Currently MAVUNO has the staffs that are committed to the day-to-day operations of the programs. However, volunteers are also available locally and internationally. Volunteers are mostly engaged in the field of providing agricultural and psycho-social support to vulnerable groups and needy children as well as follow-ups.

It has been learnt through experience of the past program implementation periods that there is a great need to enhance on staff motivation through trainings, exchange visits, to learn from other implementing partners and improving on remunerations and allowances for the staff. This improves the quality of services as well as sustaining the programs. The implementation of the strategic plan 2017-2021 will require a team of staff as indicated on right side:

Project coordinators, Technicians and Support Staff

Staff includes the MAVUNO Director, the assistant Director, a monitoring and evaluation officer, finance and administration staff as well as drivers and community representatives. These staffs according to the organization’s organogram are responsible for the implementation of the strategic plan.

Broader participation and engagement of Board members, management, staff, key stakeholders, Government leaders, have given greater importance to MAVUNO Strategic Plan. Lessons learned will extremely be helpful in facilitating the successful implementation of the plan. The participation has been more effective and assures that there is stakeholder’s ownership of initiatives and of new programs and projects.

Open - Closed Time

  • Monday8.00am - 5.00pm
  • Tuesday8.00am - 5.00pm
  • Wednesday8.00am - 5.00pm
  • Thursday8.00am - 5.00pm
  • Friday8.00am - 5.00pm

About Us


This page is our representation of five years to come; it is our road map and projection of our future (in 5 years). This year we sat down as an organization and our stakeholders- beneficiaries, private sector and public sector actors, the local government, like minded organization and funders. A series of workshops and onsite field consultation and content gathering in review of the out phased Strategic Plan were thoroughly conducted with an aid of a facilitating Consultant. We have reviewed out programs and were able to earmark areas of our strength, and areas that needed improvement. We have also been able to identify new gaps and areas of priority from the people we save. In essence, the strategic planning process has been able to reflect and tie the thoughts, feelings, ideas, wants and needs of every stakeholder along with the organization purpose, mission and vision.

Brief history of MAVUNO`s work

MAVUNO Improvement for Community Relief and Services is a Non-Governmental Organization that was established by rural Community People in 1993 for the purpose of improving their livelihood through using modern techniques of farming and care for the environment. The organization was registered in the United Republic of Tanzania the year 1999 under Societies Ordinance vide registration number SO.10132. Its offices are based at 4 km from the small town of Omurushaka in Karagwe district, Kagera Region, on the way to Ibanda and Rumanyika game reserves along Kaisho / Murongo road.

MAVUNO Programs have been in Karagwe and Kyerwa Government administrative districts of the United Republic of Tanzania. MAVUNO has been implementing 6 main programs in 13 villages.

Programs of MAVUNO have been implemented through bottom up approach in the rural villages with organized households’ participation at the onset of initiatives. These organized beneficiaries form permanent groups whose responsibility is to ensure that the nature of the project being implemented is concurrent with felt needs.

MAVUNO affirms that the only development that will succeed is the one which is recognized and embraced by the targeted groups. Establishing these groups engineers a sense of ownership responsibility through increasing the livelihood of rural communities.

Best practice care!

Organization Strategic Plan 2023-2027

The making of this strategic plan involved an intensive two weeks’ series of workshops with various stakeholders and field visit to perform physical evaluation in the villages of the project. Beneficiaries, local leaders, district officials and likeminded CSOs were engaged to take part in the evaluation process. Donors were as well represented. A lead consultant was assisted by the MAVUNO team in coordinating and performing the review and workshops. All the project key areas were evaluated i.e. FEBBA, WASH, Education, Social welfare and Organization Administration and Development. A highly participatory methodology was deployed giving room for each stakeholder to participate in the review of the put-phasing strategic and providing their opinions on the incoming one. Women and youth were well represented through focused group discussions and farmers were also represented. Action plans and strategic objectives identified are well aligned with relevant trends in the environment and cross cutting issues on the basis of MAVUNO’s fundamental commitments (vision, goal, mission and values’ statements).

FEBA (Food Security, Environment, Beekeeping and Agriculture)

FEBA program interpreted in a narrow sense continues to stands for development of sustainable agriculture, environmental conservation through planting trees........

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WASH (Water, Sanitation and Hygiene)

WASH facilities include water supply facilities, latrines, hand-washing facilities, incinerators, refuse pits and other waste collection and disposal facilities, also water sources like spring water.......

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Education program focuses mainly on providing female and younger children’s pre-primary/primary and secondary education which has proven to be an essential tool to improve the living standards of societies all over the world......

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Social welfare program deals mainly with service and care of people in the community, organize income generating activities in the community to improve the conditions of the societies in areas of support for Children in need/orphans,.....

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This will be the union of coordinating, monitoring, evaluation and reporting on all projects. It will be involved with staff replacing and trainings......

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Our evaluation for the out phasing Strategic Plan demonstrated the need to consolidate the energy related intervention into an independent program component. This is one of the area that MAVUNO.......

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FOCUS AREAS of concern for Policy Dialogue and Human rights are sustainable agriculture, climate change and equal rights for women and men on rights to land and other productive resources........

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Details about Karagwe and Kyerwa Districts

Economically, Karagwe and Kyerwa Districts area is favorable for agriculture; about 96% of the inhabitants are peasants depending on subsistence agriculture for their livelihood. The food crops include bananas, potatoes, cassava, corns and millet. In most cases production is for domestic consumption. Coffee is the major cash crop. Due to poor trade policies, the coffee price has been fluctuating for many years; these have discouraged farmers/peasant’s income and development.

The main purpose of establishing MAVUNO was to help rural poor villagers with technical and affordable agriculture knowledge and skills to transform their lives from subsistence to modern farming which contributing agricultural Productivity and income in response to climate Change

Exploiting new geographical locations:

Being an organization with a national mandate; in these five years, we are looking at expanding our geographical reach into the neighboring regions of TABORA and GEITA. Despite being in the neighborhood from the former areas of operation, these regions share common social economic dynamics as the ones experienced by the people of Karagwe and Kyerwa. Therefore, as the funding situation allows our projects will have an expanded reach to these two regions.