other sources by way of fees, grants or in any other way (c) any sums which the Board may borrow for its own purpose, (2) The Board may- (a) invest any of its funds in securities in which the trustees may, by law deal in any trust fund or in any other securities, which the Board may determine; and (b) deposit with a bank any money not immediately required for the use by the Board. 9. -(1) The Board shall, before the commencement of a financial year, cause to be prepared, estimates of the revenue and expenditure for that year (2) The annual estimates shall make provision for all estimated expenditure of the Board for a financial year concerned, and the Board shall in particular, approve recurrent and development expenditure. (3) The annual estimates shall be submitted to the Minister who shall cause them to be laid before the National Assembly within three months from the date of their submission to him. (4) No expenditure shall be incurred for the purpose of the Board except in accordance with the annual estimates. 10. -(1) The Board shall keep proper books of accounts.
THE TANZANIA CODE OF CONDUCT OF THE NGOs:
The Tanzania Code of Conduct of the NGO made pursuant to section 27 of the NGOs Act number 24 of 2002. The Code of conduct bearing in mind about NGOs self regulation, improvement of NGOs image to the public, equality of NGOs in status, right of existence for every registered NGO, importance of each NGO. Section 6.2 of NGO Code of Conduct state that a nonprofit organization in its capacity as both applicant and donor, complies with generally accepted funding principles, uses only justified and transparent budgets and avoids duplication in funding.
Section 7 explain about responsibility and accountability of NGOs as follow a nonprofit organization is accountable its activities and is responsible to the founders, members, stakeholders, supporters, donors and the general public. A nonprofit organization considers important readiness to account for its activities, achieved through professional management, internal accountability and pursuing generally accepted accounting principles. A nonprofit organization discloses a report of its activities and finances at least once a year.
IMPORTANCE OF ACCOUNTING IN NGOs
Accounting is used to facilitate long term and short term decisions through provision of information to those responsible for managing organisations. Long term decisions (involves capital investment decisions) are those where the time value of money becomes significant. Short term decisions (involves output, product mix, inventory level and pricing) those that can be altered within a time span where the effect of time value of money can be neglected.
Accounting is the process of identifying, measuring and communicating information to permit informed judgments and decisions by users of the information. Accounting is a language of business because people in the business world – owners, managers, bankers, stockbrokers, investors all use accounting terms and concepts to describe the resources and the activities of every business, large and small. It provides an accurate record of what has happened to a business over a specified period of time. Information helps the owner or the manager operate the business much more effectively.
As long as NGOs are receiving fund from different sources and as long they are required to use that funds in a specific issued NGOs are required to keep records concerning finance through accounting principles. To capture information concerning revenues (receipts) and expenses (payment voucher), organizations have to maintain records.
For a small organization (NGOs and other NPOs) simple bookkeeping system may be appropriate but as organization grows and takes on a number of projects and having different sources of funding accounting system will become more sophisticated, Accounting records falls into two categories - Supporting documents & Book of accounts.
CONCLUSION:
NGO Act of 2002 provide procedure for registration of Non Governmental Organizations and coordinate and regulate activities of Non Governmental Organizations. The act express financial matters in NGOs in Tanzania, it give detail about source of funds, preparation of estimates of the revenue and expenditure, restriction to make NGO spend their funds according to annual budget and restriction that NGO Board shall keep proper books of accounts. The problem of the act is that the regulation and standard laid down are not performed by the NGOs. Great Numbers of NGOs are mushrooming for the purpose of taking care the needs of the people. But most of them are existing for the benefits of the founder members, now days NGOs are established to give employment to the graduates and sometimes are used by the donors staffs as the means of making money. The act didn’t mention about the legal action toward those who use funds directed to the community for their person use. Most of NGOs have no even an office where they can operate but they receive a lot of money from donors, some are operating in a family basis. NGO Act 2002 doesn’t show standards form of NGO that why whoever wish to establish that organization can start it without any critical restriction. That is to say NGOs Act is their but it is not sufficient in supervision of NGOs and its financial matters.
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY…………………………………………………… 3
2. BACKGROUND INFORMATION ABOUT NGO………………………… 4
3. LITERATURAL REVIEW……………………………………………………… 7
4. FINDINGS INFORMATION ABOUT NGOs ACT 2002……………………10
THE TANZANIA CODE OF CONDUCT OF THE NGOs …………………11
CONCLUSION …………………………………………………………….. 14
1.0 EXECUTIVE SUMMARY:
NGOs have an annual budgets in the hundreds of millions or billions of shillings. Funding such large budgets demands significant fundraising efforts on the part of most NGOs. Major sources of NGO funding include membership dues, the sale of goods and services, grants from international institutions or national governments, and private donations. The introduction of activity based budgeting that money should be tied to purposes and the evaluation of the results of expenditure are clearly welcome. Similarly welcome in principle is the new split between the functions of budgeting, auditing and financial management. As concerns grants, that their award shall be subject to the principles of transparency and equal treatment and that they may not have the purpose or effect of producing a profit for the beneficiary. In this paper I tried to go around NGO Act of 2002 and analyse it critically whether it is adequate to express financial matters in NGOs in Tanzania.
2.0 BACKGROUND INFORMATION ABOUT NGO.
A Non Governmental Organization (NGO) - is a legally constituted organization created by private persons or organizations with no participation or representation of any government. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non governmental status as far as no government representatives are part of the organization. A non government organization is an association which is based on the common interests of its members, individuals, or institutions, has no governmental status or function, and is not created by a government, nor is its agenda set or implemented by a government.
International non-governmental organizations have a history dating back to at least the mid-nineteenth century. However, the phrase "non-governmental organization" only came into popular use with the establishment of the United Nations Organization in 1945 with provisions in Article 71 of Chapter 10 of the United Nations Charter for a consultative role for organizations which are neither governments nor member states. The definition of "international NGO" (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as "any international organization that is not founded by an international treaty".
Globalization during the 20th century gave rise to the importance of NGOs. Many problems could not be solved within a nation. International treaties and international organizations such as the World Trade Organization were perceived as being too centered on the interests of capitalist enterprises. Some argued that in an attempt to counterbalance this trend, NGOs have developed to emphasize humanitarian issues, developmental aid and sustainable development.
Apart from 'NGO' often alternative terms are used as for example independent sector, volunteer sector, civil society, grassroots organizations, transnational social movement organizations, private voluntary organizations, self-help organizations and non-state actors (NSAs).
A long list of acronyms has developed around the term 'NGO'. These include INGO stands for international NGO, such as Doctors Without Borders / Médecins Sans Frontières; BINGO- business-oriented international NGO, or big international NGO; ENGO- environmental NGO, such as Global 2000; GONGOs are government-operated NGOs, QUANGOs are quasi-autonomous non-governmental organisations, such as the International Organization for Standardization (ISO). (The ISO is actually not purely an NGO, since its membership is by nation, and each nation is represented by what the ISO Council determines to be the 'most broadly representative' standardization body of a nation. That body might itself be a nongovernmental organization; for example, the United States is represented in ISO by the American National Standards Institute, which is independent of the federal government. However, other countries can be represented by national governmental agencies; this is the trend in Europe.) TANGO, short for technical assistance NGO;
NGOs have an annual budgets in the hundreds of millions or billions of shillings. Funding such large budgets demands significant fundraising efforts on the part of most NGOs. Major sources of NGO funding include membership dues, the sale of goods and services, grants from international institutions or national governments, and private donations.
LITERATURAL REVIEW:
There are numerous classifications of NGOs. The typology the World Bank uses divides them into Operational and Advocacy. The primary purpose of an operational NGO is the design and implementation of development-related projects. The primary purpose of an Advocacy NGO is to defend or promote a specific cause. As opposed to operational project management, these organizations typically try to raise awareness, acceptance and knowledge by lobbying, press work and activist events.
NGOs exist for a variety of reasons, usually to further the political or social goals of their members or founders. Examples include improving the state of the natural environment, encouraging the observance of human rights, improving the welfare of the disadvantaged, or representing a corporate agenda. However, there are a huge number of such organizations and their goals cover a broad range of political and philosophical positions. This can also easily be applied to private schools and athletic organizations.
Non Governmental Organization is one part of Non Profit Organization. Is an organization established not for profit making but for service delivery. Other type of Non Profit Organization are General Government which includes central government, city, municipal, town, villages etc, Education that include public schools, community colleges, public universities etc, Health and welfare that include hospitals, health centres, dispensaries etc, Religious and charitable organisations and Civil societies and community based organisations.
Non Profit Organization established because of the following reason, political, social and economic factor, for financial management Finances often more complex than comparable sizes private business and for provision of employments opportunities. The bulk of the public money that NGOs receive comes from national governments, regional and local authorities, and quasi-governmental organization operating at national, regional or local levels. It is not difficult to come across fraud and lack of self-confidence within a NGOs. The prevention of fraud, the enforcement of accountability are the result of introduction of greater transparency. The introduction of activity based budgeting that money should be tied to purposes and the evaluation of the results of expenditure are clearly welcome. Similarly welcome in principle is the new split between the functions of budgeting, auditing and financial management. As concerns grants, that their award shall be subject to the principles of transparency and equal treatment and that they may not have the purpose or effect of producing a profit for the beneficiary.
There is a similarities and different between NPOs and Business Organisation. Some of similarities are Integral part of economic system, they acquire resources to provide goods or services they follow financial management processes, they a applying Financial/Accounting information systems and they always make cost analyses, control and evaluation techniques. Different are as follow, Organizational objectives, NPOs provide services permit, expend resources to serve constituency and operate on year to year basis while business organisations have profit motive, seeks to increase wealth and focus on net income and automatic allocation and regulation device. Sources of financial resources: NPOs have do not make distinction between capital and revenue transactions, owner investments do not exist, depend on taxation (governmental) and grants.
4:0 FINDINGS INFORMATION ABOUT NGOs ACT 2002
The NGO Act was enacted by the Parliament of the United Republic of Tanzania in November 2002, the act provide procedure for registration of Non Governmental Organizations and coordinate and regulate activities of Non Governmental Organizations. The NGO Act of 2002 has seven parts. Part I shows preliminary provision (short title and commencement and interpretation) Part ii explain about administration and coordination of NGOs, Part iii show procedure for registrations of NGOs, Party iv explain about levels of registration, Part v gives details about accountability and self regulation of NGOs, Part vi explain about offences and penalties and part vii explain about miscellaneous provision.
NGO Act 2002 expressed about financial matter of NGOs in section 8(1) & (2), section 9(1) & (2), (3), (4) and section 10(1). Section 8. -(1) The Act explain about source of funds of the NGOs as follows- (a) any sums as may be appropriate by the Parliament; (b) funds or assets which may vest in or accrue to the Board from other sources by way of fees, grants or in any other way (c) any sums which the Board may borrow for its own purpose, (2) The Board may- (a) invest any of its funds in securities in which the trustees may, by law deal in any trust fund or in any other securities, which the Board may determine; and (b) deposit with a bank any money not immediately required for the use by the Board. 9. -(1) The Board shall, before the commencement of a financial year, cause to be prepared, estimates of the revenue and expenditure for that year (2) The annual estimates shall make provision for all estimated expenditure of the Board for a financial year concerned, and the Board shall in particular, approve recurrent and development expenditure. (3) The annual estimates shall be submitted to the Minister who shall cause them to be laid before the National Assembly within three months from the date of their submission to him. (4) No expenditure shall be incurred for the purpose of the Board except in accordance with the annual estimates. 10. -(1) The Board shall keep proper books of accounts.
THE TANZANIA CODE OF CONDUCT OF THE NGOs:
The Tanzania Code of Conduct of the NGO made pursuant to section 27 of the NGOs Act number 24 of 2002. The Code of conduct bearing in mind about NGOs self regulation, improvement of NGOs image to the public, equality of NGOs in status, right of existence for every registered NGO, importance of each NGO. Section 6.2 of NGO Code of Conduct state that a nonprofit organization in its capacity as both applicant and donor, complies with generally accepted funding principles, uses only justified and transparent budgets and avoids duplication in funding.
Section 7 explain about responsibility and accountability of NGOs as follow a nonprofit organization is accountable its activities and is responsible to the founders, members, stakeholders, supporters, donors and the general public. A nonprofit organization considers important readiness to account for its activities, achieved through professional management, internal accountability and pursuing generally accepted accounting principles. A nonprofit organization discloses a report of its activities and finances at least once a year.
IMPORTANCE OF ACCOUNTING IN NGOs
Accounting is used to facilitate long term and short term decisions through provision of information to those responsible for managing organisations. Long term decisions (involves capital investment decisions) are those where the time value of money becomes significant. Short term decisions (involves output, product mix, inventory level and pricing) those that can be altered within a time span where the effect of time value of money can be neglected.
Accounting is the process of identifying, measuring and communicating information to permit informed judgments and decisions by users of the information. Accounting is a language of business because people in the business world – owners, managers, bankers, stockbrokers, investors all use accounting terms and concepts to describe the resources and the activities of every business, large and small. It provides an accurate record of what has happened to a business over a specified period of time. Information helps the owner or the manager operate the business much more effectively.
As long as NGOs are receiving fund from different sources and as long they are required to use that funds in a specific issued NGOs are required to keep records concerning finance through accounting principles. To capture information concerning revenues (receipts) and expenses (payment voucher), organizations have to maintain records.
For a small organization (NGOs and other NPOs) simple bookkeeping system may be appropriate but as organization grows and takes on a number of projects and having different sources of funding accounting system will become more sophisticated, Accounting records falls into two categories - Supporting documents & Book of accounts.
CONCLUSION:
NGO Act of 2002 provide procedure for registration of Non Governmental Organizations and coordinate and regulate activities of Non Governmental Organizations. The act express financial matters in NGOs in Tanzania, it give detail about source of funds, preparation of estimates of the revenue and expenditure, restriction to make NGO spend their funds according to annual budget and restriction that NGO Board shall keep proper books of accounts. The problem of the act is that the regulation and standard laid down are not performed by the NGOs. Great Numbers of NGOs are mushrooming for the purpose of taking care the needs of the people. But most of them are existing for the benefits of the founder members, now days NGOs are established to give employment to the graduates and sometimes are used by the donors staffs as the means of making money. The act didn’t mention about the legal action toward those who use funds directed to the community for their person use. Most of NGOs have no even an office where they can operate but they receive a lot of money from donors, some are operating in a family basis. NGO Act 2002 doesn’t show standards form of NGO that why whoever wish to establish that organization can start it without any critical restriction. That is to say NGOs Act is their but it is not sufficient in supervision of NGOs and its financial matters.
challenges facing TANESCO
Regulator Ewura approved the Tanesco request to hike electricity tariff by 18.5 per cent from January 2011. Tanesco’s original requests were to hike the utility’s tariff by 34.6 per cent in 2011, by 13.8 per cent in 2012 and by 13.9 per cent in 2013! Ewura has approved the 18.5 per cent for 2011 to start with.
Among the key reasons for the Tanesco requests is its high operational cost. Hiked prices are not good for consumers, Tanesco itself and indeed for the national economy. There is a need to discuss whether the price hike is the appropriate solution for the complex challenges encountered by Tanesco.
Below are the some of challenges faced by Tanesco and whether price hike is the appropriate solution.
1. Public monopoly status as a problem
Among the core sources of the problems and challenges facing Tanesco is its duo status first as a public enterprise and second as a monopolist. When the two characteristics are combined it becomes even more of a complex situation. As a public enterprise Tanesco lacks the dynamism, vibrancy, innovativeness, autonomy and competitiveness needed for high performance in the market place. As a state owned enterprise in the market place, it has to save and please two masters – the state and the market. This is a tricky balancing act.
As a monopolist Tanesco has no incentive to become competitive in terms of price, quality and timely delivery. Consumers wanting the utility supplied by this monopolist have no alternative supplier. Solution to the combined evils of public ownership and monopolistic characteristics cannot be tariff hike. The appropriate solution lies in letting go and kissing goodbye the state ownership and control as well as the monopolistic status of Tanesco.
2. Inability to enjoy economies of scale
Large as it is and with a customer base of about 15 per cent only of the country population, the overhead costs for Tanesco should be very high. It denies itself of an opportunity to increase its customer base which would shoulder its colossal costs. Entry into Tanesco ‘net’ is prohibited by huge charges involved in getting hooked to this utility. Instead of hiking tariff, it would be more strategic for Tanesco to reduce substantially the entry costs its customers pay in form of paying for poles, wires, meters and other equipment.
It would also be more strategically correct to reduce the tariff thereby luring more customers that would make Tanesco’s enjoyment of economies of scale possible. Tanesco needs to think of long-, medium and short-term options. With the request to hike tariff by 13.9 per cent come 2013 one misses the medium and even long term solutions by Tanesco.
3.High operational costs
Giant as it is, Tanesco is likely to be confronted by colossal operational costs. These include such fixed costs as salaries, incentives, administrative costs, insurance and contractual payments for some of its suppliers even when not using their inputs. Operational costs in inflation-ridden economy will always increase with time.
If this is to be ‘solved’ by increasing electricity tariff as signalled in the Tanesco requests to hike tariff up to 2013 (at least), consumers will always suffer. Therefore sustainable and appropriate solution lies in containing these costs not in hiking tariff. Brains and think tanks to identify and advice on how to reduce such costs are available in the market.
4.Operational inefficiencies
Due to a number of inefficiencies, Tanesco is likely to be facing a number of technical and commercial losses. Reasons include power leakages, inefficient collection of billed consumption, use of labour intensive billing system in form of meter readers and much more. The uncollected revenues in form of long outstanding debts/bad debts can be solved by proper revenue collection including mechanization in form of the pre-paid LUKU system.
Inefficiencies in form of frequent power cuts and rationing due to problems on the factor-inputs supply side should not be solved by tariff hikes. Issues like shortage of water in dams and gas supply as well as technical problems of machinery due to breakdowns and long servicing cannot be fixed by tariff hikes either. Solutions to operational inefficiencies lie home in instalment of operationally efficient systems and procedures.
5.Political interference
Public enterprises tend to be confronted by political interference of various kinds and magnitudes. The needed decision-making and operational autonomy to save the market tends to be wanting. Captains of such enterprises tend to find their hands tied. There tends to be too many cooks in the kitchen of such enterprises therefore the soup gets spoiled.
The dog finds itself being called from so many directions – including government and the market – that it gets confused. Tanesco as a public enterprise is not likely to be an exception to this rather unfortunate state of affairs. Solution to this lies in having political hands off the decision making and operations of Tanesco not in perpetual hiking of tariffs.
Way forward
Of late Tanesco has been highly discussed and criticized. Such free inputs for improvement of the seemingly sleeping giant is among the best Christmas and New Year gifts for the company and the government that owns it. Taking the inputs positively and working on them in order to emerge stronger and taller from the current situation is among the best ways forward
Among the key reasons for the Tanesco requests is its high operational cost. Hiked prices are not good for consumers, Tanesco itself and indeed for the national economy. There is a need to discuss whether the price hike is the appropriate solution for the complex challenges encountered by Tanesco.
Below are the some of challenges faced by Tanesco and whether price hike is the appropriate solution.
1. Public monopoly status as a problem
Among the core sources of the problems and challenges facing Tanesco is its duo status first as a public enterprise and second as a monopolist. When the two characteristics are combined it becomes even more of a complex situation. As a public enterprise Tanesco lacks the dynamism, vibrancy, innovativeness, autonomy and competitiveness needed for high performance in the market place. As a state owned enterprise in the market place, it has to save and please two masters – the state and the market. This is a tricky balancing act.
As a monopolist Tanesco has no incentive to become competitive in terms of price, quality and timely delivery. Consumers wanting the utility supplied by this monopolist have no alternative supplier. Solution to the combined evils of public ownership and monopolistic characteristics cannot be tariff hike. The appropriate solution lies in letting go and kissing goodbye the state ownership and control as well as the monopolistic status of Tanesco.
2. Inability to enjoy economies of scale
Large as it is and with a customer base of about 15 per cent only of the country population, the overhead costs for Tanesco should be very high. It denies itself of an opportunity to increase its customer base which would shoulder its colossal costs. Entry into Tanesco ‘net’ is prohibited by huge charges involved in getting hooked to this utility. Instead of hiking tariff, it would be more strategic for Tanesco to reduce substantially the entry costs its customers pay in form of paying for poles, wires, meters and other equipment.
It would also be more strategically correct to reduce the tariff thereby luring more customers that would make Tanesco’s enjoyment of economies of scale possible. Tanesco needs to think of long-, medium and short-term options. With the request to hike tariff by 13.9 per cent come 2013 one misses the medium and even long term solutions by Tanesco.
3.High operational costs
Giant as it is, Tanesco is likely to be confronted by colossal operational costs. These include such fixed costs as salaries, incentives, administrative costs, insurance and contractual payments for some of its suppliers even when not using their inputs. Operational costs in inflation-ridden economy will always increase with time.
If this is to be ‘solved’ by increasing electricity tariff as signalled in the Tanesco requests to hike tariff up to 2013 (at least), consumers will always suffer. Therefore sustainable and appropriate solution lies in containing these costs not in hiking tariff. Brains and think tanks to identify and advice on how to reduce such costs are available in the market.
4.Operational inefficiencies
Due to a number of inefficiencies, Tanesco is likely to be facing a number of technical and commercial losses. Reasons include power leakages, inefficient collection of billed consumption, use of labour intensive billing system in form of meter readers and much more. The uncollected revenues in form of long outstanding debts/bad debts can be solved by proper revenue collection including mechanization in form of the pre-paid LUKU system.
Inefficiencies in form of frequent power cuts and rationing due to problems on the factor-inputs supply side should not be solved by tariff hikes. Issues like shortage of water in dams and gas supply as well as technical problems of machinery due to breakdowns and long servicing cannot be fixed by tariff hikes either. Solutions to operational inefficiencies lie home in instalment of operationally efficient systems and procedures.
5.Political interference
Public enterprises tend to be confronted by political interference of various kinds and magnitudes. The needed decision-making and operational autonomy to save the market tends to be wanting. Captains of such enterprises tend to find their hands tied. There tends to be too many cooks in the kitchen of such enterprises therefore the soup gets spoiled.
The dog finds itself being called from so many directions – including government and the market – that it gets confused. Tanesco as a public enterprise is not likely to be an exception to this rather unfortunate state of affairs. Solution to this lies in having political hands off the decision making and operations of Tanesco not in perpetual hiking of tariffs.
Way forward
Of late Tanesco has been highly discussed and criticized. Such free inputs for improvement of the seemingly sleeping giant is among the best Christmas and New Year gifts for the company and the government that owns it. Taking the inputs positively and working on them in order to emerge stronger and taller from the current situation is among the best ways forward
Friday, April 15, 2011
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