Institutional Strengthening and Capacity Development in the Water Sector

Water Development and Management Institute, Tanzania (WDMI)

The WDMI is the only institution in Tanzania that train water technicians in a holistic way. Before 2008, enrollment of students was at an average of 55 students per year. In 2008, the WDMI was transformed and established as an Executive Agency. It is now mandated to provide quality expertise in the water sector through training, consultancy and research under the Ministry of Water guideline and National Council for Technical Education (NACTE) guidelines. This enabled the Institute to increase its enrollment of students to an average of 250 per yer (2010-2013).

Contact: Josephine Gobry | Phone: +255 22 2410040 |
Cell: +255 754594181 | jgobry(at) | Water Development and Management Institute (WDMI)

Lessons Learnt

  • Market need assessment is a the first area to be well determined for growth of an executive agency like WDMI. This will guide in the development of product that are needed by customers.
  • Marketing of the product strategically brings improvement to the organization in revenue collection and to reach more customers.


  1. Increase privately sponsored students: Before transformation to an executive agency the only students admitted to WDMI were government sponsored students.
  2. Improve marketing: The Institute made effort in advertisement through radio, TV, Newspapers, distributing brochures and demonstration of activities on Open Day, Maji Week event, and other National events.
  3. Make effective use of the available resources: The Institute has limited number of tutors. The Institute prepared a workload policy for effectively utilization available tutors to ensure teachers are fully utilized and where there was a need for part-time teachers, they were contracted.

Project Description

  1. A survey was done to assess the training needs and demands of the ‘market’.  This enabled WDMI to know its clients, training, education and learning demands/needs of these clients.
  2. The strategic plan 2011 to 2014 was developed and a curricula prepared which ensured quality of education and training respond to the needs and expectations of the main actors in the sector as identified by the survey.
  3. Modernize and professionalize management and support functions to make more efficient use of existing resources.
  4. Reduce the institute’s financial dependency on the Ministry of Water
  5. Revised curriculum implemented.


  • The Institute has strengthened capacity building for human resources in the water sector by increasing the enrollment of students: In 2012 the enrolment has grown to 358 students.
  • The Institute enhanced income: 80 students are government sponsored students and the remaining 278 are privately sponsored.


This "Good Practice" is going to sustainable because WDMI has to survive among its competitors. Universities and Technical Collages have already started to give similar courses.

To survive, the institute has to be creative, for example: The Institute adopted and customized the WAVEplus courses into its short courses curriculum in the year 2010, and since 2010, a total of 81 participants from different utilities and local government authorities were trained at the Institute in NRW and CCO courses.

The institute developed marketing strategies and visits the schools up-country to market the programmes and Institutes activities.

WAVE Impact

This improved Capacity Building strongly relates to WAVEplus through the lessons learnt when organizing training under WAVEplus. Since the start of the WAVE program in 2007, WDMI has been the Focal Organisation for WAVE activities in Tanzania and took over the responsibility of coordinating and organizing the WAVE Pool activities in the country as outlined in the annual WAVEplus programmes.

Marketing of the courses and utilizing trainers effectively during WAVEplus training led WDMI to adopt and customize WAVEplus short courses into the WDMI curriculum, formulate policies and implement them.

The Training-of-Trainers outcomes, materials and guidelines acquired from WAVEplus trainings enhanced the programmes offered by the Institute. The WAVE approach of follow-ups after training promoted the relationship between WDMI and the Urban Water Supply and Sanitation Authorities.