Zanzibar Development Plan (ZADEP) 2021– 2026

1.1 BACKGROUND....................................................................................... 1

1.2 ORIENTATION OF THE PLAN. ........................................................... 3

1.3 THEME, PILLARS AND OBJECTIVES OF PLAN........................... 3

1.4 SALIENT FEATURES OF THE PLAN................................................. 4

1.5 METHODOLOGY USED IN DEVELOPING ZADEP........................ 4

1.6 STRUCTURE OF THE DOCUMENT................................................... 5 CHAPTER TWO....................................................................................... 6 REVIEW OF THE IMPLEMENTATION OF MKUZA III....................... 6

2.1 OVERVIEW.............................................................................................. 6

2.2 OVERALL MACROECONOMIC SITUATION.................................. 6

2.3 ACHIEVEMENTS AND CHALLENGES THROUGH KEY RESULTS AREAS................................................................................ 8

2.4 LESSONS LEARNED FROM ZSGRP III IMPLEMENTATION.... 15

2.5 RECOMMENDATIONS FROM ZSGRP III EVALUATION REPORT.............................................................................................. 15 CHAPTER THREE...................................................................................... 17 THE PLAN.................................................................................................... 17 ZADEP viii

3.1 OVERVIEW............................................................................................17

3.2 EXPLORING BLUE ECONOMY POTENTIALS.............................17

3.2.1 Fisheries, Aquaculture and Marine Resources...................................20

3.2.2 Tourism..............................................................................................22

3.2.3 Seaports and Marine Transportation. .................................................25

3.2.4 Oil and Gas.........................................................................................26

3.3 ENABLING ENVIRONMENT AND INFRASTRUCTURE DEVELOPMENT..................................................................................28

3.3.1 Land Transportation. ..........................................................................28

3.3.2 Airports and Air Transportation. .......................................................30

3.3.3 Energy. ..............................................................................................31

3.3.4 Water, Sanitation and Hygiene..........................................................33

3.3.5 Information and Communications.....................................................35

3.4 BOOSTING ECONOMIC DIVERSIFICATION. ..............................37 Macroeconomic targets. ..............................................................................37

3.4.1 Agricultural Production and Productivity. ........................................38

3.4.2 Industrialization and Trade................................................................41

3.4.3 Creative and Digital Economy...........................................................44

3.4.4 Finance and Investment......................................................................46

3.5 HUMAN CAPITAL AND SOCIAL DEVELOPMENT. .....................50 3.5.1Education and Training. ......................................................................51

3.5.2 Research and Innovation....................................................................54

3.5.3 Health.................................................................................................55

3.5.4 Housing and Settlements....................................................................58 ZADEP ix

3.5.5 Social Protection and Employment.................................................. 59

3.5.6 Culture, Heritage and Sports............................................................ 66

3.6 GOVERNANCE AND RESILIENCE................................................ 69

3.6.1 Land Utilization and Management................................................... 69

3.6.2 The Environment and Climate Change............................................ 71

3.6.3 Safety, Security and Disaster Management...................................... 73

3.6.4 Governing Institutions and Public Services..................................... 75

3.7 Strategic Programs, Projects and Initiatives. .................................... 78

3.8 Interlinkages In the ZADEP................................................................ 79 CHAPTER FOUR. ..................................................................................... 81 FINANCING PLAN................................................................................... 81

4.1 OVERVIEW.......................................................................................... 81

4.2 PAST FINANCING TRENDS AND REVENUE COLLECTION IN ZANZIBAR. ....................................................... 81

4.3 FINANCIAL REQUIREMENTS OF THE ZADEP.......................... 82

4.4 PARTICIPATION OF PRIVATE SECTOR IN FINANCING ZADEP........................................................................... 83

4.5 SOURCES OF FINANCE.................................................................... 84

4.5.1 Government Revenues. .................................................................... 84

4.5.2 Tax revenue. ..................................................................................... 84

4.5.3 Non-Tax Revenue............................................................................. 85

4.5.4 Domestic Borrowing........................................................................ 85 4.6 Official Development Assistance and Other External Resources..... 85

4.7 Use of Public Private Partnerships and Non-Governmental Resources............................................................................................... 86

4.8 Finance Policies to use Finance Effectively....................................... 86 ZADEP x

4.9 Social Security Schemes.......................................................................86

4.10 Vindicating Public Expenditure........................................................87 CHAPTER FIVE........................................................................................88 IMPLEMENTATION STRATEGIES. .....................................................88

5.1 OVERVIEW..........................................................................................88

5.2 KEY CHALLENGES FOR IMPLEMENTATION EFFECTIVENESS. ..............................................................................88

5.3 REFORMS TO FACILITATE EFFECTIVE IMPLEMENTATION. ........................................................................90

5.4 COVID-19 PREPAREDNESS AND RESPONSE. ............................91

5.4.1 Effects and Preparedness..................................................................91

5.4.2 Mitigation for COVID-1991. ...........................................................92

5.5 IMPLEMENTATION FRAMEWORK..............................................92

5.5.1 Planning and Implementation Coordination. ...................................92

5.5.2 Institutional Arrangements...............................................................93

5.6 THE ROLES OF THE STAKEHOLDERS IN IMPLEMENTING THE PLAN. .........................................................94 CHAPTER SIX...........................................................................................97 MONITORING AND EVALUATION......................................................97

6.1 OVERVIEW..........................................................................................97

6.2 THE ROLES OF STAKEHOLDERS.................................................97

6.2.1 The Cabinet........................................................................................97

6.2.2 The House of Representatives (HoR)...............................................97

6.2.3 Zanzibar Planning Commission.......................................................98

6.2.4 The Inter-Ministerial Technical Committee (IMTC).....................98

6.2.5 Ministry Responsible For Finance...................................................98

6.2.6 Development Partners (DPs). ...........................................................98 ZADEP xi

6.2.7 Steering Committee.............................................................................98

6.2.8 Zanzibar Planning Commission Secretariat. ....................................98

6.2.9 Zanzibar Planning Commission M&E Secretariat. .........................99

6.2.10 Ministries, Departments and Agencies (MDAs). ..........................99

6.2.11 Local Governments Authorities (LGAs)........................................99

6.2.12 Office of the Chief Government Statistician. ................................99

6.2.13 Non-State Actors (NSAs)..............................................................100 6.3 RELATIONSHIP BETWEEN THE ZADEP MONITORING FRAMEWORK AND OTHER PLANS. .........................................100

6.4 DELIVERABLES OF THE ZADEP MONITORING SYSTEM...............................................................................................100 ANNEX 1: STRATEGIC PROGRAMMES, PROJECTS AND INITIATIVES. .........................................................................101 ZADEP xii LIST OF TABLES Table 4.1: Selected Domestic and International Public and Private Financial flows. ....................................................................... 82 Table 4.2 Zanzibar Fiscal Performance 2015/16 – 2019/20 (TZS million). ......................................................................... 82 ZADEP xiii LIST OF FIGURES Figure 2.1: The GDP Growth Rates (%) at Constant Price, Zanzibar, 2016-2020....................................................................................6 Figure 2.2: The GDP per Capita in USD, Zanzibar, 2016 -2020.....................7 Figure 2.3: Annual Inflation Rate, 2016-2020.................................................7 Figure 2.4: Contribution of Agricultural, forestry and fishing to GDP. ..........9 Figure 2.5: Number of International Visitors Arrival by year10. ..................10 Figure 2.6:Form II, Form IV and Form VI Pass Rate, 2015 - 2019..............13 ZADEP xiv LIST OF ABBREVIATIONS 4IR Fourth Industrial Revolution AAKIA Abeid Amani Karume International Airport ADP Annual Development Plans AIDS Acquired Immune Deficiency Syndrome ANGOZA Association of Non-Government Organizations of Zanzibar API Application Programming Interfaces BE Blue Economy CCM Chama Cha Mapinduzi DPPR Directors of Planning, Policy and Research ENR Environment and Natural Resources FDI Foreign Direct Investment FEZ Free Economic Zone GDP Gross Domestic Product HBS Household Budget Survey HIV Human Immune Deficiency Virus HoR House of Representatives ICT Information and Communication Technology IMTC Inter-Ministerial Technical Committee IPSAS International Public Sector; Accounting Standards KRA Key Result Areas LGA Local Government Authorities M&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MKUZA Mkakati wa Kukuza Uchumi na Kupunguza Umasikini Zanzibar MSME Micro, Small and Medium Enterprises MVA Manufacturing Value Added NCD Non-Communicable Diseases NGOs Non-Governmental Organizations NSA Non-State Actors O&G Oil and Gas OCGS Office of Chief Government Statistician OSH Occupational Safety and Health PFMRP Public Finance Management Reform Program PPP Public-Private Partnership PWD People With Disabilities R&D Research and Development RGoZ Revolutionary Government of Zanzibar ZADEP xv SDGs Sustainable Development Goals STI Science, Technology and Innovation TDHS – MIS Tanzania Demographic Health Survey – Malaria Indicator Survey URT United Republic of Tanzania VNR Voluntary National Review ZADEP Zanzibar Development Plan ZAECA Zanzibar Anti-corruption and Economic Crime Authority ZAFICO Zanzibar Fisheries Company ZCT Zanzibar Commission for Tourism ZDV Zanzibar Development Vision ZEIMS Zanzibar Environmental and Information Management System ZIPA Zanzibar Investment Promotion Authority ZNCC Zanzibar National Chamber of Commerce ZPC Zanzibar Planning Commission ZSGRP Zanzibar Strategy for Growth and Reduction of Poverty ZSSF Zanzibar Social Security Funds ZADEP xvi CHAPTER ONE INTRODUCTION

1.1 BACKGROUND Zanzibar has implemented its Development Vision 2020 starting with the Zanzibar Poverty Reduction Plan (ZPRP) in 2002-2005, followed by the Zanzibar Strategy for Growth and Reduction of Poverty I (ZSGRP/MKUZA I) from 2007-2010; MKUZA II in 2010-2015 and then MKUZA III in 2016-2020. The Zanzibar Development Plan (ZADEP), 2021-2026 is a successor Plan for MKUZA III. It follows the inauguration of the Zanzibar Development Vision (ZDV) 2050 in October 2020. The development of this Plan takes into account issues addressed in Zanzibar Development Vision 2050, CCM Election Manifesto of 2020-2025, the pledges and vows of the President of Zanzibar and Chairman of the Revolutionary Council His Excellency Dr. Hussein Ali Mwinyi during and after the 2020 Election Campaign and in his inaugural speech at the House of Representative. The plan also takes cognizance of the national Strategic program and projects by the rational utilization of financial and human resources. The theme for the previous Five Year Development Plan (ZSGRP III) was “Economic Growth and Social Development for the Well Being of All’’. On the other hand, the theme for this Five Year Development Plan is Blue Economy for Inclusive Growth and Sustainable Development which reflect the intention to transform the livelihoods of the people through the comparative advantages of Zanzibar as an island nation. ZADEP 2021-2026 outlines new interventions to enable the economy of Zanzibar to transform into a blue economy without letting go of its green existence and industrialization. It also incorporates the completion of unfinished interventions from the predecessor plan, deemed critical for realization of the aspirations of ZDV 2050 that aspires to transform Zanzibar into an Upper Middle-Income Economy, free from extreme poverty by 2050. This target is to be achieved through sustainable and inclusive human development, characterized by: (i) Economic Transformation (ii) Human Capital and Social Services; (iii) Infrastructural Linkages; and (iv) Governance and Resilience. ZADEP 2021-2026 is aligned with the United Nations’ Sustainable Development Goals which aim at ending poverty, protecting the planet and enjoying peace and prosperity for all people. Of particular emphasis to this plan is Goal 14 (SDG 14) titled ‘life below water’, which recognizes coordinated actions to sustainably manage, protect and preserve our ocean for the sake of present and future generations. The blue economy pursued by this Plan goes beyond simply treating or exploiting the ocean solely as a mechanism for economic growth. It covers a wide range of interlinked established and emerging sectors such as sustainable fisheries, aquaculture, seaweed farming, establishment of strategic infrastructure such as fish ZADEP 1 ports and related fish processing and storage facilities; enhancement of sustainable coastal and marine tourism, transformation of maritime trade infrastructure and services; development of modern multipurpose ports; marine vessels construction, maintenance and repair facilities, warehousing and water projects. Oil and gas development, mainstreaming of desalination technology, climate change adaptation and environmental protection, harnessing of offshore renewable energy such as wind and wave energy and exploring multitude of options in mainstreaming blue bio-trade and the potential opportunities on marine based biotechnology are also included in this Zanzibar Development Plan. Some industrialized nations have seen the development of their ocean economies through the exploitation of maritime domain such as intercontinental shipping services, commercial fishing, petroleum and mining, more often without considering the harmful effect of their activities on the health of the planet or sustained productivity of the ocean based resources. These unsustainable practices have resulted in environmental degradation, depletion of marine resources and also exacerbated the impact of climate change. Similarly, many Small Island Developing States (SIDS) are exposed the brunt of these climate and environmental impacts and have been forced to address these challenges to restore the environmental state of the ocean while exploring the economic potentials associated with the blue economy. Analogous to the ‘Green Economy’, the envisaged blue economy model aims at sustainable use of our ocean through innovation, empowerment and social equity, while significantly reducing the impact of climate change, environmental and ecological risks. It provides for an inclusive model in which coastal and island states - which sometimes lack the capacity to manage their rich ocean resources - can begin to extend the benefit of those resources to all. Realizing the full potential of the blue economy means inclusion and participation of all affected social groups and sectors. In this context, small islands like Zanzibar have vast ocean resources at their disposal presenting a huge opportunity for boosting their economic growth for sustainable development, by tackling unemployment, ensuring food security and ending poverty. On the other hand, they also have the most to lose from the degradation of marine resources. This Plan aims at nothing short of those prospects. As of 2019, the worldwide ocean economy was valued at around USD1.5 trillion per year. About 80% of the global trade by volume is carried by sea and 350 million jobs world-wide are linked to fisheries. Aquaculture is the one of the fastest growing food sector and provides about 50% of fishery products for human consumption across the world. These facts justify Zanzibar’s informed decision to have a blue economy as the main theme of its ZADEP 2021 - 2026. Implementation review of ZDV 2020 conducted in the year 2020 revealed several challenges that hindered the achievement of some development goals. List of the ZADEP 2 identified challenges included low linkages between important strategic sectors of the economy as well as low quality of education to interpret and organize a learning society. Consequently, the ZDV 2050 has repositioned itself strategically to mitigate the constraints associated with the implementation of previous development vision while simultaneously pursuing the targeted milestone. Those previous implementation areas that were identified under the ZSGRP III/MKUZA III evaluation included uneven or inequality in poverty alleviation especially in rural areas, growth of trade and industrial sectors, average tourist’s spending per night, and other projects and programs that were not implemented in the previous Plan.

1.2 ORIENTATION OF THE PLAN ZADEP 2021-2026 intends to address issues pertaining to growth and economic transformation based on the blue economy, poverty reduction and improvement of livelihoods. The aim is to facilitate mainstreaming of the poverty reduction agenda into the core of the nation’s development planning framework; improve coordination with respect to prioritization, program designing, sequencing, implementation, monitoring, evaluation and reporting. It also aims to enhance resource mobilization and utilization by articulating clear national Key Result Areas (KRAs) while focusing more on domestic resources rather than foreign resources for implementation of national priorities; align national priorities with sector strategies through MTEFs and ensure consistency of public expenditure with national priorities.

1.3 THEME, PILLARS AND OBJECTIVES OF PLAN The theme of Blue Economy for Inclusive Growth and Sustainable Development assigned to ZADEP 2021-2026 emphasizes on transforming the livelihoods of the people through sustainable and inclusive human development. This Plan is based on the four pillars of ZDV 2050 namely Economic Transformation, Human Capital and Social Services, Infrastructural Linkages and Governance and Resilience. More specifically, during its implementation period, the Plan aspires to: 1. Build a base for transforming Zanzibar into upper middle-income country by 2050; 2. Foster development of sustainable production and export capacities; 3. Position Zanzibar as a trade and logistic hub; 4. Improve the environment of doing business; 5. Promote industrial skills and service delivery; ZADEP 3 6. Reduce poverty, accelerate inclusive economic growth and shared benefits among its people through increased productive capacities of youth, women, people with disability and job creation; 7. Improve quality of life, inclusive human development and environmental protection; 8. Promote transparency, accountability and good governance; 9. Promote peace, security and National Unity; and 10. Ensure international and regional agreements such as SDGs, Africa Agenda 2063 and others are adequately mainstreamed into mid-term development planning and implementation frameworks for the benefit of the country.

1.4 SALIENT FEATURES OF THE PLAN ZADEP 2021-2026 has the following key features: i. Imbedding the policy and institutional reforms required for enabling its implementation with the private sector spearheading investments in industrialization, while the Government playing a facilitation role by ensuring a conducive policy setting, a quality regulatory framework, allocation of land and securing a supportive infrastructure for industrial development; ii. Promotion of innovations and strategic partnerships with the private sector by facilitating its development and competitiveness through upgrading and creating conducive environment to achieve sustainability with an emphasis on strengthening government’s corporate culture; iii. Recognition of Development Partners (DPs) and Civil Society Organizations (CSOs) the contribution in the ongoing efforts to attain social and economic development. As such the implementation of the interventions outlined in this Plan requires effective coordination and collaboration of these complementary efforts; iv. Synchronization of interventions for improved good governance (transparency and efficiency), effective coordination and sequencing implementation to achieve higher scores on those significant areas; and v. Encouraging gender responsive and inclusive programs/projects that promote environmental sustainability and mitigation of impacts of climate change.

1.5 METHODOLOGY USED IN DEVELOPING ZADEP In 2020, the Revolutionary Government of Zanzibar (RGoZ) reviewed implementation progress of ZDV 2020 and MKUZA III. The aim was to assess progress made in relation to the set objectives and targets, while identifying major ZADEP 4 challenges and their respective remedies to inform formulation of ZADEP. The reviews of the above two national documents were to ensure that useful lessons learned are carried forward, challenges are addressed, and new efforts and socioeconomic dynamics are put into a proper perspective. The process of developing the Plan has been inspired from a rich experience and recommendations drawn from consultations with key stakeholders from different Ministries, Departments and Agencies (MDAs) and private sector. Also, peer reviews were made at various stages. The consultations were aimed at ensuring shared understanding and enriching contextual substance of the implementation Plan and they were done in two phases. The first phase sought opinions and inputs especially on aspirations developed by ZDV 2020 from targeted stakeholders (e.g., Senior Government Officials from all MDAs, high level decision makers in government and politicians; as well as representatives from the academia, research institutions and CSOs). The second phase targeted the private sector and business practitioners for their views and opinions on what was included in the new ZDV 2050 as interventions for ZADEP 2021-2026. At all phases of consultations, broader representation was observed to ensure that the Plan benefited from inputs of all levels of the society and balanced varying interests. The overall aim of those consultations was to achieve national consensus on the Plan.

1.6 STRUCTURE OF THE DOCUMENT ZADEP 2021-2026 has six chapters organized as follows: i. Chapter one provides introduction part which includes background information, ZADEP 2021-2026 orientation, theme, objectives, pillars and overall aspiration, salient features, methodology and structure of the document; ii. Chapter two contains review of the implementation of MKUZA III which includes overall macroeconomic situation, implementation of Key Result Areas (KRAs) lessons learned and recommendations from MKUZA III Evaluation report; iii. Chapter three is the core of the Plan which includes key areas of interventions, key targets, strategic interventions and key actions for the implementation; iv. Chapter four presents the financing plan of the Plan; v. Chapter five provides implementation of the Plan; and vi. Chapter six presents the monitoring and evaluation modality for the Plan. ZADEP 5 CHAPTER TWO CHAPTER TWO REVIEW OF THE IMPLEMENTATION OF MKUZA III REVIEW OF THE IMPLEMENTATION OF MKUZA III

2.1 OVERVIEW OVERVIEW chapterThis chapter provides providesofthe the outline theoutline of the socio-economicsocio-economic status statusItofalso of Zanzibar. Zanzibar. It also highlights results highlights of the evaluation results from III ZSGRP the implementation evaluation of ZSGRP III implementation and provides insights on andachievements, provides insights on achievements, challenges, lessons learned and recommendations enges, lessons learned and recommendations for informing the strategic interventions for informing the strategic interventions prescribed in this Plan. ribed in this Plan.

2.2 OVERALL MACROECONOMIC SITUATION OVERALL GDPMACROECONOMIC growth rate: During the implementation of ZSGRP III, Zanzibar’s economy SITUATION growth rate: During the implementation ofof recorded positive results in terms economic ZSGRP growth with III, Zanzibar’s an annual economy average recorded positive growth rate that ranged between 5.8 and 7.7 % between 2016 and 2019. In 2019, the ts in terms of economic growth with an annual average growth rate that ranged between 5.8 and GDP growth rate was 7.0 % which was below target. The slow rate of growth of 1.3 ercent between % observed2016inand 2019. 2020 wasIncaused 2019, bythethe GDP growthofrate outbreak thewas 7.0 COVID global percent which was below 19 pandemic t. The slow which rate of growth of adversely 1.3 percent affected observed productivity in 2020 in all was caused economic sectors.by the outbreakthe Throughout of the al COVID entire19period pandemic whichIIIadversely of ZSGRP affectedthe target implementation, productivity of in all the increasing economic sectors. economic growth ughout the entirerate to 9% period ofhas not been ZSGRP III realized. The figure implementation, belowofshows the target the trend increasing the of the economic GDP th rate to growthhas 9 percent rate forbeen not the period realized.under review.below shows the trend of the GDP growth The figure or the period Figureunder review. 2.1: The GDP Growth Rates (%) at Constant Price, Zanzibar, 2016-2020 7.7 7.1 7 5.8 Growth Rate 1.3 2016 2017 2018 2019 2020 Year Source: MKUZA III Evaluation Report, 2020 Source: MKUZA III Evaluation Report, 2020 Figure 2.1: The GDP Growth Rates (%) at Constant Price, Zanzibar, 2016-2020 per capita: Encouraging developments have been noted during the implementation of ZSGRP ith per capita income rising to US$ 1,115 in 2019 up from US$ 834 Z A in D E2015. P This 6 enabled ibar to cross the low middle-income country threshold of per capita income of US$ 1,045 (2019) GDP per capita: Encouraging developments have been notedZ Aduring D E P |the 7 implementation of ZSGRP III with per capita income rising to USD 1,115 ZA in D 2019 EP |7 up from USD 834 in 2015. This enabled Zanzibar to cross the low middle-income and successfully countryachieved oneof threshold of per the main targets capita of theofVision income USD2020 of becoming 1,045 a Middle (2019) and Income successfully Status Economy. successfully achieved achieved one ofone theof the targets main main targets of theofVision the Vision 2020 2020 of becoming of becoming a Middle a Middle Income Income tus Economy. Status Economy. 1,114 1,099 Figure 2.2: The GDP per Capita in US$, 1,026 Zanzibar, 2016 -2020 944 1,114 1,099 867 1,026 944 867 US Dollar US Dollar 2016 2017 2018 2019 2020 Year Source: MKUZA 2016 III Evaluation 2017 Report, 2020 2018 2019 2020 Figure 2.2: The GDP per Capita Year in US$, Zanzibar, 2016 -2020 Source: MKUZA III Evaluation Report, 2020 AnnualSource: headline MKUZA IIIrate: Annual inflation Evaluation headline inflation Report, 2020 The macroeconomic environment of Zanzibar rate: The macroeconomic remained environment of relatively Zanzibar stable with a Figure declining 2.2: rate The of GDP inflation per for Capita the in entire US$, period Zanzibar, of ZSGRP 2016 III -2020 implementation. The remained relatively stable with a declining rate of inflation for the entire period highest rate of inflation of ZSGRP III was 6.7 percent recorded implementation. in 2016 rate The highest and dropped to 3.4was of inflation percent 6.7 in %2020. Hence recorded in nual he headline target of and 2016 inflation reducing rate: annual dropped The% rate inflation to 3.4 macroeconomic in to 5 percent 2020. environment Hencehas thebeen achieved target of Zanzibar of as reducingshownremained in annual Figure relatively 2.3 inflation ble with a below. declining rate to 5 % has rate of inflation been achieved as for the shown entire period2.3 in Figure of below. ZSGRP III implementation. The hest rateFigure of inflation was 6.7Inflation 2.3: Annual percent recorded in 2016 and dropped to 3.4 percent in 2020. Hence Rate, 2016-2020 target of reducing annual inflation rate to 5 percent has been achieved as shown in Figure 2.3 Zanzibar Annual Inflation Rate ow. 6.7 % 5.6% Zanzibar Annual Inflation Rate 3.9% 3.4% 6.7 % 2.7% 5.6% 3.9% 3.4% 2016 2017 2018 2.7% 2019 2020 Year Source: MKUZA III Evaluation Report, 2020 Source: MKUZA III Evaluation Report, 2020 2016 Figure 20172.3: Annual Inflation 2018 Rate, 2016-2020 ZADEP 2019 7 2020 Year Reduction of Poverty: The ZSGRP III target was to reduce basic needs poverty from 30.4 % in 2015 to 10.2 % in 2020. According to the 2019/20 Zanzibar Household Budget Survey (ZHBS), the percentage of people living below basic needs poverty line has declined from 30.4 % in 2015 to 25.7 % in 2020. Child basic needs poverty experienced a similar decline from 34.7 % to 30.1 % and child food poverty dropped from 13.7 % to 11.4% . Despite these declines, basic needs and food poverty in rural areas is significantly higher than in urban areas. Meanwhile, there is some improvement towards the target, with larger absolute decreases in rural poverty and slightly decrease of poverty levels in urban areas. Furthermore, the information from ZSGRP III evaluation further indicates that poverty rate in rural areas remains to be a major challenge that requires relentless efforts.

2.3 ACHIEVEMENTS AND CHALLENGES THROUGH KEY RESULTS AREAS

2.3.1 Key Results Area A: Enabling Sustainable and Inclusive Growth In this key results area, the ZSGRP III implementation focused on improving competitiveness of the services sector, particularly across the value chain of the tourism and hospitality sector; modernization of agriculture sector to increase productivity; and to enhance productivity in industrial sector for sustainable as well as inclusive growth. The RGoZ has made several efforts to strengthen the conducive business environment by implementing projects and initiatives as indicated in ZSGRP III. These allowed the private sector and investment to thrive responsibly and create decent work for youth, women and men. For the latter, a total of 13,196 employment opportunities to youth were created outside and inside the country from 2015/16 to 2019/2020 (8,553 and 4,643 inside and outside). The establishment of online business registration reduced time from 28 days in 2010 to 10 days in 2020. These programs resulted in uplifting the position of Zanzibar in global rank in ‘Doing Business’ from 155 in 2010 to 101 in 2020. Despite these achievements, the current business and investment environment needs further improvement to make the private sector the core engine of growth, poverty reduction and the driver of economic transformation. On the other hand, the ZSGRP III evaluation informs that during the past five years of its implementation, the agricultural sector made significant progress in various areas whereby the percentage share of agriculture, forestry and fishing sector to GDP had reached 22.8 % in 2020 compared with 21.9 % recorded in 2016. Moreover, the fishing sub sector has been advancing whereby the construction of Hatchery facilities at “Bait el Ras” was designed to produce about 9,0001 sea cucumber, 11,6002 milkfish fingerlings and 1433 crab lets for distribution in pilot 1 Ufuatiliaji wa Mpango wa Maendeleo wa Mwaka 2018/19 2 Ibid 3 Ibid ZADEP 8 fish farming areas. Zanzibar Fisheries Company (ZAFICO) was established in 2017; two fishing vessels and a refrigerated truck with capacity to store 10 tons were procured in 2019. The fish catches increased to 36,728 tons4 in 2019 from 33,892 tons5 in 2016. ZADEP |9 Figure 2.4: Contribution of Agricultural, forestry and fishing to GDP Contribution of Agricultural forestry and Fishing Sector to GDP 22.8 21.9 21.5 Percent 21.3 21.2 2016 2017 2018 2019 2020 Year Source:Source: MKUZA IIIMKUZA III Evaluation Evaluation Report, 2020Report, 2020 Figure 2.4: Contribution of Agricultural, forestry and fishing to GDP Similarly, the transport sector (land, marine and air transport) has expanded significantly during the entire period of ZSGRP III implementation. Paved roads Similarly, the transport infrastructure sector (land, increased marine from 701.4 kmand air transport) in 2016 hasinexpanded to 794.4 km significantly 2019, thereby facilitatingduring the entire easy period of accessZSGRP of III implementation. products to the markets. PavedThisroads infrastructure includes increased construction, from 701.4 upgrading and km in rehabilitation 2016 to 794.4 km in of2019,various thereby roads including facilitating Bububu-Mahonda-Mkokotoni easy access of products to the markets. road (34includes This km), upgrading construction, Fuoni-Kombeni and road (8.6 km)ofand rehabilitation Ole-Kengeja various road (35 km) to roads including bituminous Bububu-Mahonda-Mkokotoni standard, road (34 km), to mention few. Fuoni-Kombeni The road construction (8.6 km) and of Terminal Ole-Kengeja III (35 road passenger km) to building bituminous andstandard, the extension of the apron at Abeid Aman Karume International Airport to mention few. The construction of Terminal III passenger building and the extension of the apron has been successfully at Abeid Aman Karume completed improving International Airport flight and passenger has been successfullytraffic volume completed as well flight improving as and increasing the number of passengers handled at the terminal. Maintenance and passenger traffic volume as well as increasing the number of passengers handled at the terminal. extension of Pemba Airport included the improvement of the airport infrastructure Maintenance such asandtheextension extensionofofPemba Airportinstallation the runway, included the ofimprovement runway lightsofand the renovation airport infrastructure of such asterminal the extension building all of which have been completed. However, infrastructure gapsbuilding of the runway, installation of runway lights and renovation of terminal all of still which have exist been in mainly completed. power andHowever, transportinfrastructure sectors. Given gaps the still exist mainly importance in power and of adequate transport sectors. Given infrastructure to the importance support of adequate infrastructure industrialization and to fosterto support industrialization the desired economic and to transformation foster the desired by thetransformation economic government, by these thegaps need to be government, well these addressed gaps need to be towell satisfy addressed growing to satisfy growing infrastructural infrastructural demands demands forforthetheimplementation implementationof ofthis this Plan. Plan. With regards With regards to tourism,to tourism, the remains the sector sector remains to be thetokey be the key contributor contributor of the country’s of the country’s GDP by which GDP by which the accommodation and food service contribution the accommodation and food service contribution to GDP alone is 20.2 percent in 2019. Among to GDP alone is the 20.2 % in 2019. Among the achievement attained in this sector include promotion achievement attained in this sector include promotion of coastal and marine tourism, development Zanzibar Statistical Abstract 2019, OCGS, 2020 4 and highIbidvalue tourism resorts and related infrastructure and renovation of historical buildings sites 5 such as Kwa Bikhole, Palace of Mwinyimkuu Dunga, Mkamandume, ZADEP Fukuchani,9 etc.; and the promotion of ecotourism practice for ocean conservation and biodiversity hotspots (Masingini, of coastal and marine tourism, development and high value tourism resorts and related infrastructure and renovation of historical buildings sites such as Kwa Bikhole, Palace of Mwinyimkuu Dunga, Mkamandume, Fukuchani, etc.; and the promotion of ecotourism practice for ocean conservation and biodiversity hotspots (Masingini, Ngezi, and Jozani). These initiatives contributed to an increase in the number of visitors by 43.1 % from 376,242 recorded in 2016 to 538,264 in 2019. The sharp decline in visitors’ flow in the year 2020 was highly attributable to the outbreak of global COVID 19 pandemic. Accordingly, the number of Hotels/GuestZADEP | Houses increased from 452 in 2016 to 608 in 2019. The tourism sector accounted for 7.1 % of GDP, 10 % of total employment and 8.4 percent of investment in 2017. unted for 7.1 percent However, of GDP, the amount 10 percent of tourist of total spending peremployment night remainsand 8.4 percent relatively low. of investment 7. However, the amount of tourist spending per night remains relatively low. Figure 2.5: Number of International Visitors Arrival by year 520,809 538,264 433,474 Number of Tourist 376,242 260,644 2016 2017 2018 2019 2020 Year Source: MKUZA Source:III Evaluation MKUZA Report, 2020 III Evaluation Report, 2020 Figure 2.5: Number of International Visitors Arrival by year On the other hand, the percentage share of the manufacturing sector to GDP he otherdeclined hand, the slightly to 6.8 share percentage in 2019of compared to 7.1 recorded the manufacturing sector in to 2016. There waslightly GDP declined an to increase in the value of trade in manufacturing sector from TZS 152.7 million in 019 compared to 7.1 recorded in 2016. There was an increase in the value of trade 2015 to TZS 180 million in 2019. The target was to increase the value of trade ufacturingthesector from TZS products manufacturing 152.7 million to TZSin200 2015 to TZS million 180 million in 2020. in 2019. Similarly, The target w the growth crease the value rate of theof trade in the industry manufacturing manufacturing products to has increased TZS 200over dramatically million and in 2020. above theSimilar targetofofthe growth rate 16%. It has increased manufacturing from has industry 8.0 % in 2016 to 20.5 increased % in over dramatically 2019.and Theabove main the tar challenges 6 percent. that needfrom It has increased to be 8.0 addressed percenttoinpromote 2016 toindustrialization 20.5 percent ininclude inadequate 2019. The main challeng financial, human and technical resources, a low intensity business and investment need toenvironment, be addressed to promote industrialization include inadequate financial, human a low productivity, poor and inadequate infrastructure facilities, nical resources, a low intensity limited linkages between business economicand investment sectors, limitedenvironment, macro-micro low productivity, linkages and po inadequate weakinfrastructure facilities, implementation of limited national linkages between and sector developmenteconomic sectors, plans and limited mac subsequent activities. o linkages and weak implementation of national and sector development plans and subsequ vities. 2 Key Results Area B: Promoting Human Capital Development ZADEP 10 RGoZ has established a human capital development system in order to meet the socioeconom

2.3.2 Key Results Area B: Promoting Human Capital Development The RGoZ has established a human capital development system in order to meet the socioeconomic and governance needs of the country. This is a gender responsive approach to human capital development that has reduced gender gaps in knowledge, skills development and competitiveness between women and men has also been emphasized during the implementation of ZSGRP III. Consequently, the employability of Zanzibar youth as well as enhancing the entrepreneurial capacity have been increased significantly during the implementation of ZSGRP III. During the implementation of ZSGRP III the RGoZ has managed to empower a total of 21,444 young entrepreneurs by granting them interest free loans through the Empowerment Fund to entice them to engage themselves in self-employment and employ other youths in different sectors including agriculture, livestock and embroidery. Similarly, a total of 1,668 youths were provided with six-month vocational training courses and were offered agricultural inputs, livestock and fishing gears, tailoring equipment, carpentry tools, welding tools and material for embroidery after training. Likewise, a total of 300 youth received special job training through a special programme to equip them with employability skills needed in the tourism and hospitality sector. The entrepreneurial incubator at Mbweni, Unguja produced a total of 1,069 (253 males and 816 females) entrepreneurs. These graduates successfully managed to establish their own businesses and companies.

2.3.3 Key Results Area C: Providing Quality Services for All The RGoZ made significant achievements in improving access to quality services for most of the sub sectors involved in this key results area. Public service sector emphasizes on health and sanitation services, safe and clean water; quality education; access to decent and affordable housing; prevention and response to violence against women and children; and food security and nutrition for all. The following are the documented key achievements: a) Mnazi Mmoja Hospital was upgraded and became a referral hospital and officially recognized as among the teaching hospitals in the East African Community (EAC). The upgrading included the construction of new buildings, establishment of new health departments/sections like neurology, cancer etc. and procurement of state of the art health equipment such as CT scan machines, MRI machine, DNA tests facilities etc. b) For its part, the Abdullah Mzee hospital in the island of Pemba was upgraded to a regional hospital after a major renovation drive. Moreover, other hospitals such as Kivunge, Makunduchi and Micheweni were upgraded to district hospitals, while 15 PHCUs became PHC+ with additional services ZADEP 11 including working 24 hours and providing more services including delivery services. The construction of the modern KMKM Hospital at Kibweni also contributed to the key health development objectives of the government. The private hospitals have also played a critical part in addressing health development objectives in the country. c) There are now four major hospitals such as Al-Rahma, Tasakhtaa Global Hospital, Mina Hospital and Tawakkal Hospital. Procurement of boat ambulances has been done which will provide services for the patients living in small and remote islets in Pemba (Fundo, Kisiwa Panza, and others). Other health supporting infrastructure including construction of Chief Government Chemist Laboratory Agency with the state-of-the-art equipment and construction of medical stores with large capacities was completed in Unguja and Pemba. d) Significant progress in reducing morbidities and mortalities such as child and maternal mortality, combating malaria, HIV and AIDS and addressing non-communicable diseases, among others has been made. However, the progress must be consolidated and sustained because in some areas, progress has been slow, particularly on maternal, neonatal and perinatal mortality. Similarly, emphasis should be on strengthening the health service delivery system with service delivery geared6 towards improving the quality of health of mothers and children; addressing commonly prevalent illnesses and triple burden of malnutrition which are major causes of deaths as well as addressing the issue of sustainable health financing and quality of human resource in the health sector. e) The Childhood Mortality level from TDHS – MIS 2016 shown that Neo- Natal mortality rate reduced to 28/1000 live births, Post Neo-Natal mortality rate to 17 /1000 live births and Infant mortality rate 45/1000 live births, Child mortality rate 11/1000 live births and under five mortality rate 56/1000 live births. Maternal mortality: Institutional Maternal Mortality Rate has been declining, from 277 in 2016 to 155 in 2018 (per 100,000 live births), but the rate is still high. f) Important progress has also been made with respect to sanitation whereby the proportion of households with improved sanitation facility (flush or pour flush toilets to sewer systems, septic tanks or pits latrines, ventilated improved pits) reached 87.6 % in 2019/20 compared to 83.7 % in 2014/15. Relatively, more improvement has been made in sanitation in urban areas rather than in rural areas. However, this area needs to be further strengthened. g) The proportion of households using protected water source for drinking in dry seasons has increased from 90.5 % in 2014/15 to 91.5 % in 2019/20, while the proportion of households within 1 kilometre of drinking water 6 Ministry of Education, Budget Speech (2019/20) ZADEP 12 source in the dry season has also increased from 96.9 % in 2014/15 to 98.8 % in 2019/20. h) Significant progress has been realised in improving education including construction of new classrooms and schools as well as school facilities and learning environment. Construction of 24 education hubs for Unguja and Pemba which contain libraries, science laboratories and language laboratory and ICT rooms have been completed. Those efforts increased the literacy rates for the population aged 5 years and above to reach 87.4 in 2019/20 compare to 83.7 % in 2015.The pass rate of standard VI candidates have increased from 84.5% in 2015 to 97.5 percent in 20197. Also, the pass rate for form II and form IV students have considerably increased from 69.6% and 60.2% in 2015 to 77.1% and 67.8 in 2020, respectively. Meanwhile, the pass rates for form VI students has slightly reduced from 99.4% in 2015 to 96.9% in 2020. Z A D E P | 13 Figure 2.6:Form II, Form IV and Form VI Pass Rate, 2015 - 2019 Source: MKUZA III Evaluation Report, 2020 The proportion Source: MKUZA of III schools with access Evaluation to 2020 Report, Electricity (preprimary is 67% in 2015 to 80.2 inFigure 2019, primary 2.6:FormisII, 87.8% ForminIV 2015 andto 92.7VI Form in Pass 2019,Rate, while2015 - secondary 2019is 94.3% in 2015 to 97.3 in 2019); Computers (preprimary is 0% in 2015 to 0% in 2019, primary oportion of 5.2% in schools with2015 accessto to 42% in 2020, secondary Electricity (preprimaryisis20.7% 67% in 2015 to 80.2 65.5% in in 2019, 2020)inand y is 87.8% Basic 2015 drinking to 92.7 waterwhile in 2019, (preprimary is 89% secondary in 2015 is 94.3% to 89.3to %97.3 in 2015 in 2019, in 2019); uters (preprimary is 0% in 2015 to 0% in 2019, primary 5.2% in 2015 to 42% 95.7 primary 85% in 20 15 to 92% in 2019 while secondary is 87.6 % in 2015 to in 2020, in 2019). ary is 20.7% in 2015 to 65.5% The construction in 2020) of storey and Basic housing drinking has been water taking (preprimary place in various is 89% partsinof2015 % in 2019, primary Zanzibar. This85% in 20fifteen includes 15 to 92% in 2019 blocks while with 14 secondary apartments is 87.6% each at ZSSFin 2015 Mbweni to 95.7 9). Housing Estate and three blocks with 76 houses at Kwahani Mji Mpya. Similarly, 7 Ministry of Education, Budget Speech (2019/20) nstruction of storey housing has been taking place in various partsZof A Zanzibar. DEP 13 includes This blocks with 14 apartments each at ZSSF Mbweni Housing Estate and three blocks with 76 Bakhresa Group of Company has 600 units under construction at Fumba area and CPS Company has constructed 1,500 units at Nyamanzi area which are under the Fumba Free Economic Zone. The proportion of households living in houses with modern walls increased from 77.1% in 2014/2015 to 82.7% in 2019/2020 while the proportion of households living in houses with modern roofs has also increased from 85.4% in 2015 to 91.3% in 2019/2020. Meanwhile, the proportion of households living in houses with modern floors has increased from 77.6 % in 2014/2015 to 82.3% in 2019/2020. It is also important to note that the proportion of households which were food secured in Zanzibar declined from 51.4% in 2014/15 to 48.5% in 2019/20. Moreover, the proportion of households with food security for the rural areas was 41.0 % whereas for urban areas was 58.9% (HBS, 2019/20).

2.3.4 Key Results Area D: Attaining Environmental Sustainability and Climate Resilience The RGoZ recognized the importance of the link that exists between sustainable development and the process of economic, social and environmental fields, to ensure sustainable protection of ecosystems and natural resources. This resulted in significant progress being reported in addressing climate impact. The construction of seawalls with a total length of 50 meters and groin walls of the total length of 420 meters was done. Similarly, a total of 237 hectares of mangroves were planted to protect the land from erosion due to sea level rise and ensure resilience and continued protection of coastal assets, settlements, and community livelihoods. Likewise, several dykes of more than 1.8 kilometres have been constructed in coastal areas to minimize the impact of saltwater intrusion into coastal agriculture lowlands. The construction of storm water drainage systems with a total length of 20.7 kilometres has been completed in various places and has managed to reduce the effects of flooding to the general community in the Mjini Magharibi. In addition, 312 meters of Mizingani sea wall and promenade has been constructed to protect the coastline from beach erosion.

3.2.5 Key Results Area E: Adhering to Good Governance Principles Good governance and accountability are fundamental and prerequisites for sustained economic development and poverty reduction in Zanzibar. To ensure an accountable, transparent and corruption- free governance system, the Zanzibar Public Leaders Ethics Commission was established along with strengthening of Zanzibar Anti-corruption and Economic Crime Authority (ZAECA) and various other legal institutions. Various laws related to ending violence against women and children have been reviewed including the Evidence Act 6/2016; The Kadhi’s Court Act 9/2017; The Criminal Procedure Act 7/2018 section 151 (1); The Penal Act 6/2018 and Children Act No 6 of 2011. Similarly, RGoZ considered the issue ZADEP 14 of gender sensitivity in its leadership by which the indicators for gender inequality have shown improvements in gender balance in Zanzibar. The Government also embanked on building the capacity of justice institutions and frontline professionals to effectively address violence against women, children and people with disabilities. This significantly increased access to justice, respect for the rule of law, adherence to basic human rights, and greater participation in the democratic process

2.4 LESSONS LEARNED FROM ZSGRP III IMPLEMENTATION The following are the lessons learned from implementation of ZSGRP III: i. Poverty reduction is still a challenge that needs a more inclusive, comprehensive and gender responsive economic development and social protection approach to deal with it. Rural households are more prone to poverty compared to urban households; ii. The slow or inadequate growth of industrial sector is a serious problem that needs restless effort to solve; iii. Trade sector has been growing rapidly in terms of value and volume but its share to GDP continued to decline over time; iv. The share of agricultural sector to GDP has been declining over time despite the fact that large proportion of Zanzibaris especially women are participating in agricultural activities; v. Despite progress in the tourism sector in terms of number of tourists arrival and expansion of tourism infrastructure, the average tourist’s spending per night has declined; vi. Maternal and neonatal mortality are good litmus of health sector performance, the factors leading or contributing to these deaths are multi-dimensional, hence, effective reduction of these mortalities requires multi-sectoral collaboration; vii. Data accuracy and availability is still a challenge; viii. Unsatisfactory private sector engagement in the economy.

2.5 RECOMMENDATIONS FROM ZSGRP III EVALUATION REPORT The ZSGRP III evaluation report came up with the following recommendations for ZADEP 2021–2026: i. Develop problem oriented, equity based and more focused strategies on poverty reduction; ii. Efforts and strategies should be made to raise the average tourist’s spending per night. Currently, the average tourist’s spending per night is still low; iii. Include communication plan and ensure it is well implemented and known to the community; ZADEP 15 iv. Design rigorous strategies to revive the growth of industrial sector and to increase its share to GDP; v. Continue to support the transformation of the agricultural sector to enhance more productivity. This the sector employs good number of people in Zanzibar; vi. Impressive performance is reported in terms of provision of and access to education services; The challenge now is the quality of education provided. Thus, the Plan should focus on improving the quality of education provided by both public and private schools ensuring the graduates are equipped with the necessary skills to access and compete within the labor market; vii. Build stronger entrepreneurial capacity support to the local communities in order to promote trade and industrial sector; viii. Complete the implementation of flagship projects and other projects; ix. More support and capacity in strengthening data, information and monitoring and evaluation system should be provided; x. The Monitoring and Evaluation (M&E) framework for the Plan should make sure that all indicators are provided with their well-defined targets and baseline data. ZADEP 16 CHAPTER THREE Z A D E P | 16 THE PLAN

3.1 OVERVIEW CHAPTER THREE Z A D E P | 16 THE PLAN The ZADEP is the first plan to be developed for the implementation of the ZDV 2050. ZADEP’s themeCHAPTER of Blue EconomyTHREE for Inclusive Growth and Sustainable

3.1 OVERVIEW Development is addressing THE PLANdevelopment priorities established the by the RGoZ. The priority Blue economy thematic areas identified include: The the ZADEPpromotion of plan is the first sustainable coastal for to be developed andthe marine tourism, of the implementation sustainable fisheries ZDV 2050. ZADEP’s

3.1 OVERVIEW andof “Blue aquaculture including deep sea andfishing, seaweed farming, ismaritime theme Economy for Inclusive Growth Sustainable Development” addressing the transport, development The ZADEP infrastructure, priorities is the firstestablished trade and by the RGoZ. plan to be developed related services, The priority of for the implementation Blueoffshore economy the ZDV renewable 2050. thematic ZADEP’s areas energy. identified theme of Other “Blue the include: key areas promotion Economy for of of concern sustainable Inclusive Growth andare promotion coastal and marine Sustainable of sustainable tourism; tourism,issustainable Development” addressing thefisheries exploration and aquaculture and development priorities management including deep sea by established of fishing, oil and seaweed the RGoZ. natural Thefarming, gas; strengthening maritime priority Blue transport, economy public infrastructure, thematic areas private sector identified include:partnership; the promotion infrastructure of sustainable development; coastal and marine trade and related services, offshore renewable energy. Other key areas of concern areimproved tourism, public sustainable services fisheries promotion and and good aquaculture governance; including deep sea climate fishing, seaweed adaptation farming, maritime and environmental transport, infrastructure, of sustainable tourism; exploration and management of oil and natural gas; strengthening public protection; trade economic and related empowerment services, offshore renewableasenergy. well as key promoting of gender areequality and private sector partnership; infrastructure development; Other improvedareaspublic concern services promotion and good women’s of empowerment. sustainable tourism; ZADEP exploration and also articulates management the natural of oil and CCMgas; Election Manifesto strengthening public governance; climate adaptation and environmental protection; economic empowerment as well as of 2020-2025, private sector the pledges partnership; and vows of infrastructure the President development; improved of Zanzibar public services andand Chairman good promoting of the gender governance; equality Revolutionary climate and adaptation women’s Council andHis empowerment. Excellency environmental ZADEP Dr. Hussein protection; articulates alsoAli economic Mwinyi empowerment asasCCM the well Election wellas as Manifesto regional of promotingand2020-2025, gender equality the international pledges and women’s and agreements, vows of the President treaties and empowerment. resolutions. ZADEP also of and Chairman articulates the CCM Election of the Zanzibar Revolutionary Manifesto ofCouncil H.E 2020-2025, theDr. Hussein pledges Aliof the and vows Mwinyi as of Presidentwell as regional Zanzibar and of the international and Chairman This chapter agreements, presents treatiesCouncil Revolutionary and H.E interventions resolutions. for a five-year development pathway. It Dr. Hussein Ali Mwinyi as well as regional and international highlights agreements, the blueandeconomy treaties initiatives as a first priority towards an enabling and resolutions. This chapter presentsenvironment transformative interventionsand for a five-year infrastructuredevelopment development;pathway. boostingIt highlights economic the blue This economy chapter presents initiatives as a interventions first priorityfor a five-year development pathway. It highlights the blue diversification; promoting humantowards capital an andenabling social and transformative development environment and and Governance economy initiatives as a first priority towards an enabling and transformative environment and and Resilience. infrastructure It alsoboosting development; describes the linkages economic between diversification; the blue promoting economy human capital and and social infrastructure development; boosting economic diversification; promoting human capital and social related enabling factors for a socio-economic transformation of the development and Governance and Resilience. It also describes the linkages between the blue country. development and Governance and Resilience. It also describes the linkages between the blue economy andand economy related enabling related enablingfactors factors for for aa socio-economic socio-economic transformation transformation ofcountry. of the the country.

3.2 EXPLORING BLUE ECONOMY POTENTIALS 3.2 3.2 EXPLORING BLUE EXPLORING ECONOMY BLUE POTENTIALS ECONOMY POTENTIALS Indicative IndicativeSDGs SDGs Targets The Targets RGoZ The The recognizes RGoZ RGoZ the recognizes recognizes the SDG role the ofrole role the Blue of the Economy of the Blue Blue Economy SDG8.5, 8.5,SDG SDG 9.1, 9.1, SDG 9a, (BE) Ec in promoting o n ino m y ( socio- B E ) socio- SDG 9a, (BE) promoting SDG 14.2, SDG 14.5, economic development and SDG 14.2, SDG 14.5, inp romoti economic n g and development SDG 14.7, SDG 5.a, marine conservation through SDG5.c, SDG 14.7, SDG 5.a, socio marine -conservation economic through better stewardship of the sea SDG 5.c, development andthe sea andbetter relatedstewardship of Agenda 2063, Aspirations resources. This Agenda 2063, Aspirations marine conservation 1,2,7 andwith aligns related SDG resources. 14 titled This 1,2,7 through better “Conserve and sustainably use aligns the with oceans,SDG seas 14 and titled marine resources “Conserve stewardship and for sustainable sustainably of the sea and use development”. the related oceans, Blue resources.seas and economy marine This aligns is also resources aligned with SDG with for 14 Goal sustainable 6 of the African development”. titled “Conserve and Blue Union Agenda 2063. It involves sustainableeconomy utilizationisofalso sea aligned and marine resources to support sustainably use the oceans, withseas Goaland marineAfrican 6 of the inclusive and socio-economic growth as well as creating new platforms for employment Union Agenda 2063. It involves sustainable utilization of sea and Z Amarine D E P resources 17 to support inclusive and socio-economic growth as well as creating new platforms for employment resources for sustainable development”. Blue economy is also aligned with Goal 6 of the African Union Agenda 2063. It involves sustainable utilization of sea and marine resources to support inclusive and socio-economic growth as well as creating Z A D new platforms for employment opportunities. This can be done while protecting the marine environment and its constituent biodiversity, adaptive to climate change opportunities. This can be done while protecting the marine environment and its co and promoting resilience. biodiversity, adaptive to climate change and promoting resilience. BE refers to a sustainable ocean-based BE refers asto means economy, a sustainable ocean-based to achieve the econ means to achieve economic, social theandeconomic, social and envir environmental dimensionsof dimensions of sustainable sustainable development. Zanzib Zanzibar’s Economy Blue Economy policy refers policy to BE as refers use o sustainable tocoasts BE as sustainable and other water usebodiesofas the sea,related r well as coasts including underground waters, foras socio- and other water bodies as well related resources, including underground development while preserving the environmen waters, for socio-economic development implementation while preserving the of environment. this policy, five In thepriority recognized, namely (i) fisheries and aquaculture; (ii) maritime implementation of thistrade policy,andfive infrastructure; priority (ii (iv) tourism and areas are (v) Blue recognized, governance. namely (i) fisheries and aquaculture; (ii) maritime trade and infrastructure; (iii) energy; (iv) tourism and (v) Blue governance. The overarching goals of RGoZ in developing blue economy activities are to maximize v The overarching marine sector goals of through RGoZ in ustainable developing economic blue economy diversification; createactivities high-valueare toonshore and maximize value from marine sector through sustainable economic diversification; jobs; contribute significantly to food security through sustainable utilization and manag create high-value onshore and offshore jobs; contribute significantly to food security marine resources; and enhance energy security via the development of offshore renewabl through sustainable utilization and management of marine resources; and enhance Although, blue via energy security economy offers vastofopportunities the development for theenergy. offshore renewable local communities, Although, blue the conc several economy challenges such as offers vast low levelfor opportunities of the awareness local on what communities,blue the economy concept really means; in faces capacity and several innovation challenges such as inlowblue economy; level of awarenessshortage on whatof blue finance economyand really investment c means; inadequate implementing capacity and BE initiatives, innovation shortage of in blue tools, appropriate economy; shortage of equipment, finance and infrastructure and investment capital in implementing BE initiatives, shortage for BE implementation, shortage of expertise and technical capacity or development of of appropriate tools, economies; based equipment, infrastructure adverse impactand of facilities for BEon climate change implementation, shortage of the marine ecosystems; Illegal, u expertise and technical capacity for development of the ocean based economies; and unregulated fishing and maritime safety and security issues which can undermine both adverse impact of climate change on the marine ecosystems; Illegal, unreported and and regional fishing unregulated efforts to andmainstream sustainable maritime safety blue economy. and security issues which can undermine both national Vision and regional efforts to mainstream sustainable blue economy. aspirations Vision aspirations (i) A cohesive blue economy captured through sectoral linkages across agricultur (i) A cohesive blue and industrialization economy capturedand trade, tourism through sectoral maritime linkages as transportation across follows: agriculture, industrialization and trade, tourism and maritime a. Industrial value addition, including the commercialization of fishe transportation as follows: aquaculture, in line with domestic and export market demand, a. Industrial value addition, including the commercialization of b. fisheries Expansion and of sustainablein marine aquaculture, line withtourism domesticto and include undeveloped export market ma ecotourism to promote job creation, demand, c. Efficient and reliable maritime infrastructure Z A D network EP and services, 18 seaports and undersea pipelines, to facilitate trade and passenger flows b. Expansion of sustainable marine tourism to include undeveloped markets for ecotourism to promote job creation, c. Efficient and reliable maritime infrastructure network and services, including seaports and undersea pipelines, to facilitate trade and passenger flows as well as strengthening tourism demand; (ii) High expertise in managing blue economy-related technologies through capacity building and investment in R&D to ensure local ownership and greater contribution to the general economy; (iii) Sustainable exploitation of marine-related resources and products within an operational blue economy framework guided by marine spatial planning, environmental preservation and clear investment procedures; and (iv) Continued adherence to and support for regional and international blue economy institutions and initiatives in order to preserve the marine environment and promote economic cooperation. Key Targets i. The blue economy contributes 60% of GDP by 2025; and ii. Increase the proportion of total employment in the blue economy sector to reach 60% of the total employment by 2025. Strategic intervention Enhance coordination of blue economy activities Key Actions i. Improve legislative, regulatory and institutional frameworks for blue economy; ii. Develop and implement Marine Spatial Planning; iii. Strengthen regional cooperation and international advocacy (Blue Diplomacy); iv. Raise public awareness on inclusive, environmental friendly and gender responsive blue economy in partnership with CSOs; v. Enhance engagement of private sector in blue economy activities; vi. Support investment in blue economy and establishment of Blue Fund; and vii. Strengthen participation in oceanic associations. ZADEP 19 vi.vii. Support investment Strengthen in blue in participation economy oceanicand establishment of Blue Fund; and associations. vii. Strengthen participation in oceanic associations. PriorityPriority Sectors in ExploringExploring Sectors Blue Economy Potentials Blue Economy Potentials riority Sectors in Exploring Blue Economy Potentials

3.2.1 Fisheries, Aquaculture

3.2.1 Fisheries, and Marineand Aquaculture Resources Marine Resources

2.1 Fisheries, Aquaculture and Marine Resources Most of the fishing Indicative SDGs Targets Most Most ofoftheinthe fishing fishing activities Zanzibar Indicative SDG 9.1, SDGs SDG 9a,Targets activities activities are in Zanzibar in small-scale Zanzibar SDG 9.1, SDG SDG 9a, 14.5, 14.2,SDG 5.a, SDG 5.c, are small-scale SDG 14.2,SDG SDG 14.5, 14.7, SDG are(artisanal), small-scale taking SDGAgenda 2063:Aspiration 14.7, SDG 5.a, 1,2,7 SDG 5.c, (artisanal), (artisanal), place takingtaking along Agenda 2063:Aspiration 1,2,7 place place along territorial territorial along waters waters using using waters territorial traditional traditional methods. According to the methods. using Zanzibar According traditional Fisheries to the Zanzibar Fisheries Frame Survey methods. (ZFFS) of According Frame Survey 2020, to (ZFFS) the there are Zanzibar of 2020, there7,919 Fisheriesfishing are 7,919 vessels of which 61% are sail and paddles Frame propelled.of The Survey (ZFFS) entire 2020, value7,919 there are chain of artisanal fishing employs about 63,000 jobs (of which 17.4% for women). The challenges facing artisanal fishing are; inability of fishers to access resources at high water due to lack of proper fishing boats and gears, insufficient fish market infrastructure and services, inadequate fishing skills and knowledge. Aquaculture sector in Zanzibar is dominated by fish farming, sea cucumbers and mud crabs and offers viable options towards the industrial scales of capture fisheries. In Zanzibar, aquaculture also involves seaweed farming, which is a major industry that supports about 25,000 people of which 80% are women. About 90% of seaweed is cultivated in Pemba. The challenges facing seaweed production are low value addition, absence of innovation and technology in seaweed production, weak capacity and low capital, deficiency of processing industries, unreliable access to market, disease and the impact of climate change. Vision aspirations (i) A cohesive blue economy captured through sectoral linkages across agriculture, industrialization and trade, tourism and maritime transportation as follows: a. Industrial value addition, including the commercialization of fisheries and aquaculture, in line with domestic and export market demand, b. Expansion of sustainable marine tourism to include undeveloped markets for ecotourism to promote job creation, c. Efficient and reliable maritime infrastructure network and services, including seaports and undersea pipelines, to facilitate trade and passenger flows as well as strengthening tourism demand; Key Targets i. Increase share of fishing to GDP from 4.9% in 2020 to 10% in 2025; ii. Increase fish per capita consumption from 22.7Kg/year in 2020 to 30kg/ year by 2025 and ZADEP 20 iii. Increase the proportion of total employment in the fisheries sector from 4% in 2020 to 15% in 2025. Strategic Interventions 1. Enhance development of fishing sector Key Actions i. Improve and enforce legal fisheries framework; ii. Build capacity for fisheries stakeholders; iii. Promote sustainable artisanal fishing, aquaculture and deep-sea fishing; iv. Empower fisheries stakeholders along value chain; and v. Strengthen development and market for fisheries/and aquatic products. 2. Enhance rational management of Marine resources Key Actions i. Improve and enforce legal framework ensuring equitable access, management and control of marine resources and services; ii. Conserve the marine and coastal resources; iii. Promote decent employment in the maritime sector; iv. Develop and promote marine products processing industries; v. Improve competent authority and modern laboratory for quality assurance of marine products; vi. Establish and implement quality assurance standards at entry and exit points; and vii. Empower women, youths and people with different abilities in ocean based economies. 3. Enhance Research & Development for marine resources Key Actions i. Strengthen the marine resources research related institutes; ii. Enhance use of inclusive and gender responsive research findings in blue economy development activities; iii. Enhance research on quality assurance on hygiene and sanitation practices in fisheries products; iv. Build capacity for fisheries/marine stakeholders in innovation, access to capital, access to market and product quality demand; v. Introduce and implement exhibition of fisheries/marine products; and vi. Introduce consumer preference and healthy/nutritional/medicinal benefits research for fisheries/marine products. 4. Strengthen international and regional co-operation ZADEP 21 Key Actions i. Strengthen collaboration with regional and international (fisheries and Maritime) management organization/boards/institutions; ii. Maintain links and participate in trans-boundary policy and law making platforms; iii. Initiate exchange programs within the region; iv. Increase participation in national and international symposia in fisheries/ marine resources; and v. Participate in implementation of regional and international projects. ZADEP |

3.2.2 Tourism Z A D E P | 21 Z A D E P | 21 3.2.2 3.2.2Tourism Tourism is one Tourism

3.2.2 Tourism of the key pillars of the Zanzibar economy generating tens of TourismTourism thousands is one ofofTourism is the one jobs key isin one of the key theof the k Indicative SDGs Indicative Indicative SDGs pillars service SDGs of the pillars sector. Zanzibar pillars of of the represents Zanzibar the Zanzib Targets economy generating tensItof Targets Targets economy generating tens of SDG 8.5, SDG 8.9, an jobs economy important thousands of in thesource generating of tens SDG4.4, 8.5,SDG5.1, SDG 8.9, thousands of jobs in the SDG SDG 8.5, SDG service 8.9, thousands sector. government It revenue ofand represents jobs in t SDG14.7 SDG 4.4, SDG5.1,an important service source sector.ofIt represents SDG 4.4, SDG5.1, SDG 14.7 Aspiration GDP Agenda 2063 government growth. Zanzibar service revenue an important sector.of and source has It represe 1,2,7 AgendaSDG 14.7 2063 seen government GDP Aspiration a growth. significant an Zanzibar has increase important revenue and source seen a significant increase in tourist arrivals, with an average annual growth rate of nearly 18.7%in tourist arrivals, withhasan 1,2,7 Agenda 2063 Aspiration between GDP government growth. 2011 and 2019. Zanzibar In revenue a average 2019 specifically, the number of tourist arrivals was1,2,7 annual growthseen 538,264. rate of a GDP nearly significant growth.18.7% increaseZanzibar h in touristIt arrivals, with an average annual between growth rate 2011 of and nearly 2019. 18.7% In between is estimated at there are about 22,000 direct jobs in the tourism sector, of which 76% 2019 2011 specifically, and 2019. seenare a significant In increa the number 2019 of specifically, employed tourist atthe arrivals number one of the 473 was tourist of hotels 538,264. arrivals (ZCT, 2017; was 538,264. and the Ministry of Information, Tourism and in tourist arrivals, with an average annual growth rate of nearly 18.7% between 2011 and 2019. Heritage, 2017). The sector is also poised for more growth as with more tourism expected to come 2019 It isspecifically, estimated thatthe number there of tourist are about arrivals 22,000 from direct was thejobs in 538,264. emerging the tourism markets sector,from as people of these which 76% are It is estimated employed at one ofthathethere 473 arehotelsabout 22,000 countriesand (ZCT, 2017; direct are earning the jobsincome higher Ministry in the of tourism that can Information, be used sector, Tourism andof to travel abroad. However, various environmental It is which estimated 76% Heritage, arethat 2017). The there isare employed sector about alsone at poised 22,000 the of for 473 more direct hotels growth jobs as(ZCT, within the 2017; more tourism tourism issues, including pollution, waste and unsustainableand sector, the expected of Ministry to which come of 76% a employed Information, at one Tourismof theand 473 hotels (ZCT, Heritage, 2017). from use of2017; Thenaturaland the sector emerging the Ministry is also resources, markets such poised as as of Information, forand people coastal more growth from these Tourism a encroachment,arecoral countries earningreef higher income that can be used as with more Heritage, 2017). tourism The sectorexpectedis alsotopoised come fromore for thegrowth emerging markets degradation, as with deforestation, illegal take of marine product, more as mangrove peoplexpected tourism from to com to travel these abroad. countries However, are various earning environmental higher incomefrom the from the unsustainable extraction emerging of freshwater andmarkets firewood as people issues, including pollution, wastetheand unsustainable that can countries harvesting from be coral used to are earning such rage forests, travel abroad. higheras income threaten sector. However,that can be us With the tourism sector mainly focusing onuse marineof tourism natural (‘sunresources, and sea’ holidays, diving, coastal and various to totravel encroachment, snorkeling, and boat trips), a lack of proper mechanism environmental manage coralabroad. the However, reefnumber growing issues, including of tourismvarious degradation, mangrove environmen pollution, related activities may lead to the degradation of marineissues, illegal deforestation, waste includingtake habitats, loss of ocean and pollution,unsustainable biodiversity, of marine waste and sea product,use unsustainab pollution and over-exploitation of marine resources –of natural outcomes that resources, are contrary to the such blue as economy coastal and use of unsustainable guiding principles. Sustainable management of the tourism natural extraction sector will ofresources, freshwater foster the economic benefitsuch as coastal a and firewood encroachment, harvesting associated with tourism as well as supporting the from coral rage coral forests, encroachment, coral reef degradation, utilization, rehabilitation and reef threaten restoration degradation, of the sector. mangro With theZanzibar’s tourismmarine sector mainly natural focusing on marine resources. mangrove deforestation, deforestation, illegal take of diving, tourism (‘sun illegal and sea’ holidays, take of marine produ snorkeling, and boat trips), a lack of proper mechanism marine product, to manage unsustainable the growing number of extraction tourism related activities may lead to the degradation ofof unsustainable extraction ofbiodiversity, freshwatersea and firewo freshwater and firewood harvesting marine habitats, loss of ocean pollution and over-exploitation of marine resourcesfrom harvesting – outcomes from arecoral rage forests, threaten the sect coralthatrage contrary forests,to the blue economy threaten the the tourism sector mainly focusing on marine sector. With the tourism sector mainly focusing on marine tourism (‘sun and sea’ divin With guiding principles. Sustainable management of the tourism sector tourism will (‘sun foster the and economic sea’ holidays, benefits snorkeling, and boat associated with holidays, diving, tourism trips), a lack as well snorkeling, as of and proper supporting boat manage the utilization,torehabilitation mechanism trips), a lack of proper the and mechanism growing number restoration to manage of of touri Zanzibar’s related marinemay activities natural resources. the growing number lead to the degradation of tourism related activities of marine mayhabitats, lead to loss the of ocean biodiversity, degradation of s pollution and over-exploitation of marine resources – outcomes that are contrary to the blue econom ZADEP 22 guiding principles. Sustainable management of the tourism sector will foster the economic benef associated with tourism as well as supporting the utilization, rehabilitation and restoration marine habitats, loss of ocean biodiversity, sea pollution and over-exploitation of marine resources – outcomes that are contrary to the blue economy guiding principles. Sustainable management of the tourism sector will foster the economic benefits associated with tourism as well as supporting the utilization, rehabilitation and restoration of Zanzibar’s marine natural resources. ZA Vision Aspirations Vision (i) Aspirations A strong, sustainable and resilient market for high-value tourism marked by high (i) A average strong, expenditure sustainable per andtourist through resilient market for the prioritization of investment in luxury tourism marked by high average expenditure per tourist and boutique hotels as well as improving prioritization of investment in luxury and boutique hote infrastructural links, while bearing in mind improving the culturalinfrastructural links, while and environmental impactbearing of thesein mind and environmental economic impact of these economic activities; activities; (ii) Diversified tourism products in line with (ii) Diversified Zanzibar’s tourism natural and products cultural in line heritage as with well Zanzib and cultural heritage asaswell as commercial commercial potential potential to to accelerate accelerate market market expansion, including the domestic market; including the domestic market; (iii) Strong linkages between tourism and agricultural supply chain actors (iii) by Strong linkages between incentivizing touristtourism and agricultural establishments to supplyand purchase chain actorslocal source by incentiv products and to establishments minimize imports; purchase and source local products and minimize imports; (iv) High quality local labor force with decent work, focusing on youth (iv) High quality local employability, labor practical through force withtourism decent training work, focusing on youth employabil and apprenticeships; practical and tourism training and apprenticeships; and (v) Strong local content in the tourism industry, supported by appropriate (v) Strong local and incentives content in the programmes awareness tourism industry, supported for all by appropriate stakeholders while inc awareness programmes ensuring corporate forresponsibility social all stakeholders and while ensuring corporate social re investment. and investment. Key Targets Keyi.Targets Increase annual international tourist arrival from 538,264 in 2019 to 700,000 in 2025; ii. i. Increase Increase annual length international of tourist tourist stay from 7 arrival days in from 2019 to 538,264 8 days in and in 2025; 2019/20 to iii. Increase 2025/26;average tourist spending per day from USD 263 in 2019 to ii. USD 350 inlength Increase 2025. of tourist stay from 7 days in 2019/20 to 8 days in 2025/26; iii. Increase Strategic average tourist spending per day from US$ 263 in 2019/2020 to Interventions 2025/26. 1. Enhance blue tourism in Unguja & Pemba towards a sustainable coastal and maritime tourism Strategic Interventions 1. Enhance blue tourism in Unguja & Pemba towards a sustainable coastal and tourism ZADEP 23 Key Actions i. Develop and introduce eco-tourism; ii. Enhance sustainable investment on small islets; and iii. Create new products related to blue tourism with an emphasis on preserving Zanzibar’s history, culture and (natural) heritage. 2. Diversify tourism products (sea sports, heritage tourism). Key Actions i. Implement a program to protect and restore historical sites in Unguja and Pemba; ii. Promote local participation and use of local products; iii. Develop and strengthen marine tourism activities; iv. Promote management of marine heritage. 3. Enhance visibility of Zanzibar as an up-market tourist destination in traditional, emerging and new markets. Key Actions i. Establish and implement a program for aggressive promotion and marketing of Zanzibar as a unique tourist destination; ii. Increase participation on national, regional and international tourism exhibition; and iii. Establish special programs to promote domestic tourism in Zanzibar. 4. Strengthen capacity building to address shortage of skilled labor. Key Actions i. Improve inclusive training and skills development for tourism sector including digital skills; ii. Develop and implement special programs for tourism service providers including youth, women and PWDs ; and iii. Digitalize tourism management system. 5. Enhance excellence in service delivery in tourism sector Key Actions i. Ensure safety and security for tourists and of communities; ii. Conduct tourism satellite account survey; iii. Review existing legal framework on tourism; and iv. Develop and improve infrastructure to facilitate accessibility to tourism attraction areas. ZADEP 24 Z A D E P | 24

3.2.3 Seaports and Marine Transportation

2.3 Seaports 3.2.3 and Marine Seaports Transportation and Marine Transportation Indicative Over OverOverof 99% 99% 99% ZanzibarofofZanzibar Zanzibar Indicative SDGsSDGs Targets international international trade by valuetrade by value international trade by value Targets SDG 8.2, SDG 9.1, is seaborne, is and seaports and seaports seaborne, SDG13.2, 8.2,SDG SDG isa gateway seaborne, and seaports 14.79.1,provideprovide for that. provide a gateway forfor a gateway that.that. SDG Zanzibar currently has SDG 13.2, SDG 14.7 Agenda 2063, Aspiration Zanzibar currently 1,2,7 Agenda 2063, Aspiration three main Zanzibar currently hashas commercial three main commercial ports that 1,2,7 TEU, and 391,000 tons of three handle about ports that mainand commercial 83,000 general cargoes processes approximately 2.7 million handle ports about that per passengers 83,000 TEU, handle about year. The TEU, 83,000 evidence suggests and and that the 391,000 391,000 installed tons tons of general capacity cargoes of general and cargoes of the processes and existing processes ports has approximately approximately been exceeded. 2.7 million Thus, 2.7 million passengers per persistent congestion passengers peratyear. the portsThereduces efficiency evidence suggests that year. The evidence suggests that the and increases the operational costs. In order to enhance the competitiveness of Zanzibar ports, there installed capacity the is a great need to improve ports infrastructure of and theinstalled services. ports has been exceeded. has relatedexistingcapacity of the existing ports been Thus, exceeded. Thus, persistent congestion at the ports reduces efficiency and increases Vision Aspirations persistent congestion at the ports reduces efficiency the operational costs. In order to enhance the competitiveness of Zanzibar ports, d increases the operational costs. In order to enhance the competitiveness of Zanzibar ports, there there(i)is aA safe greatandneed secure to improve maritime portsnetwork in transportation infrastructure andofrelated Zanzibar’s area services. jurisdiction; a great need to improve ports infrastructure and related services. (ii) Efficient and effective cargo ports that are able to handle modern container ships, with Vision Aspirations sion Aspirationssufficient provision and links to container services, inland depots, storage, dry docking and bunkering services; (i) A safe and secure maritime transportation network in Zanzibar’s area of (i) A safe and secure maritime transportation network in Zanzibar’s area of jurisdiction; jurisdiction; (iii) Specialized ports with adequate facilities, including O&G service centres and dedicated fishing ports; (ii) (ii) and Efficient Efficient effectiveandcargoeffective ports thatcargo are ableports that modern to handle are able to handle container ships, modern with sufficient containerand (iv) A provision comprehensive ships, with links to passenger sufficient container hub at Malindi provision services, that inland integrates and ferry marinato links depots, and container storage, services, services, dry docking revitalizing Forodhani Waterfront to leverage linkages with tourism development; and bunkering inland depots, storage, dry docking and bunkering services; services; (v) Specialized (iii)Reliable and efficientports marinewith adequate transportation facilities, facilities in including Pemba, O&G service centres including improving (iii) Specialized cargoports with adequate terminalsfacilities, fishing ports; including O&G service centres and dedicated and passenger in Mkoani and Wete, for better marine connectivity and dedicated between islands; fishing ports; A comprehensive (iv)Efficient (vi) passenger small port services across huball at the islands with basicMalindi that integrates services provided; and ferry and marinapassenger (iv) A comprehensive services, hub at revitalizing Forodhani Malindi that Waterfront integrates ferry andtomarina leverage linkages services, revitalizingwith (vii) A regional tourism leader Forodhani in development; international Waterfront ship registration. to leverage linkages with tourism development; (v) Reliable and efficient marine transportation facilities in Pemba, including (v) Reliable and efficient marine improving transportation cargo and passengerfacilities terminalsin in Pemba, Mkoani including improving and Wete, for better cargo and marine passenger terminals in Mkoani and connectivity between islands; Wete, for better marine connectivity between islands; (vi) Efficient small port services across the islands with all basic services provided; (vi) Efficient small and across the islands with all basic services provided; and port services (vii) A regional leader in international ship registration. (vii) A regional leader in international ship registration. Key Targets i. Increase container terminal capacity from 58% in 2020/21 to 75% in 2025/26; ii. Improve container dwelling capacity from 77% in 2020/21 to 85% in 2025/26; ZADEP 25 Key Targets iii. Increase liner shipping connectivity index from 68% in 2020/21Z to AD E P | 25 75% i. Increase in container 2025/26; and terminal capacity from 58% in 2020/21 to 75% in 2025/26; ii. Targets iv. Key Improve Rise container dwelling passengers terminalcapacity capacityfrom 77%76% from in in 2020/21 to 85%toin 90% 2020/21 2025/26; in iii. Increase 2025/26. liner shipping connectivity index from 68% in 2020/21 to 75% in 2025/26; a i. Increase container terminal capacity from 58% in 2020/21 to 75% in 2025/26; iv. Rise passengers terminal capacity from 76% in 2020/21 to 90% in 2025/26. Strategicii. Interventions Improve container dwelling capacity from 77% in 2020/21 to 85% in 2025/26; iii. Increase liner shipping connectivity index from 68% in 2020/21 to 75% in 2025/26; and Strategic 1. iv.Interventions Strengthening Rise port terminal passengers productivity capacity from 76% in 2020/21 to 90% in 2025/26. Key1.actions Strengthening port productivity Strategic Interventions Key i. actions Construct multipurpose 1. Strengthening port productivityports with modern offshore facilities; ii. Support Constructport services with multipurpose modern ports with equipment modern offshoreand technologies; facilities; Key actions iii. Support Constructportfloating dock for services with modern repairing equipment andandmaintenance technologies;of local and i. foreign Construct multipurpose ports with modern offshore facilities; iii. Constructvessels; floating dock for repairing and maintenance of local and foreign vessels; iv. ii. Oversee Supportthe port compliance services with modern equipmenttransport ofmaritime maritime and technologies; laws and regulations iv. iii. Oversee the Construct compliance floating dock of for repairing and transport maintenance lawsof and and local regulations foreign established vessels; established by International Maritime Organization (IMO); iv. International Oversee theMaritime complianceOrganization of maritime (IMO); transport laws and regulations established by v. v. Encourage Encourage private private investment investment for for container-based container-based freight forwarding freight forwarding business worldwi International Maritime Organization (IMO); business worldwide and oil and gas strategic storage facility; v. andEncourage oil and gas strategic private storage investment forfacility; container-based freight forwarding business worldwide vi. Transform unofficial channels to official ports; a vi. Transform and unofficial oil and gas channels strategic storage tofacility; official ports; a vii. vi. Enhance capacity Transform unofficial building channels for port stakeholders and operators, and vii. Enhance capacity building for to official port ports; a and operators, and stakeholders viii. vii. Expand Enhance cargo terminal capacity building warehouse. for port stakeholders and operators, and viii. Expand cargo terminal warehouse. viii. Expand cargo terminal warehouse. 2. Expand passenger handling capacity and clearance 2. Expand passenger handling capacity and clearance 2. Expand passenger handling capacity and clearance Keyactions Key actions Key actions i.i. i. Upgrade UpgradeMkoani Mkoani and Upgrade Mkoaniand Wete ports; andWete Wete ports; andand ports; and ii. Renovate ii. RenovateMalindi Malindi port. ii. Renovate Malindiport. port.

3.2.4 Oil and Gas 3.2.43.2.4 Oil Oil andand GasGas Indicative SDGs Zanzibar Zanzibarisis iscommitted Zanzibar committed committed and a Indicative SDGs Targets prepared and prepared for sustainable preparedsustainab for Targets exploitation of Oil and Gas SDG 5.b,SDG 8.2, forexploitation of sustainable Oil and G SDG 5.b,SDG 8.2, (O&G) that could be and extracted SDG 9.2,SDG 16.6, exploitation of Oil (O&G) that could be extract SDG 9.2,SDG 16.6, from two sources: SDG 14.2,SDG 14.5 Gas (O&G) that onshore could and SDG 14.2,SDG 14.5 offshore production. However, a from two sources: onshore Agenda 2063, beoffshore extracted from two Howev production. Agenda 2063, Aspiration 1,2,7 there are more indications and sources: onshore and Aspiration 1,2,7 prospects for offshoreindications there are more discovery a offshore production. prospects than on land. Certainly, the preliminary scientific evidence indicates the for for possibility offshore discove existence of However, there are commercially than on land. viable the Certainly, O&G deposits preliminaryin Zanzibar. Local exposure to andtheawareness on for sustainable more indications and prospects for scientific offshore evidence discovery indicates than on possibility land. Certainly, existence commercially the preliminaryviable O&G deposits scientific in Zanzibar. evidence indicatesLocalthe exposure possibility to and for awareness existenceonofsustainab commercially viable O&G deposits in Zanzibar. Local exposure to and awareness on sustainable O&G development is still low, and for this reason the Government ZADEP 26 has embarked on an Oil and Gas awareness program for the local communities. Vision Aspirations (i) A comprehensive mechanism for sustainable O&G exploration and operationalization of O&G-related policies and regulatory frameworks; (ii) Substantial infrastructure and investment capacity, human capital and revenue management related to sustainable O&G exploration and commercialization; and (iii) Inclusive O&G investment that promotes local community development through technology transfer, training and local content requirements where applicable. Key Target i. Maintain petroleum reserve at 100% by 2025/26; ii. Increase proportion of Oil and Gas professions to 5% by 2025/26. Strategic Interventions 1. Strengthen the Oil and Gas upstream Key Actions i. Develop and implement policies and regulatory framework related to oil and gas governance; ii. Develop local content framework towards oil and gas investment initiatives; iii. Enhance and supervise exploration operations in licensed and open acreage area; iv. Build capacity to oil and gas institutions and stakeholders addressing barriers against youths, women and PWD participation; v. Establish National Data Repository (NDR) for oil and gas data management; vi. Promote public awareness on oil and gas; and vii. Develop and implement proper environmental tools and procedures related to oil and gas development. 2. Strengthen the Oil and Gas downstream Key Actions i. Enhance import sustainability through bulk procurement system; ii. Strengthen petrol stations quality and service to international standards; iii. Establish cost reflective tariff; ZADEP 27 iv. Improve oil and gas supply network; v. Improve revenue collection iv. Improve from oil and gas oil andnetwork; supply gas sector; andZ A D E P | 27 vi. v. Improve Improve health, revenue safety collection from and environment issuesoil in and gas sector; consumption of and petroleum products. iv. vi.Improve oil Improve health, and gas supply safety and environment issues ZinA Dconsumption network; E P | 27 of v. Improve revenue collection from oil and gas sector; and

3.3 ENABLING petroleum ENVIRONMENT vi.iv. Improve health, products. AND INFRASTRUCTURE DEVELOPMENT Improve oilsafety and supply and gas environment issues in consumption of petroleum products. network; v. Improve revenue collection from oil and gas sector; and 3.3

3.3 ENABLING ENABLING ENVIRONMENT ENVIRONMENT AND AND Zanzibar INFRASTRUCTURE INFRASTRUCTURE has DEVELOPMENT DEVELOPMENT over the years made significant vi. Improve health, safety and environment issues in consumption of petroleum products. progress towards providing standard quality Zanzibar has over the years made significant Zanzibar has over the years made significant

3.3 ENABLING ENVIRONMENT AND INFRASTRUCTURE and providing progress towards competitive economic infrastructure. standard quality DEVELOPMENT progress and competitive towards providing standard quality economic infrastructure. Infrastructure development is a key driver and competitive Infrastructure development Zanzibar has over conomic is athekey driver years infrastructure. made significant and criticalandenablercritical enablerandstandard for productivity for productivity and Infrastructure progress sustainable sustainable development towards economic growth.conomic providing is a key driver and quality It contributesgrowth. It contributes critical and competitive economic infrastructure. significantlyenabler to humanfor productivity development and and sustainable significantly to Infrastructure development human development is a key driver and economic poverty reduction. and growth. It for critical enabler contributes productivity and significantly to human poverty reduction. development and poverty reduction. Given the quick changing sustainable environment economic growth.and It contributes Given the fast worldwide quick to development, significantly changing it is critical environment to human development and and fast Given build quality, the quick modern changing environment and accessible and worldwide development, poverty reduction. infrastructure to increase competitiveness and attain a high standardfast of lifeworldwide it is critical to build in line with SDG development, it is critical to 9 “Build quality, resilient modern infrastructure, andinclusive promote accessible infrastructure and sustainable industrialization and to increase foster innovation”. competitiveness and build Given growth quality, the and quickto ensure modern changing environmentand andaccessible attain a hightransportation standardandofdigital lifenetwork, in line with The port infrastructure needs to have the capacity to support trade fast SDG and worldwide 9 “Build development, resilient a well- it iswithinfrastructure, critical to 9 “Build infrastructure connectedtoinclusive increase competitiveness and attain a high reliable standard of uninterrupted life inand electricity line SDG promote inclusive infrastructure-ready and sustainable industrial sites. industrialization build quality, and modern foster innovation”. The and accessible resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation”. port infrastructure infrastructure to increase needs to have competitiveness thea high and attain capacity standardtof life in support line with trade growth and to SDG 9 “Build The portresilient infrastructure needs infrastructure, to have promote the capacity inclusive and to support sustainable trade growth industrialization and fosterandinnovation”. to ensure a well- ensure Priority a well-connected sectors for Enable environmentinclusive transportation and Infrastructure Development and digital network, reliable and connected inclusive The port transportation infrastructure needs to and digital have the network, capacity to support reliable trade and uninterrupted growth and to electricity and ensure a well- uninterrupted

3.3.1 Land inclusive connected electricity Transportation and infrastructure-ready industrial transportation and digital network, reliable and uninterrupted electricity and sites. infrastructure-ready industrial sites. Having well-connected, Indicative SDGs infrastructure-ready industrial sites. reliable and convenient Priority sectors for Enable environment and Infrastructure Development Targets SDG 3.6, SDG 9.1, roads can facilitate efficient SDG 11.2, SDG 13.2 movement of goods and Priority 3.3.1 Land sectors for Transportation Enable environment and Infrastructure Development Priority sectors for Enable environment and Infrastructureservices Agenda 2063: Development as well as people. Aspiration 2 Hence, a strategic decision 3.3.1 Land Transportation

3.3.1 Land Transportation to make significant investment towards land Having well-connected, SDGs economicHaving Indicative SDGs Indicative transportation will promote Having growth, well-connected, well-connected, Targets reliable and convenient increase productivity, Targets and enhance market SDG 3.6, SDG 9.1, reliable reliable and convenient access and convenient roads can facilitate efficient and opportunities. SDG11.2, SDG 3.6,SDG SDG 9.1, 13.2 roads roads of movement can cangoods and facilitate facilitate efficient Agenda11.2, SDG 2063:SDG 13.2 Aspiration 2 efficient movement services as well asmovement of goods people. of and Agenda 2063: goods Hence, a andwell strategic services as services decision as as people. Aspiration 2 well to make significant investment as people. towards land Hence, Hence, a strategic decision transportation will promote economic growth, to make significant a strategic towards investment decisionlandto increase productivity, and enhance market access make significant transportation and opportunities. investment will promote towards economic land growth, transportation will promote increase productivity, economic and enhance marketgrowth, access increase productivity, and enhance and market access opportunities.and opportunities. Vision Aspirations (i) High quality and reliable road facilities within and across Zanzibar, where all single lane main roads are upgraded to dual carriageways and new roads, highways, flyovers, bridges, car-parks and street lanes are constructed. ZADEP 28 (ii) Efficient urban road infrastructure that emphasizes the reduction of congestion, improving road safety and connectivity of community roads to feeder roads as well as enhancing pedestrian experience; and (iii) Adequate infrastructure for public transportation in key areas, including establishing a rapid bus and rail network as well as upgrading bus (Daladala) routes. Key Targets i. Increase proportion of rural and urban population who live within 1km all-season roads from 50% in 2019/20 to 90% in 2025/26 (disaggregated by age and disability); Strategic Interventions 1. Improve road safety significantly Key actions i. Improve and enforce legal and regulatory framework; ii. Raise public awareness for road safety issues; iii. Facilitate provision of safety devices and streetlights; and iv. Establish vehicles electronic inspection system. 2. Improve road network considerably Key actions i. Construct, upgrade and rehabilitate main roads and feeder roads (200 km of main roads and 300 km of feeder roads); ii. Construct strategic bridges; and iii. Facilitate provision of modern equipment for road repair and maintenance. 3. Encourage private sector participation in road infrastructure projects Key actions i. Review and develop inclusive, gender and age responsive transport legal framework; and ii. Adopt PPP policy for some infrastructure projects. 4. Strengthen Government Automobile Service Key actions i. Develop legal framework for Government Automobile Service; ii. Improve capacity of Government Agency Automobile Workshop Service; ZADEP 29 Z A D E P | 29 iii. Construct workshop for heavy duty equipment of road maintenance; Develop legal framework for Government Automobile Service; iv. Improve capacity of Zanzibar Multiplex Z ACompany; D E P | 29 and Improve capacity of Government Agency Automobile Workshop Service; v. Construct and rehabilitate Government Agency Automobile Workshop Constructi.workshop forframework Develop legal heavy for duty equipment Government of road Automobile maintenance; Service; ii. Service. Improve capacity of Government Agency Automobile Workshop Service; Improve capacity of Zanzibar Multiplex Company; and iii. Construct workshop for heavy duty equipment of road maintenance; Constructiv.andImprove rehabilitate Government capacity of Zanzibar Agency Multiplex Automobile Workshop Service. Company; and 3.3.2 Airports Airports v. Construct and Air and and Air rehabilitate Transportation Transportation Government Agency Automobile Workshop Service.

3.3.2 Airports and Air Transportation Indicative SDGsSDGs Indicative Abeid Abeid Amani Abeid KarumeAmani Amani Karume Karume Targets Targets International Airport (AAKIA) International Airport International Airport (AAKIA) and Pemba SDG 8.2, SDG 9.1, SDG13.2, SDG 8.2,SDG SDG and Pemba Airport are two Airport 14.7 9.1, are(AAKIA) two serving and Pemba Agenda 2063, SDG 13.2, serving airports in Zanzibar. airports in Zanzibar. The Airport are two serving 1,2,7 SDG 14.7 expanding tourism Aspiration Agenda 2063, The expanding tourism industry industry airports in Zanzibar. The increases increases pressure on these two expanding pressure on these two airports to handle Aspiration 1,2,7 the tourism passengers. Among the challenges faced by these airports to handle the passengers. two airports are limited passenger industry terminal increases Among the challenges faced by these two airports are pressure on these two airports to handle the capacity with sustained growth in traffic, shortage of smart facilities to simplify passenger clearance limited passenger terminal capacity with sustained passengers. procedure, and limited Aircraft rescue and firefighting Amongthethe services. However, challenges AAKIA Terminal 3faced by these growth in traffic, shortage of smart facilities to simplify passenger clearance which has been opened recently will enhance the twosafety and airports areclearance passenger limited passenger terminal and double the overall annual passenger capacity when fully operated. procedure, and limited Aircraft capacity rescue with and firefighting sustained growth services. in traffic, However, the shortage AAKIA Terminal 3 which of Vision Aspirations hassmart beenfacilities openedtorecently simplify will passengerenhance the safety and clearance passenger re, and limited (i) clearance Competitive rescue Aircraft airline andand services double firefighting and airport the overall services. infrastructure that annualthe However, meet appropriate passenger capacity3 when fully AAKIA Terminal international operated. as been opened standards, including continuously upgrading and modernizing AAKIA and Pemba Airport recently will enhance the safety and passenger clearance and double the as well as ensuring adequate air links between Zanzibar and the rest of the world; nnual passenger capacity when fully operated. Vision Aspirations (ii) A sustainable airport infrastructure plan with zoned reserve land for air strips and helipads where appropriate; and Aspirations (i) Competitive airline services and airport infrastructure that meet appropriate (iii) An operational Airport FEZ supported by the establishment of warehousing facilities to Competitive airline international standards, including continuously upgrading and modernizing services capture spill and industry overs between airport andinfrastructure transport. that meet appropriate international standards, includingAAKIA and Pemba continuously upgrading Airport as well as ensuring and modernizing AAKIA and adequate air links between Pemba Airport Key Targets as well as i.ensuring Zanzibar adequate Increase total andlinks annual air the volume of restfrom of 67% between air cargo theinworld; Zanzibar and80% 2020/21 to thein rest of and 2025/26; the world; ii. Increase total annual passenger handling capacity from 44% in 2020/2 to 95% in 2025/26. (ii) A sustainable airport infrastructure plan with zoned reserve land for air A sustainable airport stripsinfrastructure and helipads planwhere with zoned reserve land appropriate; and for air strips and helipads where appropriate; and (iii) An operational Airport FEZ supported by the establishment of warehousing facilities An operational Airport FEZtosupported capture by spill theovers betweenofindustry establishment and facilities warehousing transport.to capture spill Keyovers between industry and transport. Targets rgets i. Increase total annual volume of air cargo from 67% in 2020/21 to 80% in 2025/26; ncrease total annual andair cargo from 67% in 2020/21 to 80% in 2025/26; and volume of ncrease total annual passenger handling capacity from 44% in 2020/2 to 95% in 2025/26. ii. Increase total annual passenger handling capacity from 44% in 2020/2 to 95% in 2025/26. ZADEP 30 Strategic interventions Z A D E P | 30 1. Expand passenger and cargo handling capacity and clearance Z A D E P | 30 Strategic interventions Key actions 1. Strategic interventions Expand passenger and cargo handling capacity and clearance i. Upgrade Pemba Airport; Key actions 1. Expand passenger and cargo handling capacity and clearance ii. Renovate terminal II in AAKIA; i. Key Upgrade Pemba Airport; actions iii. Enhance quality of airports facilities and services; ii. i.Renovate terminal Upgrade PembaII in AAKIA; iv. Expand cargoAirport; terminal warehouse and facilities; and iii. ii.Enhance quality Renovate of II airports terminal facilities and services; in AAKIA; v. Upgrade iv. iii.ExpandEnhance the cargoquality services of airports terminal of Nungwi facilities warehouse and and airstrip; services; facilities; and and vi. Construct v. iv.UpgradeExpand thecargo helipads terminal services in Unguja warehouse of Nungwi andand airstrip; Pemba. facilities; and and vi. v. Upgrade the services Construct helipads in of of Unguja Nungwi airstrip; and Pemba. and 2. Enhance vi. capacity handling all emergency related to airport Construct helipads in Unguja and Pemba. Key actions 2. Enhance capacity of handling all emergency related to airport 2. Enhance capacity of handling all emergency related to airport i. Acquire aircraft rescue and firefighting simulator; Key actions Key actions i. ii. i.Acquire Improve aircraftairport rescue Acquire aircraft safety and rescue and firefighting security; and firefighting simulator; simulator; ii.iii.ii.Improve Improve airport rescue safety and and firefighting security; Improve airport safety and security; services; and iii.iv.iii.Improve Train staff rescue Improve onand and rescue skills related to firefighting firefighting services;alland services; airport emergencies. and iv. iv.TrainTrain staffstaff on on skills related skills to to related allallairport airportemergencies. emergencies.

3.3.3 Energy 3.3.33.3.3 Energy Energy Indicative Indicative SDGs SDGs Zanzibaraims Zanzibar Zanzibar aims aims toto have have to Targets Targets have adequate adequate supply adequate supply supplyofofelectricity electricity SDG 4.4, SDG 5.4, and liquid of liquid and fuels electricity to avoid fuels to avoid and SDG 4.4, SDG 5.4, SDG 7.1, SDG 7.2, disruptions on economic SDG 7.1, SDG 7.2, disruptionsfuels liquid on toeconomicavoid SDG 9.5, SDG 13.2 activities, transportation, and SDG 9.5, SDG 13.2 Agenda 2063, Aspiration social disruptions on economic activities, transportation, and services. The Agenda 1,2,7 2063, Aspiration activities, social transportation, services. projection is to have 100% of The 1,2,7 the population enjoy access to and projection social electricity is to have within services. 100% the next 10 of theyears population enjoy access in line with the SDG 7 to Thetitled “Ensure projection electricity within the access is to10 next to years have in line 100% affordable, withof the reliable, the SDG 7 andtitled population sustainable modern “Ensure enjoy access access energy for all”. to to affordable, realizereliable, electricity To thesustainable within this, the Zanzibarnext and10 energy modern yearsenergy system in line needs for all”. with to be Totherealize supported SDGby this, the Zanzibar policies, 7 titled energy institutions, “Ensure system government access needs to be systems to affordable, and supported regulation reliable,bysustainable and, where policies, institutions, appropriate, and modern governmentcompetitive energy systemsfor andmarkets. Moreover, regulation and,the where government of Zanzibar intends appropriate, competitiveto all”. To realize this, the Zanzibar energy system increaseMoreover, markets. the utilization of Renewable the government of Energy Zanzibar (RE) as a to intends needs to be supported by policies, institutions, increase the utilization of Renewable Energy (RE) the priority step to have a reliable sources of energy to meet as a government systems in theand regulation and, where priority step to have a reliable sources of energy to meetisthe demand for electricity country. The private sector appropriate, also very much welcomed to invest in electricity competitive supply. This will promotemarkets. Moreover, competition and reducethe demand for electricity in the country. The private sector is government the price of of Zanzibar energy intends services which is to increase currently consideredtheto be utilization expensive.of Renewable Energy also very much welcomed to invest in electricity supply. This will promote competition and reduce (RE) as a priority step to have a reliable sources of energy to meet the demand for the price of energy services which is currently considered to be expensive. electricity in the country. The private sector is also very much welcomed to invest in electricity supply. This will promote competition and reduce the price of energy ZADEP 31 services which is currently considered to be expensive. Vision Aspirations (i) Sustainable and diversified energy sources through the exploration and adoption of domestically generated energy, including potential RE and non- RE sources; (ii) A reliable power system backed by improvements to the current submarine cable network; (iii) High public and private sector investment in RE- centred initiatives, including engagement with RE-focused NGOs; and (iv) Modern and innovative RE and non-RE technologies supported by R&D, innovation and training programmes. Key Targets i. Increase electricity supply capacity from 88% in 2019/20 to 100% in 2025/26; and ii. Increase electricity connectivity from 57% in 2020/21 to 85% in 2025/26. Strategic Interventions 1. Ensure security of energy supply Key actions i. Develop and implement policies and regulatory frameworks related to energy governance; ii. Improve access to electricity and other renewable energy sources; iii. Strengthen electricity distribution infrastructure; iv. Strengthen fuel security, quality, storage and supply; v. Promote and enhance energy efficiency product; vi. Enhance electricity connection to low-income consumers; and vii. Promote use of alternative energy sources. ZADEP 32

3.3.4 Water, Sanitation and Hygiene Z A D E P | 32 Z A D E P | 32

3.3.4 Water, Water,

3.3.4 Sanitation and and Sanitation Hygiene Hygiene Indicative SDGs Indicative SDGs Adequate Adequatesafe safe TargetsAdequate Targets safe water, SDG 6.1, SDG 6.2, SDG 6.1, SDG 6.2, sanitation water, water, sanitationand sanitation hygiene and hygiene SDG 6.3, SDG 6.5, SDG 6.3, SDG 6.5, SDG 14.1, SDG 5.4, services and are crucial hygiene services are crucial to human SDG 14.1, SDG 5.b, SDG 5.4, healthhealth services to human and are wellbeing. Much crucial SDG Agenda5.b, 2063, Aspiration and to human health has been done to improve wellbeing. Agenda 2063, AspirationMuchandhas been 1,2,7 wellbeing. 1,2,7 donewater, Muchimprove to sanitation and hygiene has been water, sanitation and hygienein Zanzibar, to improve contributing in Zanzibar, done contributing to SDG 6 titled “Ensure water, sanitation availability and hygiene and sustainable to SDG management 6 titled “Ensure in Zanzibar, of availability contributing water and sanitation for all”. In the water sector, huge investment fortowater SDG andsustainable 6 resource titled management “Ensure management of water and sanitation for all”. availability and increased water services provisions have been explored and and sustainable supported by management institutional capacity of In the water andevelopment. sanitation for all”. In the water sector, huge investment for water resource management water sector, huge investment for water resource management and increased water and increased water services provisions haveinbeen urbanexplored and rural and areassupported by institutional capacity services provisions The accessibility development. to water have for many areasbeen explored and supported has significantly by improved. institutional For capacity instance, according to the Household Budget Survey (HBS) 2019/20 access to an improved source development. of drinking is 70.4 percent (urban areas 70.7 percent and rural areas 70.2 percent). However, the The accessibility quality of to water water fora big remains many areas inandurban challenge, needs and rural several areas efforts haswith the to deal significantly improved. reduction of non- For instance,The according revenue accessibility to water for many areas in urban and rural areas has significantly to water. the Household Further, the Budget access to Survey sanitation (HBS) and 2019/20 hygiene facilitiesaccess for to many an improved areas is still source challenging, for instance the MIS 201770.7 shows that households accessing improved sanitation are 66 improved. of drinking is 70.4 percentFor(urban instance,areas according percent to the and rural Household areas Budget 70.2 percent). percent, and open defecation is at 11.7 percent for the whole of Zanzibar, while in Pemba it is about Survey However, the(HBS) 2019/20 quality of water remains a big challenge, and needs several efforts to deal with the reduction of non- access 28 percent. to an improved source of drinking is 70.4% (urban areas 70.7% and rural revenue water. Further, the access to sanitation and hygiene facilities for many areas is still areas challenging, for Improvement 70.2%). of thethe instance However, MIS 2017 garbage the shows that collections, quality of accessing water householdswaste, industrial/hazardous remains improved and wastewater a bigand sanitation treatment challenge, are 66 and needs several disposal percent, and open efforts require many to defecation is deal efforts at to 11.7 with create a percent the ealthierreduction society. for the whole of ofin Investing non- Zanzibar, revenue water, while sanitation in and Pembawater. hygiene Further, the access it is about to sanitation is the 28 percent. basic foundationand hygiene of health facilities and productive society.for many Therefore, it isareas is imperative still that challenging, significant for instance national investment is allocated to ensure adequate and safe WASH services are accessed not only the MIS level at household 2017 shows but also that notably in institutions households accessing schools, health care facilitiesimproved sanitation are 66%, and and offices. Hygienic Improvement of the garbage collections, industrial/hazardous waste, and wastewater treatment and open defecation is at 11.7% for the whole of Zanzibar, whiletoin Pemba behavior change is another aspect which needs constant resources for promotion in order it is about disposal require many efforts to create a healthier maximize the benefit of improved services. society. Investing in water, sanitation and hygiene 28% . is the basic foundation of health and productive society. Therefore, it is imperative that significant national investment is allocated to ensure adequate and safe WASH services are accessed not only Improvement of the garbage collections, industrial/hazardous waste, and wastewater at household level but also in institutions notably schools, health care facilities and offices. Hygienic behavior treatment and disposal change is another require aspect which needsmany efforts constant to create resources a healthier for promotion in ordersociety. to Investing maximizeinthewater, sanitation benefit of improved and hygiene is the basic foundation of health and productive services. society. Therefore, it is imperative that significant national investment is allocated to ensure adequate and safe WASH services are accessed not only at household level but also in institutions notably schools, health care facilities and offices. Hygienic behavior change is another aspect which needs constant resources for promotion in order to maximize the benefit of improved services. Z A D E P | 33 Vision Aspirations Vision Aspirations (i) (i) Sustainable access to safe and clean drinking Sustainable access to safe and clean drinking water facilitated by an effective water resource water facilitated by an effective water resource management master plan and associated strategies, management master plan and associated strategies, focusing on integrated water resources management to focusing on integrated water resources management protect the water ecosystem; (ii) to protect Diversified the water potable ecosystem; water sources reinforced by the exploration of undersea freshwater, rainwater (ii) Diversified potable water sources reinforced by harvesting and reuse technologies as well as seawater desalination; the exploration of undersea freshwater, rainwater ZADEP (iii) Optimal water supply management for agriculture, tourism, industry and other economic 33 activities supported by continuous research and development (R&D) activities on sustainable sources; harvesting and reuse technologies as well as seawater desalination; (iii) Optimal water supply management for agriculture, tourism, industry and other economic activities supported by continuous research and development (R&D) activities on sustainable sources; (iv) Sustainable sanitation service provision through effective sanitation-focused interventions, including the enforcement of the ‘polluter pays’ principle and the construction of sewerage treatment systems for households and industry; and (v) Strong institutional framework for the sustainable and responsible collection, processing and disposal of solid, liquid and hazardous waste that focuses on empowering local government authorities (LGAs) and other relevant institutions. Key Targets i. Increase proportion of households with access to clean and safe water in urban areas from 70.7 % in 2019/20 to 95% in 2025/26; ii. Increase proportion of households with access to clean and safe water in rural areas from 70.2% in 2019/20 to 95% in 2025/26; iii. Increase proportion of households with improved sanitation facilities by 45% in 2025/26; iv. Increase proportion of non-households with improved sanitation facilities by 85% in 2025/26; and v. Increase proportion of solid waste collection and disposal facilities by 80% in 2025/26. Strategic Interventions 1. Improve water infrastructure Key Actions i. Develop and implement policies and regulatory framework related to water governance; ii. Strengthen integrated water resources management; iii. Conserve and protect water sources and catchment areas; iv. Examine underground water resources; v. Develop rain water harvesting infrastructures; vi. Control non- revenue water; and vii. Construct and improve infrastructure for sustainable and efficient water supply services. ZADEP 34 Z A D E P | 34 2. Improve provision of water services Conserve and protect water sources and catchment areas; Key Actions Examine underground water resources; i. water Develop rain Enhance community harvesting awareness on water usage and minimization of infrastructures; wastage; Control non- revenue water; and Construct and improve infrastructure for sustainable and efficient water supply services. ii. Review regulatory framework related to water; iii. ofBuild mprove provision capacity of water related institutions; water services Z A D E P | 34 ions iv. Establish integrated and gender responsive water resources management Enhance community iii. planning; Conserve awareness and protect wateron water sources and usage catchmentand minimization of wastage; areas; iv. Examine underground water resources; Review regulatory v. v. Develop framework related to water; Facilitate water infrastructures; rain water harvesting metering to all clients; and Build vi. capacityControl of water related non- evenue institutions; water; and Establishvii.vi. Construct and improve infrastructure for sustainable and efficient water supply services. integrated Strengthen and gender water treatment responsive waterand qualitymanagement resources monitoring. planning; Facilitate2. water meteringofto Improve provision allservices water clients; and Strengthen Key 3. Strengthen water Actions treatment andsanitation, quality sewerage monitoring.systems and infrastructure i. Enhance community awareness on water usage and minimization of wastage; Key Actions ii. Review regulatory Strengthen sanitation, iii. sewerage framework systems related to water; and Build capacity of water related institutions; infrastructure iv. Establish integrated and gender responsive water resources management planning; ions v. i. Promote sanitation with focus to eliminate Open Defecation by Facilitate water metering to all clients; and Promote vi. sanitation Strengthen prioritizing appropriate; sanitation services to vulnerable population in with waterfocus toand treatment eliminate Open Defecation by prioritizing appropriate; quality monitoring. sanitation 3. services Strengthenrural to andsewerage vulnerable sanitation, unplanned population systems communities; and in rural and unplanned communities; infrastructure Establish ii. Establish reliable, affordable reliable, affordable and sustainable sewerage and sustainable services in urbansewerage areas; services in urban Key Actions Build capacity to i. areas; Promotemanage solidfocus sanitation with andtoliquid waste;Defecation by prioritizing appropriate; eliminate Open iii. Initiate long-term Build sanitation capacity services to to vulnerable manage population hygiene behavior promotion solid in rural and and liquid unplanned interventions waste; communities; for households, Islamic ii. Establish reliable, affordable and sustainable sewerage services in urban areas; iv. religious iii.schools Initiate (Madrassa) Build capacity long-term to manageand school solid and hygiene children as change agents includinginterventions liquid waste; behavior promotion SWASH for households, strategies;iv.andInitiate long-term Islamic hygiene religious behavior promotion schoolsfor households, interventions (Madrassa) and school children as Islamic change religious Initiate properstrategies; schools agents solid and (Madrassa)including SWASH and school children as changestrategies; waste collection, treatment, recycle and disposal. agents includingand SWASH v. v. InitiateInitiate proper proper solid solid treatment, waste collection, waste recycle collection, treatment, recycle and disposal. and disposal.

3.3.5 Information and Communications nformation 3.3.5 and Communications Information and Communications Indicative SDGs ICT ICT isisa cross a cutting cross cutting ICT is a cross cutting Indicative SDGsissue which impacts Targets issue issue which impacts each which impacts Targets SDG 5.b, SDG 9.1, each sector of society Agenda 2063, and eachsector area of each of society and each sector of society SDG 5.b, SDG 9.1, service area Aspiration 1,2 of delivery. and and service delivery. each area of Agendauses Zanzibar 2063, ICT to transform its economic social Zanzibar ICT is a criticalservice activities.1,2 Aspiration enabler of uses ICT to delivery. economic activity in an increasinglytransform networked its economic Zanzibar world. As auses growingICT to transform sector, its economic and ICT may provide and social activities. ICT social activities. ICT is a critical important direct opportunities for enabler of is a criticalbusinesses, manufacturing, enablerpublic of services economic activity in an economic activity in an increasingly networked increasingly networked world. As a growing sector, ICT may provide important world. As a growing sector, ICT may provide direct opportunities for manufacturing, businesses, public services provision and important direct opportunities for job creation. Improvements to ICT infrastructure are supportive of the ZADEP manufacturing, businesses, public services objectives in relation to the education, training, and promotion of the digital and ZADEP 35 creative economy. Though, the main contribution of ICT to economic development is to enhance communication and information flows that improve productivity and efficiency. ICT needs to simplify the government’s processes and reduce unnecessary bureaucracy. To attain this, Zanzibar needs to narrow down the gap between those who have access to ICT services and the demand from those who are excluded by unavailability of prohibitive services cost. Vision Aspirations (i) Accessible and affordable communications services throughout Zanzibar, linking all areas to air, fibre optic and emerging ICT infrastructure; (ii) Effective ICT usage in productive sector services to improve efficiency in trading and to reduce transaction costs; and (iii) Reliable, accessible, and affordable broadcasting services through an expansion of digital infrastructure, expanding their reach to both local and international audiences. Key Targets i. Increase percentage broadband connected households from 20% in 2020/21 to 50% in 2025/26; and ii. Increase integration of the public services system from 20% in 2020/21 to 60% in 2025/26. Strategic Interventions 1. Strengthen the businesses using emerging ICT infrastructure Key actions i. Digitalize the trade using the existing fibre optic submarine line; ii. Enhance the business performance of fibre optic cable; and iii. Enhance data sharing in the public sector by issuance open Application Programming Interfaces (API) for difference public services; 2. Encourage effective interaction of citizens with Government through user- friendly public e-service Key actions i. Develop system for documents verification and certification; ii. Develop government portal to offer more responsive, mobile friendly and citizen-centric e-services; and iii. Formulate the unified national addressing system. ZADEP 36 3. Secure business continuity of government ICT services Z A D E P | 36 Keyiii. actions Formulate the unified national addressing system. i. Strengthen and implement digital security framework; 3. Secure business continuity of government ICT services ii. Construct government Data Disaster Recovering Centre; and Key iii. actions Improve the existing Data Centre. i. Strengthen and implement digital security framework; 4.ii. Enhance accessible, Construct government reliable Data and affordable Disaster Recovering broadcasting services and Centre; and iii. information Improve the existing Data Centre. Key Actions 4. Enhance accessible, reliable and affordable broadcasting services and information i. Improve capacity of Government Newspaper Corporation; Key Actions ii. i. Develop digital television user management system and mobile Improve capacity of Government Newspaper Corporation; ii. frequency Develop digitalspectrum television monitoring user managementsystem; system and mobile frequency spectrum iii. monitoring Improvesystem; capacity of Zanzibar Broadcasting Corporation; iv. Improve iii. Improve capacity capacity of information of Zanzibar Broadcasting delivery Corporation;bodies; v. Improve capacity and infrastructure for Zanzibar Government Printing iv. Improve capacity of information delivery bodies; v. Press capacity Improve Agency;and andinfrastructure for Zanzibar Government Printing Press Agency; and vi. vi. Promote Promote PWD,PWD,youthsyouths and women’s and women’s leadershipleadership in the media,in the media, information andinformation and communications technology communications technology fields. fields. 3.4 BOOSTING ECONOMIC DIVERSIFICATION

3.4 BOOSTING ECONOMIC DIVERSIFICATION AA key element key element of economic of economic development development in which aincountry which a country moves moves to a more to a more diverse diverse production production and sector andFor structure. sector structure. the past, For Zanzibartheeconomy past, was Zanzibar economy driven by was to few sectors driven by few sectors generate revenue toandgenerate revenueTheandconcentration employment. employment. nowadays The emphasizes economic concentration nowadays diversification emphasizes as potential economic future economic drivers on development diversification as potential future economic drivers onof domestic investment, blue economy, trade openness, human capital development of domestic investment, blue economy, development, light manufacturing, tourism, transport and trade openness, human capital development, light logistics. The blue economy and tourism are the most leading manufacturing, tourism, sectors to diversify the economy. transport and logistics. A well-diversified economyThe blue economy supported and tourism by stable macroeconomicare the most leading conditions sectors characterized by high growth of inclusive economic to activity, diversify the economy. moderate A sustainable inflation and well-diversified economy debt levels will supported prevent any by majorstable macroeconomic shocks associated conditions with significant characterized job losses. Boosting by high economic growth of diversification inclusiveis aeconomic therefore activity, prerequisite for a moderate sustained and inflation inclusive and in line development sustainable with bothdebt levels mid-term andwill long term development plans. prevent any major shocks associated with significant job losses. Boosting economic diversification therefore is a prerequisite for a sustained and inclusive development in line with both mid-term and long term development plans. Macroeconomic targets i. Increase GDP growth rate from 7.0% in 2019 to 9% in 2025; ii. Increase per capita GDP (at current prices) from of US$ 1,115 in 2019 to USD 1,500 in 2025; ZADEP 37 iii. Reduce basic need poverty from 25.7% in 2019/2020 to 17% in 2025/26; iv. Reduce food poverty from 9.3% in 2019/2020 to 6% in 2025/26; v. Maintain inflation rate at below 5 %; and vi. Increase Human Development Index from 0.52 in 2018 to 0.54 in 2025. Strategic interventions 1. Sound macro-economic management. Key Actions i. Pursue and sustain non- inflationary/ prudent fiscal policies; ii. Strengthen productive capacity in order to meet the challenges of imported inflation; iii. Improve preparedness in addressing exogenous shocks such as increases in oil prices, food, currency volatility; and iv. Improve revenue sources and cash flow forecasting. 2. Improve the livelihood of the extremely poor people Key Actions i. Create special programs for extremely poor communities including female headed households and PWDs; ii. Provide cash transfer scheme; iii. Establish social benefits for the extremely poor community emphasizing on female headed households and PWDs; iv. Facilitate active participation of extremely poor people targeting women, youth and PWDs; and v. Strengthen coordination of non-contributory Z Asocial D E P security | 38 funds. Z A D E P | 38 Priority sectors for Boosting Economic Diversification ority sectors forsectors Priority Boosting Economic for Boosting Diversification Economic Diversification

3.4.1 Agricultural Production and Productivity

3.4.1 Agricultural Production .1 Agricultural Production and and Productivity Productivity Indicative SDGs A modern AA modernagricultural agricultural sector modern agricultural Indicative SDGs sector is a prerequisite Targets Targets isector a prerequisite is a prerequisitefor economic SDG 2.1, SDG 2.4, for economic SDG 5.1, SDG 2.1,SDG SDG development for development 8.2, 2.4, in any country. in any economic 8.2, This also in applies any to Zanzibar country. This also SDG 15.1, SDG 5.1, SDG development Agenda 2063 applies to Zanzibar SDG 15.1, Aspiration 1,2,7 where where acountry. creation a of an creation of an enabling This also Agenda 2063 applies environment enabling to environment Zanzibar investments for for investments in sustainable agriculture where a can be creation ofagriculture an Aspiration 1,2,7 effective to promote food securityin andsustainable address all can enabling environment forms of malnutrition. Likewise, be mechanized effective to promote food for sectors investments agriculture can attract labor force other less productive withinin sustainable the economy. agriculture The main goal can be security and address all forms ofthe malnutrition. Likewise, mechanized agriculture of RGoZ in the agricultural sector is to achieve effectivefourtoobjectives promoteof food security increasing and address all production, can attract labor force other less productive sectors productivity and export revenue through agricultural value added products, production of organic forms of malnutrition. Likewise, mechanized within the economy. The main foods, iculture can and goal attract enhancing labor RGoZ offorce otherinless eco-tourism through preservation of the within is sectorssector agricultural theproductive country’s theto unique achieve biodiversity. economy. Thethe four main goalobjectives of increasing RGoZ inVision the Aspirations production, agricultural sector is to productivity achieve the four and objectives export revenue of increasingthrough agricultural value production, added oductivity and (i) products, Intensified export and production diversified revenue through productionof organic and agricultural productivity value addedfoods, of and enhancing high-quality products, crops, livestock, eco-tourism through production of organic fisheries, aquaculture as well as marine and forestry products, focusing initially on labor- ods, and enhancing eco-tourism through preservation of capacity the country’s ZADEP unique biodiversity. 38 intensive production and subsequently developing in capital-intensive means of production; preservation of the country’s unique biodiversity. Vision Aspirations (i) Intensified and diversified production and productivity of high- quality crops, livestock, fisheries, aquaculture as well as marine and forestry products, focusing initially on labor-intensive production and subsequently developing capacity in capital-intensive means of production; (ii) Investment in appropriate high quality and facilitative inputs, technologies, research and capacity development to produce quality products for exports and local markets, including tourism, in line with the green and blue economies, focusing on nutrition-sensitive agriculture to achieve high food and nutritional security; (iii) A thriving, competitive private sector of agribusinesses, reinforced by effective farmer organizations, focused on improving and expanding production, marketing, value addition and regular access to market information for export and domestic markets; (iv) Climate-smart agriculture that builds climate resilience by incorporating appropriate financing strategies, risk management measures and agricultural insurance for agricultural value-chain actors; (v) Enhanced agricultural extension services that equip agricultural value- chain actors with appropriate technologies in crop and livestock husbandry practices, aquaculture, marine and natural resource management; and (vi) Robust policies and legislation with strong institutions, adequate capacities, financing and coordination for agricultural transformation, reinforced by considerations of sustainability and climate change resilience in the development of agricultural plans. Key Targets i. Increase proportion of households that are food secured from 48.9% in 2019 to 65% in 2026; ii. Increase growth of agricultural sector from 2.6% in 2019 to 6% in 2026; and iii. Increase the proportion of agriculture sector to total employment from 40% in 2020 to 43% in 2025. ZADEP 39 Strategic Interventions 1. Modernize agricultural production and productivity. Key Actions i. Improve implementation of program on development of irrigation; ii. Improve natural resources management to support agricultural development; iii. Advance inclusive and gender responsive agricultural, research and innovation; iv. Strengthen agricultural training and extension services; v. Enhance production of strategic agricultural value chains; vi. Improve the production of food crops and perennial food trees; vii. Increase production of high value export crops; viii. Operationalize farmers, and livestock keepers insurance schemes including for women, youth and people with disability; ix. Reinforce and strengthen animal feed inspectorate services; x. Promote organic farming initiatives including appropriate technologies for women, youth and people with different ability; and xi. Operationalization of the Agricultural Sector Program. 2. Expand strategic rural services, infrastructure and post harvesting services. Key actions i. Enhance agricultural infrastructure facilities, marketing infrastructure and services; ii. Develop storage facilities for farmers; and iii. Improve Agricultural production and value addition infrastructures and facilities. 3. Enhance enabling environment for agricultural transformation Key actions i. Improve agriculture sector governance; ii. Improve business environment through enhanced policy, financing, regulatory, and institutional frameworks; iii. Empower farmers and farmers’ organizations, cooperatives and groups including the participation of women, youth and people with disability; iv. Up-scaling Agricultural Information System and technology; and v. Enhance inclusive and gender responsive Agriculture Sector financing; ZADEP 40 ii. ii. Improvebusiness Improve businessenvironment environmenthrough throughenhanced enhancedpolicy, policy,financing, financing, regulatory, regulatory, and and institutional frameworks; institutional frameworks; iii. Empower iii. Empowerfarmers farmersand andfarmers’ farmers’organizations, organizations,cooperatives cooperatives and and groups groups including including thethe 4. Strengthen climate participation of resilience women, youth and and sustainable people with natural disability; participation of women, youth and people with disability; resources iv.management iv. Up-scalingAgricultural Up-scaling AgriculturalInformation InformationSystem Systemand andtechnology; technology; and and v.v. Enhance Enhanceinclusive inclusiveand andgender genderesponsive responsiveAgriculture AgricultureSector Sector financing; financing; Key actions 4.4. i. Strengthen Strengthen climate climateresilience Improve resilienceand Agriculture andsustainable natural sustainableand Technology naturalresources management resources Research; management actions Mainstream Resilience for climate variability/change and natural Key ii. Key actions disasters; i.i. Improve Improve and Technology Agriculture Agriculture Technologyand andResearch; Research; ii. ii. Mainstream Resilience for climate variability/changeand Mainstream Resilience for climate variability/change andnatural disasters; natural and disasters; and iii. iii. Improve iii. Improve Improvefood food security foodsecurity securityand and andnutrition nutrition nutritionstatus. status. status. 3.4.2 Industrialization 3.4.2 and Trade

3.4.2 Industrialization Industrializationand andTrade Trade Indicative IndicativeSDGs SDGsTargets Targets The TheTheRGoZ RGoZ RGoZ will will continue will continue SDG 9.2, SDG 8.2, SDG 9.2, SDG 8.2, continue to tocreate to a create createa conducive a conducive SDG SDG8.3, 8.3,SDG SDG5.a, 5.a, conducive business businessto environment business environment to Agenda 2063 Aspiration 1,2,7 environment leverage and Agenda 2063 Aspiration 1,2,7 leverage and harness harness to thethe power leverage power and innovation and and harness innovationof of the theprivate the privatesector. power sector.InIn and particular, innovation ofthe particular, theGovernment the private Government will sector. will promote In industrialization, particular, promote the by continuing Government industrialization, by continuing with will efforts promote with of efforts of creating thethenecessary industrialization, creating necessarybyconditions, continuing conditions, putting within in putting place efforts the place of the right framework and incentives for the private right framework and incentives for the private sector creating to sector to build thebuildindustrial necessary capabilities, industrialconditions, and capabilities, and enhancing putting in enhancing economic growth through collaborative action and effective public-private Partnerships (PPPs). place the right framework and incentives for the private sector to build industrial economic growth through collaborative action and effective public-private Partnerships (PPPs). Already, the theRGoZ has put ininplace legislation legislationtoto facilitate the thecollaboration ofofthethe private sector capabilities, Already, and has put RGoZ enhancing economic place growth through facilitate collaborative collaboration action private and sector through PPPs. These arrangements will provide the private sector with new areas of investment, through effective PPPs. These arrangements public-private will provide Partnerships the private (PPPs). Already, sector thewith RGoZnew hasareasput of in investment, place while also increasing the capacity of the economy. while also increasing the capacity of the economy. legislation to facilitate the collaboration of the private sector through PPPs. These arrangementsof will In recognition provideroles the pivotal the trade private and sector with newcan industrialization areas playof investment, in fostering while economic In recognition of the pivotal roles trade and industrialization can play in fostering economic also increasing the capacity of the economy. development, the commitment to trade and industrial development has recently taken centre stage in development, the commitment to trade and industrial development has recently taken centre stage in the policy debate in Zanzibar. Current plan is to adopt the Long-Term Perspective Plan, which the policy debate of In recognition in Zanzibar. Current plan tradeis and to adopt the Long-Termcan Perspective Plan, which advocates for industrythe pivotal to drive the roles socio-economic industrialization transformation envisioned by play ZDVin 2050, fostering and advocates economic for industry to drive the socio-economic transformation envisioned by ZDV 2050, and this confirms development, the commitment that the Revolutionary Government oftoZanzibar trade and industrial conceives development trade and has industrialization this confirms that the Revolutionary Government ofdebate Zanzibar in conceives trade and industrialization asrecently taken the main catalyst centre stage to transform thein the policy economy, generate sustainable Zanzibar. growth, andCurrent plan isTheto reduce poverty. as the adopt main catalyst theof RGoZ to Long-Term transform the Perspectiveeconomy, Plan, generate sustainable advocates whichand trade growth, and industry for be to poverty. reduce drive The the main goal in this sector is to make industrial sectors important engines of main goal socio-economicof RGoZ in this sector transformation is to make industrial and trade sectors be important engines of growth, and contributing significantly toenvisioned employment by and ZDV wealth 2050, creation.and this confirms that growth, and contributing significantly to employment and wealth creation. the Revolutionary Government of Zanzibar conceives trade and industrialization as the main catalyst to transform the economy, generate sustainable growth, and reduce poverty. The main goal of RGoZ in this sector is to make industrial and trade sectors be important engines of growth, and contributing significantly to employment and wealth creation. ZADEP 41 Z A D E P | 41 Vision Aspirations Vision Aspirations (i) A well-developed and competitive industrial (i) A well-developed and competitive industrial base fo base for domestic and export markets through domestic and export markets import substitution and export through orientation import substitution and exportwhere respectively orientation respectively where appropriate; appropriate; (ii)Sustainable industrialization programme (ii) Sustainable industrialization focused on increasing export volume and programme focused on manufacturing value added (MVA) through a mix added increasing export volume and manufacturing value (MVA) and of capital through a mix ofindustry labor-intensive capital based and labor-intensive on industry based on comparative advantage as follows: comparative advantage as follows: a. a.A Astrategic approach to strategic approach light to manufacturing in agro-processing light manufacturing consistent with export in agro-processing b. demand, targeting consistent all segments of the value-chain for greater commercialization and with export demand, b.value targeting addition, A all segments competitive private of the comprising sector, value-chain for greater businesses of all sizes commercialization including suitable and value addition, multinational corporations, A backed competitive privatebusiness by strong sector, suppor comprising services businesses with strategies to of all sizes, promote includingand local industry suitable multinational linkages with agriculture and corporations, tourism, the backed by strong operationalization business of heavy support industry services in oil and gas with wherestrategies applicable; to promote local industry and linkages with agriculture and tourism, the (iii) A operationalization dynamic industrial of andheavy tradeindustry policy in oil and gas framework thatwhere applicable; regularly reviews targeted (iii) industries A dynamicas well as theirand industrial export and trade investment policy incentives framework based on emerging that regularly reviews sectors international market trends targeted industries and shifting as well as theircomparative export andadvantage; investment incentives based on emerging sectors, international market trends and shifting (iv) Streamlined comparative andadvantage; coordinated mechanisms for trade within Zanzibar, between the RGoZ and URT, in East Africa and the Tripartite Free Trade Area, through the World Trade (iv) Streamlined and coordinated mechanisms for trade within Zanzibar, Organization between theand others; RGoZ and URT, in East Africa and the Tripartite Free Trade Area, through the World Trade Organization and others; (v) Strong local investment in industry through established industrial training modules (v) Strong local appropriate investment incentives, in and protection industry through access to finance established industrial for local investors; training modules, appropriate incentives, protection and access to finance for local investors; (vi) High quality and volume of locally manufactured products and services attained through (vi) theHigh provision qualityofandappropriate volume of reciprocal locally control mechanisms manufactured productsby and linking incentives to services attained performance andthrough the to foster standards provisionthe of appropriate growth of reciprocal Micro, Small control and Medium Enterprises mechanisms (MSMEs) to by linking large-scale incentives businesses; and to performance and standards to foster the growth of Micro, Small and Medium Enterprises (MSMEs) to (vii) large-scale Favorable businesses; internal and infrastructure for trade and investment in expor and external (vii) processing Favorableindustrial parks,external internal and including operationalized infrastructure FEZs,and for trade in line with a cluste investment approach, in prioritizing export processingactivities based industrial on regional parks, comparative including advantage operationalized to maximize FEZs, in line with a competitive cluster approach, prioritizing activities based on regional advantage. Key Targets comparative advantage to maximize competitive advantage. i. Increase share of manufacturing to GDP from 7.7% in 2020 to 10% in 2025; ii. Increase ratio of trade to GDP from 19.5% in 2019 to 25% in 2025; and iii. Increase ratio of export to GDP from 8.3% in 2019 to 14% Z Ain D 2025; EP 42 Key Targets i. Increase share of manufacturing to GDP from 7.7% in 2020 to 10% in 2025; ii. Increase ratio of trade to GDP from 19.5% in 2019 to 25% in 2025; and iii. Increase ratio of export to GDP from 8.3% in 2019 to 14% in 2025; Strategic interventions 1. Create a friendly environment for private sector development Key Actions i. Operationalize Industrial Policy and Plan of 2019; ii. Improve inclusive conducive business environment; iii. Operationalize competitive tax incentive; iv. Strengthen online services for trade; v. Resolve tariff and non-tariff barriers to trade; and vi. Improve delivery and user-friendly financial services. 2. Strengthen the Special Economic Zones and Export Processing Zones Key Actions i. Facilitate appropriate infrastructure on special economic zones and free economic zones; ii. Develop transshipment container port and trading hub in Zanzibar; and iii. Introduce a duty free system at sea and airports. 3. Promoting MSMEs and local content. Key Actions i. Improve the existing business incubator and establish new ones; ii. Capacity building for MSMEs to increase productivity and competitiveness; iii. Support cooperatives to increase production and expand market; iv. Enhance gender and disability responsive property and business formalization; v. Strengthen gender and disability responsive MSMEs support system; vi. Support local industries and their products to promote Zanzibar brand; vii. Support MSMEs to engage in international trade; and viii. Strengthening innovative cluster system. 4. Improve local and international trade. Key Actions i. Strengthen the multilateral trading system and collaboration among ZADEP 43 agencies; ii. Promote export diversification and value addition; iii. Enhance the services related to trade; iv. Develop and strengthening e-commerce and promote utilization of e-commerce platforms by youths, women and people with disabilities; and v. Advance online trading information system. ZADEP |4 Z A D E P | 43 5. Strengthen manufacturing industry. 5. 5. Strengthen manufacturing Strengthen manufacturingindustry. industry. Key Actions Key KeyActions Actions i. Improve physical infrastructure for manufacturing industry; i. i. Improve Improvephysical physical infrastructure infrastructure for formanufacturing manufacturing industry; ii. Enhance scientific research and innovation onindustry; manufacturing process; ii. ii. Enhance scientific research and innovation on manufacturing process; iii. Develop and expand robotics and automation process; process; Enhance scientific research and innovation on manufacturing iii.iii. Develop Developandandexpand robotics iv. Attract, expand develop and retainand robotics andautomation skilledprocess; automation highly process; labors including women and iv.iv. Attract, develop Attract, PWDs; develop and andretain retain highly highly skilled skilled labors labors including women including womenand andPWDs; PWDs; v.v.v. Resolve Resolvenon-tariff Resolve non-tariff non-tariffbarriers barriers totomanufacturing barriers manufacturing to manufacturing industry; industry; vi. vi. Launch Launchbuybuy Zanzibar Zanzibar products; products; vi. Launch buy Zanzibar products; and and and vii.vii. Devise vii. Deviseplan Devise plan plantototo protect protect local protect localindustries. industries. local industries. 3.4.3 3.4.3

3.4.3 Creative Creative and and Creative Digital Digital and Economy Economy Digital Economy The The Zanzibar Zanzibar economy economy depends dependsono Indicative Indicative SDGs SDGs The Zanzibar economy contributions contributions from from everyone everyone ini Targets Targets depends on contributions society. society. from Everyone Everyone everyone needs needs toto beb in society. SDG9.3, SDG 9.3, SDG SDG 8.5, 8.5, SDG8.9, SDG 8.9, SDG SDG Everyone participatory creative, creative, to be and participatory needs an innovative. creative, For the next participatory innovative. For the five years, next five years 4.4,SDG 5.b, 4.4,SDG 5.b, Zanzibar and society innovative. Forneeds the toto beb Agenda 2063 Aspiration Zanzibar society needs Agenda 2063 Aspiration transformed from information to 1,2, 1,2, next five years, transformed from Zanzibar information t knowledge-based society society needs to where knowledge-based society wher different industries and regions be have various adaptations transformed from by different industries and regions have various adaptations b digitalization, ICT, information design, research, tourism, wherecultural digitalization,to ICT,knowledge-based design, research, society tourism, cultura heritage, different new media, industries and andconnectivity, regions collaboration, have various and innovation. adaptations The by Internet is democratizing digitalization, heritage, new media, and connectivity, collaboration, and innovation. The Internet is democratizin innovation, ICT, design,empowering research, people tourism, to create, cultural exchange, heritage, andnew implement media,new andideas, and to make those connectivity, innovation, empowering people to create, exchange, and implement new ideas, and to make thos ideas available toand collaboration, people all around the innovation. The world, with minimal Internet barriers to entry. is democratizing Today, artists and innovation, ideas available to entrepreneurs use people the to all Internetaround the to create world, fantasticandwith minimal new things. barriers services The new to entry. such as artists an Today,Facebook, iTunes, empowering people create, exchange, implement ideas, and to make entrepreneurs Instagram, use the andInternet to create fantastic new things. The services suchentirely as iTunes, Facebook those ideasTwitter available toYouTube, people all which around havethelaunched careers world, with and minimal created barriers to new entry.markets Instagram, Twitter and YouTube, which have launched careers and createdICT that reach Today, a huge artists andaudience. To reach entrepreneurs that use thegoal, Zanzibar Internet needs to create to strengthen fantastic new entirely new market infrastructure things. The and that reach a peoples by services huge such audience. harnessing To reach fourthFacebook, as iTunes, that goal, Industrial Revolution Zanzibar Instagram,(4IR) needs to strengthen technologies Twitter to prepare and YouTube, ICT infrastructure towards which an a creative, have peoples by harnessing innovative, launched and careers fourth digital and Industrial economy. created Revolution entirely (4IR) technologies new markets that reach a to prepare huge towardsTo audience. a creative innovative, reach thatand digital goal, economy. Zanzibar needs to strengthenVision ICT Aspirations infrastructure and peoples by harnessing fourth Industrial Revolution (4IR) technologies Vision Aspirations to prepare towards a (i) High synergy between the creative creative, innovative, and digital economy. (i) High synergy between the creativ industries and tourism supported by investment industries and and training Z A D Esupported in tourism P complementary 44 by such investmen activities, as and training in handicraft, complementary music and activities, such a other activities. that reach a huge audience. To reach that goal, Zanzibar needs to strengthen ICT infrastructure an peoples by harnessing fourth Industrial Revolution (4IR) technologies to prepare towards a creative innovative, and digital economy. Vision Aspirations Vision Aspirations (i) High synergy between the (i) creative High synergyandbetween industries the creativ tourism industries supported by and tourism and investment supported by investmen training in and complementary activities, such training in complementary as such a activities, handicraft, music and other activities. handicraft, music and other activities. (ii) (ii)Solid Solid support andand support training trainingfor for huma human capital capital development development in ICT in and ICT an entrepreneurship. entrepreneurship. (iii) Commercialized technology- focused innovation in line with developments in ICT and emerging technologies for use in government, business and trade, including the development of e-commerce for domestic, regional and international markets; and (iv) A school curriculum incorporating ICT and other relevant developments in science, technology, and innovation (STI) at all levels, with opportunities for students to learn coding from early levels. Key Targets i. Share of creative and digital economy to total service sector production to 7% in 2025/26; ii. Locally produced media contents as a share of total content consumption to 35% in 2025/26; iii. Proportion of pupils receiving coding lessons to 10% in 2025/2026. Strategic Interventions 1. Strengthen ICT ecosystem Key actions i. Establish an ICT incubation center and start-ups ecosystem; ii. Promote 4IR technologies; iii. Establish an ICT Qualification & Certification Training Centre; iv. Establish training on Coding for ensuring participation of female, youth and people with disabilities; v. Establish technology parks and ensuring access to youth , women and people with disability; and vi. Promote ICT innovation and prevent online harassment especially against women and children. ZADEP 45 2. Strengthen the Science, Technology, Research and Innovation Key Actions i. Motivate talents students to specialize in Science, Technology and Innovation; ii. Strengthen and upgrading technical academic institutions of science and technology; iii. Utilize local experts to improve the inclusive use of science and technology; and iv. Establish and develop a specialized electronic maintenance site. 3. Improve digital contents copyright issues Key Actions i. Provide education and awareness on copyright issues; Z A D E P Z| 45 ADEP |4 ii. Design and Implement the copyright online system; i. iii. Provide i. Provide Building Capacity education education and andfor awareness onartists, awareness institutional on copyright copyright support and create intellect issues; issues; ii. ii. Design product; Design and Implement and Implement the copyright the copyright online system; online system; iii. iv. Enhance BuildingBuilding iii. copyright Capacity Capacity for related for artists, artists, institutions; institutional institutional support and and support createand create intellect intellect product; product; iv. v. Establish EnhanceEnhance iv. a system copyright copyright for related related tracking art works. institutions; and institutions; and v. v. Establish Establish a systema for system for art tracking tracking works.art works.

3.4.4 Finance and Investment 3.4.4 3.4.4 Finance Finance and The RGoZand Investment Investment recognizes the role of the private sector in bringing about socio-economic The RGoZ The development recognizes RGoZ through recognizes IndicativeIndicative SDGs the SDGsroleand of the private role of the private finance investment. Targets Targets sector inpriority bringing This sector in areabringing SDG 1.3, SDG SDG 1.3, 5.a, SDG about covers 5.a, socio-economic these about three socio-economic SDG 5.c, SDGSDG 8.10, 5.c, SDGmaindevelopment 8.10,aspects: through financialthrough development SDG 9.3, SDG SDG 9.3, 10c, SDG finance sector 10c, and andfinanceservices, and SDG 17.1SDG 17.1 investment.investment. investment This and publicThis Agenda 2063, priority area covers Agenda 2063, financial management. priority area covers Aspiration 7 these three main sector Aspiration 7 The financial these three main aspects: financial sector and is services, a major investment tool needed aspects: financial sector and services, investmen and public to promote financial management. development asThethefinancial economy and public financial management. The financial sector is a to continues major tool develop,needed to requiring promote new financial sector is aeconomy major tool needed to to promote markets to increase financial security and capital building opportunities. Key development as the continues develop,areas of focus requiring here include new financial marketsoffshore to increaseand development inshore financial andascapital banking, security the economy insurancebuilding continues and capitalto develop, markets. opportunities. requiring Key areas ofnew Extension focusfinancial of here markets the include financial to increase offshore and to inclusion financial households inshore security banking, is and acapital also insurance building keycapital and priority markets.opportunities. development Extension of Key the areas area. About financialof focus 43% here include oftoZanzibaris inclusion offshore households alsoand remain is inshore financially a key prioritybanking, excluded insurance development and and capital only area. markets. About 43%27.7% Extension of use banking Zanzibaris of the financial services remain as of financially inclusion the to households fiscal excluded and year also isuse 2019/20. only 27.7% services development a key priority banking as of area About the fiscal year 43% of Zanzibaris remain financially excluded and only 27.7% use banking services as of 2019/20. the fiscal year 2019/20. Investment covers the creation of a seamless business environment for the private sector. The current Investment investment climatecovers needs the creation of better a seamlessin areas operationalization businessuch as environment Zfor Athe tax regime D Eprivate P 46 to The curren sector. harmonization stimulate Foreign Direct investment Investment climate (FDI)operationalization needs better and private domestic in investment. areas suchOn as the taxother hand, regime this harmonization t Investment covers the creation of a seamless business environment for the private sector. The current investment climate needs better operationalization in areas such as tax regime harmonization to stimulate Foreign Direct Investment (FDI) and private domestic investment. On the other hand, this should be accompanied by a solid public financial management agenda, encompassing domestic resource mobilization and development financing. The cash-based economy would benefit from more mechanisms and tools in place to enforce and improve revenue collection, thereby further reducing institutional dependence on financing from DPs. In terms of modalities, the government has identified PPPs as a viable means of effectively addressing the constraints of financing, management and the maintenance of public goods and services. Vision Aspirations a) Financial sector and services (i) High financial inclusion catalyzed by effective coordination between the public and private sectors in sustainable credit provision, long- term financing, consumer protection, credit referencing and various financial products; streamlined informal finance and microfinance institutions; improved access to insurance services and a conducive environment for electronic payment methods to reduce cash dependence; (ii) Enhanced utilization of financial markets through the introduction of stock exchange, capital markets and offshore banking; and (iii) An enabling environment for effective capital flows between Zanzibar and its diaspora marked by formalized remittance procedures; b) Investment (i) An attractive destination for domestic and FDI with harmonized tax laws as well as improved registration and management of business, supported by a regular review of corporate tax exemptions and regular research on optimal rates of taxation. Public Financial Management (i) Efficient revenue collection mechanisms reinforced by a stronger tax regime, the identification of new opportunities and the deployment of modern fiscal technologies; (ii) A diversified framework for resource mobilization marked by mutually beneficial cooperation with the developed world through joint ventures, technology transfer and information sharing to reduce aid dependency; and (iii) Effective exploitation of new financing windows for investment ZADEP 47 through PPP projects, targeting the following areas with support from the diaspora where applicable: a. Expanded coverage and modernized infrastructural services, b. Reciprocated technology and knowhow between private and public sectors, c. Streamlined procurement and operating procedures with innovative financing strategies to attract institutional investors. Key Targets i. Increase domestic revenue to GDP ratio from 19.1% in 2019/20 to 25% in 2025/26; ii. Increase the proportion of adults who are financially included from 57% in 2019/20 to 70% in 2025/26; iii. Increase proportion of people (per 100,000) with access to Automated Teller Machine (ATM) from 7% in 2019/20 to 30% in 2025/26; iv. Increase the flow of FDI from 26.7% of GDP in 2019/20 to 47.3% in 2025/26; v. Increase the value of total flow of FDI from USD 358 million in 2019/20 to USD 650 million in 2025/26; and vi. Increase the ease of doing business ranking from 101 in 2020 to 60 in 2025. Strategic Interventions 1. Promote financial inclusion Key Actions i. Strengthen the implementation of inclusive and gender responsive program for transformation of financial management; ii. Enhance digitalization and expansion of financial services and products; iii. Build capacity to financial providers and regulators to implement financial services; iv. Raise awareness on financial services especially among youth, women and PWDs; v. Establish community development banks; vi. Increase access and usage of financial services and products; and vii. Establish legal and institutional framework for microfinance services. ZADEP 48 2. Enhance development of Islamic financial services Key Actions i. Support development of Islamic banking and insurance services and products; ii. Create and operationalize Zakat and Hajj fund; and iii. Build capacity for Islamic financial services and products. 3. Maintain stability of financial system Key Actions: i. Improve regulation and supervision of financial services; ii. Strengthen regional and international financial cooperation; iii. Strengthen anti-money laundering and terrorism financing; and iv. Strengthen financial sector legal and regulatory framework. 4. Improve taxpayer’s compliance Key Actions i. Enhance tax education and awareness; ii. Develop e-system for tax compliance; iii. Adopt the electronic fiscal system for tax collection; and iv. Develop and implement a legal framework for ensuring the tax system effectiveness. 5. Modernized public financial management Key Actions i. Adopt accrual-based accounting framework consistent with International Public Sector; Accounting Standards (IPSAS) in the public sector; ii. Strengthen inclusive and gender responsive public procurement policy; iii. Digitize all government transactions; iv. Modernize public accounting and auditing system; and v. Strengthen implementation of sound fiscal policies. 6. Maintain public sector debt at a sustainable level Key Actions i. Enhance debt-related parameters on affordability, solvency and liquidity; ii. Strengthening the operationalize system for recording, analyzing and reporting public sector debt; and iii. Develop and implement debt management policy and plan. ZADEP 49 7. Improve investment climate and attract more Domestic and Foreign Direct Investment Key Actions i. Strengthen the capacity of institutions related to investment; ii. Open up Pemba Island to be a specific strategic investment area; iii. Review investment related policies, laws and regulations and address inclusive and gender equality gaps; iv. Attract large investment from Diaspora community; v. Strengthen Free Economic Zone and Export Processing Zone; vi. Improve business environment; vii. Enhance Public Private Partnerships; viii. Enhance infrastructural development for quality investment; and ix. Strengthen One Stop Center to provide quick service. 8. Engage private sector in public related investment Key Actions i. Enhance use of PPP in financing national development projects; ii. Enforce the implementation of PPP policy and Act; and iii. Build capacity for PPP related institutions including on gender equality and inclusion. ZADEP |

3.5 HUMAN CAPITAL AND SOCIAL DEVELOPMENT

3.5 HUMAN CAPITAL AND SOCIAL DEVELOPMENT Human capital and social development Human are capital asand recognized social factors significant development recognized of growth. as significant Although theyfactors presentof grow sufficient common characteristics Although they present sufficient comm to be conceptualized characteristics to be as one main conceptualized as one m category distinct from physical category distinct from physical capital, it may capital, better toit may makebemore betterinvestments to make more in people investments greater equityin and people for greater economic growth. Hum equity capitaland economic consists growth. Human of the knowledge, skills, and hea capital consists of the knowledge, investments accumulated throughout life cycle skills, and health investments enables human to realize their potential accumulated throughout life cycle. productive members of society. Investing in peo It enables human to realize their through nutrition, health care, quality education, jobs and skills helps develop human capital, potential as productive members of society. Investing in people through nutrition, this is key health care,strategy qualityfor reducing extreme education, jobs andpoverty and creating skills helps developmorehumaninclusive capital,societies. and thisealization equitable development and blue economy transformations are the trusted is key strategy for reducing extreme poverty and creating more inclusive societies. means towards attain the centralofobjective ealization equitableofdevelopment human development and blue ineconomy Zanzibar.transformations With this understanding, are the bes interventions trusted meansin towards the various production attaining thesectors, centralthe plan seeks objective oftohuman raise availability, development equityin and qua of services, social and otherwise, required by an individual and a society at large for sustai welfare improvement. ZADEP 50 through through nutrition, nutrition, health health care, care, quality quality education,jobs education, jobsand andskills skillshelps helps develop develop human human capital, capital,and and this is key strategy for reducing extreme poverty and creating more inclusive societies. ealizationofof this is key strategy for reducing extreme poverty and creating more inclusive societies. ealization equitable development and blue economy transformations are the trusted means towards attaining equitable development and blue economy transformations are the trusted means towards attaining Zanzibar. the central With objectivethis understanding, of human development beside interventions in Zanzibar. With thisin the the central objective of human development in Zanzibar. With this understanding, beside various beside understanding, production sectors, interventions interventions the in the plan in the seeks various to raise production various production availability, sectors, the sectors, by the an equity plan seeks to plan raiseand seeks to and quality availability, raiseaavailability, of equity equity quality social services, and and quality of andservices, social and otherwise, otherwise, required by required an individual individual and a society society at largeat large for for sustained sustained welfare of services, welfare social and otherwise, required by an individual and a society at large for sustained improvement. improvement. welfare improvement. Priority Priority sectors sectors for for HumanHuman Capital Capital and Social and Social Development Development Priority sectors for Human Capital and Social Development

3.5.1 Education

3.5.1 Education andand Training Training

3.5.1 Education and Training Indicative SDGs Having an educated Having ananeducated educated Targets Indicative SDGs Havingpopulation is SDG 4.2, SDG 4.3, Targets population critical population elementis ofcritical is SDGSDG4.2, 4.4,SDG SDG 5.3, 4.3, element critical of the SDGs the ofSDGs element and SDG4.4,SDG 5.b, SDG 8.6 andZanzibar Zanzibar the SDGs and Vision Vision SDG 5.3, Agenda 2063 2050. 2050. Zanzibar The presence The Vision presence SDG 5.b, SDG 8.6 of inclusive, quality Aspiration1,2,7 of2050. The inclusive, presencequality Agenda 2063 education is of inclusive, education quality Aspiration1,2,7 important for a knowledgeable and isskilled important foreducation a knowledgeable is population. Considerable progress has been made by improving significantly the number of student’s important andenrolment. for a skilled However,knowledgeable population. and Considerable this has compromised the skilled progress has beeneducation quality of made by improving which is population. significantly inclusive and meets Considerable the needs the specific numberof ofprogress has student’s children with been made enrolment. disabilities by improving significantly the number of student’s enrolment. However, this has compromised the However, this has compromised the quality of education which is inclusive and supports girls to engage in employment sectors where they are underrepresented. The focus now and quality of inmeets educationterm the medium which is inclusive the andquality meets of the specific and needs of children to with disabilities the specificis needsto improveof children witheducation disabilities continue and supports improve girlsaccess, to engage and supports girlsfor particularly to engage childreninwith employment sectors disabilities, where they are During underrepresented. Theyears, focus now in employment sectors where theyandareaffordability. underrepresented. the next five The focus now the in the in theGovernment medium termplans isto to improve provide qualitythe qualityatof education education all levels from and continue elementary, to and primary improve access, secondary medium particularly education term forleading children is with to improve to colleges theand disabilities, and the quality universities. of education and continue to improve affordability. During the next five years, the access,plans Government particularly for children to provide quality with education at disabilities, all levels and affordability. from elementary, During the primary and secondary next five years, the Government plans education leading to colleges and the universities. to provide quality education at all levels from elementary, primary and secondary education leading to colleges and the universities. Z A D E P | 50 Vision Aspirations Vision Aspirations (i)(i) Inclusive Inclusive access to quality access education to quality at all education at levels with a focus on raising transition rates from one all levels with a focus on raising transition rates level to another, under a diversified and sustainable from one level to another, under a diversified and financing scheme; sustainable financing scheme; (ii) (ii) AAhighly highly competitive competitive andworkforce and motivated motivated workforce for teachers with an established for teachers with an established teacher competency framework to teacher maintain the quality competency framework of education; to maintain the quality of education; (iii) Curricula that reflect the needs of the time at all levels, with a clear focus on basic knowledge (iii)of Curricula that reflect the needs of the time at all levels, with a clear focus literacy, numeracy, digital literacy, culture and citizenship at pre-primary and primary on basic levels knowledge as well as building coreof literacy, skills numeracy, and competencies digital in specific literacy, culture specializations at higher and citizenship levels, which goat pre-primary hand in hand with and primary building critical levels thinkingasandwell as building core skills innovation; and competencies in specific specializations at higher levels, which go hand (iv) in hand withgraduates Industry-ready building critical equipped withthinking andskills professional innovation; acquired through internships, apprenticeships, entrepreneurship programmes, certification, vocational and on-the-job training in line with relevant employment opportunities; ZADEP 51 (v) Optimal pre-primary education that promotes parental participation and involvement in (iv) Industry-ready graduates equipped with professional skills acquired through internships, apprenticeships, entrepreneurship programmes, certification, vocational and on-the-job training in line with relevant employment opportunities; (v) Optimal pre-primary education that promotes parental participation and involvement in early childhood learning; and (vi) An optimum school environment with adequate hard and soft infrastructure for learners at all levels, ensuring greater inclusiveness through targeted arrangements for children with special needs, including the disabled and those at risk of dropping out. Key Targets i. Increase inclusive basic education Net Enrolment Ratio from 85.7% in 2019/20 to 90% in 2025/26; ii. Increase literacy rate from 87% in 2019/20 to 93% in 2025/26 (by sex); iii. Increase transition rate from secondary school to higher education by 75% in 2025/26; iv. Increase proportion of student achieving at least a minimum proficiency level in reading and mathematics (by sex) at the end of primary school to 85% in 2025/26; v. Increase proportion of teachers using ICT tools for learning by 65% in 2025/26; and vi. Increase proportion of student enrolled (by sex) to vocational training directly from secondary school by 70% in 2025/26. Strategic Interventions 1. Improving teaching and learning environment Key Actions i. Improve legal and regulatory frameworks on education; ii. Construct and renovate quality inclusive boarding schools and facilities; iii. Facilitate financial support to learning institutions; iv. Promote provision of sports facilities at all levels including for students with disability; v. Improve teaching practice, inspection and teachers evaluation; and vi. Facilitate school feeding programs for children in remote areas. 2. Strengthen teachers’ competency, capability and facilities Key Actions i. Strengthen capacity building programmes including on gender equality for teachers; ZADEP 52 ii. Provide inclusive teaching and learning materials; iii. Introduce teachers’ retaining plan; iv. Facilitate teachers’ residences; and v. Integrate ICT in the teaching and learning environment in all schools. 3. Strengthen the basic education curriculum Key Actions i. Develop inclusive and gender responsive curriculum for pre-primary, primary and lower secondary schools to promote science, technology and innovation; ii. Establish domestic skills at primary and lower secondary. 4. Strengthen vocational training, internship, apprenticeship systems, entrepreneurship education, and creativity Key Actions i. Build capacity for teachers on various skills requirements; ii. Improve access to inclusive infrastructure for technical and vocational education; iii. Develop young potential entrepreneurs through basic entrepreneurship and creativity; iv. Improve the quality and competency of technical vocational training; and v. Establish and implement internship and apprenticeship programmes to cover fields and sub-sector which are currently less involved e.g. the MSMEs. 5. Improve the educational infrastructures Key Actions i. Provide the learning infrastructure for inclusive and gender responsive education; ii. Construct and rehabilitate schools in Zanzibar; and iii. Promote ICT infrastructure in the teaching and learning environment in all schools; ZADEP 53 ii. Construct and rehabilitate schools in Zanzibar; and ii. Construct and rehabilitate schools in Zanzibar; and iii. Promote ICT infrastructure iii. Promote ICT ininthe infrastructure theteaching andlearning teaching and learningenvironment environment in allinschools; all schools;

3.5.2 Research and Innovation 3.5.2 3.5.2 Research Research and and Innovation Innovation It isItglobally recognized is globally recognized Indicative SDGs Indicative SDGs that It is globally research recognized and Targets that research and Targets that innovation are key and research innovation are key SDG 4.3,SDG 5.b, SDG 4.3,SDG 5.b, success factors for SDG 9.5,SDG 16.10 innovation success factors are key SDG 9.5,SDG 16.10 attaining socio- for Agenda 2063 success attaining economic factors development.socio- for Agenda Aspiration2063 1,2 attaining economic As major socio-economic development. advances in Aspiration 1,2 science and technology continue development. to take As major advancesplace As inmajor in developed countries, developing countries like science Zanzibar and musttechnology find ways to advances identify, to continue in and adapt, take science place in and effectively use research, science and technology achievements of industrialized nations to develop technology developed countries,continue developing to take place countries inZanzibar like developed countries, must find ways to developing countries identify, adapt, and like our own unique technological priorities. This can be done by addressing issues such as building Zanzibar effectively usefor capacity must find research, science local scientists, waysand to adapt, identify, technology technology improving science andachievements and ofeffectively industrialized infrastructure use and the nations research, to popularization science develop our own and technology unique achievements technological priorities. of This industrialized can be done by nations addressing to of science and technology. The development of Zanzibar Research Agenda of 2021-2026 acquiesces develop issues such our as own buildingunique capacitytechnological to for the local transformation priorities. scientists, of improving science, This canand science technology be and done technology innovation. by addressing infrastructure The strategic focus of issues andthethe such as building popularization agenda is the capacity for local scientists, improving science and technology infrastructure and the of science and technology. prioritization or The sectoral development research areas that of meetZanzibar the Research criteria of Agenda appropriateness, of 2021-2026 relevance, acquiesces feasibility with linkage to up-scaling of innovation to the transformation popularization of science, of science and and technology research and partnership. innovation. technology. The The strategic focusof development of Zanzibar the agenda Research is the prioritization Agenda or of sectoral Vision Aspirations research areas that 2021-2026 acquiescesmeet the criteria of to the appropriateness,ofrelevance, transformation science,feasibility technology with linkage to and(i) High up-scaling innovation. of The capacity of innovation strategic local higher and research focus of education partnership. the to institutions agenda conductis the prioritization innovative and cutting-edge of sectoral research areasthatthat research meet the is directly criteria applicable of appropriateness, to industry relevance, and societal development feasibility in line with with Vision Aspirations linkageinternationally to up-scalingcompetitive teaching programmes; of innovation and research partnership. (i) High capacity of local higher education institutions to conduct innovative and cutting-edge Vision research Aspirations (ii) Soundthat is directly national applicable research to industry agenda supported by and societalinvestment sustainable development in line with and planning mechanisms with internationally clear teaching competitive identification of priorities to empower universities and research programmes; High capacity (i)institutions to carry outof local higher high-impact education Science, Technology institutions and Innovation to conduct (STI) innovative and socio- and cutting-edge economic research; (ii) Sound national research research agenda that is directly supported applicable by sustainable to industry investment and societal and planning mechanisms development with clear in line with internationally identification of priorities competitive to empower teaching universities programmes; (iii) Well-reflected research outputs in government planning and operations, supportedand research by the institutions (ii) Sound high to carry out national availability high-impact research of data and Science, agendaTechnology information; supportedand byInnovation sustainable (STI) and socio- and investment economic research; planning mechanisms with clear identification of priorities to empower (iv) Equitable and affordable access to information and knowledge across all segments of the universities and research institutions to carry out high-impact Science, population, research (iii) Well-reflected bridging the digitalindivide outputs through appropriate government planning public policy and strategies operations, in lineby the supported Technology with the principlesand Innovation of digital (STI) development, openand socio-economic data and open standards; andresearch; high availability of data and information; (iii) Well-reflected research outputs in government planning and operations, supported (iv) Equitable by the and affordable hightoavailability access of data information and and information; knowledge across all segments of the population, bridgingand (iv) Equitable the digital divideaccess affordable throughtoappropriate publicand information policy strategies in knowledge line all across with thesegments principles of digital development, open data and open standards; and of the population, bridging the digital divide through appropriate public policy strategies in line with the principles of digital development, open data and open standards; and (v) Strong performance and highly impact-oriented results that link research to coordination and reporting mechanisms in the public and private sectors; Key Target i. Increase share of R&D expenditure to GDP to reach 1% in 2025/26; ii. Increase proportion of science and engineering students (by sex) in tertiary and higher learning accessing student loans to 25% in 2025/26. ZADEP 54 Z A D E P | 53 Strategic (v) Strong interventions performance and highly impact-oriented results that link research to coordination and reporting mechanisms in the public and private sectors; 1. Enhance Research and Development (R&D). Z A D E P | 53 Key Actions Key Target i. Increase share of R&D expenditure to GDP to reach 1% in 2025; (v) i. Strong Provide performancefinancial support forresults higher studentslearning and highly impact-oriented that link research toand research coordination institutions; ii. Increase proportion of science and engineering (by sex) in tertiary and higher and reporting mechanisms in the public and private sectors; ii. accessing learning Promote intellectual student property loans to 25% in 2025.right for research and innovation; iii. Key Target Enhance legal framework for research and innovation management; Strategic interventions iv. Increase i. Promote andexpenditure share of R&D support development to GDP to reach 1% in 2025;of technology, innovation and ii. Increase proportion of science and engineering students (by sex) in tertiary and higher 1. Enhance Research commercialization; and Development learning accessing student loans to(R&D). 25% in 2025. v. Establish a national science, technology and innovation center; Key Actions Strategic interventions vi. financial i. Provide Improve research support infrastructure for higher(R&D). and facilities; learning and research institutions; 1.vii. Enhanceproperty the userightof research for researchfindings; and Enhance Research and Development ii. Promote intellectual and innovation; Keyviii. Actions Promote public and private involvement in R&D. iii. Enhance legal framework for research and innovation management; i. Provide financial support for higher learning and research institutions; iv. Promote and support ii. Promote development intellectual property rightofortechnology, innovation and commercialization; research and innovation; v. 2. Enhance Establish a iii. national Enhance Innovation science, for legal framework technology research andand innovation innovation center; management; vi. ImprovePromote iv. and support research development infrastructure andoffacilities; technology, innovation and commercialization; vii. KeyEstablish v. Enhance Actions the usea national science, technology and innovation center; of research findings; and vi. Improve research infrastructure and facilities; viii. Promote public vii. i. Enhance Build and the useprivate innovation of involvement research andin R&D. ecosystem; findings; and viii.ii. Promote Build capacity public and private for innovation involvement in R&D. and creativity. 2. Enhance Innovation 2. Enhance Innovation Key Actions Key Actions i. 3.5.3 Build Health innovation ecosystem; and i. Build innovation ecosystem; and ii. Since Build capacity ii. 1964 Buildthe for RGoZ capacityinnovation for has and creativity. focused innovation and on improving the health of its people by providing creativity. health services free of charge. Various investments including construction of 3.5.3 3.5.3 Health Health Indicative SDGs Since 1964 primary the health care and Indicative SDGs Since 1964 the Targets RGoZhospitals has and provision Targets focusedRGoZon has SDG 3.2, SDG 3.3, of medical services focused on have SDG3.4,3.2, SDG SDGSDG 3.8, 3.3, improving the SDG 5.6, SDG been 6.2 3.8, health improving of itsdone to the improve SDG3.4, SDG Agenda 2063 people SDG 5.6, SDG 6.2 providing health the health althby of status and its Aspiration 1,2,3,7 living standard of the Agenda 2063 servicespeople free of by Aspiration charge. 1,2,3,7 Various population. providing investments including Apart from health construction of primary health the set free of services care and achievements hospitals in the and charge. provision ofinvestments health Various sector,medical servicesincluding some challenges are still have been done to improve the health status construction there. and of primary Most ofchallenges living standard healthatcare the population. Apart needand attention hospitals in and provision the health sector of medical includeservices maternal and have been done to improve child health, quality of health services and infrastructure, human the health status resources and management of communicable and and living standard of the population. Apart non-communicable diseases. More emphasis is required for the provision of basic health services for all and health education towards achieving universal health coverage (UHI). Vision Aspirations (i) A highly reliable and accessible primary healthcare sector that incorporates ZADEP 55 strong health promotion and community health programmes targeting the prevention and management of non-communicable and communicable diseases, including HIV/AIDS; (ii) UHI with emergency medical care and referral services across Zanzibar to improve access to healthcare in underrepresented areas; (iii) A modern healthcare delivery system supported through effective investment plans and related interventions with a focus on human capital development, research, health infrastructure, medical technology, digital health systems, quality control as well as specialized medical and health practitioners and services; (iv) Effective pre-service training programmes to develop industry-ready healthcare providers receiving continuous professional development, with attractive compensation packages and motivation; (v) Inclusive, high quality services for the elderly and people with disabilities as well as in reproductive, maternal, neonatal, child and adolescent health to reduce mortality and malnutrition as well as to manage population growth; (vi) A multisectoral approach to healthcare at the forefront of social services by strengthening linkages to education through training; to water, sanitation and hygiene through disease prevention; and to tourism through medical tourism where appropriate; (vii) A resilient healthcare system with adequate contingency plans to maintain the high coverage of essential services in crisis situations; and (viii) Diversified and sustainable healthcare financing for quality service provision to all. Key Targets i. Increase life expectancy at birth from 65 years in 2020/21 to 68 years in 2025/26; ii. Reduce institutional maternal mortality rate from 155 per 100,000 live birth in 2018/19 to 99 per 100,000 live births in 2025/26; iii. Reduce infant mortality rate from 45 per 1,000 infants in 2016/17 to 15 per 1,000 infants in 2025/26; iv. Reduce mortality rate attributed to common NCDs from 4.9 % in 2019/20 to 3.5 % in 2025/26; and v. Reduce Malaria incidence per 1,000 populations from 0.2 % 2019/20 to 0% in 2025/26; ZADEP 56 Strategic Interventions 1. Improve Health Facilities and Quality of Services as per Essential Health Care Package at all levels Key Actions i. Expand and equip primary, district, regional and referral hospitals infrastructure; ii. Improve delivery of integrated quality health and nutrition services; iii. Strengthen Reproductive, Maternal, Neonatal, Adolescents and Child Health services, including strengthen Emergency Obstetric and Neonatal Care services in all health facilities; iv. Raise community awareness on communicable and non-communicable disease; v. Enhance preventative health education; vi. Implement the new Community Health Plan including strengthening the roles of Community Health Volunteers; vii. Strengthen implementation of DHIS-2, including data review and audit process; viii. Promote proper handling, collection, treatment and disposal of medical and health care waste; ix. Strengthen use of disaggregated data for decision making at all levels; and x. Develop and implement Digital Health Plan and ICT policy guidelines. 2. Improve health systems for sustainable and resilient sector and health promotion Key Actions i. Establish sustainable health financing mechanisms with equitable coverage of poor and disadvantaged population; ii. Strengthen pharmaceutical and laboratory capacity including improvement in logistic and supply chain system; iii. Improve working environment for health personnel; iv. Improve health financing scheme; v. Strengthen governance and leadership including coordination in service delivery; vi. Promote the use of health information and evidence for planning, budgeting and quality improvement; vii. Operationalize community health plan; viii. Strengthen national and district capacity to carry out Maternal and Perinatal Death Surveillance Review; and ix. Improve supply chain management and drug storage regulations at all levels. ZADEP 57 Z A D E P | 56 vi. Promote the use of health information and evidence for planning, budgeting and quality 3. Implement improvement; Human Resources recruitment plan and Human Resource vii.Information System to Operationalize community monitor the changes health plan; viii. Strengthen national and district capacity to carry out Maternal and Perinatal Death Key Actions Surveillance Review; and ix. Improve supply chain management and drug storage regulations at all levels. i. Put in place inclusive and gender responsive human resources plan to 3. Implementmeet current Human andrecruitment Resources future needs ofHuman plan and the sector; Resource Information System to ii. Capacitate monitor the changes the healthcare workers to deliver Care for Childhood Key Actions Development (CCD); i. iii. Put inBuild capacity place inclusive forresponsive and gender medical practitioners human resources plan toand health meet current and professionals (paramedical); future needs of the sector; and ii. iv. Capacitate Improvehealthcare the workers toenvironment the working deliver Care for Childhood for healthDevelopment (CCD); personnel. iii. Build capacity for medical practitioners and health professionals (paramedical); and iv. Improve the working environment for health personnel. 3.5.4Housing 3.5.4 Housing and Settlements and Settlements The The main SDGs Indicative challenges challenges inmainhousing and in settlement includehousing Targets the rising and demand for social housing, asettlement SDG 5.a, SDG 11.1, well as the need for include SDG 11.2, SDG11.5, the rising demand improving living conditions of SDG 12.5, SDG 13.1 for social housing, the occupants inAgenda existing 2063 housing estates. as well as the need Aspiration 1,2,7 for improving living conditions of the occupants in existing housing estates. Vision Vision Aspirations Aspirations (i) Universal access to adequate, safe and affordable housing and basic quality services with Universal (i)adequate access to adequate, safe and affordable housing and basic quality access to key transportation networks, emphasized by the upgrading of unplanned services with adequate settlements and regeneration of urbanaccess areas intotomodern key transportation settlement; networks, emphasized by the upgrading of unplanned settlements and regeneration of urban areas (ii) Ecointo modern friendly, settlement; sustainable, innovative and cost-effective building methods to avoid misallocation of resources and environmental destruction; and (ii) Eco friendly, sustainable, innovative and cost-effective building methods (iii) Active private sector to avoid engagement inof misallocation realresources estate to boostand housing supply in earmarked environmental urban destruction; and settlements across districts and towns. (iii) Active private sector engagement in real estate to boost housing supply in earmarked urban settlements across districts and towns. Key Targets i. Increase proportion of households with access to basic housing services by 30% in 2025/26; ii. Increase ratio of urban population living in planned settlement by 30% in 2025/26; and iii. Increase proportion of households living in urban areas from 49% in 2019/20 to 51% in 2025/26. ZADEP 58 Key Targets Key Targets Strategic i. Interventions Increase proportion of households with access to basic housing services by 30% in i. Increase proportion of households with access to basic housing services by 30% in 2025/26; 2025/26; decent and affordable housing 1. Promote ii. Increase ratio of urban population living in planned settlement by 30% in 2025/26; and ii. Increase ratio of urban population living in planned settlement by 30% in 2025/26; and Keyiii. Increase Increaseproportion actions iii. proportionof ofhouseholds households living living in in urban urban areas from 49% areas from 49% in in 2019/20 2019/20to to51% 51%inin 2025/26. 2025/26. Strategici. Develop inclusive and gender responsive housing legal framework; Interventions Strategic Interventions ii. Facilitate alternative low- cost construction materials and technology;

1.1. Promote decent and andaffordable housing iii.Promote Builddecent capacity affordable for housingagencies; housing Key actions Key iv. actions Enhance decent accommodation for every citizen; i.i. Develop inclusive and andgender gender responsive housing legal framework; v. Develop inclusive Construct new responsive evelopment housingand housing; legal framework; ii.ii. Facilitate alternative low- low-cost construction materials and technology; technology; vi. Facilitate Encouragealternative the private costsector construction materials and participation in social housing projects. iii. Build capacity for housing agencies; iii. Build capacity for housing agencies; iv. 2. Enhance Enhancedecent iv. Improve decentaccommodation human settlement for accommodation for every every citizen; citizen; v.v. Construct new development housing; Construct new development housing; and and Keyvi. vi.actions Encourage Encouragethetheprivate privatesector sector participation participation in social housing projects. projects. i. Enforce urban development control;

2.2. Improve Improvehuman humansettlement settlement ii. Redevelop/upgrade settlement planning; and Key Keyactions actions iii. Promote and develop resilient settlements. i.i. Enforce Enforceurban urbandevelopment development control; control; ii.ii. Redevelop/upgrade Redevelop/upgradesettlement settlement planning; planning; and 3.5.5iii.Social iii. Protection Promoteand Promote and and develop develop Employment resilient resilient settlements. settlements.

3.5.5.1 Social Protection

3.5.5 Social

3.5.5 SocialProtection Protectionand andEmployment Employment 3.5.5.1Social

3.5.5.1 SocialProtection Protection Indicative SDGs Targets Socialprotection Social Social protection protectionrefers refers toto Indicative SDG 1.3, 1.3, SDG SDG 1.4, 1.4, refers initiatives tothat initiatives initiatives that provideprovide SDG SDG3.5, SDG SDG3.5, SDG 4,44,4 that income provide income or income or or consumption consumption transfers consumption transfers to to the poor, the transfers poor, SDG 5.3, SDG 5.3, SDG SDG 5.4, 5.4, protect the vulnerable to the poor, protect protect the vulnerable and and SDG 10.4 SDG 10.4 marginalized marginalized against Agenda 2063 Agenda 2063 Aspiration Aspiration 66 the vulnerableagainst and livelihood livelihood risks risks and and shocks. ItIt also also reduces marginalized reduces poverty and inequality, against and shocks. livelihood risks poverty and Social and shocks. inequality, It also covers and reduces supports inclusive growth. protection supports inclusive growth. Social protection covers poverty social assistanceand inequality, programmes in and transfers, supports social assistance programmes in terms terms ofof cash cash transfers, school feeding, feeding, social social insurance, insurance, labour inclusive labour promotion growth. promotion interventions, Social interventions, social protection covers school social care care services, services, health health social assistance programmes in terms of cash transfers, school feeding, social insurance, labour promotion interventions, social care services, health insurance exemptions, medical and education fees waivers; food subsidies; housing subsidies and allowances; utility and electricity subsidies and allowances; agricultural inputs subsidies and others. Development of appropriate methodologies as well administrative and technical capacity for effective governance of social protection systems is required to ensure all people benefited. In this regard, training of staff as well as development and periodic maintenance of databases and relevant data and information about individuals who are entitled to social protection benefits is crucial. The Zanzibar Social Protection ZADEP 59 regard, training of staff as well as development and periodic maintenance of databases and relev data and information about individuals who are entitled to social protection benefits is crucial. T Zanzibar Social Protection Policy (ZSPP( mid-term evaluation has recommended that RGoZ fo Policy (ZSPP) mid-term evaluation has recommended that RGoZ focus on on expanding expanding social social protectionfor protection forPWDs PWDs and and children. children. Vision Vision Aspirations Aspirations (i)(i) An An equal equal and and equitable equitablesociety that prote society and protects that empowersand women, children,women, empowers PWDs and ot children,with people PWDsvulnerable situations; and other people with (ii) Extensive vulnerable quality social services, includ situations; socialExtensive (ii) security quality socialother coverage and services, safety nets including vulnerable andsocial destitute securityZanzibaris, coverage to ens and other safety nets for vulnerable protection against life-course shocks and liveliho and risks;destitute Zanzibaris, to ensure protection against life-course shocks (iii) A comprehensive, widely available and livelihood system of socialrisks; support services, including one-s (iii) Acenters, for medical, legal, comprehensive, rehabilitative, widely available psycho-social system of socialandsupport other services for surviv services, of violence and including victims of one-stop drug for centers, abuse, with adequate medical, legal, well-trained social rehabilitative, welfare person psycho- social to and other provide services for services, case survivors management and of violence follow up; and victims of drug abuse, with adequate well-trained social welfare personnel to provide (iv) services, Inclusive case management access to economic and follow up; business opportunities and wealth creati empowerment, including easy (iv) Inclusive access access for PWDs;empowerment, business opportunities and to economic wealth creation, including easy access for PWDs; (v) Inclusive, (v) Inclusive, sustainable sustainableand anddecent employment, decent employment, marked by the marked byintegration of social secur the integration as social of part ofsecurity labor and asfocusing on occupational part of labor and focusingsafety and health, workers’ on occupational compensati safety and self-employment health, workers’ and an entrepreneurial compensation, culture; self-employment and an entrepreneurial culture; (vi) Effective compliance to labor standards by enhancing labor relations, social dialogue a (vi) Effective compliance to labor standards by enhancing labor relations, dispute resolution mechanisms to attain industrial harmony; social dialogue and dispute resolution mechanisms to attain industrial harmony; (vii) Innovative, flexible and inclusive skills development programmes, covering work-ba Innovative, (vii) learning, flexible lifelong andandinclusive learning quality skills development apprenticeships programmes, to create more decent employme especially for covering the youth; work-based learning, lifelong learning and quality apprenticeships to create more decent employment, especially for the youth; (viii) Enhanced prevention of and response to retrogressive practices, such as violence against women, children and PWDs as well as child and forced labor through the implementation of relevant national plans; and (ix) Suitable standards for the accreditation and monitoring of substance abuse treatment, supporting relevant research and technology to reduce the use of drugs and other substances. ZADEP 60 Key Targets i. Increase proportion of pre-primary and primary schools providing school feeding by 60% in 2025/26; ii. Reduce incidents of violence against women and children by 85% in 2025/26; iii. Increase proportion of vulnerable households with social protection scheme to 40% in 2025/26; iv. Increase proportion of decision-making position for youth, women and PWDs to 40% in 2025/26; v. Reduce proportion of children aged 5‑17 years engaged in child labor (by sex) by 90% in 2025/26; vi. Reduce child basic need poverty from 30.1% in 2019/20 to 22.3% in 2025/26; vii. Reduce child food poverty from11.4% in 2019/20 to 4.5% in 2025/26; viii. Reduce youth unemployment rate (by sex) from 17% in 2020/21 to 9% in 2025/26. Strategic Interventions 1. Improve sustainable and quality access to social welfare and protection Key Actions: i. Implement Social Protection Policy (SPP) and develop its Act; ii. Strengthen current, and develop new social assistance schemes; iii. Introduce new social benefits including health coverage and cash transfers targeting groups across the lifecycle, including children and PWDs; iv. Develop legal framework for social welfare; v. Expand the coverage of Universal Pension Scheme and school feeding programme in pre- primary and primary schools; vi. Implement the current National Plan of Action to end violence against women, children, and PWDs and develop the successor version; vii. Promote access to low cost housing for social scheme beneficiaries including women, youth and elders; and viii. Enhance access to business opportunities, health and education services, housing and justice to disadvantaged groups. ZADEP 61 2. Promote positive family and parenting for children Key Action i. Establish and operationalize short and long term national and community alternative care programs; ii. Expand family strengthening and care program; iii. Implement and review the Children’s Act and its associated regulations; iv. Develop and operationalize Shehia Children Councils; v. Supervise and operationalization of private children care Centers; and vi. Minimize vulnerability and child labour. 3. Create conducive environment for the women’s rights, participation and non-violent norms Key Actions i. Promote effective involvement and participation of women in decision making bodies; ii. Raise awareness on women rights and existing opportunities; iii. Promote non-violent norms and values on gender equity; iv. Improve access to quality, social welfare, justice and support services; v. Promote gender equality to achieve equal opportunity in all aspect of development; and vi. Establish widow’s networks to strengthen, empower to attain their rights of protection and participation. 4. Create conducive environment for youth to engage in productive activities Key Action: i. Reinforce the youth productive and entrepreneurial capacity including female and youth with disability; ii. Enhance vocational training and entrepreneurship skills for youth including female and youth with disability; iii. Support college graduates to establish productive groups; iv. Promote youth engagement in sustainable agricultural, blue economy and industrial development activities including female and youth with disability; v. Empower youth councils in all levels ensuring gender parity in decision making; vi. Strengthen programs for curbing drug substance abuse; vii. Enhance accessibility of financial services to youth including female and youth with disability; and ZADEP 62 Z A D E P | 61 viii. Strengthen youth capacity on innovation, creativity and digital economy. 5. Provide social benefits and assistance to elderly 5. Provide social benefits and assistance to elderly Key Actions: Key Actions: Z A D E P | 61 i. i.Digitalize the Management Digitalize the Information Management System (MIS) for Pension Schemes; Information System (MIS) for ii. Promote provision Pension Schemes; of services to senior citizens; ii. Promote provision of services to iii. Empowerseniorelderly councils in all levels ensuring 5. Provide social benefits and assistance to elderly equal participation of women and men elders; Key citizens; iv. Actions: Build capacity to elder’s service providers; iii.Digitalize Empower elderly councils in all v. i.Expand the Management the scope Information of social security coverageSystemto levels ensuring (MIS) for Pension Schemes; equal participation Elders; of women vi. ii.Establish Promote and provision elderly fund;ofmen elders; services to senior iv. Build citizens; capacity to vii. Mainstreaming elders in all aspects. elder’s service providers; iii. Empower elderly councils in all levels ensuring v.equal Expand the of participationscope of and women socialmen security elders; coverage to Elders; 6. vi. Establish elderly iv. Build capacity to elder’sfund; service providers; Improve conducive environment for People With Disabilities to engage in productive v. vii. Expand the scope of Mainstreaming elders social security in allcoverage aspects. to activities Elders; Key Actions vi. Establish elderly fund; 6. Improve conducive i. vii. Mainstreaming elders in all aspects. environment Ensure full for People access to pre- With primary,Disabilities primary, to engage in productive activities secondary and tertiary education to PWDs; ii. Enhance skills development for PWD; 6. ImproveKey conducive Actions environment for iii. Enhance Peoplevocational trainingtoprograms With Disabilities engage inand promote productive activities inclusion and accessibility of PWD in business i. Ensurecenters; incubation full access to pre- primary, primary, Key Actions secondary iv.i. Enhance and tertiary accessibility education to PWDs; of financial Ensure full access to pre- primary, services primary,to PWD; ii. Enhance v. secondary Strengthenand skills PWD development capacity tertiary on to education for PWD; innovation, PWDs; creativity and digital economy; iii. Enhance vocational ii. Enhance skills development for PWD; training programs and vi. Establish cash benefits scheme to promote iii.PWD; inclusion and Enhance vocational accessibility training programs and of PWD in promote vii. Establish special facilities and services businessfor incubation the PWD; centers; inclusion and accessibility of PWD in business viii. Introduce waivers for PWDs in iv. transportEnhance and when incubation accessibility nters;seeking healthofservices; financial services to ix. Strengthen PWD development iv. PWD; funds; Enhance accessibility of financial services to PWD; x. Establish cash transfer scheme v. (social assistance) v.Strengthen Strengthen PWDto PWD; PWD capacity capacity on creativity on innovation, innovation, xi. Ensure full access and digital economy;to all health services; and and digital economy; creativity xii.vi. vi. MakeEstablish the cash Establish physical cashbenefits scheme environment benefits to PWD; and all scheme services to PWD; fully accessible to PWDs. vii. Establish special vii. Establish specialfacilities and services facilities for the PWD; and services for the PWD; viii. Introduce waivers for PWDs in transport and when seeking health services; viii. Introduce waivers for PWDs in transport and when seeking health services; ix. Strengthen PWD development funds; ix. Strengthen PWD development funds; x. Establish cash transfer scheme (social assistance) to PWD; x. Establish cash transfer scheme (social assistance) to PWD; xi. Ensure full access to all health services; and xi. Ensure xii. Make thefull access physical to all health environment and allservices; andaccessible to PWDs. services fully xii. Make the physical environment and all services fully accessible to PWDs. ZADEP 63 Z A D E P | 62

3.5.5.2 Labor and Employment 3.5.5.2 3.5.5.2 LaborLabor and Employment and Employment Employment Employment isisa acritical critical factor Indicative SDGs Indicative SDGsEmployment is a critical factor in factor in in economic development. economic economic development. Targets Targets development. SDG ManyMany countries are Many are suffering countries suffering SDG1.3,1.3,SDG SDG 1.4,1.4, countries from having many are suffering unemployed SDG 3.5, SDG5.2, from having many unemployed SDG 3.5, SDG5.2, people SDG 5.3,SDG5.a, from especially, the youngmany having people especially, the young SDG 5.3,SDG5.a, generation. SDG10.4 unemployed Skills and other people generation. training Skills in including creativity and other SDG10.4 Agenda 2063, Asp.6 especially, the young training using the including resources creativity in available in Agenda 2063, Asp.6 generation. a particular area gradually will solve the problem of unemployment. Forusing employees, Skills accountability and the resources available in and creativity influence increasing productivity. Emphasis for skills and other training training, including crash programs a particular area gradually will solve the problem of unemployment. For employees, accountability creativity and formalization of traditional events are path in using for youth development.the resources available in a and creativity influence particular increasing area gradually productivity. will Emphasisoffor solve the problem skills and training, unemployment. crash programs For employees, Vision Aspirations and accountability formalization of traditional eventsinfluence are path for youth development. and creativity increasing productivity. Emphasis for skills (i) Inclusive, sustainable and decent employment, marked by the integration of social security and training, crash programs and formalization of traditional events are path for as part of labor and focusing on occupational safety and health, workers’ compensation, self- Vision Aspirations youth employment development. and an entrepreneurial culture; (i) Inclusive, sustainable and decent employment, marked by the integration of social security Vision as part Aspirations of labor (ii) Effective and focusing compliance on occupational to labor safety and standards by enhancing laborhealth, workers’ relations, compensation, social dialogue and self- employment (i) dispute and an resolution Inclusive, entrepreneurial mechanisms sustainable culture; to attain and industrial decent harmony; employment, marked by the integration of social security as part of labor and focusing on occupational safety and (iii) Innovative, (ii) Effective flexibletoand compliance inclusive labor skills development standards programmes, byself-employment enhancing covering social labor relations, work-based dialogue and health, workers’ compensation, and an entrepreneurial learning, lifelong learning and quality apprenticeships to create more decent employment, disputeculture; resolution mechanisms to attain industrial harmony; especially for the youth; (ii) Effective compliance to labor standards by enhancing labor relations, social (iii) (iv) Innovative, flexible and Extending inclusive skills development programmes, covering work-based dialoguesocial andsecurity coverage and dispute resolutionother safety mechanismsnets within the social protection to attain scheme industrial harmony; to vulnerable and hardcore poor Zanzibaris; and learning, lifelong learning and quality apprenticeships to create more decent employment, (iii) Innovative, especially flexible and inclusive skills development programmes, covering for the youth; (v) Inclusive access learning, work-based to economiclifelong empowerment, business learning and opportunities and wealth creation, quality apprenticeships to create including easy access for PWDs. more (iv) Extending decent social employment, security especially coverage and for the other safety netsyouth; within the social protection scheme to vulnerable Key(iv) and social Extending Targets hardcore poor Zanzibaris; security coverageandand other safety nets within the social i. protection Reduce unemployment scheme torate (by sex) from vulnerable 19.7% and in 2020/21 hardcore to 10% poor in 2025/26;and Zanzibaris; ii. Increase proportion of new employment opportunities to 300,000 in 2025/26; (v) Inclusive access to economic empowerment, business opportunities and wealth creation, iii. Inclusive (v) access of Increase proportion to total economic empowerment, employment in private business sector (by sex) opportunities from 4% in 2020/21 and includingtoeasy 30% access in for PWDs. 2025/26; wealth creation, including easy access for PWDs. Key Targets Key Targets i. Reduce unemployment rate (by sex) from 19.7% in 2020/21 to 10% in 2025/26; i. Reduce unemployment rate (by sex) from 19.7% in 2020/21 to 10% in ii. Increase proportion of new employment opportunities to 300,000 in 2025/26; 2025/26; iii. Increase proportion ii. Increase of total employment proportion in private sector of new employment (by sex) from opportunities 4% in 2020/21 to 300,000 in to 30%2025/26; in 2025/26; iii. Increase proportion of total employment in private sector (by sex) from 4% in 2020/21 to 30% in 2025/26; iv. Reduce proportion of employment in informal sector (by sex) from 78% ZADEP 64 in 2020/21 to 40% in 2025/26; and v. Percentage of graduates of incubation centers employed or self-employed (by sex) from 74% in 2020/21 to 90% in 2025/26. Strategic Interventions 1. Strengthen employment opportunities and adherence of labour laws Key Actions i. Review and develop a comprehensive inclusive and gender responsive legislative and policy framework for employment and labor relations; ii. Build capacity of labor related institutions; iii. Strengthen Labour Market Information System; iv. Enhance the availability of employment opportunities through internship and apprenticeship programs; v. Establish mechanisms for preventing, reporting and handling of sexual harassment cases at work places and protecting victims and informants of such harassment cases; vi. Strengthen involvement of private sector in job creation and employment; vii. Promote Skills Development for women, youth and vulnerable groups; and viii. Up scaling training for women, youth, people with disabilities and special needs; 2. Improve Occupational Health Services Key Actions i. Establish and equip an accessible Occupational Safety Health Centre; ii. Establish and Operationalization of Workers Compensation Fund and sensitize stakeholders on OSH funding; iii. Capacity development on Occupational Safety and Health; iv. Conduct OSH inspection and establish OSH database; v. Strengthen coordination for effective Occupational Safety and Health services; and vi. Enhance Occupational Safety and Health Services; 3. Establish friendly environment for economic empowerment ZADEP 65 Key Actions i. Enhance transformation of Cooperatives; ii. Improve implementation of property and business formalization; iii. Strengthen access to microfinance services including women, youth and vulnerable groups; iv. Enhance coordination of economic empowerment programs; ZZAADDEEPP| | v. Develop, review and harmonize existing policies and regulatory framework iii. Strengthen including Strengthenaccess access to address barriers tomicrofinance microfinance for women servicesincluding including and vulnerable women, youthand andvulnerab vulnera iii. groups; and to services women, youth groups; vi. groups; Advocate for the inclusion of entrepreneurship subjects in school iv.iv. Enhance Enhancecoordination curricula. coordinationofofeconomic economicempowerment empowermentprograms; programs; v.v. Develop, Develop,review reviewand andharmonize harmonizeexisting existingpolicies policiesand andregulatory regulatoryframework frameworkincludin includ 4. Create employable to address skills barriers for woman, for women youth and and vulnerable vulnerable groups; and groups to address barriers for women and vulnerable groups; and vi. Key vi. Actions Advocatefor Advocate forthe theinclusion inclusionofofentrepreneurship entrepreneurshipsubjects subjectsininschool schoolcurricula. curricula. i. 4.Provide mechanism Createemployable to support employableskills skills entrepreneurship forwoman, woman, youthand and investment andvulnerable vulnerable groups for youth, 4. woman Create and vulnerable for groups; youth groups Key Key ii. Establish authority for economic empowerment; Actions Actions i.iii. Enhance i. Provide availability Providemechanism mechanism of totosupport evidence-based support information entrepreneurshipand entrepreneurship and and investment investment fordata for youth,on youth, womanan woman entrepreneurship; vulnerablegroups; vulnerable groups; iv. Enhance innovation forand creativity in entrepreneurship; and ii.ii. Establish Establishauthority authorityfor economic economic empowerment; empowerment; v.iii. Strengthen women’sofentrepreneurship Enhance availability skills, mentorship evidence-based information and data and networking on entrepreneurship; iii. Enhance availability of evidence-based information and data on entrepreneurship; iv.iv.Enhance Enhanceinnovation innovationand andcreativity creativityininentrepreneurship; entrepreneurship;and and v.v.Culture,

3.5.6 Strengthen women’s Heritage Strengthen women’s and entrepreneurshipskills, Sports entrepreneurship skills,mentorship mentorshipand andnetworking. networking. Culture, Heritage and Sports are interrelated sectors and interdependent in

3.5.6 Culture,

3.5.6 Culture,Heritage Heritageand andSports Sports their functions. Culture, Heritage Culture, Heritage generateandandSpor Sp Indicative Indicative SDGs They SDGs are interrelated earem p l o yment interrelated sectors sectors an Targets Targets interdependent promote theinin the th SDGSDG4.7, 4.7,SDG SDG11.4 11.4 and interdependent functions. culture, functions. norms They gene and genera They Agenda2063, Agenda 2063, employment and promotet customs employment ofand the promote Aspiration1,2,5 Aspiration 1,2,5 culture, nation. norms and Zanzibar custom culture, norms and customs thenation. the nation.Zanzibar Zanzibarhas has hasseveral several several sports sportsactivities sports activitiesasaswe w activities asasheritage as well as heritage heritageasasananidentity identityfor as forour an identity ourculture. culture.Several Severaleffor eff are required to ensure our culture including for our language,culture. Several ideology, sportsefforts and are foods are required to ensure our culture including language, ideology, sports and foods are used to promo required are used to prom toZanzibar ensure our culture and internationally including language, that these these norms ideology, sportsare andcustoms customs andenshrined foods are andused to conserved fort Zanzibar internationally and that norms and are enshrined and conserved for promote Zanzibar benefitofoftoday todayand internationally andfuture and futuregenerations. that generations.Sport these norms Sportcontributes and contributestotothe customs theempowermentare enshrined empowermentofofwomen womenand and benefit and conserved youngpeople, for the people,individuals benefit individualsand of today andcommunities,and future communities,asaswell generations. wellasasadvancing Sport contributes health,education advancinghealth, to educationand andsoci so young the empowerment of women and of young people, individuals and communities, as inclusion inclusion objectives. objectives.health, education and social inclusion objectives. well as advancing Vision Aspirations Vision VisionAspirations Aspirations (i)(i)AAleading leadinghub hubfor forSwahili Swahililanguage languageand andculture cultureenriched enrichedbybya astrong strongresearch researchfoundatio foundati transferprogrammes transfer programmesand andcapacity capacitybuilding; building; ZADEP 66 (ii)AAwide (ii) wideappreciation appreciationfor forZanzibar’s Zanzibar’sheritage, heritage,backed backedbybya afocus focusononthe theconservation, conservation,reviv revi management and promotion of the natural heritage, heritage sites, local arts and practi (i) A leading hub for Swahili language and culture enriched by a strong research foundation, transfer programmes and capacity building; (ii) A wide appreciation for Zanzibar’s heritage, backed by a focus on the conservation, revival, management and promotion of the natural heritage, heritage sites, local arts and practices, Islamic culture and other traditional cultures to promote patriotism; (iii) A competitive sports and cultural destination with modern sports, cultural and recreational infrastructure in line with international standards, including the promotion of professional sports in traditional and emerging sports; and (iv) Improved athletic performance in national and international competitions developed through competitive leadership training and sports academies. Key Targets i. Increase in the number of medals won in international tournament; ii. Increase in the number of stadiums which meet international standards; and iii. Increase in the number of sports and culture events hosted in Zanzibar. Strategic Intervention 1. Promotion of cultural events Key Actions i. Establish Modern Cultural Complex; ii. Establish Modern Swahili Book Library; iii. Develop Policy and legal framework for Swahili language; iv. Build capacity for local experts in Swahili language and culture; v. Raise community awareness on utilization of traditional clothes, food, materials and other cultural products including women’s contributions; vi. Develop and register traditional commodity and promote value addition; and vii. Enhance community participation in national, religious and cultural celebrations 2. Strengthen artists and traditional creative industry Key Actions i. Develop House of Talents; ii. Establish Institute of Arts; iii. Improve arts infrastructure; and iv. Improve artists and talents identification systems. ZADEP 67 3. Promote traditional and cultural heritage Key Actions i. Safeguard, promote and disseminate Zanzibar’s natural and cultural heritage both tangible and intangible; ii. Restore and conserve the Stone Town and other key heritage Sites; iii. Finalize and implement legal framework related to Heritage; and iv. Establish a modern museum. 4. Improve and conserve Districts, Regions and National sports and recreational Infrastructure Key Actions: i. Establish National multicomplex sports center; ii. Establish National Sports Academies and improve existing academies that are gender and disability friendly; iii. Promote professional sports in traditional and emerging sports; iv. Construct and conserve sports infrastructure in schools, university, community sports playground and coastal areas; v. Construct new playgrounds for other types of sports such as table tennis, squash etc; vi. Promote sports culture in public institutions and private entities; and vii. Promote and participate in national, regional and international sports. ZADEP 68 ZADEP 3.6GOVERNANCE

3.6 GOVERNANCE AND AND RESILIENCE RESILIENCE Linking governance Linking governance and and resilience resilience isis an esse condition an essential to acondition sustainable to a socio-economic sustainable Z Asystem DEP socio-economic Zanzibar. Extremesystem weatherfor Zanzibar. events and effects of Extreme made weatherare on devastation events and causing the rise effectsmore de

3.6 GOVERNANCE AND RESILIENCE of man-made injuries, and thedevastation destruction are of on homes. the The U Linking rise causing governancemore and resilience deaths, injuries, is an es Nations Development Program has attributed andcondition to a sustainable the destruction socio-economic of homes. The govern syste increasing levels of disaster risk to poor Zanzibar. United Extreme Nations weather events Development ZAD Program and EP |effects 67 of combined with ubstantial population growth. Ext hasmade devastationthe attributed are increasing on the rise causing levels more d

3.6 GOVERNANCE AND RESILIENCE weather injuries, phenomena such andrisk the to destruction as higher temperature of disaster intense precipitation, poor orof governance homes. The U Linking governance androught, resilience is an flooding are proj essential Nations with combined Development substantial Program population has attribute to increase the numbers of people at forrisk. condition to a sustainable socio-economic system growth. increasing Zanzibar. Extreme levels Extreme weather of weather disaster events andphenomena risk to poor gover development and application of good resilience governance can reduce the effects risks offrom man- disa such as higher temperatures or intense made precipitation, combined drought, withare devastation the or substantial on flooding population rise causing morearegrowth. Ex deaths, (Wakeman, projected toTincrease at el., 2017 Governance the numbers and Resilience: of people atweather injuries,The risk. and Challenges development the destruction in Disaster andas Risk application Reduction phenomena suchof homes. higher The temperatu United News 311 September–October of good resilience governance can reduce the 2017). Focus on Nations protecting risksprecipitation, the from disasters Development environment Program (Wakeman, has from attributed degrada T arethe intense drought, or flooding pro enhancing at el., 2017 sustainable Governance consumption and production, and Resilience: promoting increasing Challenges levels in sustainable of disasterRisk Disaster utilization risk to poor and Reduction, governancemanage to increase the numbers ofgrowth. people at risk of TR natural News resources, 311 and taking urgent action September–October 2017). tocombined mitigate Focus on with the substantial impact ofpopulation protecting climate the changeExtreme environment will ensur development and application of good resilience weather governance phenomena can such as reducehigherthe risks from temperatures or dis sustainability from degradation,of pro-poor enhancing economic sustainable development consumption in andZanzibar. Governance production, promotingis therefore a (Wakeman, T at el., 2017 Governance and Resilience: Challenges in Disaster Risk Reductio intense precipitation, drought, or flooding are projected accountability and sustainable transparency, utilization and along management with of enabling natural citizens resources, to have and ofthe requisite taking aturgent knowledge News 311 September–October 2017). Focusto on increase the numbers protecting the environment people risk. from The degrad action knowledge to tomitigate demand development the and and impact create of application of climate positive good change.change resilience For will successful governance ensure can andthethe reduce sustainability sustainable risks development, from disasters enhancing sustainable consumption and production, promoting sustainable utilization and manag of pro-poor important thateconomic (Wakeman, the TGovernment development at el., 2017 has theinand Governance Zanzibar. necessary Resilience: Governance capabilities Challenges to is in therefore intervene Disaster Risk in about a demand-dr Reduction, TR of natural resources, News 311 and taking urgent September–October action 2017). Focus to onmitigate protectingthe theimpact of climate environment from change will ensu degradation, accountability inclusive, measured, and practical transparency, along and useful with way. enablingitcitizens Moreover, is not only to about have intervening, he requisitebut also a sustainability enhancing of sustainable pro-poorconsumption economicand production, development in Zanzibar. promoting Governance sustainable utilization and is therefore management knowledge knowing when and to knowledge leave gaps demand toother for actorsand to create fill, and positive creating change. an environmentFor successful that of natural accountability andresources, and takingalong transparency, urgent with action to mitigate the enabling impact to citizens of have climate the change will requisite ensureallow will the knowledg th and sustainable happen in the development, most of sustainability beneficial pro-poor it way. is important that the Government economic development in Zanzibar. Governance is therefore about has the necessary knowledge capabilities totodemand intervene and increate a and positive change.inclusive, demand-driven, For successful and sustainable developmen Priority sectors for accountability Governance and transparency, with enabling citizens tomeasured, Resilience along have the requisite practicalknowledge and and important useful Land way. that knowledge the Moreover, Government to demand it is and not has createonly the necessary about positive capabilities intervening, change. For successful but to andalso intervene aboutdevelopment, sustainable in knowing a demand-d it is

3.6.1 Utilization and Management inclusive, when to leave measured, importantgaps practical for other and useful actors way. hastothefill, Moreover, and creating it is not only anto intervene environmentabout intervening, but also Land is anthat will resour that the Government necessary capabilities in a demand-driven, important knowing allow thiswhen inclusive, to leave to happen ingaps measured, for and practical the most other actors useful beneficial way. to fill, Moreover, way. Indicative creating andit is not onlyan SDGs aboutenvironment intervening, but thatalsowill allow about knowing when to leave gaps for other actors to fill, and creating an any nation environment that will andallow it this must to be happen in the most beneficial way. Targets happen in the most beneficial way. managed for the developme Priority sectorssectors Priority Priority sectors forGovernance for Governance andand Resilience Resilience for Governance and Resilience SDG 1.4, SDG 2.4, the concerned nation. S 3.6.1

3.6.1 Land3.6.1Utilization Land Utilization Land Utilization and andandManagement Management Management SDG 5.a, SDG 11.1, islands in an archipelago SDG 11.3,SDG 11.7 Land is Landan is an important important resource toresou Indicative Indicative SDGs SDGs Land any Zanzibar is an nation and important it need must be proper well Agenda Targets 2063, resource any nationto and any it must b Targets effective laws managed for the development of and regul Aspiration SDG 1,2,3,4,6,7 1.4, SDG 2.4, nation managed and for must it the developm SDG 1.4,SDG SDG framework to 2.4, the concerned nation. manage Small its SDG 5.a, 11.1, be islands the well concerned in an managednation. archipelago like SDG 5.a, SDG 11.3,SDGSDG 11.1, Zanzibar 11.7 islands in an archipelag for the development and need proper SDG 11.3,SDG 11.7 effective Agenda 2063, Aspiration 1,2,3,4,6,7 of Zanzibar andneed the lawsconcerned regulatoryproper Agenda 2063, frameworkeffective to manage its land nation. Small laws islandsand regu Aspiration 1,2,3,4,6,7 in anframework archipelagotolike manage it Zanzibar need proper and effective laws ZADEP 69 and regulatory framework to manage its land for sustainable development of its people. Transparency and participatory land governance can facilitate the suitable utilization and management of land. Vision Aspirations (i) Effective land laws and policies that are reviewed regularly to cope with emerging Socio-economic needs and environmental conditions, enforcing development control where appropriate. (ii) Clear and efficient allocation and utilization of land for different economic activities, where zoning laws are regularly updated, settlements are remapped, and land is reserved to reflect changes in land use patterns and population growth; (iii) Transparent, accountable and participatory land governance for sustainable land use; and (iv) Effective and sustainable land recycling and reclamation interventions to increase land for use and reserve, reinforced by vertical urbanization to support a growing population. Key Targets i. Maintain proportion of land allocated for settlements to 10% in 2025/26; ii. Decrease proportion of land allocated for agriculture from 67% in 2019 /20 to 63% in 2025/26; iii. Increase proportion of land for industry from 2% in 2019/20 to 4% in 2025/26; iv. Increase proportion of land formalized from 4% in 2019/20 to 25% in 2025/26; v. Increase proportion of land allocated for open space and recreational services from 4% in 2019/20 to 5% in 2025/26; vi. Increase proportion of land reserved from 17% in 2019/20 to 19% in 2025/26; and vii. Increase proportion of land reclaimed as a share of total land area to 1% in 2025/26. Strategic Interventions 1. Ensure equitable and sustainable land use plan and management Key Actions i. Enforce land regulative framework; ii. Enhance land formalization; iii. Create effective and efficient inclusive and gender responsive land management systems; and iv. Implement National Spatial Development Plan and the satellite cities. ZADEP 70 ZADEP 2. Strengthening mechanism to reduce land disputes Z A D E P | 69 Key Actions 2. Strengthening mechanism to reduce land disputes i.2. Improve Key Actions inclusive Strengthening andtogender mechanism responsive reduce land disputesland legislative frameworks; Keyii.Actions Improveinclusive Improve land adjudication and genderand registration responsive system; and land legislative frameworks; iii. i. Raise public Improve awareness inclusive and on gender land related responsive issues. land ii. Improve land adjudication and registration system; and legislative frameworks; ii. Improve land adjudication and registration system; and iii. Raise public awareness on land related issues. 3.6.2 iii. The Raise Environment and on Climate public awareness Change land related issues. 3.6.2 The Environment and Climate Change

3.6.2 The Environment and Climate Change Indicative SDGs SDGs ClimateClimate Climate change change change ha Indicative has unprecedented unprecedented implicatio Targets Targets unprecedented implications on implications where people on can can settle, SDG5.a, SDG 5.a,SDG SDG 8.4, where 8.4, people settle, grow where food, buildpeople cities, and andrely re SDG13.2, SDG SDG14.5, food, 13.2,SDG14.5, build cities, on can settle, grow functioning ecosystems for thfo functioning ecosystems SDG15.5 SDG 15.5 food, build cities, services services theythey provide. provide. In manyIn places, places, temperature and andrely temperaturechanges changes and on rise rise sea-level sea-level are functioning already alreadyputting ecosystems puttingecosystems ecosystems for underthe under services stress and and stress affecting affe they human provide. In many places, temperature humanwell-being. well-being.Impacts Impacts of of climate change climate change extende changes well and an beyond sea-level increase rise in are already affecting temperature, well beyond an increase in temperature, affe ecosystems and communities around the putting world. Things ecosystems that wewedepend under upon andstress value and as water such ecosystems affecting and communities human well-being. around the world. Things Impacts ofecosystems, that climate change depend extend upon beyond ansuch and value as w energy, transportation, wildlife, agriculture, and human healthwell are experiencing the effect energy, increase transportation, wildlife, agriculture, ecosystems,communities and human health aretheexperiencing the e of a in temperature, changing affecting climate. This five yearecosystems developmentand around plan outlines interventions world. and key actions to be of a changing we Things climate. Thisupon five year development plan outlines interventions and key actions taken inthat depend order to deal with issues and of value such environment as water, and climate energy, change. transportation, taken in order wildlife, to deal with agriculture, issues of environment ecosystems, and climate and human health change. are experiencing the effects of a Vision changing climate. This five year development plan outlines interventions and key Aspirations Vision actions Aspirations (i) to be takeneffective Reliable, in orderand to deal with issues enforceable ofand policies environment managementand toolsclimate change.ENR for sustainable (i) Reliable, Management effective and enforceable and enhanced policies and management tools for sustainable ENR climate resilience. Vision Aspirations Management (ii) An enablingand enhanced for environment climate resilience. climate change management through sustainable climate (ii) Anfinancing enabling environment for climate change management through sustainable cl mechanisms. (i) Reliable, effective and enforceable policies and management tools for (iii)financing mechanisms. Enhanced national research capabilities focusing on targeted responses to climate change and sustainable ENR Management and enhanced climate resilience. (iii) other ENR issues. research capabilities focusing on targeted responses to climate chang (ii) Enhanced An enabling nationalenvironment for climate change management through (iv)other The ENRintegration issues. of sustainable ENR management actions and climate resilience values with sustainable climate financing mechanisms. (iv) development objectives for maximum contribution toactions long-term andsocio-economic developmen (iii) The integration Enhanced of sustainable national ENR management research capabilities focusing on targeted climate resilience responses to values in line developmentwith the circular objectives economy, for maximumtaking children’s best interest into consideration; contribution to long-term socio-economic develop climate change and other ENR issues. (v) Strengthened sustainable ENR and climate resilient conservation practices as part of effort (iv) in Theline with the circular integration economy, taking of sustainable ENR children’s management best interest actionsinto consideration; and climate to increase the greening of the island; (v) resilience Strengthened sustainable values with ENR and climate development resilient objectives forconservation maximum practices contributionas part of e long-term to increase socio-economic the greening development in line with the circular of the island; economy, taking children’s best interest into consideration; (v) Strengthened sustainable ENR and climate resilient conservation practices as part of efforts to increase the greening of the island; ZADEP 71 (vi) An increased share of protected marine and forest conservation areas to ensure the continuity of ecosystem biodiversity; and (vii) High capacity on ENR and climate resilience management and practices at all levels. Key Targets i. Increase proportion of surveyed and improved areas affected by climate change from 4.1% in 2019/20 to 10% in 2025/26; ii. Increase proportion of surveyed and improved areas affected by environmental degradation to 7% in 2025/26; iii. Increase proportion of terrestrial areas protected from 16% in 2015/16 to 23% in 2025/26; iv. Increase proportion of marine protected areas from 8.1% in 2015/16 to15% in 2025/26 ; and v. Increase afforestation rate from 640 hectares in 2015/18 to 4,000 hectares in 2025/26. Strategic Interventions 1. Enhance climate change mitigation and adaptation policy Key Actions i. Develop coastal beach management plan; ii. Identify and develop areas at risks and affected by climate change and disaster; iii. Review national and sub national appropriate adaptation and mitigation action plan; iv. Enhance public awareness on climate change and environment; v. Enhance national capacity on climate change resilience; and vi. Support capacity building for community-based organization/ NGOs. 2. Ensure a sustainable waste management system Key actions i. Implement National Waste Management Plan; ii. Identify special land area for waste disposal; and iii. Establish a functional and sustainable integrated waste management system and introduce proper ways of waste disposal. 3. Ensure Sustainable Environment and Natural Resources (ENR) Management Key actions i. Review and improve guidelines for environment and natural resource management; ZADEP 72 ii. Establish National environment and management Plan; iii. Conserve national and community forests; iv. Promote proper and sustainable use of forest management and conservation practices; v. Improve the quality of data available to track progress on environmental goals and targets; vi. Promote application of environmental (and social gender) assessment tool to all investment and development projects; and vii. Enhance monitoring program and assessment for status of environment. 4. Strengthen conservation of Marine and terrestrial Z A D biodiversity E P | 71and its ecosystem iv. Promote Key proper and sustainable use of forest management and conservation practices; Actions v. Improve the quality of data available to track progress on environmental goals and targets; vi. i. application Promote Establishof and Implement environmental Zanzibar (and social Biodiversity gender) Plan; assessment tool to all investment and ii. Scale up development Forestry projects; and conservation and marine Z A protected areas; D E P | 71 vii. iii. Implement Environmental Communication Advocacy Plan; and Enhance monitoring program and assessment for status of environment. iv.iv. Promote Develop proper andand operationalize sustainable Environmental use of forest management and conservation practices; v. Improve the quality of data available to track progress on environmental goals and targets; 4. Strengthen conservation of MarineManagement and terrestrial biodiversity and its ecosystem vi. v. Promote andapplication Information System. of environmental (and social gender) assessment tool to all investment Key Actions and development projects; and i. Establish vii. and monitoring Enhance Implementprogram Zanzibar Biodiversity and assessment Plan; 5. Strengthening mineral sectorfor status of environment. ii. Scale up Forestry conservation and marine protected areas; 4. Strengthen conservation of Marine and terrestrial biodiversity and its ecosystem iii. Key Actions Implement Environmental Communication Advocacy Plan; and Key Actions iv. Develop i. and and Establish operationalize Implement ZanzibarEnvironmental Biodiversity Plan;and Information Management System. ii. i. ScaleDevelop policy and up Forestry conservation regulatory and marine framework regarding mineral sector; protected areas; 5. Develop iii. ii. Implement Strengthening human Environmental mineral sector resource plan Communication Advocacyin mineral sector; Plan; and Key Actions Establish geological laboratory for conducting iv.iii. Develop and operationalize Environmental and Information experiments Management System. and analysis i. Develop 5. of geological policy Strengthening and sector samples; regulatory mineral framework regarding mineral sector; ii. Key Develop iv. human Actions Build capacity resource plan to institutions in mineral sector;related to mineral and its stakeholders; i. Develop policy and regulatory framework regarding mineral sector; iii. Establish ii. Conduct v. Develop geological geological laboratory forsurvey conducting human resource plan in mineral sector; to understand experiments andlithology andofpossible analysis geologicalmineral samples; iii. Establishdeposits; geological laboratory for conducting experiments and analysis of geological iv. Buildvi. Conduct capacity samples; to research institutions relatedonto mineral business,and its importation and exportation of minerals. stakeholders; v. ConductBuild iv. capacity to geological institutions survey to related to mineral understand and its and lithology stakeholders; possible mineral deposits; v. Conduct geological survey to understand lithology and possible mineral deposits; vi. Conduct research on business, importation and exportation of minerals.

3.6.3 Safety, Security and Disaster Management vi. Conduct research on business, importation and exportation of minerals. .6.3 Safety, Security

3.6.3 Safety, and and Security Disaster Management Disaster Management Indicative Safety, SDGs Safety, Safety, security and disaster security and Indicative SDGs security and Targets management disaster management are are key to the Targets disaster key to the developmentmanagement of are SDG 1.5, SDG 5.3, development key to the of development a nation. A stable national a of nation. SDG SDG 5.a,1.5, SDG SDG 11.5, 5.3, SDG 13.1, SDG Aa strong security, 16.1 11.5, stable nation. national disaster A stable security, national SDG 5.a, SDG Agenda 2063 Aspiration strong security,disaster management framework management strong disaster SDG 13.1, SDG 16.1 3,7 backed by well-designed Agenda 2063 monitoring and Aspiration framework evaluation systemmanagement backed together with framework by well- 3,7 designed backed research in safety, security assures the bywith nation monitoring and well-designed evaluation the preparedness and responsiveness monitoring and evaluation to overcome systemwith system together together threats and hazardous events. research in safety, security assures the nation with ZADEP the preparedness and responsiveness to overcome 73 threats and hazardous events. Vision Aspirations Stable with national securityin safety, research maintained by highly security professional assures the andwith nation competent Special the preparedness Departments and responsiveness alongside national to and security overcome defencethreats forces;and hazardous events. (i) High road and personal safety supported by the provision of street lighting and surveillance Vision Aspirations devices and other monitoring systems in criminal hotspots, including tourist areas; Stable (ii) national A strongsecurity maintained by disaster management highlybacked framework professional by a and competent comprehensive Special system, information Departments M&E and alongside national security and defence research with improved early warning systems,forces; (i)emphasizing High road and the participation personal safetyof vulnerable supportedgroups by in theplans and strategies; provision andlighting and surveillance of street (iii) and devices High otherdisaster monitoringmanagement systems in capacity criminal with enhanced preparedness and responsiveness hotspots,toincluding overcome tourist epidemics, fires, natural disasters, and areas; (ii) Aevents hazardous strongat all disaster levels.management framework backed by a comprehensive information system, M&E and research with improved early warning Key Targets systems, emphasizing the participation of i. Reduce crime rate from 8% in 2019 vulnerable groups to 4% in 2025; in plans and strategies; and ii. (iii) Highproportion Increase disaster of management population withcapacity access with enhanced to early preparedness warning information and and use from responsiveness to overcome less than 51% in 2019 to 70% in 2025; epidemics, fires, natural disasters, and iii. hazardous Increase events proportion of at all levels. people rescued from all types of emergency from 60% in 2020 to Key95% Targets (disaggregated by age, sex and disability) in 2025; iv. Increase proportion i. Reduce of rate crime localfrom governments that adopttoand 8% in 2019/20 4%implement in 2025/26; inclusive and gender responsive local disaster ii. Increase risk reduction proportion strategies with of population from 11% in 2019 access to toearly 20% in 2025; and warning v. Decrease number informationof and annual usedeath fromand missing less persons than 51% in from 2019/20disaster to 70%fromin 59% in 2019 by 2025/26; 95% (disaggregated by iii. Increase age, sex proportion of and disability) people rescuedinfrom 2025.all types of emergency from 60% in 2020/21 to 95% (disaggregated by age, sex and disability) in 2025/26; Strategic Interventions 1. Ensureiv. national Increase proportion security services of andlocal governments effective traffic and that road adopt and implement safety management Key Actions inclusive and gender responsive local disaster risk reduction strategies i. from 11% Equip security in 2019/20 organs to 20% security with appropriate in 2025/26; and equipment; v. Decrease number of annual death and ii. Carry out training to meet current and future challenges;missing persons from disaster iii. fromawareness Raise public 59% in 2019/20 by 95% on security (disaggregated and safety by age, sex and disability) related issues; in 2025/26. iv. Monitor, control and surveillance for national security; and v. Strategic Interventions Install intelligent traffic surveillance cameras along main roads, feeder roads, airport and seaport, public places, and tourist areas. 1. Ensure national security services and effective traffic and road safety management Key Actions i. Equip security organs with appropriate security equipment; ii. Carry out training to meet current and future challenges; iii. Raise public awareness on security and safety related issues; iv. Monitor, control and surveillance for national security; and ZADEP 74 v. Install intelligent traffic surveillance cameras along main roads, feeder roads, airport and seaport, public places, and tourist areas. 2. Enhance emergence communication and warning system Key Actions i. Improve the emergence operation and communication centers and warning infrastructure; ii. Conduct simulation exercise in disaster prevention or Zpreparedness A D E P | 73 at local and national level; iii. Build capacity on communication and warning system 2. Enhance emergence communication and warning system Z A Dfor E Pemergency | 73 Key Actions personnel; and 2. Enhance emergence communication and on warning system i. iv.Improve Raisethe public awareness emergence operation and early warning communication systems. centers and warning infrastructure; Key Actions ii. i. Conduct Improve simulation exercise the emergence in disaster operation prevention or and communication preparedness centers at local and warning and national infrastructure; Strengthen 3.ii. level; Conduct the exercise simulation capacity of prevention in disaster evacuation functionat local or preparedness during emergence and national iii. response. Build capacity level; on communication and warning system for emergency personnel; and iv. iii. Raise public Build awareness capacity on early warning on communication systems. and warning system for emergency personnel; and Keyiv. ActionsRaise public awareness on early warning systems. 3. Strengthen the capacity of evacuation function during emergence response. 3. i.Strengthen Key Actions Develop and of the capacity implement standard evacuation function duringoperating emergence procedures response. for emergency Keyi. Actions events Develop andand evacuation; implement standard operating procedures for emergency events and ii.evacuation; i. Conduct training on Develop and implement evacuation standard operatingforprocedures relevantforemergency emergency personnel; events and and evacuation; ii. iii.Conduct Capacitate training onevacuation institutions evacuation for with modern relevant emergency personnel;equipment. and ii. Conduct training on evacuation for relevant emergency personnel; and iii. Capacitate evacuation institutions with modern equipment. iii. Capacitate evacuation institutions with modern equipment.

3.6.4 Governing Institutions and Public Services 3.6.43.6.4Governing Institutions Governing Institutionsand andPublic Public Services Services Indicative Indicative SDGs The SDGs The The effective effective effective implementation implementation implementation of of Targets Targets policies, laws, regulations, of policies, laws, regulations, policies, laws, regulations, plan plan andand other otherother regulatory regulatory SDG 5.1, SDG 5.2, plan SDG 5.1, SDG 5.2, and regulatory SDG 5.3, SDG 5.5, frameworks frameworks depends dependson having on having SDG 5.3, SDG 5.5, frameworks depends on SDG 5.c,SDG 10.3, a a goodgood public public services services SDG 5.c,SDG 10.3, framework having andawell-structured good public SDG16.3, SDG16.5, SDG16.3, framework and well-structured SDG16.5, governing SDG 16.6 services governing framework institutions. institutions. and SDG 16.6 well-structured Knowledgeable and governing competent Agenda 2063: Knowledgeable and competent Agenda 2063: civil servants, ethical and Aspiration 3 institutions. civil servants, Knowledgeable ethical Aspiration 3 accountable public servants will and and competent civil take the nation to the level of development it deserves. This plan outlines the visionary aspirations, will accountable public servantsservants, take the nation to interventions andthe keylevel of that will actions development take it deserves. Zanzibar This into the plan it position ethical outlines wants be inand tothe visionary the accountable aspirations, coming five public years servants in and interventions governance will actions key and takewill that thetake resilience. nation to the Zanzibar level into the development of it wants position deserves. to be inithe coming fiveThis years planin governance and visionary outlines the resilience. aspirations, interventions and key actions that will take Visioning Aspirations Zanzibar into the position it wants to be in the coming five years in governance and (i) Effective Visioning implementation and enforcement of policies and laws, reinforced by high Aspirations resilience. engagement with key stakeholders through regular (i) Effective implementation and enforcement of reviews andand policies M&Elaws, mechanisms to improve reinforced by high governance and the rule of law. engagement with key stakeholders through regular reviews and M&E mechanisms to improve governance and the rule of law. ZADEP 75 Visioning Aspirations (i) Effective implementation and enforcement of policies and laws, reinforced by high engagement with key stakeholders through regular reviews and M&E mechanisms to improve governance and the rule of law. (ii) Highly efficient, knowledgeable and competent public servants who provide strengthened public services alongside greater service digitalization and performance management. (iii) High ethical conduct and accountability of public leaders and civil servants in line with a zero-tolerance policy on corruption and its roots as well as mobilizing public participation against corruption; (iv) Strong civil and criminal justice framework and infrastructure with highly accessible legal services for all under an effective judiciary system, including a focus on child justice through community rehabilitation programs for child offenders. (v) Strong democratic and overseeing organs with continued government commitment to upholding human rights and participatory democracy, reflecting relevant international conventions and the needs of the time where applicable. (vi) Continued adherence and alignment to relevant international conventions, treaties and declarations that support Zanzibar’s development aspirations through effective coordination with the URT, development partners and the international community at large; and (vii) High capacity and reliable LGAs that provide effective public services in their area of jurisdiction. Key Targets i. Increase digitalization of government services by 60% in 2025/26; ii. Increase proportion of public satisfaction with public services by 75% in 2025/26; iii. Increase public employee job satisfaction rate by 80% in 2025/26; iv. Increase number of people receiving legal aid services by 35% disaggregated by age, sex and disability in 2025/26; and v. Increase disposal rate of civil and criminal cases by 60% (disaggregated by age and sex of offenders) in 2025/26. Strategic Interventions 1. Vindicate the Structure of Government institutions Key Actions i. Conduct function review study to Ministries, independent institutions, public corporations and agencies; ZADEP 76 ii. Determine optimum staffing levels and gender parity of MDAs and public corporations; and iii. Review and harmonize laws and regulations including to address inclusive and gender equality measures. 2. Modernize public services Key Actions i. Harness the potential of ICT to improve efficiency in quality of services delivery; ii. Improve public awareness and usage of e–services; and iii. Establish a public services database. 3. Improve corruption prevention and investigation system Key action i. Conduct good governance survey; ii. Implement technology-based investigation system; iii. Develop a national anticorruption policy and plan; iv. Operationalize corruption prevention program; v. Develop best practice guideline; and vi. Raise public awareness on corruption issues including sextortion. 4. Strengthen ethical conduct of public leaders and accountability system Key actions i. Develop code of conduct for public leaders including on inclusive performance management and recognition systems; and ii. Establish an independent body for ethics judication. 5. Adherence to human rights principles Key Actions i. Encourage women, men, youth, children and other vulnerable groups in advocating for their rights; ii. Review and implement laws, policies and regulations to promote rights of women, men, youth, children and other vulnerable groups; iii. Implement human rights sensitization programs; and iv. Empower civil society organizations on protection and promotion of human rights. 6. Strengthening public participation in decision making process ZADEP 77 Key Actions: i. Develop mechanism for public participation from grass-root to national levels; ii. Enhance participation of women, youth and people with disability in decision making bodies particularly in low levels; and iii. Build capacity of all groups of representatives on potential public participation in decision making; 7. Strengthen civil and criminal justice system Key actions: i. Develop policy and regulatory framework related to criminal justice; ii. Improve access to civil and criminal justice system including women’s access to justice; iii. Improve case management system; iv. Build capacity of legal and paralegal personnel; v. Strengthen juvenile courts; vi. Strengthen judiciary service delivery; vii. Improve courts infrastructures and facilities; and viii. Strengthen community rehabilitation centres for juveniles. 8. Effective and efficient public service delivery Key actions: i. Capacitate Local Authorities to deliver public services efficiently; ii. Enhance resource allocation for public service delivery; iii. Build capacity of local and community leaders to facilitate inclusive and gender responsive service delivery; iv. Harmonize contradicting policies, legal and institutional frameworks in public service delivery; v. Improve infrastructure and facilities for service delivery; vi. Improve governance of data and statistical system; vii. Improve governance in planning budgeting and M&E process and system; and viii. Improve remuneration and wage bill.

3.7 Strategic Programs, Projects and Initiatives Prioritization of programs, projects and initiatives is a fundamental point to reach the intended goals effectively. RGoZ has articulated various key programs, projects and initiatives in order to realize the effectiveness of the plan through multiplier effects and revenue maximization. ZADEP 78 There are 19 Strategic programs that are proposed for the implementation of the 5 years plan with estimated cost of TZS 7.76 trillion. The Strategic program, projects and initiatives are comes from the economic and social developments including Expansion of port infrastructure; Special Economic Zone; Roads construction; Improvement of Airport; Strengthening Fisheries; Innovation and digital Economy; Health Infrastructure Development; Improvement of Urban Services; Improvement of Electrification Infrastructure, Water supply Development; Irrigation program Development and Education Infrastructure Development. Those programs, projects and initiatives will be done in collaboration with Development Partners, Private Sectors and public institutions. Annex 1 shows the Strategic program, projects and initiatives for 2021-2026

3.8 Interlinkages In the ZADEP ZADEP is a direct link with four Pillars of Zanzibar Development Vision 2050, namely Economic Transformation; Human Capital and Social Services; Infrastructure Linkages and Governance and Resilience. The potential interlinkages in ZADEP can be mapped at a basic level by using the indicative SDG targets associated with the Priority Areas (PAs) of this plan. Such mapping can indicate which of the PAs have a potentially greater number of connections with others contained in the ZADEP. The priority areas that are relatively connected are Agricultural production and productivity; Blue Economy; Oil and Gas; Seaports and marine transportation; Land utilization and management; Finance and investment and Environment and climate change. The graphical presentation is shown below. Z A D E P | 78 Figure 3.1 : Interlinkages in the ZADEP Figure 3.1 : Interlinkages in the ZADEP The ZADEP notes that Agricultural Production and productivity aims for intensified and diversified agriculture while taking advantage of climate-smart technologies and techniques and balancing concerns related to biodiversity issues. Intensification of agricultureZmay A Dalso E have P implications 79 for water resources, as well as employment. Other connections relate to the effect of increased focus on The ZADEP notes that Agricultural Production and productivity aims for intensified and diversified agriculture while taking advantage of climate-smart technologies and techniques and balancing concerns related to biodiversity issues. Intensification of agriculture may also have implications for water resources, as well as employment. Other connections relate to the effect of increased focus on export crops and integration into global value chains, which could impact food security. Agriculture is also linked to Industrialization and Trade, with reference to exports and agro-processing. Under infrastructure, the area of Seaports and Marine Transportation is also quite highly connected being linked to Blue Economy, Tourism, Energy, Industrialization and Trade, Environment and Climate Change, etc. This is perhaps not surprising given the status of Zanzibar as a small island. These interlinkages suggest that integrated implementation arrangements will influence success across Priority Areas as presented in figure 3.2 Z A D E P | 79 Figure 3.2: Priority Areas Interlinkages Figure 3.2 Priority Area Interlinkages ZADEP 80 CHAPTER FOUR FINANCING PLAN

4.1 OVERVIEW Successful implementation of ZADEP depends on the national capacity to mobilize financial resources, from both domestic and external sources, as well as ability to utilize those resources effectively and efficiently. Financing of public spending in Zanzibar has relied largely on the capability to mobilize domestic and external sources (government revenue, borrowing, grants, donations). While performance of revenue collection has improved from 19.12% of GDP in 2015/16 to 31.72% in 2019/20, and nominal growth in revenue collection is observed, expenditure is growing at almost an equal proportion. Even if domestic resources continue to rise annually by the same trend as experienced in recent years (average annual growth of 19.1% of GDP in 2019/20), this would not be enough to meet the financing gaps emanating from the implementation of MKUZA programs and projects. This chapter identifies ways to deal with such a situation, based on lessons from implementation of preceding plans, and particularly the fact that development budgets and projects have always been first sufferers of budget cuts following unforeseen emergency expenditures and shortfalls in resources mobilization. The chapter therefore proposes complementary measures for effective and efficient budget execution and for fostering predictability of financial resources in order to enhance delivery on the Government’s financial obligations to the Plan. The Financing plan for the ZADEP has two components. One is to enhance revenue collection by the RGoZ, and the second is the involvement of the private sector and other partners in the provision of public services through the Public-Private Partnership arrangement (PPP).

4.2 PAST FINANCING TRENDS AND REVENUE COLLECTION IN ZANZIBAR Development finance scenery has created new opportunities and options for developing countries to access external finance for their development priorities. They have also created new challenges and risks for managing development finance flows. Therefore, the financing plan of ZADEP has been developed taking into consideration changed patterns in the flows of key components of financing sources, namely: tax revenue; net official development assistance; domestic and international borrowing; international public finance, domestic and international private finance, and partnership between public and private sectors. Zanzibar has experienced a decline in international sources of finance relative to ZADEP 81 domestic sources for financing its budget. Both aids, loans and even FDI flows have been declining while there is an improvement in revenue collection. Tables 4.1 and 4.2 show the comparison of trends in selected domestic and international public and private financial flows and fiscal performance in Zanzibar, 2015- 2020 respectively. . Table 4.1: Selected Domestic and International Public and Private Financial flows Year Domestic Revenue ODA Received FDI net inflows (US$) (TZS million) (TZS million) 2015/16 428,511.2 134,343.4 306,226,800 2016/17 521,883.6 122,490.9 26,485,200 2017/18 688,653.7 220,144.9 297,525,000 2018/19 749,830.1 365,944.9 71,678,500 2019/20 787,162.9 193,511.3 409,800,000 Table 4.2 Zanzibar Fiscal Performance 2015/16 – 2019/20 (TZS million) Description 2015/16 2016/17 2017/18 2018/19 2019/20 Revenue 562,854.6 644,374.5 908,808.9 1,115,775.0 980,674.2 Expenditure 520,287.2 590,113.7 899,605.5 1,130,818.5 1,024,598.0 GDP 2,357,000.0 2,749,000.0 3,234,000.0 3,733,000.0 4,136,000.0 Fiscal Balance 42,567.4 54,260.8 9,203.4 (15,043.5) (43,923.8) Fiscal Balance/ 1.80 1.97 0.28 -0.40 -1.06 GDP Fiscal Deficit 15,043.5 43,923.8 Source: Zanzibar Statistical Abstract, 2020

4.3 FINANCIAL REQUIREMENTS OF THE ZADEP For the Government to sufficiently meet the financial requirements of ZADEP implementation, sources of financing development need to be adorned, otherwise the implementation of the Plan will be at risk. Thus, fortifying funds from a range of sources is a priority for both the government and the private sector, particularly for implementing the identified resource-intensive infrastructure and services related to industrial undertakings of the Plan. The relatively high Government obligation to finance development projects is largely attributed to the need to take on board a logjam of unfinished activities from preceding plans, particularly in infrastructure, key agricultural industrial activities and human development, and undercapitalization of its development financing institutions. To achieve this, a number of strategies and reforms have ZADEP 82 been proposed in ZADEP to facilitate acquisition of requisite financing for the planned development activities and general public services delivery from both domestic and external sources.

4.4 PARTICIPATION OF PRIVATE SECTOR IN FINANCING ZADEP The eighth phase Government has made a decision to engage actively the private sector in the fast-track growth of the economy. Active participation of the private sector in all economic activities will result in the enhancement of partnership with the public sector, ensure that priority investments secure smooth and full funding in order to assure results, leverage public sector resources to entice private sector participation in financing priority development projects and reducing borrowing costs to the Government. The new focus of the Government is to make sure that commercially viable projects are to be marketed for private sector undertaking, either wholly, or in collaboration with the Government. The working principle is that “commercially viable projects should be left to the private sector”, unless there is strong justification for doing otherwise. The participation of the private sector will ease the Government’s burden of financing all programs and projects which can easily be carried out by the private sector. This five year development plan therefore proposes that all large and strategic projects, including flagship projects, which cumulatively account for high costs should be taken in concession with the private sector in the form of PPP. The indicative list of projects to go through this procedure includes: i. Construction of Mangapwani multipurpose ports; ii. Construction of International Trade Fair and Convention Centre at Nyamanzi; iii. Development of SUZA student’s hostel; iv. Development of Chuini Market, Bus Terminal and Commercial Building; v. Development of Bwawani Hotel; vi. Development of Slaughter Houses. In order for the private sector to effectively participate in mobilizing finances to develop industries and participate in investments in flagship and other projects, the government will support the private sector in a number of areas such as ensuring greater private sector involvement in development focused investment, improve the quality of the business climate in order to attract more private sector investments, target sector approaches to loosening constraints in accessing credit, transfer some government spending responsibilities to the private sector, improve the quality of the business climate and explore options for additional non-concessional borrowing. ZADEP 83

4.5 SOURCES OF FINANCE

4.5.1 Government Revenues Zanzibar is facing acute budget constraints emanating from low capacity to raise and collect adequate government revenue to meet the ever-increasing public expenditure particularly with regard to development programs and projects. This is rather a challenge that needs to be addressed by ZADEP to increase revenue collection in the public sector. The Revolutionary Government of Zanzibar will strengthen domestic revenue mobilization measures obstinately. These include dealing immediately with all actions and behaviour that cause revenue leakages, widening the tax base, attacking corruption, strengthening tax administration through modernization of revenue collection systems to enhance voluntary tax compliance, timely revenue collection and management. The Government will take strong and effective measures in collection of government revenue through taxation, non-taxation, levy and domestic borrowing.

4.5.2 Tax revenue Diagnosis of the tax regimes in Zanzibar indicates that underperformance in revenue collection is caused by the number of factors which include narrow tax base, low level of compliance, unclear demarcation of tax/fees sources between central and local government, weak administration of revenue collection, poor tax revenue contribution from parastatals, unrealistic revenue forecasts, inadequate taxpayer education, inadequate tax service and customer care, too many taxes, inadequate tax enforcement, inadequate fairness, non-realization of benefits of paying tax, corruption practices, poor tax morale, high tax rates, bad business performance (personal financial constraints) and non-involvement of taxpayers in tax policy issues and providing too many exemptions. Efforts will be made to raise annual tax revenue collection which renders into an increase in tax revenue to GDP ratio. To achieve the revenue targets, the Government will ensure that the tax system is transparent and fair; and address the current anomalies, whereby a large proportion of income tax revenue is collected from the salaries of a small number of formal workers. The Government needs to close loopholes leading to revenue leakages and take deliberate actions to further reform the taxation system by having a clear tax policy with objectives that do not conflict issues of a good tax policy (including efficiency, equity, convenience and simplification of the tax system) will be given priority in reviewing the existing tax structures (base and rate)and step up revenue collection by encouraging voluntary compliance while expanding the tax base. Measures to be taken include strengthening collection of various taxes such as import duties, excise duties, VAT and other taxes using maximum automation in order to reduce potential (negative) human influences out of physical contact, strengthening tariff collections at sea and ZADEP 84 air ports, expanding the tax base, reviewing and minimizing the application of tax exemptions, tax holidays and tax relief systems as incentives to investors in order to minimize their abuse and thus increase tax collection.

4.5.3 Non-Tax Revenue Non-tax revenue includes rents, concessions, and royalties; dividend from state- owned enterprises; revenues from sales of state assets; fines and asset forfeitures collected as penalty; fees for the granting or issuance of permits or licenses; user fees for the use of public services and facilities; donations and voluntary contributions; and tribute and/or indemnities. Non-tax revenue is an area where potentials have not adequately been exploited. There is substantial evidence that sources of the government revenue from non-tax could contribute much more than the current levels except that they have almost been neglected during the fiscal reforms. Not much has been achieved to ensure proper assessment, administration, control, collection and recording of these forms of government revenue sources. The government will enhance collection of non-tax revenue from all potential sources in order to enhance tax revenue. By looking at various aspects of administration, monitoring and assessment of collection; banking of the revenue, policy objectives of the revenue sources and institutional framework which is currently serving the NTR regime. The Government will set-up appropriate schemes that would incentivize MDAs to pursue revenue collection as a key performance indicator, both for individual officers and for relevant departments. Some aspects of revenue collection function will be outsourced to the private sector to reduce public administration transaction costs and to increase collection efficiency.

4.5.4 Domestic borrowing The Government will continue to borrow from the domestic financial market for financing its expenditure, particularly investment expenditure on infrastructure development. In ZADEP, a new approach is included which allows pooling of infrastructure financing together in order to reap economies of scale.

4.6 Official Development Assistance And Other External Resources The Government will continue to attract Official Development Assistance (ODA) in the form of grants and loans that include concessional loans. Borrowing will mainly be on concessional terms, while non-concessional debt will be limited to projects with a high economic rate of return, especially for energy, transport and infrastructure. In view of increased financing requirements, Zanzibar will continue working with all multilateral financial institutions as well as bilateral development partners. ZADEP 85 As a means of attracting more external resources, the Government will design a conducive environment to facilitate the diaspora to invest in Zanzibar. This will include improvement in the banking processes, reduction in costs of money transfers to Tanzania, securitization of remittances, and facilitating the inflow of remittances as well as support to an in-country real estate’s industry that motivates and incentivizes Zanzibaris living and working in the diaspora.

4.7 Use of Public Private Partnerships and Non-Governmental Resources Public Private Partnership (PPP) approach has been widely used in other countries to finance infrastructure and other long-term investment projects. It is a way to amalgamate public and private capital and expertise for public projects in which the private sector has interest in sharing ownership. The Zanzibar PPP Policy of 2016, Act and regulations made under this Act outlines areas of collaboration, which comprise of transport, telecommunications, energy, water and wastewater, health, education, technical expertise and managerial skills. The Government will address the challenges which beset operationalization of PPPs to realize its benefits.

4.8 Finance Policies to Use Finance Effectively Implementation of ZADEP will also, to a large extent, depend on the capacity of the non-government sector (private sector, CSOs, individuals and groups of individuals) to mobilize financial resources as the lead investor. As such, a large part of the investments will be made by the private sector, using own funding, private credit provided by domestic banks, market capitalization, and capital formation. The Government will also facilitate access and growth of new and innovative sources of private sector financing instruments and institutions such as debt instruments, finance lease and hire purchase, venture capital and foreign direct investment. ZADEP urges for technical and financial capacities of finance institutions to be enhanced to enable them organize loan syndications as an alternative non-tax financing opportunity to finance large public projects. Establishment of domestic development financing institutions such as housing banks, MSMEs banks, agricultural banks, cooperative and community banks that charge reasonable rates of interest to the loan is encouraged to fast track the pace of economic development.

4.9 Social Security Schemes Social Security schemes have historically been dependable investors in various areas, by utilizing locally mobilized funds in the form of member contributions. ZADEP urges the use of Zanzibar Social Security Funds (ZSSF) and other social security funds institutions to actively participate in opportunities available to invest in existing and new industries through syndicated loans; corporate bonds or equity ZADEP 86 as well as community projects. The Social Security Schemes shall work closely with other relevant institutions including commercial and development banks to undertake a number of development projects.

4.10 Vindicating Public Expenditure ZADEP implementation is strengthened through a number of measures that ensure there will be constraints in undertaking identified projects and programs and exploring scope of earmarked sources of revenue. As for the recurrent expenditure, the Government will continuously summon appropriate measures aimed at improving the cost-effectiveness of public expenditure and elimination of all unnecessary spending to the central and local government. Furthermore, the development projects to be included in the annual budget estimate will be selected only if approved by the Zanzibar Planning Commission. The Government will strengthen the public expenditure tracking system, monitoring and evaluation of budget execution (including application of inclusive and gender responsive financing tools) especially for ensuring that projects are on budget and on time to maximize value for money at all levels of government. ZADEP 87 CHAPTER FIVE IMPLEMENTATION STRATEGIES

5.1 OVERVIEW Effective implementation of this five year development plan is highly dependent on roles played and commitment of each actor and stakeholder. Therefore, it is paramount to make the roles of the different actors and stakeholders clear. The private sector will play a pivotal role in the implementation of the Plan by undertaking the bulk of actual investments and projects that have been identified as part of strategic interventions to bring about the intended socio-economic transformation over the Plan period. For most part, the Government will play a facilitative role and provide the requisite oversight and supervision to ensure the Plan is implemented effectively. The Government will be directly involved in the implementation of the Plan in those areas that are critical for its successful implementation but unviable to the private sector. For instance, the Government will ensure that proper physical infrastructure is in place, macroeconomic stability is maintained, quality human capital is built, rules of the game are set and enforced, etc. The Government may also support the selected or priority areas and collaborate with the private sector through PPPs. At the outset, this chapter outlines implementation challenges that have been inhibiting the implementation of our plans and subsequently outlines measures that will be taken in order to address challenges in a bid to strengthen implementation effectiveness. It also elaborates the institutional framework for implementing this five-year development plan and lays out roles of other key stakeholders in addition to the Government and the private sector.

5.2 KEY CHALLENGES FOR IMPLEMENTATION EFFECTIVENESS Based on previous reports such as Zanzibar Vision 2020 evaluation report, MKUZA II & III Evaluation reports, SDG implementation report, and ZVNR report, the main challenges of implementation of development plan in Zanzibar are largely related to institutional capacities required to ensure that good governance, accountability, and enforcement of the legal and regulatory frameworks. The challenges also reflect weak institutional capacity to coordinate and organize efforts to mobilize finance, monitor and evaluate implementation of planned activities as well as bureaucracy red tape that hinders timely investment decision-making, especially those in which the private sector is involved. Some of these challenges are elaborated further below: (i) Corruption: Progress and efforts made has been done by the ZAECA to combat corruption. However, the problem of corruption is still complained about. The ZAECA capacity to deal with corruption cases need to be ZADEP 88 enhanced further and make it effective. Corruption manifests itself in the low level of value for money and shoddy work in some Government funded projects, with projects missing their original planned time and budgets. Corruption inflicts immense costs to the society in terms of incomplete, delayed projects, increased maintenance costs, low quality service delivery, frequent unplanned rehabilitation, renovation, and in some cases, re-construction. The recent affirmative actions taken by RGoZ provides an optimism on the issue of corruption (ii) Follow-up, monitoring and evaluation: Despite decent work performed by Government in monitoring and evaluation of the projects and overall implementation of Government plan to track progress and evaluating value for money as well as outputs, outcomes and impacts. The challenges of insufficient funding of M&E activities, which has resulted in reliance on donor funding still remain. This needs to be given its due attention in the implementation of this Plan. Related is inadequate mainstreaming of inclusive and gender equality issues in key focus areas resulting in weak/uncoordinated implementation, monitoring and tracking of results to empower youth , women , elderly and people with disability; (iii) Inadequate mobilization and inefficient utilization of financial resources: There has been little innovation towards boosting resource mobilization. The RGoZ continues to fund most of the development projects mainly from its budget, disbursements of which has often been done on a cash-budget basis. Both the level of funding and the mode of disbursement constrain implementation of development projects. Other challenges to development financing in Zanzibar include low competitiveness and efficiency of the financial sector; low quality and narrow variety of financial services and products; inexistence of capital market; low tax effort owing to a narrow tax base and inadequate collection capacity of ZRB and LGAs; tax exemptions, holidays, waivers and similar preferential facilities; delays in releasing concessional loans and grants; and inhibitive financial regulations. Related is non application of inclusive and gender responsive financing and budgeting tools for effective tracking of public investments and prevalence of numerous enterprises in the informal sector which operate outside the taxation framework. (iv) Delayed decision-making: Lengthy and slow Government decision- making processes have been among the issues the private sector has been complaining about. The length of time it takes the Government to make decisions discouraged a significant number of potential investors, especially international investors who have several other investment destinations to choose from. Related challenges under this ZADEP 89 area include lengthy procedures for acquiring land for investments; weak enforcement of property rights; poor land use planning, administration and management; and lengthy and inhibiting process for obtaining access and connections to utility services. All these factors are crippling current players through reduced profit margins deterring new entrants resulting in the low private sector participation and contribution in the implementation of development Plans. Furthermore, they suppress the emergence of the would-be investors.

5.3 REFORMS TO FACILITATE EFFECTIVE IMPLEMENTATION A number of reforms are required to address implementation challenges and ensure effective implementation of this development plan. New reforms and refinements as well as finalization of existing core reforms will have to be undertaken, reviewed, mainstreamed, accelerated and deepened as appropriate with a view to creating an enabling environment for all stakeholders to contribute and participate effectively in bringing about the desired economic growth and human development. Reforms will target weaknesses in public service management; public finance management; public goods and services delivery systems; Local-Central government relations; business and investment environment; citizens’ participation; access to legal and judicial services; citizens and corporate responsibility; and enforcement of rule of law and order with the view of addressing the key implementation challenges identified as well as emerging ones as outlined in the following sections. Reforms to eradicate corruption and promote strong leadership In recognition of the status of corruption as one of the leading vices that hinder the country’s development efforts, the Government will continue with a comprehensive approach to tackling corruption and improving governance. The performance measures will be devised for effective monitoring progress. The focus will be on: (i) Enhance zero tolerance to corruption: Reforms to make institutions and agencies that oversee the fight against corruption (including sextortion) and the enforcement of ethics in public service and in the private sector to deliver effectively; (ii) Promoting effective governance: reforms focusing on three issues: fast-tracking decision-making processes, enhancing commitment to the implementation of development goals by the civil servants, and having proactive inclusive and gender responsive government leadership; (iii) Proactive and pro-business Government: reforms that will address institutional malfunctioning through weeding out indiscipline, inefficiency, lack of accountability and immorality; (iv) Corporate Governance: Competent and well-functioning Boards of Directors of state-owned enterprises: reforms that ensure that ZADEP 90 Boards fulfill their oversight functions appropriately and are directly accountable to the performance of their institutions; (v) Making effective and profitable public investments in state-owned enterprises: Reforms that empower the ministry responsible for finance to oversee state-owned enterprises and become the key organ in supporting the Government to make strategic decisions related to public investments in these organizations.

5.4 COVID-19 PREPAREDNESS AND RESPONSE

5.4.1 Effects and Preparedness Zanzibar is among countries in the world that attracts many tourists from other countries including those which experienced highly infectious diseases whereby those movements and interaction of people influence much availability and spreading of COVID-19 Viruses. Currently with emerging COVID-19 variants of concern, Zanzibar being a touristic country continues to be at high risk as tourists and residents enter Zanzibar through official and unofficial points of entries. Incoming tourists and residents need authority to ensure well Infection, Prevention and Control measures with proper compliance so as to reduce the magnitude of problems starting from points of entries and public areas as primary public intervention. On the part of the health issues, the government is required to put emphasis on the following:- i. Strengthen national and sub national level public health emergency operation system; ii. Enhance diseases surveillance at community and facility level; iii. Strengthen travellers’ screening at point of entry; iv. Enhance case management, infection, prevention and control; v. Improve laboratory capacity; vi. Strengthen essential health commodities and supplies; vii. Enhance public awareness through social mobilization and community engagement programs COVID-19 has had both direct and indirect economic and social impacts – widely spread across economic agents – households, firms and government/public sector. At household level, direct impact ranged from loss of income due to illness and quarantine, increase in cost on medical or hygiene related items like water containers/buckets and soap/detergents; and loss of jobs. The pandemic also caused deterioration in the balance of trade of the economy. ZADEP 91

5.4.2 Mitigation for COVID-19 To mitigate impact of COVID 19, the Government will continue to provide support to the most affected sectors, such as tourism and tourism related activities, manufacturing and industrial sector, trade sector, agriculture sector and blue economy. In the tourism and tourism related sector, the Government should take ingenuities to restore employment in hotels, restaurants and other tourism related services as well as to comply with international standards on points of entries in order to attract more tourists from abroad. On trade issues, the Government should take initiative in international trade including promoting export and removing some regularities that hinder the trade. This can only be achieved if the eighth phase Government focus on the blue economy will be fast tracking by implementing all planned projects and programs on time. For the manufacturing sector, efforts should be taken in increasing manufacturing goods and promoting Zanzibar products. This will enable the community to have savings as the importation of goods from abroad will be reduced. The Government should also ensure adequate food supply in the market by boosting production of short term crops like yams, cassava, rice and vegetables. Other measures that should be taken by Government in order to mitigate the impact of COVID-19 include advising banks and other financial institutions to thoroughly assess financial difficulties experienced by borrowers due to COVID 19 in respect of loan repayment and considering a possibility of restructuring loans and may granting loan re-scheduling thereof, on a case-by-case basis, encouraging community to use digital payment platforms for transactions, thereby reducing congestion in banking and financial services providers premises . In this, banks are also advised to incentivize their customers to increase usage of digital payment systems for transactions, such as online and point of sale systems.

5.5 IMPLEMENTATION FRAMEWORK

5.5.1 Planning and Implementation Coordination Implementation of this five-year development plan is streamlined through a coherent planning process, whereby all actors are aligned to the set aspirations and targets. Since implementation involves a myriad of key stakeholders, institutions and priorities the following steps are adopted: (i) Annual Development Plans This five-year development plan priorities will be further articulated and implemented through Annual Development Plans (ADPs). Identification of annual priorities and sequencing will be done through a consultative process ZADEP 92 using the dialogue structure that will be established. ADPs will be derived from reviews of an implementation matrix of this five-year development plan, which also lays out the status of implementation of the preceding year’s targets. The ZPC will spearhead and coordinate this process including the formation of a dialogue structure and production of ADPs; (ii) Budget Guidelines The Budget Guidelines will further translate ADPs into a financeable programme to guide actors on issues related to measures for resources mobilization, expenditure management and budget resources allocation. Budget guidelines will scale up program approach and financing in order to provide interface with all actors involved in project implementation. The Budget Guidelines will provide clear guidance on mainstreaming gender equality, inclusion and environment / climate considerations; (iii) Annual Plan and Budgets Based on the national Annual Development Plans (ADPs) and Budget Guidelines, MDAs and LGAs will develop Inclusive, Gender Responsive and environmental friendly Institutional Annual Plans and budgets that will be tabled for further budget scrutiny carried out by committees that are coordinated by the Ministry of Finance and Planning; (iv) Budget Scrutiny Budget proposals will be scrutinized through a transparent and iterative process. The aim is to facilitate further prioritization and sequencing of interventions including identifying areas of synergies and cross sector collaboration. The ZPC will coordinate this process.

5.5.2 Institutional Arrangements The institutional framework presented in this section responds to the thrust of this five-year development plan, which is to build a highly productive economy and to effect an inclusive socio-economic transformation process with high and quality social services delivery. While guided by the focus of the development plan, the institutional framework intends to achieve the following key implementation objectives: (i) Ensuring coherence of policies and implementation; (ii) Strengthening vertical chains of intra- agency/ministerial accountability and inter-ministerial coordination; (iii) Strengthening horizontal coordination; (iv) Creating strong state-business/investor relationship at the national and sectoral levels; (v) Strengthening the coordination of the national innovation system, which brings together individuals, business organizations, government, academia, ZADEP 93 and research institutions; and (vi) Facilitating adoption of a relatively more problem-driven and flexible approach to implementation. (vii) Strengthening the mainstreaming of inclusive and gender equality issues horizontally and vertically.

5.6 THE ROLES OF THE STAKEHOLDERS IN IMPLEMENTING THE PLAN The focus of this plan is to transform the economy through a Blue Economy. To the largest extent possible, the private sector is expected to participate fully and play the central role in implementing and financing the five year development plan. The Government will play a smart and active role to catalyze and support the private sector to play its designated role more productively, profitably, efficiently and transparently. It also will seek to improve the enabling environment for sustained and inclusive economic growth. The roles and responsibilities for the various key stakeholders of the Plan describe below in order to create a structure flexible enough to facilitate timely responses. (i) Central government While central Ministries will be responsible for overall coordination of implementation of this five-year development plan, the Ministry of Finance and Planning via the ZPC, in particular, will: a) Be the providing central point for coordinating, developing, planning, synchronization and prioritization of public investment projects for funding; b) Issue ADPs inclusive and gender responsive budget guidelines; c) Set up M&E framework including performance targets, indicators with associated timeframes and timelines; d) Monitor and evaluate the implementation of plans; e) Facilitate dialogue and engagement between investors and sector Ministries and/or thematic agency to address issue at hand; f) Mobilize financial resources and allocate resources to selected priorities and other government operations; g) Ensure prudent use of financial resources by undertaking project monitoring missions, expenditure tracking and reviews, and; h) Ensure macroeconomic stability and predictability. (ii) Sector Ministries and Agencies a) Provide the sectoral level focal point for coordination of sector projects; b) Provide real time solutions/guidelines to issues related to investment in sectoral areas; ZADEP 94 c) Maintain and safeguard the national stock of capital; d) Facilitate acquisition of needed infrastructures for private sector investment in their respective sectors; e) Provide and enforce inclusive and gender responsive sectoral standards for services delivery; f) Provide technical support and backstopping to LGAs such as land acquisition for initiatives in the respective sectors; g) Promote industries based on the national comparative advantages in the sector and to invest in commercially viable PPP projects; h) Undertake feasibility studies and prepare sector project documents; and i) Undertake collection of disaggregated data on the performance of interventions under their jurisdiction. (iii) Local Government Authrities (a) Facilitate the business sector in developing businesses in their respective jurisdictions; (b) Facilitate acquisition of facilities and availability of relevant utilities for investment and businesses; and (c) Collect regular disaggregated data about the progress of interventions at the regional and LGA levels. (iv) Private sector (a) Engaging with the government and forming consensuses around the strategic direction of the economy and the path of structural transformation; (b) Establish businesses for creating wealth; (c) Develop bankable projects and undertake attendant investments in line with ZADEP priority areas; (d) Implement inclusive and gender responsive Corporate Social Responsibility requirements; (e) Provide opportunities for attachments of students and young graduates including female and graduates with disability participating in internship and apprenticeship programmes to gain the necessary workplace skills and experiences; and (f) As consumers of some products and services, they will guide the products manufacturers and service providers towards attaining quality, standards and price competitiveness. (v) Academia (a) Build capacity and quality of the national stock of human capital enhancing inclusion and gender parity; ZADEP 95 (b) Train graduate engineers in challenges of society that require technology solutions to be applied with special support to female engineers and those with disability; (c) Train technicians and skilled labor for use in the industrial sector, agriculture, and services sector; (d) Backstop Government and private sector needs for informed expertise requirements; (e) Undertake focused research including on gender equality to contribute to the R&D process as part of the overall Research Agenda for promoting innovative solutions. (vi) Industrial Research Institutions: (a) Lead research in industrial innovation for national economic development; (b) Propose assimilations and adaptations of technology for application to the local environment; (c) Lead research to find technology solutions to economic challenges; (d) Link and coordinate research in academia with industrial research institutions locally and abroad. (vii) Financial Institutions: (a) Provision of financial services and intermediation to industry sector including financial inclusion measures; (b) Conduct inclusive and gender responsive project appraisals and confirm commercial sustainability before physical implementation. (c) Other industrial development support and regulatory institutions. These include those in the public sector like Zanzibar Bureau of Standards (ZBS), Zanzibar Food and Drug Agency (ZFDA), Small and Medium Industrial Development Agency (SMIDA), and Zanzibar Properties and Business Regulatory Authority (ZPBRA) and in the private sector like Zanzibar National Chamber of Commerce (ZNCC), Milele Foundation and Zanzibar Seaweed Cluster Initiatives (ZaSCI). (vii) Labor For any initiative proposed herein will require labor for its effective execution. Labor has to be adequately prepared to avail the necessary and essential skills and positive attitude to work. With the fact that labor preparation requires ample time, the ministry responsible for finance and planning through ZPC will require each main public sector actor (agency) and other implementing partner, for each of the strategic projects, to submit a detailed work plan, with all necessary details of the quantity and skills of labour for proper planning. ZADEP 96 CHAPTER SIX MONITORING AND EVALUATION

6.1 OVERVIEW Monitoring and Evaluation (M&E) provides the consolidated source of information on plan progress; generates reports that contribute to transparency and accountability in the use of resources, greater focus on the achievement of results, a clearer basis for decision-making, and allows for lessons to be shared and applied more easily. It also reveals mistakes and offers paths for learning and improvements, and provides a way to assess the crucial link between implementers and beneficiaries on the ground and decision-makers. For effective implementation and follow up, ongoing evaluation must be built into the implementation, based on predetermined critical success criteria for each learning initiative. Stakeholders’ participation and coordination are means for achieving targeted results.

6.2 THE ROLES OF STAKEHOLDERS The M&E structure will remain the same in implementation, coordination and reporting of the ZADEP .The linkages of various stakeholders in monitoring and evaluation of ZADEP will be spearheaded by the Monitoring and Evaluation Department of the Zanzibar Planning Commission. Implementation, monitoring and evaluation of ZADEP will involve all stakeholders including MDAs, LGAs, NSAs, representatives from vulnerable groups such as women, children and people with disabilities. The roles for each stakeholder in the Government system will play, among others are as indicated below.

6.2.1 The Cabinet The Chairman of the Revolutionary Council, who is the President of the Revolutionary Government of Zanzibar, will lead the process. The Cabinet will approve the ZADEP and receive feedback reports on its implementation. These will be delivered from the IMTC through the Chief Secretary, for appropriate actions and guidance.

6.2.2 The House of Representatives (HoR) The House of Representatives (HoR) will scrutinise MDA planning and budgeting, oversee the implementation of ZADEP performance and monitor Government policies and programmesand disseminate to the community. The results of Monitoring and Evaluation will be used to influence Government policies. ZADEP 97

6.2.3 Zanzibar Planning Commission The Zanzibar Planning Commission (ZPC) is mandated to coordinate the formulation of development plans (long, medium and short term), research and in spearheading their implementation, monitoring and evaluation. It is also responsible to forecast macroeconomic indicators; identify, adopt and approve national development key priority areas; issue directives for their integration in national and sectoral development planning, along with for their realisation and execution; and coordinate those plans.

6.2.4 The Inter-Ministerial Technical Committee (IMTC) The IMTC is responsible to oversee the implementation of ZADEP at the onset. It is serving as an effective route for the flow of information from the Zanzibar Planning Commission Secretariat to the Cabinet. The IMTC will direct ZADEP implementation, policy and programmes, their impacts, and the need for policy reforms, where necessary.

6.2.5 Ministry Responsible For Finance This Ministry is responsible for resource mobilization including an increase in domestic revenue and external resources through grants and loans. It is also responsible for allocation of resources to realize the proper use of the limited resources and management of public expenditure and debt.

6.2.6 Development Partners (DPs) DPs are anticipated to provide technical and financial assistance for the ZADEP M&E system. The expected technical support will be in the form of staffing of the ZPC,OCGS and MDA’s to enable them to perform its functions effectively. DPs also will explore and support peer learning by exploiting opportunities arising from South-South and North-South cooperation. Financial support also is expected for the provision of training related to M&E, coordination and planning.

6.2.7 Steering Committee The Steering Committee is accountable to provide technical advice on implementation of the national plans, strategies, projects and policies including ZADEP. It’s role includes promoting effective communication and coordination of plan implementation; ensuring quality standards of implementation reports of ZADEP before submission to the IMTC and advising on necessary adjustments. ZADEP 98

6.2.8 Zanzibar Planning Commission Secretariat The Zanzibar Planning Commission Secretariat will play a major role in providing strategic guidance on overall ZADEP implementation. It represents the technical team overseeing the implementation of ZADEP. It provides direction on how to implement the ZADEP M&E Framework in order to foster evidence-based decision making through the provision of information to IMTC, spearheads second-level analytical work and sorts out issues emanating from ZADEP implementation and advises where changes of policy are needed.

6.2.9 Zanzibar Planning Commission M&E Secretariat The M&E Secretariat is responsible for enhancing linkages and coordination of monitoring and evaluation activities. It will stimulate the institutionalisation of M&E functions at all levels and provide guidelines to all sectors, districts and non-State actors for the preparation of inclusive and gender responsive M&E plans and reports; build their capacity to implement M&E plans through the provision of training, technical assistance and other support; and strengthen M&E coordination at the national level.

6.2.10 Ministries, Departments and Agencies (MDAs) The line Ministries through the Departments of Planning, Policy and Research will coordinate and implement the monitoring and evaluation activities of ZADEP. They will be responsible for developing plans and production of periodic performance reports (monthly, quarterly, semi-annually and annually) on their performance indicators. MDAs will continue to collect sectoral information to monitor the outputs and outcomes of national spending. It is advisable to strengthen their offices to collect disaggregated data on indicators to monitor progress.

6.2.11 Local Governments Authorities (LGAs) The Local Government Authorities will coordinate the implementation, monitoring and evaluation of all initiatives, programmes and projects and of the ZADEP at grass- root level. At this level the monitoring and evaluation system will be coordinated and managed by the District Administrative Office which in turn would report to the ministry responsible for regional administration.

6.2.12 Office of the Chief Government Statistician The Office of the Chief Government Statistician (OCGS) is mandated to oversee data collection, compilation, processing, analysis, reporting and dissemination of all official statistics of economic and social activities of the Government, non- ZADEP 99 Government institutions, the private sector and communities in general. The Office is part of an integrated information collection and monitoring system and will remain the main provider of primary and secondary national statistics. The data will be collected through various means including surveys and routine data. Coordinating and ensuring an effective and functional national statistical system including Statistical Units in MDA is important for capturing disaggregated data on macro-level indicators as well as micro-level impacts.

6.2.13 Non-State Actors (NSAs) NSAs including civil society, non-governmental organizations, Development Partners and the media will play important roles in the external monitoring of the ZADEP. The information on implementation of ZADEP from NSAs will be carried out in consultation with these stakeholders.

6.3 RELATIONSHIP BETWEEN THE ZADEP MONITORING FRAMEWORK AND OTHER PLANS Responsible entities including The Monitoring and Evaluation Department and the Budget Department will work closely in the implementation of the medium- term plan. Progress on implementation will be carried out to ensure that MDA and LGA output indicators are in line with the Intervention areas and Priorities sectors targets. Resource allocation also will be directed by the performance of the initiatives and information generated through monitoring and evaluation. MDA and LGA strategic plans should be revised to align with the aspirations of the Zanzibar Development Vision 2050 and the strategic interventions on ZADEP. Moreover, ZADEP Monitoring Framework will derive detailed Output and Outcome indicators as well as targets that will be used for monitoring and evaluation.

6.4 DELIVERABLES OF THE ZADEP MONITORING SYSTEM The following deliverables will be produced from the ZADEP M&E system: a. Monthly Implementation Reports for Programmes, Projects and other initiatives; b. Quarterly Implementation Reports; c. ZADEP Annual Implementation Reports; d. Sector Review Report; e. Mid-term evaluation Report; f. Policy Briefs; g. Public Expenditure Review Reports; h. Final Evaluation Report. ZADEP 100

ANNEX 1: STRATEGIC PROGRAMMES, PROJECTS AND INITIATIVES FOR 2021 - 2026 S/N Areas/Programs Projects/ Main Interventions Estimated Status Financing Modality Initiatives cost TZS (000) EXPLORING BLUE ECONOMIC POTENTIALS 1 Expansion of i) Construction Construction of Ports of Multipurpose multipurpose port at 556,000,000 New PPP/DPs Infrastructure Port - Mangapwani (Cargo, Mangapwani fishing, slipway, oil and gas) ii) Construction Construction of fishing of five Fishing ports 413,000,000 New PPP/RGoZ Ports iii) Expansion of Rehabilitation of Mkoani Ports – Pemba and Wete Port 66,500,000 New RGoZ/Private 2 Strengthening i) Development Purchase of fishing boats Fisheries of Fisheries and ships, construction of 94,545,464 Existing RGoZ/DPs/PPP Infrastructure cold storage, fish meal, anchovy processing plant, aquaculture firm and seaweed value addition 3 Multi-Sectoral i) Development Renovation of monuments Tourism and renovation and historical sites 44,500,000 Existing RGoZ Development of monuments Programme and historical sites ii) Tourism for Development of tourism All infrastructure in tourism 122,028,312 Existing RGoZ areas ZADEP SUB TOTAL 1,296,573,776 ENABLING ENVIRONMENT AND INFRASTRUCTURE DEVELOPMENT 4 Roads i) Construction Construction and 101 Construction of main roads upgrading of main roads of 831,389,620 Existing RGoZ/ DPs (200 km) 200 km to bituminous standards ii) Construction Construction and of Feeder Roads upgrading of feeder roads 345,000,000 Existing RGoZ/DPs (275km) of 275 km to bituminous standards iii) Construction Construction and of Urban roads upgrading of urban roads 269,424,000 Existing RGoZ/DPs (100km) of 100 km to bituminous standards and flyover 5 Improvement of i) Rehabilitation Construction of new Airport and Extension terminal building, 567,503,253 New RGoZ/DPs/PPP Airports extension of runway and other facilities at Pemba and rehabilitation and extension of Kigunda 6 Improvement of i) Zanzibar Construction of power Electrification Energy Sector transmission, generation 479,826,000 Existing RGoZ/DPs Infrastructure Transformation and capacity building Project (ZEST) ii) Production of Production of solar power New Renewable 10 MW in Unguja and 5 293,210,000 RGoZ/DPs/ Private Energy in MW in Pemba Zanzibar iii) Installation Construction of new of new submarine cable 231,800,000 New RGoZ/DPs Submarine Cable in Unguja 7 Zanzibar Water i) Rehabilitation Construction of water ZADEP Supply and source works, water 1,337,141,240 Existing RGoZ/DPs Improvement of scheme infrastructure and Water Supply water supply treatment System in plant 102 Zanzibar SUB TOTAL 4,355,294,113 BOOSTING ECONOMIC DIVERSIFICATION 8 Trade and i) Development Construction of System in plant Zanzibar SUB TOTAL 4,355,294,113 SUBBOOSTING TOTAL ECONOMIC 4,355,294,113 DIVERSIFICATION 8 Trade and i) Development Construction of Industrial of Trade and BOOSTING International ECONOMIC Convention DIVERSIFICATION 105,000,000 Existing PPP 8 Trade and Development i) Development Exhibition Construction of and Exhibition Centre at Industrial Programme Trade and of Centre International Nyamanzi Convention 105,000,000 Existing PPP Development Exhibition and Exhibition Centre at Programme Centre Nyamanzi ii) Development Construction of appropriate of Free infrastructure such as 599,954,561 Existing RGoZ Economic Zones water, electricity and roads iii) Project on Enterpreneurship 101,500,000 New RGoZ/ DPs and Business Development Centre (EBDs) 9 Innovation and i) Development Development of ICT Hub, Digital Economy of technology ICT infrastructure, 190,000,000 New RGoZ/DPs/ Private Program park services and connectivity SUB TOTAL 996,454,561 HUMAN CAPITAL AND SOCIAL DEVELOPMENT 10 Health i) Development Construction of Binguni Infrastructure of Binguni referral hospital and 102,095,858 New RGoZ Development Health Complex Training Center ii) Improve Expand and equip primary, ZADEP Health Facilities district, regional, referral 275,000,000 Existing RGoZ hospitals infrastructure and provide special training for health workers 11 Education i) Education Completion of 1,500 103 Reform Program Infrastucture classrooms, construction of 134,209,000 Existing RGoZ/DPs 10 primary, 15 secondary schools, two technical secondary schools and five vocational centers Program park services and connectivity SUB TOTAL 996,454,561 HUMAN CAPITAL AND SOCIAL DEVELOPMENT 10 Health i) Development Construction of Binguni Infrastructure of Binguni referral hospital and 102,095,858 New RGoZ Development Health Complex Training Center ii) Improve Expand and equip primary, Health Facilities district, regional, referral 275,000,000 Existing RGoZ hospitals infrastructure and provide special training for health workers 11 Education i) Education Completion of 1,500 Reform Program Infrastucture classrooms, construction of 134,209,000 Existing RGoZ/DPs 10 primary, 15 secondary schools, two technical secondary schools and five vocational centers Expansion of SUZA 136,740,820 New RGoZ /DPs ii) Strengthening Capacity building for teacher teachers, supervisors and 30,000,000 New competency, review education RGoZ/DPs capability and curriculum facilities SUB TOTAL 678,045,678 ZADEP 104 GOVERNANCE AND RESILIENCE 12 Programme on i) Construction Construction of Strengthening of Government's Government's Offices in 354,434,218 Existing RGoZ Government Offices in Unguja and Pemba Building Unguja and Pemba ii) Strengthening Construction of Regional Judiciary Court 55,000,000 New RGoZ/DPs 13 Disaster i) Establishment Construction of warehouse management of national and installation of security 31,500,000 New RGoZ/ DPs disaster and operational system at management Tunguu warehouse SUB TOTAL 440,934,218 GRAND TOTAL 7,767,302,346 ZADEP 105 ZADEP 106