DAR-ES-SALAAM INSTITUTE OF TECHNOLOGY

P.O.BOX 2958, Dar-es-salaam, Tanzania

Telephone +255-(0) 22-2150174, +255-(0) 22-2152496,
Facsimile +255-(0) 22-2152504,
E-mail principal@dit.ac.tz
Website http://www.dit.ac.tz

THE ESTABLISHMENT OF CENTER FOR MAINTENANCE MANAGEMENT

NETWORK

OCTOBER 2010
EXECUTIVE SUMMARY
The lack of proper maintenance in most developing countries has lead to poor
performance (and in some cases the collapse) of institutions, communication facilities,
road networks and other infrastructure. This, in turn has constrained socio-economic
development and let to increase in the level of poverty. It has also increased the debt
burden as countries borrow more money to improve performance of inefficient
(sometimes even to replace collapse).

Poor maintenance is not only due to low technical and managerial skills but also a result
of the attitude of society towards care, valuation and protection of equipment and
machinery. There is therefore need to instill, into the population, a set of attitudes,
consciousness, value systems and behaviour that is favourable to maintenance. This is
promotion of culture of maintenance.

The proposed project aims at the creation of maintenance skilled manpower for the
efficient handling of both operational aspects of maintenance and sensitization aspects
and thus creates awareness within the society at large. It will serve as a long-term strategy
for poverty alleviation because the lack of maintenance and the resulting weak
infrastructure causes poor communication especially in the rural areas, poor access to
social services, low productivity, high operating costs and depressed incomes for the vast
majority of the population. Even the sustainability of widely acclaimed community
projects for poverty alleviation will be difficult without a maintenance culture.

The project proposes to establish a National Centre and Network for maintenance as well
as for Public Private Partnership for practical maintenance programmes to serve five
zones within the country – Tanzania. The centre and the secretariat for the Network will
be located at the Dar es Salaam Institute of Technology (DIT) in Tanzania .The project
could well serve as a test model, which would well be extended in the course to other
countries both in Africa and in other regions of the world.

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The proposed programme of the Centre will focus on multidisciplinary experiential
training activities. It will provide training for trainers, which will involve the transfer of
technical and managerial skills and expertise. The Centre will also manage a programme
for social engineering aimed at sensitization and awareness creation. The network will
provide a medium for the sharing of experience.

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TABLE OF CONTENTS
EXECUTIVE SUMMARY.................................................................................................ii
A.1 Maintenance..............................................................................................................1
A.2: CULTURE OF MAINTENANCE..........................................................................2
A.3 : CULTURE OF MAINTENANCE AS A MODEL APPROACH TO POVERTY
REDUCTION..................................................................................................................3
A.6: INSTITUTIONAL FRAMEWORK ......................................................................4
B. PROJECT JUSTIFICATION......................................................................................4
B1: PROBLEMS TO BE ADDRESSED........................................................................4
B.2 RESPONSE FROM MAINTENANCE MANAGEMENT STAKEHOLDERS......6
B.3 END OF PROJECT SITUATION (EXPECTED OUTPUTS AND BENEFITS)....7
B.3: TARGET BENEFICIARIES .................................................................................8
B.4: CENTER OF MAINTENANCE NETWORK STRATEGY AND
IMPLEMENTATION ARRANGEMENTS....................................................................8
B.5: REASONS FOR DONOR ASSISTANCE ..........................................................12
B.6: SPECIAL CONSIDERATION ............................................................................12
B.7: COUNTERPART SUPPORT CAPACITY..........................................................12

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A.........................................................................................................................CONTEXT

A.1 Maintenance

In several African countries, maintenance organizations and infrastructures are very

weak. One of the reasons accounting for these appalling situations is the lack of proper
maintenance. The failure to carry out simple and routine maintenance such as cleaning,
lubricating and prompt replacement of worn out parts have sometimes led to the collapse
of whole maintenance organizations and expensive projects. Huge investments in roads,
buildings and utilities have been rendered worthless because of lack of maintenance. This
has affected the delivery of goods and services and in turn socio-economic development
in general. The collapse of road networks, for instance has made the movement of
industrial and agriculture products within most African countries very difficult and
expensive. This has adversely affected the profitability of local industries, productivity of
the agricultural sector and cost of living of the population. In a similar manner, the lack
of maintenance has led to increase in the cost and declines in the reliability of most
services especially utilities such as electricity and telecommunications. Training
institutions have also not been spared in this; and the result is that human resource
capacity building especially in science and technology is on the decline.

The above description of the experience in Africa over the last two decades or so suggest
that sustainable and competitive development in the continent now and in future will
depend more on efficient and timely maintenance of established facilities and not just on
investment to establish new production facilities. Clearly, rapid and sustainable
improvement of social and economic welfare of the people in the continent will depend
on efficient maintenance and rehabilitation of existing facilities such as schools,
hospitals, roads, buildings, electricity and water supply systems and manufacturing
enterprises.

It has been stated many times that poor infrastructure is one of the root causes of poverty.
For instance, poor road conditions and other communication facilities in rural areas limit

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access by farmers to markets and this, in turn, adversely affects their incomes. In most
cases the weak infrastructure is clearly due to lack of maintenance. And it can further be
argued that any amount of investment in projects in the country, and as indeed in the
region, will not be sustained unless there is a culture of maintenance instilled into the
population. Adequate financial and human resources capabilities to undertake
maintenance operations and activities should as well be considered.

Poor maintenance is also partly responsible for the high debt burden as the life spans of
infrastructures become shorter. Better maintenance means longer life spans for
investment and therefore less need for capital loans. It is obvious that heavy debt burden
and the high level of debt servicing is also a cause of poverty. Poor maintenance and
resulting weak infrastructure adversely affects access by rural communities of
information that is vital for the exercise of their civic and political rights. Good
governance thus, can not be realized and flourish under such environment .Poor
maintenance is also, a proxy measure of quality of political leadership and governance of
a country. Most of the above-mentioned negative consequences of poor maintenance (e.g.
poor infrastructure, increased poverty and the debt burden) often impact
disproportionately on women especially in the rural areas. Clearly, therefore, one way in
which African countries, such as Tanzania, can improve and upgrade production
capacities in their economies, minimize the debt burden and thus reduce substantially
levels of poverty amongst their people, is through developing, enhancing and deploying
relevant local capabilities for the efficient maintenance of their established facilities.
Hence, the development of maintenance skills and expertise, through training and other
forms of ‘learning’ is important. Equally important is the establishment of facilities for
maintenance training. This includes maintenance laboratories and programmes for the
provision of tools and instruments for maintenance.

A.2: CULTURE OF MAINTENANCE

The problem of maintenance cannot be fully addressed by focusing only on the transfer
and acquisition of technical and managerial skills, although this is certainly very
important. Efforts should also be directed at imbibing, in the population, a set of attitudes,

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consciousness and behaviour that is favourable and positive to maintenance (i.e. creating
a culture of maintenance). In elaborating the concept of culture of maintenance it must be
first emphasized that the word ‘culture’ is not restricted solely to artifacts or symbols or
languages or music or stones. Culture is basically a way of life of a people and includes
techniques, habits, beliefs and value systems that are passed from one generation on to
another. Thus, culture of maintenance includes the knowledge of the cost/benefit of
maintenances and the skills and expertise to carry out maintenance, plus, also the
awareness and appreciation of the need for maintenance. This conceptualization of
culture is very well captured in the Swahili saying, ‘usipoziba ufa utajenga ukuta’ –
meaning broadly – a stitch in time saves nine. Fundamentally, thus, culture of
maintenance embraces the way a society values the process for the prolongation of the
efficient use of equipment, facilities and infrastructure. Therefore, culture of maintenance
has two main sets of components: the operational aspects and the socio – cultural aspects.
The former includes technical skills and managerial expertise while the latter comprises
of the attitudes, behaviour and consciousness of the need to perform maintenance work.
The promotion of maintenance is in reality, a holistic approach to the problem of
maintenance.

A.3 : CULTURE OF MAINTENANCE AS A MODEL APPROACH TO

POVERTY REDUCTION
An increasingly large number of people are coming to realize that the absence of
maintenance culture is, to a very large extent, responsible for the poor state of equipment
and national infrastructure in general. It is no longer just a matter of lack of operational
maintenance skills and expertise. It is a question of attitude which needs to be addressed.
Absence of a culture of maintenance increases poverty because it adversely affects
transportation costs, the road infrastructure, the production and marketing of products
from agricultural activities and the delivery of social services. It also leads to increase in
the public debt whose repayment impacts negatively all economic activities and the
income level of the population. Thus, the promotion of a culture of maintenance
(including all its components) in poor countries can be a useful strategy for poverty
reduction. It is therefore proposed that a pilot project for the promotion of a culture of

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maintenance as a strategy for poverty reduction is put in place in Tanzania. This will
serve as a model which, if successful, will be ‘replicated’ and extended to other countries
.in Africa and indeed in other regions facing comparable maintenance problems

The establishment of a centre for Maintenance in Tanzania is thus, an attempt to tackle

one of the major development problems facing the developing world. The centre will
address issues related to the problem of maintaining facilities and infrastructure.

A.6: INSTITUTIONAL FRAMEWORK

There exists a number of organizations which carry out maintenance-related activities
and programmes in many African countries. These activities include technical training in
repair and maintenance of equipment, short courses and seminars on maintenance
management and procedures. These are, oftentimes carried out in institutions such as
universities, colleges, polytechnics and vocational training centers. However, there exists
no national institutional framework or structure with responsibility to foster collaboration
among the various training centre so as to optimize the use of the limited training
resources.

B. PROJECT JUSTIFICATION
The proposed Center for Maintenance Network is very important as it will address crucial
development problems that have led to increased poverty especially in rural areas. The
absence of a maintenance culture and lack of networking among maintenance
stakeholders has led to the collapse of infrastructures and environmental degradation,
leading to slow economic activity, low incomes and increased drudgery and sufferings
especially of the rural women.

B1: PROBLEMS TO BE ADDRESSED

The proposed Center for Maintenance Network will address two main problems outlined
below, pertaining to the issue of culture of maintenance in Tanzania. It is suggested that
the absence of culture of maintenance in the country can be addressed if these two
problems are solved.

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Problem 1: No co-ordination and promotion of culture of maintenance
As earlier stated, past efforts aimed at tackling the problem of poor maintenance in
African countries and in particular Tanzania have focused on the acquisition of skills and
the formulation of policies for effective technology management. Individual countries as
well as their development partners and donors have engaged in activities that promoted
and strengthened only the operational aspects of maintenance lacking also in co-
ordination. This strategy was promised on the assumption that poor performance or
failure of equipment was due to the lack of skills, know- how and expertise to undertake
repair and maintenance activities. No consideration was given to the possibility that the
absence of the will or the desire or interest and commitment to undertake repair and
maintenance jobs is also an important factor.

Indeed, since most of the breakdown occurs in organizations and industries with an
adequate pool of highly trained technical manpower, it is arguable that the availability of
skilled manpower alone is a sufficient condition for the solution of the problem. A
positive change in the mindsets and attitudes of the members of society is an important
part of the solution of the problem. Hence there is a clear need for activities that will
promote a culture of maintenance.

In order to benefit, maintenance promotion programmes must address both the

operational aspects (i.e. skills, expertise etc) as well as the socio–cultural aspects (i.e.
attitudes, values and behaviour) of maintenance. At present there has been no single
project or organization/institution in Tanzania that focus on activities of this kind. The
proposed center thus, aims at redressing this obvious gap and imbalalnce.

Problem 2: Limited and varied endowment for promotion of maintenance activities

The success of any project for the promotion of maintenance depends on how well the
programme of activities integrated the socio-cultural aspect with the technical, economic
and organizational dimensions of the concept. It is, thus, a complex activity which
requires particular types of resources.

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Presently, there are very few institutions/organizations (if at all) in the countries that
possess all the necessary resources. Furthemore, there are considerable differences in the
level and nature of the resources available in each institution/organization. Under such
circumstances the best strategy is to pool together the resoiurce endowments of individual
institutions/organizations so as to optimize the use of what is available. There are two
ways such a resource mobilazation effort, can take place. One way is through networking.
This approach makes available, in a common pool, the resources in the country including
the maintenance resources, knowledge and experience of the staff. The other approach is
establishment of the social Engineering programme that will involve all segments of the
society. i.e workers, students, peasants and public officials. In this case the financial
resources (or donor support for individual institutions) are pooled together to establish
such a centre.

In order to address the problem of resource limitations, the proposed Center for
Maintenance Network will pursue both the networking and the national centre concepts.

B.2 RESPONSE FROM MAINTENANCE MANAGEMENT STAKEHOLDERS

A survey study was conducted to establish the need for establishment of the center of
maintenance management Network (Appendix I). The study was conducted by
distributing structured questionnaires in the following regions; Moshi, Dar es Salaam,
Arusha, Mwanza, Morogoro, Unguja-Zanzibar, Dodoma, Mbeya and Tanga. The groups
of stakeholders consulted were, proffessional, societal and industrial groups. Generally,
results shows that, majority of the stakeholders (73%) consulted supported the
establishment of a Center for Maintenance Management Network at DIT. In addition
stakeholders recommended priorities areas to be considered during the establishment of
the Center.

This includes;
• Organize workshops/conferences,
• Design and conduct short short courses in Maintenance Management
• Identify and disseminate new technologies for maintenance management

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 • Establishment and disseminate new technologies for maintenance management
Other stakeholders promised to work closely with the Center as well as allowing their
employees to participate in the planned network activities

B.3 END OF PROJECT SITUATION (EXPECTED OUTPUTS AND BENEFITS)

At the end of the project it is anticipated that:
(i) A lot more people in the participating institutions will be more maintenance
minded’ after having been exposed to a series of culture of maintenance
sensitization activities.

Amongst those who stand to benefit directly include entrepreneurs of small and medium
sized enterprises (through increased profits); the government (through increased
revenue); rural dwellers (through better roads for access of their products to markets) and
the general public (through improved welfare and lower taxation due to lower capital
development loans). Educational, research, agricultural and medical institutions; will
also benefit from improved interest and willingness to repair and maintain laboratory
equipment and facilities.

(ii) Many production plants and infrastructure facilities would be more efficiently
and properly maintained as more staff would have acquired maintenance skills
and expertise through systematic training and learning-by-doing programmes.
At the end of all this, it is expected that many production and infrastructure
facilities in the participating stakeholders will operate efficiently and
competitively as down time due to the fact that maintenance problems will be
significantly reduced;
(iii) A rich database on maintenance related activities and programmes would have
been developed;
(iv) Upon establishment of the center and its operation, there will be an increase in
the level of awareness in the public and private sectors, educational and
research institutions/organizations and among decision-makers;

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 (v) There will be an increase in human resource capacity for the promotion of all
aspects of maintenance; and

(vi) The impact of establishing the Center of Maintenance Network results will be
felt in other countries as the experiences are published and disseminated.

B.3: TARGET BENEFICIARIES

Recent government policies on economic reforms and positive development in the
private sector in many African countries have stimulated increased output, production
efficiency, productivity and competitiveness-both in the private and public sector
enterprises and facilities. This notwithstanding, sustenance of productivity
improvement and competitive performance in much of the productive and service
sectors in Africa is adversely affected by, among other factors, poor maintenance
performance levels and a generally low level of maintenance culture amongst the
communities. The successful establishment of this Center and its operation is will
benefit the entrepreneurs of small and medium sized enterprises (through increased
profits); the government (through increased revenue); rural dwellers (through better
roads access of the products to markets) and the general public (through improved
welfare and lower taxation due to lower capital development loans). Educational
research and medical institutions; will also benefit from improved interest and
willingness to repair and maintain laboratory equipment and facilities.

B.4: CENTER OF MAINTENANCE NETWORK STRATEGY AND

IMPLEMENTATION ARRANGEMENTS
In order to address all aspects of the problem of maintenance in Tanzania, the proposed
Centre of Maintenance Network at the DIT will depart from the previous approaches of
promoting maintenance which focused largely on technical and managerial aspects of the
problem. The strategy of this Center is for exchanging maintenance experience through
short-term training, workshops/conferences as well as e-maintenance. This center will
also have a data base for maintenance which will be responsible for providing reference
materials as regard to the emerging new technologies as well as available tools (e.g

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maintenance software) to assist the stakeholders in maintenance management. The Center
will be at national level for implementation. This will be done in collaboration with
UNESCO.

The management of the Center will be undertaken by DIT. However, the actual
implementation of the Center will be undertaken by a management team operating
through a series of committees and a’ cluster’ of organizations and structures which will
include inter alia, NGOs, CBOs, CBEs, and Public Private Partnership (PPP)
arrangement. The Center will be administered by the Governing Board comprised of
members from industry, UNESCO, Government agencies, professional bodies and
academia. The Center will be responsible for co-ordination and enhancing collaboration
among maintenance stakeholders in the country.

Figure 1.0 below indicates the proposed administrative structure for the Center. The
Center Headquarters and its Secretariat will be housed at the Dar es Salaam Institute of
Technology (DIT). As indicated in the structure, the main roles and functions of the
Center will focus on liaison, training, consultancy and promotion of maintenance at
national level.

The governing Board will have a number of key functions. These include:
i. Formulation of and monitoring the implementation of policies governing the
operation of the Center and Network for maintenance;
ii. Review of progress of activities of the network including the Public Private
Partnership and the Center;
iii. Deployment of staff for the Centre for Maintenance Network;
Approval of the modalities for fund raising;
Approval of work plans for the Centre and the Network; and
iv. Establishment of various sub-committees and ad hoc committees to undertake
assignments on behalf of the Governing Board.

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There will be a Chairman for the Governing Board to be appointed by the Stakeholders’
Meeting. The Center will be headed by the Coordinator who will form the Secretariat to
the Managing Board. The full details of the division of labour and the role and
membership of various organs of the centre will be elaborated and approved by the
Governing Board at its first meeting. This will be contained in a Constitution or Charter
to be circulated to participating stakeholders for their discussion and subsequently
approval. Also, the Center will be located at DIT.

In order to further enhance the implementation of the centre, an electronic network (e-
maintenance) will be established. The proposed electronic network will facilitate rapid
and efficient communication among stakeholders and individuals. The envisaged
electronic communication network will incorporate the existing national and international
electronic infrastructure. The network will use the existing mail nodes, internet service
providers (ISPS), national and international telecommunications infrastructure and
computing facilities at DIT.

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MEMBERS TO COME FROM
INDUSTRY, UNESCO,
GOVERNMENT AGENCIES,
PRIVATE SECTOR, BOARD
PROFESSIONAL BODIES
AND ACADEMIA

COORDINATOR AND
SECRETARIAT OF THE THE CENTRE
BOARD FROM DIT
COORDINATOR

ROLES AND FUNCTIONS

LIAISON TRAINING CONSULTANCY PROMOTION

Link to Link to
Customise
Industry Profession
d Training Skills Audit
(Industrial al bodies,
network NGOs
Profession Technology
al Training Audit
Link to Seminars,
experts Workshops
Regular Maintenance
Course Work
Link to Newsletter,
Training
NODEs Website

Figure 1.0: Center Organization Structure

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B.5: REASONS FOR DONOR ASSISTANCE
A number of studies suggest that poor maintenance holds back efforts towards
sustainable development and poverty alleviation in most African economies. Other
empirical studies, while agreeing with the above assertion further add that behind the
observed poor maintenance lies a deep-rooted low level of maintenance culture among
the population and many African countries. The adverse effect of this near-absence of a
maintenance culture extends to every development project including those financed by
donors and other development partners. Donor support for infrastructure projects in the
health, agriculture, education, water and electricity supply, telecommunication and
transportation sectors will not have the desired impact unless the problem of maintenance
and maintenance culture are addressed squarely. Hence, donors to African development
will be approached to support the proposed project. Thanks to UNESCO who have
contributed significantly in the development of this idea.

The Center will also benefit from the technical expertise from some donor countries. This
is another reason for requesting donor assistance. The Center which encompasses
education, engineering, science, communications and culture sectors, requires adequate
coordination between bilateral and multilateral organizations. UNESCO is mandated to
cover these sectors and is hence best placed to oversee such coordination.

B.6: SPECIAL CONSIDERATION

In this Center, each participating stakeholder will in addition to promoting the culture of
maintenance generally, determine the area of maintenance operation, which deserve
special consideration. The focus areas may include transportation, infrastructure,
telecommunications, education, health, manufacturing and scientific equipment.

B.7: COUNTERPART SUPPORT CAPACITY

The networking concept will ensure that facilities available in some of the participating
stakeholders can be put at the disposal of the Center for the purpose of human resource
capacity building in culture of maintenance. Thus, participating stakeholders can provide
the following inputs to the Center.

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 • Training facilities in technical institutes;
• Time and effort of members of the committees; and
• Expertise.

B. 8: SUSTAINABILITY
To have long term and positive impact on the growth of the national economy
sustainability of the philosophy and spirit of culture of maintenance as propagated in this
plan is extremely important. At the same time, it is fully appreciated that sustainability of
the spirit of culture of maintenance as proposed in this impact study can only be a long
term (rather than short term) matter.

The above notwithstanding, it goes without saying that one of the key components of the
proposed Center is the sensitization and awareness creation activity, which will make
regular maintenance become a permanent feature of societal values. If the centre is
successful then, support for all maintenance activities including training institutions and
NGOs, private sector enterprises, public institutions etc, will be high on the national
priorities. Therefore, the Center for Maintenance Management Network (CMMN) as well
as the public – private partnership, NGOs, CBOs, etc. will be fully supported.

The Center is also expected to develop, upgrade and enhance human resource capacity
for the promotion of all aspects of maintenance including changes in attitudes towards
maintenance. It is hoped that the enhanced human capacity resource will influence the
decision-makers to support the Center after the donors withdraw. It is also hoped that due
to the sensitization efforts of the resource persons of the Center key policy makers in
Government (including those in Central and key sectoral ministries) will be committed to
allocate and actually release resources (e.g. finances, human resources, facilities etc) for
carrying out culture of maintenance activities within and outside their own ministries.
Thus, on the basis of the above, one may suggest that the characteristics of the centre will
reinforce its sustainability. Notwithstanding that, it is also expected that industry and
other productive sectors, convinced with the dividend and benefits of regular

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maintenance, will award work assignments to the Center for maintenance. The income so
generated will be used to maintain the Center.

C. DEVELOPMENT OBJECTIVE
The primary goal of this Center is to facilitate rapid and sustainable economic growth and
development through improving industrial competitiveness, agricultural productivity,
communication systems and capacity to deliver social services in Tanzania. This will be
achieved by increasing social capital, stock of equipment and machines, improving the
infrastructure for regular maintenance and providing maintenance mindedness amongst
Tanzanians and especially those in strategic policy and decision making.

D. IMMEDIATE OBJECTIVE
In order to contribute to the attainment of the development goals mentioned above this
Center would pursue the following specific objectives:
(i) Establish an institutional arrangement for human resource capacity
development for the promotion of maintenance culture, operation and
management of maintenance in the country;
(ii) Develop the necessary human resource capacity to promote all aspects of
maintenance including operation, management and the change of attitude of
the population towards maintenance i.e. culture of maintenance or
maintenance ‘mindedness’ in the country;
(iii) Instill a culture of maintenance among the population in the country; and
(iv) Organize the exchange and sharing of staff, information and training facility
in the participating stakeholders.
(v) Organizing maintenance management short courses to address stakeholders
needs

E. OUTPUTS AND ACTIVITIES

The following outputs and activities are envisaged for the Center objectives.

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E.1 Objective (i): To establish institutional arrangement for human resource Capacity
building for the promotion of all aspects of maintenance.
E.1.1 Output 1 A national centre for promotion of maintenance and culture of
maintenance.
Activities for output 1
E.1.1.1 Prepare and sign a Memorandum of Understanding with the host National
Institution. The Tanzania government as part of its contribution to the centre has
already designated the Dar es Salaam Institute of Technology (DIT) to serve as
host institution.
E.1.1.2 Appointment of the Board Members and deployment of staff of the Center. The
staff of the centre shall comprise of the coordinator, two assistant coordinators
and secretary.

E.1.1.3 Formulation of policy and operation procedure for the Center.

E.1.1.4 Purchase and installation of equipment, stationery and other facilities for the
operation of the Center

E.1.2. Output 2: Available man power, training, consultancy and promotion needs.

Activities for Output 2

E.1.2.1 Conducting survey to determine available expertise for maintenance, training,

consultancy and promotion needs.

E.1.3 Output 3 National network for promotion of maintenance.

Activities for Output 3

E.1.3.1 The identification of institutions and/or individual stakeholders. Meetings
between the Center and various stakeholders will be held to approve strategic
plans of the Center.

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E.1.3.2 Constitution and functioning of the Governing Board of the Center. Inaugural
meeting of the Governing Board. Annual meetings of the Board to determine
and monitor the implementation of activities of the Center.
E.1.3.3 Meetings of the Center members. It will bring together practitioners and
members of the various aspects of maintenance.
E.1.4 Output 4: Website and electronic network, linking maintenance practitioners in the
Country

Activities for output 4.

E.1.4.1 Establishment of an internet website for the dissemination of information on
maintenance activities and operations. The Center will be provided with
computers and funds to link up through local ISPs

E.1.4.2 Establishment of a database of e-mail addresses and activities of individuals and

institutions involved with maintenance in the participating stakeholders. The
database will be used to make electronic broadcasts to interested parties and will
also have search facilities and options.

E.2 Objective (ii): To develop the necessary human resource capacity needed for
promoting all aspects of maintenance.

E.2.1. Output1: Trained personnel for the promotion of a culture of maintenance

and the operation and management of maintenance.

Activities for Output 1

W.2.1.1 Preparation of training manuals for the promotion of culture of maintenance. A

multidisciplinary team will be engaged to carry out this assignment.

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E.2.1.2 Preparation of training manuals for the management of maintenance and
maintenance procedures. An expert on the operational aspects of maintenance
will be engaged as a consultant to carry out this assignment.

E.2.1.3 Organizing stakeholders workshop to ratify and consolidate professional courses

and sensitization programs.

E.2.1.4 Organization of national training workshops at the Center for maintenance. The
workshops will cover aspects of culture of maintenance. The workshops will be
for training of trainers (TOT) as well as for those who will carry out culture of
maintenance activities at national level.

E.2.1.5 Organization of training workshops. The participants/trainees in the National

training workshops will serve as resource persons in the upcountry organized
workshops. This will be mostly in the operational aspects of maintenance.

E.2.2. Output 2: The teaching of maintenance management in the proposed short

courses.

Activities for Output2:

E.3 Objective (iii): To ingrain and instill a sense of a culture of maintenance among the
population in the country.
E.3.1 Output 1: A population with an increased awareness and appreciation of the
value of maintenance

Activities for Output 1:

E.3.1.1 Preparation of publicity and public information materials on the value of
maintenance. Consultants with background in public policy, culture and mass
media will be engaged for this activity. The materials will be prepared by the
Center and disseminated to participating stakeholders.

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E.3.1.2 Support for television and radio talk shows and other mass media on
Maintenance. Contracts will be given to national and private radio and TV
stations for the promotion of culture of maintenance using materials prepared
and approved by the Center.

E.3.1.3 Sensitization of people of different walks of life to preventive and curative

maintenance. Support for community-based activities and grants to NGOs,
drama groups etc to sensitize the population.

E.3.2.1 Output 2: Government policies and support that are favorable to maintenance
activities.

Activities for Output 2.

E.3.2.1 Develop debates and organize a series of roundtable discussions among
government officials/representatives, company executives, maintenance
practitioners and academics on various issues on maintenance and development
in the country.

E.3.2.2 Support for studies and data collection to facilitate the formulation of
maintenance friendly policies. The studies will be prepared at the national level
by local consultants the results and recommendations of which will be presented
to Government.

E.4 Objective (iv) Organize the exchange and sharing of staff, information and training
facilities for participating stakeholders.

E.4.1. Output 1: Database and a documentation Center.

Activities for Output 1

E.4.1.1 Gathering and compilation of data. The data will include the cost and benefit of
lack of maintenance; sources of information on institutions and individuals in

18
 the country involved with maintenance and others deemed to be relevant.
Questionnaires will be used and documents/articles on maintenance will be
obtained from the country- wide.

E.4.1.2 Establishment of a documentation Unit at the Center for maintenance. The Unit
will hold publications relevant to the promotion of maintenance.

E.4.1.3 Production and dissemination of Newsletters.

Activities for Output 2 are:

E.4.2.1 Within the country travel and conference grants for candidates to attend national
meetings where they will present papers on their experience on aspects of
maintenance if funds are available.

F. INPUTS
The following are the expected inputs.

(a) Governments’ inputs:

(i) The Government of Tanzania has agreed to host the Center at the Dar
es Salaam Institute of Technology (DIT) and DIT will provide the
following:
- Co-ordinator and two assistants for the Center.
- One secretary.
(ii) The Dar es Salaam Institute of Technology (DIT) and will provide the
following:
- Utilities (water and electricity), office space for technical training
activities and awareness creation programmes (e.g. sensitization
programmes, training activities etc)
- Office space for Center personnel.
(iii) Other stakeholders. These can provide funding, contributions,
training/or training facilities and expertise.

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 (b) Donor Inputs
External financial assistance will enable the Center to run the project smoothly by
executing the intended activities.

G. RISKS
- All the participating stakeholders in the country are associated with a low level of
maintenance culture. This may have adverse implications for the implementation of the
project.
- Likely delay to secure the funds is also a risk to the project start-up and operation.

H. PRIOR OBLIGATIONS AND PREREQUISITES

Government/DIT:
(i) The government will pay salaries of the personnel in the institutions where
project activities are being implemented.
(ii) The government will also pay office-operating costs (Maintenance,
electricity and water)
(iii) The government will provide office space.
(iv) The government will provide administrative support staff.

Donors
Donor assistance and support will be needed and sought to support the project.
UNESCO supported this idea and funded activities towards the initiation of the Center
and the Masters Programme in Maintenance Management. We are also, expecting that
UNESCO will extend its continued support in the implementation of the planned
intended activities of the Center. We are also requesting and expecting other donor
countries to support this effort of establishing the center of maintenance management
network and executing its intended activities.

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I: PROJET REVIEW, REPORTING AND EVALUATION
(a) The project will be subject to tripartite review (joint review by representatives of
the Government, DIT, selected stakeholders, UNESCO and other donor country)
at least once every 12 months, the first meeting to be held within the first 12
months of start of full implementation of the project. The project coordinator
and/or senior project officer of UNESCO shall prepare and submit to each
tripartite review meeting a project performance evaluation report (PPER).
Additional PPER’s may be requested, if necessary.
(b) A project terminal report will be prepared for consideration at the terminal
tripartite review. It shall be prepared in draft sufficiently in advance to allow
review and technical clearance by UNESCO at least four months prior to the
terminal tripartite review.
(c) The project shall be subject to evaluation 12 months prior to the scheduled
termination. The organization, terms of reference and timing will be decided
after consultation between the main stakeholders of the Center of Maintenance
Management.

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 ESTIMATE OF THE BUDGET FOR ESTABLISHMENT OF THE CENTER
OF MAINTENANCE MANAGEMENT NETWORK AND RUNNING COSTS

No Details

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