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Geita, Tanzania


Massage from the CODERT – Chief Program Coordinator

 The CODERT –Tanzaniais a platform and resource for innovative people and institutions countrywide.

Our goals are: -

v   To reduce poverty and injustice

v   Enhance and promote human achievement

v   Promote cooperation among stakeholders and

v   Promote sustainable use and management of life sustaining resources.

Today, the members of CODERT Tanzania are united by a common vision of “helping communities fully and effectively utilize resources toward improvement of rural and urban poor households in the Lake Zone areas of Tanzania by the year 2025” This is to be realized by the spirit of commitment and cooperation, innovativeness, creativeness and self-motivation of CODERT`s members to helping poor communities to bringing sustainable community development.

 However, a fundamental challenge facing every society is to create political, economic and social systems that promote peace, human welfare and the sustainability of the environment on which life depends.

We believe that the best way to meet this challenge is to encourage initiatives by those living and working closest to where problems are located, to promote collaboration among the men and women especially in the poor and marginalized communities. Such activities will help build common understanding, enhance Excellency, enable people to improve their lives and reinforce their commitment to the society.

 CODERT is an organization of people committed to the end of poverty and social injustice. This profile outlines our program and daily work unit toward eradication of poverty and injustice.




David Mihayo Lusenga

Chief Program Coordinator.

CODERT –Tanzania



CODERT is an acronym for Community Development and Relief Trust. CODERT is a registered non Governmental, non – Political, non religious, non-profit making organization. The Organization is registered under   the Ministry of Home affairs with ride registration no. SO. 13191.

 1.2. OUR PHILOSOPHY: Since the majority of Tanzanians live in rural areas and as 87%, where the majority live in poverty, CODERT has to take a direction which reflects the rural emphasis” so as to respond to the needs and aspirations of the poor. We are convinced that authentic transformation i.e. search for hope by the hopeless and heart broken, underprivileged and poor people and this bringing hope in our rural setting can obviously be realized through active involvement of rural and urban people in their spiritual, social and economic undertakings in other words, CODERT is a about actualizing hope in terms of improved and increased agricultural production, stable livelihood, managing the environment and building social justice.

 1.3. VISSION – The CODERT’s Vision is “ A society free from poverty, living in harmony with a recognized productive and well governed sustainable livelihood system”.

1.4.   CODERT Mission: To provide a framework for community groups and other stakeholders to work towards a common goal through providing essential knowledge and development information to marginalized communities and through advocating for conducive policies of environment, land tenure for farmers, pastoralist, good governance and rural development.


  • Involvement – enabling the active participation of local /grassroots communities in problem identification, planning, implementation and evaluation of Development programs
  • Inclusion – promoting networking opportunities and interagency collaboration.
  • Empowerment – enabling local communities to articulate their needs and concern.
  • Consultation and feed back
  • Respect for Diversity and
  • Equal opportunities


CODERT was started in year 2004 and formerly registered in June 2005 for the sole aim of supporting in the improvement of socio-economic conditions of the vulnerable, marginalized and deprived communities inTanzania. To accomplish this goal CODERT promotes Livelihood advancement, education, sustainable natural resource management and other integrated rural /urban development programs.

 2.1. Membership

There are four types of membership

i. Founder members:

This consists of fourteen people with carrying professional backgrounds and experience and who were motivated to assist in the struggle for human centric sustainable development formed CODERT in 2005. Of this number seven are male and seven are female.

ii.        Ordinary Members:

Open to ay person or organization in sympathy with the aims and objectives of CODERT.  There is a membership and annual subscription fee. All employees of CODERT are encouraged to become ordinary members.

 iii.      Associate Membership

Opens to any person or organization who supports or promotes the cause of CODERT, and who has been approved by the Executive. There is a membership fee and annual subscription

 iv.      Honorary Membership:

Shall be offered to any person or organization that promotes or supports the cause of CODERT and is approved by the Executive Board. There is no membership fee requirement.

 2.2. Organizational experience

CODERT has more than four years experience in development programs, particularly in microfinance and micro-enterprise development promotion with specific application of Village Savings and Loans Associations (VSLA) model, Business development skills and banking on solid experiences of its individual team members in managing Community and donor funded development programs. Collectively, CODERT team brings in experiences in the following areas:  

  • VSLA group mobilisation and management;
  • Income and Food Security (VSL, SPM & FED);
  • Promotion of Crop marketing systems;
  • Environmental campaigns;
  • Advocacy on Child Rights and;
  • Film documentary productions

Currently CODERT implements a similar VSLA Project in Geita District being funded by PlanTanzania. Basing on our experience on Implementation of VSL Methodology’, we have managed to form approximately 480 VSLAs in Geita District, 230 VSLA groups in Mwanza city center and 200 VLSA groups in Dodoma urban district.

 2.3. Organization Technical capacity

CODERT has the following manuals in place; which are suitable for the project implementation requirements;

  • Training manuals for Rural Microfinance (VSL model) and Business development model – Selection Planning and management (SPM) of Income generating activities
  • Administrative and HR manual
  • Finance and procurement policy manual

 2.4. Physical resources:

Our offices are well equipped with computers, photocopier, and scanner and audio- visual equipments, Transport facilities (2 vehicles and 12 motorcycles) which enhance CODERT organizational work performance.

 2.5. Human Resources:

The strength of CODERT lies in our experiences of staff who have acquired an in-depth knowledge of the rural communities inTanzania. CODERT currently has 14 personnel qualified in Sustainable resource management (environmental management), Micro-enterprise development (Business Development Services), Microfinance development services, Organizational development, and Media/Film Documentary production. Management and Administration of community development programme.

 2.6. Financial Resources

CODERT currently has the following sources of funds

  1. i.        Membership fees
  2. ii.      Consultation serves ie training, documentation,
  3. iii.    Local contribution (Fundraising),
  4. iv.    Donors

 2.7. Background of CODERT Key Program Staff

CODERT has nine key personnel who are involved in project activities; these include Chief Program Coordinator, Natural Resource development Advisor, Microfinance advisor, Legal and Human Right Advisor, Accountant, and four Field officers.

 The senior programme staff (Program Coordinator, Human Rights and Legal Advisor, and the Microfinance Advisor), have extensive experience with community development programme, Legal rights, the Microfinance and Micro-enterprise development activities through direct engagement with the CODERT Geita and Ilemela Districts development programs. They also worked with CARE International inTanzaniain the Income & Food Security projects implemented in Magu and Misungwi Districts, Mwanza region (2001 – 2006). The 4 Field officers have experience with community mobilisation, facilitation skills and Training of Trainers.

 The Accountant has professional skills and 4 year experience in managing donor funded project, she has also added attribute of being integrity, energetic and self commitment to work

Senior management of CODERT has expertise in business administration and community development; the Natural Resource development advisor has a bachelor degree in Environmental science pursued at Sokoine University, the Microfinance advisor of CODERT has a bachelor’s degree in Business Administration; the Legal advisor has a bachelor’s degree in law; whereas the Program Coordinator has the Master Degree in Community Economic Development from the Southern New Hampshire University of the U.S.A.

 The Accountant has a Diploma in accountancy from Dar es Salaam Institute of Accountancy inTanzania.

 The four Field officers has diploma in community development obtained from Community Development Training Institute inArusha,Tanzania. CODERT has therefore a team of trained and experienced personnel who are competent to effectively and efficiently implement this project.


CODERT believes that good quality education builds a solid foundation for poor Country’s development. The key word is attitude formation and change that spiritual formation and other training should be backed-up with a conscious deliberation to arouse the rural potentials and working for relevant concrete activities for the urban and rural communities. CODERT invests mainly in kindergarten, primary and secondary schools education `with the focus on improving learning facilities such as rehabilitation and construction of classrooms, provision of desks and meet education in response for especially needy children. Training and seminars to empower and support teachers. The goals are to increase attendance and performance and ensure education of Girls – Child.


CODERT aims to enhance the role of women and youth as change agents for bringing about integrated social – economic advancement in the rural communities. These groups are also in the forefront in the struggle against Aids epidemic.


Our main concern here is the promotion of improved food security at house-hold level. The programme includes training at a level of on-farm and off-farm, farm technologies, provision of agro – inputs and loan extension. The activities range from crop and soil fertilities management to animal husbandry. The introduction of organic farming concept is a significant component in our intervention to small farming communities.

 “The milk cow and small stock livestock” programme that is complementary in nature to organic farming will enable some households access to milk cow and small stock livestock.

This is achieved by a focus on increasing agricultural productivity, reducing post harvest loss, improving marketing and raising farm income. This is achieved through training to contact farmers. Contact farmers are trained in modern methods of farming and the use of improved drought resistant seeds and livestock development. Also farmers are provided with fertilizes, improved seeds, agricultural tools; such as watering cans, ox-carts and ox-ploughs.


The rural development includes the following aspects;

Vocational training

-Information and communication technology (ICT)

This scheme is intended to equip the young people with vocational skills that will help them to a meaningful life in the rural areas, our vocational training centers will be places where young people not only find “conventional standards” but also where they can learn and develop technologies in favor of transformation.


This scheme aims at empowering households to acquire decent, sanitary and affordable shelter. As the rural housing question is among the key areas of rural transformation we are investing in it in relation with development of rural technologies through on campus and extension activities of our selected vocational training centers.


The solar installations shall improve rural households living conditions, apart from eliminating fuel costs and household fireharzads.

-          Some of the activities components include energy saving stove for cooking are some of the means of environmental conservation



The preventive approach is to be realized in terms of household and environmental sanitation, and nutritional consciousness

-          Health interventions is geared to primary and community based health care, activities included public health awareness campaigns training courses for health care delivery personnel provision of delivery kits, immunization of mothers, and children against the six infant killer disease.

Besides health and sanitation we are also involved in HIV/AIDS prevention and control among the communities we serve. Our goals are to reduce infant mortality rates and malnutrition rates and raise the average immunization rates

3.8. WATER

Provision of clean water through digging of bore holes, rainwater harvest, making of water jars, improvement and construction of water sources, laying of water pipes, rehabilitation of dams and digging of shallow wells. Water is for both domestic and livestock. The goals are to reduce distance to water source as far as 30km to an average of under 4km and to reduce incidence of water borne diseases in communities in areas where CODERT is involved.


The environmental question is to be addressed through training and taking concrete measures towards environmental care and protection. Training is to include sensitization on environmental consciousness and training in conservation measures. Other activities include establishment of tree nurseries in villages, at house hold level, introduction of fuel-efficient cooking stoves and preservation of natural water sources.


Sustainability is our key word at national and local levels. The CODERT Tanzania has to take active measures in this aspect by establishing some economic units for internal income generation in this spirit we have to focus on appropriate agricultural, industrial and commercial projects to improve the community economic welfare. Such as livestock keeping, fish pond, beekeeping, brick making, poultry, carpentry, retail shop keeping etc. and other specialized under takings for women such as knitting, weaving, embroidery, and production of ornamental baskets, mats, and pots, savings and credit mobilization support under this programme we also support savings mobilization in order to increase savings opportunities for the most vulnerable households in the districts. We complement savings with training in business management skills. The project supports credit schemes based on savings mobilizations and enhances access to credit for women. To achieve this, the programme intends to undertake the following: -

Facilitate identification and recruitment of potential savings and credit groups, review their current lending and management practices and assist them to improve on the traditional practices. The project recommends the CBOs to use the VSL model adopted from MMD.


Effective collaboration exists between CODERT and Local and International NGOs, CBOs, Government bodies and Donor agencies.

The significant achievement of CODERT’s work with Marginalized groups is fostered by;

  • Working in partnership
  • Effectively monitoring and assessing impact
  • Providing capacity building opportunity
  • Recruiting and retaining competent staff
  • Effective finance and Administration system
  • Projects that have impact at the house hold level


 Implementation of program activities

  1. i. Promote the adaptations of both indigenous  and exotic technological knowledge/skills by the  local communities
  2. ii. CODERT disseminates the knowledge of Local marketing networks methodology and ensuring that they evolve into strong, effective and accountable microfinance and entrepreneurship service delivery institutions capable of extending outreach on a significant scale.
  3. iii. CODERT deploys a team of Field Officers who are based in the project areas and provide organizational and technical training to communities to establish the Input Marketing Associations.  Each Field Officer should be able to train and oversee 5 to 10 IMAs containing 5 – 25 member VSLAs (between 125 – 625 clients) per year.  CODERT Full time VSLA Microfinance Supervisors will ensure that Field Officer case-loads and portfolio quality achieve and exceed projected norms. Field teams will ensure the effective operation and use of the Management Information System (MIS) and ensure timely and accurate preparation of program reports.
  1. iv. Each Field Officer selects groups for training based on broad geographical distribution, creating a low-density network of IMA groups.  Having done this, the Field Offices (FOs) will recruit, train and deploy community-based Village Agents (VAs) who will work on a fee-for-service basis, with fees being charged to the groups for training and supervision.  The VAs will then fan out across the zone and train communities that are close to those that have already received training – essentially filling in the gaps.  The fees-for-service will be negotiated between the targeted communities and the implementing organizations, thus brokering a standard fee.  The use of Village Agents is a critical element of the implementation strategy for reaching large numbers of participants at minimal cost.
  1. v. CODERT links mature IMA groups to higher level financial institutions to access larger pools of capital; and designing special initiatives to include working with youth and families affected by HIV and AIDS among project participants.
  1. vi. In order to establish sustainable groups, CODERT trains Community Resource Persons (CRPs) i.e. Community Trainers who will later assume the responsibilities of the field officers.
  1. vii. To guarantee replication of the methodology, community trainers will be trained to provide training and technical support to new groups that will be in addition to the VSLAs formed by project field officers
  1. viii. The Field officers broker the services and fees of the village trainers to the groups whose members will pay a standardised fee for the training. This will be done from the first training session of a group. Field officers supervise community trainers closely. After the projects’ withdrawal, community trainers will continue establishing new VSLAs and will be paid by the group members.
  1. ix. Business skills (SPM) Training: CODERT will train Business skills to 50 Input Marketing Associations (IMAs) in the 3 year period. Field officers will train the groups especially those in peri- urban areas and the Community Resource Persons (CRPs) who in turn will train and disseminate the relevant knowledge/skills to group/community members
  1. x. Financial literacy will also be part of important training whereby CODERT project facilitators will train the project staff from CODERT and Local Partners to acquire financial and credit management skills. The trained CRPs will ultimately train the community trainers in the same skills to be able to support the VSLAs and IMA development.
  • Address problems that are common to a large number of people.
  • Achieve positive and lasting changes
  • Assist people who need help the most
  • Enhance participation and impact on women
  • Enhance participation of project beneficiaries.

Develop models to be copied and repeated by others

Focus on impact at household level.

6.1. Consultancy services:

v    Participating Rural appraisal

v    Entrepreneurship skills development (Business Development Services),

v    Marketing skills development

v    Organizational Development (Group formation and strengthening)

v    Proposal writing

v    Project  planning & Management

v    Training in leadership, good governance. Gender, health land use

6.2. CODERT management and organization

CODERT practices a participatory style of management and holds staff meetings monthly and senior staff meetings twice a monthly. The general secretary is in charge of Day to Day management

7. 0.  Geographical coverage:

The current area of operation for CODERT covers at least Five regions of Mwanza (Geita, Sengerema, Nyamagana, Ilemela, Misungwi and Magu districts); Mara (Bunda and Serengeti districts), Shinyanga (kahama, Bariadi and Maswa Districts), Dodoma (Dodoma urban district, Dodoma Rural district, Bahi, and Mpwapwa districts). Morogoro (Kilombero and Ulanga districts), Tabora (Nzega and Igunga districts).

8.0. CODERT Program Achievement and previous experience in program execution

The CODERT livelihood development program has magnificently helped improve the quality of lives of the poor people especially women (see the statistical performance summary in appendix 1). The impact of successful borrowing is evident every where. There are improvement in food security, coverage in health, wages, education and sanitation.

Hundreds of poor women have used loan money to successfully run their own businesses and freed themselves from poverty. Getting loan from a VSLA is hassle free and requires no formal paperwork. any one that lacks skills or assets will qualify for a loan. The loans are offered at reasonable interest rates, mostly to women who would not qualify for conventional loans.

 Most of the Village Savings and Credit Associations (VSLAs) have good loan recovery rate due to advocacy and capacity –building programs on the proper use of borrowed money.

 VSLA activities have significantly contributed to increase in school enrolment since many parents have now got the means.

 Micro financing has become the Geita and Mwanza success story with thousands of beneficiaries manifesting their success in businesses, construction of houses, agriculture and school fee payment.

8.1. Previous Experience

In a period of 3 years, the project has managed to support more than 18 thousand people in Mwanza region, 4 thousand people in Dodoma and 6 thousand people in Kilombero district; most of them being the least income earners. About 680 savings and credit groups have been formed in Geita, Ilemela and Nyamagana districts and 230 groups have been formed inDodomaurban and rural districts. And about 260 groups in Kilombero district. The CODERT program teams do facilitate the training and formation of the Community based savings and credit groups by organizing themselves to obtain the knowledge on how to pool their savings together as a group so as to finance their individual goals. Even in the remotest of villages where people have little or no education the response has been good.

The microfinance program has been able to overcome competition from other micro-finance institutions such as SACCOs, FINCA, PRIDE, BLACK, money-lenders and even banks in all areas of its operation. The easy, reliable and effective savings and loan services offered by the groups have been preferred by the people all aroundDodoma. The profit earned by the members at the end of each cycle has been the difference and the success of the project.

 The project has increased the standard of living of the people; this can be observed if you look at the housing, education, number of meals a day one had then, before the project and now. Also the number of people with cellular phones has increased. This has been observed within the groups and through short interrogations with the members individually.

CODERT has been able to sell about 50 TIGO-coded cellular phones to the groups. The demand is still high though the process is slowed down due to the fact that CODERT can not afford to buy the cellular phone in cash and sell them to the groups; but there is a plan which will enable TIGO to sell their products directly to the groups through IMAs.

 However, CODERT has been able to open a TIGO-PESA outlet and has so far registered about 100 members from the groups. The main aim for this was to solve the money storage problem faced by the groups at the end of each cycle and during the payout exercise whereby members collect all their savings and earnings before distributing the earnings to each member individually. This was not successful since there is no group TIGO-PESA accounts to facilitate the process.

 TIGO is now a household name inDodomaas a result of project activities and benefits. We have different services and groups within the project that are branded the TIGO tag by the groups themselves; for example TIGO-chapchap/TIGO-fasta is the name of the loan service offered by the project. Also we have different groups such as TIGO-Njema, TIGO-Motomoto, Wamama-TIGO and Asante-TIGO. This shows the gratitude of the people towards the project which could be used as an opportunity for TIGO to market her products.

 8.2. How the Microfinance Programme benefited and empowered men and women:

Interest Stories:


‘’It is quite comforting to see that my life has greatly improved since joining a VSL group’ She remarked at the beginning of this interview.

Her life has been of mixed fortunes since she dropped out school while in F2 in mid eighties. At the age of 17 she married a civil servant in what appeared to be the solution to the predicament she went through. Little did she know that things will turn upside down some day. She had three children with her husband before the marriage collapsed

 In January 2010 the VSLA project was launched in Lubanga ward. She was among the founder members of Vumilia Wanawake Hisa group. Fortunately enough her x-husband had taken her to vocational centre where she acquainted her self with tailoring skills.

 In October 2010 she borrowed Tshs.400, 000.from the group and set up garment and tailoring shop at Isulwa centre .She had convincing and made a lot of profits during x-mass and Easter festivals before she had booming business in January When business in school uniform is at the peak. She has since repaid the loan and attends to very many customers.

‘’I am a very happy mother today since I can provide for my children, I managed to pay secondary school fee to my eldest daughter who joined F1 this year’’ she finalized.


‘’When I joined  hisa at Tembo group in 2010 ,my husband sour graped and dismissed my move in the fear that I will lose every thing I save to a pyramid scheme. To prove him wrong I borrowed Tshs.300,000. 

I turned into to a petty trader, trading in plastic sandals oscillitating from one market to another. After she leaned that I was not losing he asked to become my partner we sat down and agreed to the terms and condition of the partnership.

The business is now booming, we have since repaid the loan. We sell more than Tshs 70.000. in every market we take our merchandise  to. We visit a maximum of three different markets per week. The business is enabling us to feed and educate our children’’ she completed.

Reginais a mother of three children.


 Rose Mary attributes her success to her membership in a VSLA .She is now a proud owner of a four room house she constructed with proceeds from pay outs and loans borrowed from her group Nguvu Mpya Hisa group.‘’I begun this initiative in 2009 after discovering that my future and hope lie in hisa.I don’t have a husband to depend upon. ‘’she said. Ms Rose Mary is a single mother of six children .She is a petty rice trader at Katoro market .The first foundation stone was laid after the first payout of Tshs 994.000.She then borrowed Tshs.1, 250,000.from UVIHIKA ‘A’ IMA in katoro ward. Another Tshs.1.050, 000. payout from my group, further Tshs.1, 500,000. as loan from my group and Tshs 2,108,000 as payout from IMA and group hit the last and  final nail on the iron sheets.


Member VSLA groups in MUHIKA IMA KALANGALALA jubilantly celebrated a record Tshs.91m as payout this May. ‘This is a milestone achievement ‘’ said Amani ‘c’ group chair person Hilda Raphael.The strong performance is as a result of strong share purchase and borrowing from member associations and individual members. The highest member bought 70 shares and the least bought 55 shares.The starting shares value was Tshs.20,000. the new share value rose to Tshs.43.000. Each member association walked with Tshs.23,000. profit.

According to the Management, the profits reflect growth in borrowing; improvement in loan recovery and a good business environment in Geita town. In the previous cycle of 2009-2010, the IMA paid out Tshs.60 million. to associations .This year’s payout is up by Tshs 30m.

The IMA was established in July 2009 .It held its first payout in May 2010 and the second in May 2011.

 The IMA is chaired by Ms Sarah Daudi, Ms Mwajuma Malecha, secretary .and Ms Hilda Raphael treasurer. Others are Coleta Kopoka Field officer Kalangalala .Enos Nzagamba ,Felister Nzagamba,Ms Arodia Lusomi and MS Amina Shabani serve the IMA as CRP’s.respectively. The IMA opened the 2011-2012 window with share purchases valuing Tshs.18m.


Mr. Joshua Jasis is curious small scale farmer entrepreneur who always likes to improve his earning from agri-business. In January 2011 he took his time to attend to classes on Farming as a business [FAAB] organized by Enos Salamakwa Field officer Katoro.He was a lone pupil in the class. After mastering what he had acquired, he set up a 2 acre farm of cabbages .The cabbages are now nearing harvest .He is expecting to bag in Tshs 3m. from the sales.’ Am happy that my children’s school fees is now not a headache’’.Mr Joshua is a father of seven children.


It will be no surprise to people who know Tabitha. ‘’Never say Never ‘’ tells a truly uplifting story of a woman who sees her dreams come true.Tabitha who is a widow, used to sell illegal liquor since the death of her husband 6 years ago.’’my husband was the sole bread winner in our family, when he passed away I had no other means of survival apart from doing the illegal to survive. It was hide and seek game with law enforcers, they could pop in at mid night or in the wee hours of morning and ransack my house for the illegal commodity, if they came across it, I ended up paying bribes, but I was clever enough to hide it in near by thickets .That was the most terrible moment for me and my children.

In 2010 some friends of mine who belonged to hisa groups advised me to join a hisa group .I joined Tembo group and begun saving what I earned from the ‘trade’. The amount saved was enough to enable me borrow Tshs. 800,000.I quite the liquor business and set up a retail shop at Lubanga trading centre.Today the shop is worth over 2m.I serve a big number of customers. Taking care of my family is no longer gigantic task as it used to be. Tabitha is a mother of 5 children who are school going.


The 18 years old boy borrowed Tshs 50,000 from his group and ventured into pig rearing .He bought 4 piglets and constructed a timber shelter.‘’The work here is quite hectic, this animals feed a lot .I have to wash and deworm them regularly.

 Nyanzando completed F4 last year and joined upendo ‘A’ hisa group.’’I do manual lab our in the rice fields to raise share purchase money every week. I expect my pigs to multiply, after wards I be slaughtering them and selling pork. I expect to make a lot of profits, this is just the beginning of greater things’ said a happy    Nyanzando. Upendo ‘A’ hisa group is in Lubanga ward.

 CODERT Tanzania is also supported through the generosity of individual members by their regular and annual subscription.

 Current partners/Donors: CODERT is currently implementing development programs with the support of Plan International Tanzania; CARE International Tanzania; Millicom International Cellular-Luxembourgand ADRA Tanzania.

We believe that all Donors are essential partners in promoting local initiatives dedicated to end poverty. If you are interested in more information on how you can become part of our work, please contact the Executive Director and or the Executive Secretary at the CODERT`s Headquarters in the Geita District through the Address below:


 10.1. Physical Address:

Katoma Street adjacent to Byabato premise.

P.O.Box 288 – Geita – Mwanza, TANZANIA

Tel: +255 28 2520167

E-mail: codert_relief@yahoo.ca

Website: envaya.org/codert

 10.2. Contact Persons:

David Lusenga, Chief Program Coordinator,

CODERT Geita Headquarters,

P.O.Box 288, Geita.

Email: davidmihayo@yahoo.com

Mobile: +255 769 956223

Manjale Emmanuel Makongoro,

CODERT Geita Headquarters

P.O.Box 288, Geita.

Email: manjalemakongoro@rocketmail.com

Mobile: +255 769 955786