National Anti-Corruption Strategy and Action Plan IV (NACSAP IV 2023-2030)

1.1 ANTI-CORRUPTION INITIATIVES IN TANZANIA ...................................................................... 1

1.2 STATE OF CORRUPTION IN TANZANIA .................................................................................... 4

1.3 DEVELOPMENT OF NACSAP IV ............................................................................................. 6

1.4 PURPOSE OF THE STRATEGY .................................................................................................... 7 CHAPTER TWO ........................................................................................................................................... 8 SITUATIONAL ANALYSIS........................................................................................................................ 8

2.1 INTRODUCTION ....................................................................................................................... 8

2.2 PERFORMANCE REVIEW OF NATIONAL, REGIONAL AND INTERNATIONAL EFFORTS ON ANTI-CORRUPTION INITIATIVES ............................................................................................................... 9

2.2.1 NACSAP III............................................................................................................................. 9

2.2.2 National Governance and Anti-Corruption Survey........................................................... 11

2.2.3 Controller and Auditor General Reports ............................................................................ 12 2.2.4 Integrity Survey Report in Tanzania Public Service 2022 ................................................. 12

2.2.5 Regional and International Conventions, Protocols, Treaties and Other Commitments 13

2.3 POLITICAL COMMITMENT AND LEADERSHIP ON ANTI-CORRUPTION INITIATIVES ............. 14

2.4 NATIONAL PLANNING FRAMEWORKS ................................................................................... 15

2.4.1 Tanzania Development Vision 2025 .................................................................................... 15

2.4.2 Five-Year Development Plans ............................................................................................. 15

2.4.3 National Annual Budget Guideline ..................................................................................... 16

2.5 LESSONS LEARNED FROM PREVIOUS EXPERIENCE ................................................................ 17

2.6 WAY FORWARD ...................................................................................................................... 17 CHAPTER THREE...................................................................................................................................... 18 GOAL AND STRATEGIC OBJECTIVES ................................................................................................ 18

3.1 GOAL OF THE STRATEGY ....................................................................................................... 18

3.2 THEORY OF CHANGE .............................................................................................................. 18

3.3 STRATEGIC OBJECTIVES ........................................................................................................ 19

3.4 ENABLERS............................................................................................................................... 25

3.4.1 Committed Leadership ......................................................................................................... 25

3.4.2 Conflict of Interest Avoidance............................................................................................. 26 3.4.3 Effective System for the Administration and Dispensation of Justice ............................ 26

3.4.4 Effective Partnership and Synergies Among Key Stakeholders ........................................ 27 ii

3.4.6 Obligations to Conventions, Protocols and Treaties ........................................................ 27

3.4.7 Digitalization of Service Delivery by Enhancing the Use of ICT...................................... 28 CHAPTER FOUR........................................................................................................................................ 30 MONITORING EVALUATION AND LEARNING .............................................................................. 30

4.1 INTRODUCTION ..................................................................................................................... 30

4.2 THE MEL FRAMEWORK ......................................................................................................... 30

4.3 NACSAP IV MEL PLAN, ACTION PLANS AND REPORTING ................................................ 36

4.3.1 Reporting Mechanisms ......................................................................................................... 37 CHAPTER FIVE .......................................................................................................................................... 39 INSTITUTIONAL ARRANGEMENTS AND RESPONSIBILITIES .................................................... 39

5.1 INTRODUCTION ..................................................................................................................... 39

5.2 NATIONAL LEVEL................................................................................................................... 39

5.2.1 National Steering Committee .............................................................................................. 39

5.2.3 Good Governance and Reforms Division ................................................................................ 41

5.2.4 Implementation of Strategy at Institutional Level ........................................................... 42

5.3 ROLES AND FUNCTIONS OF INSTITUTIONS ............................................................................ 45

5.3.1 Ministries, Departments and Agencies (MDAs) ................................................................. 45

5.3.2 MDAs Playing the Role of Watchdog and Oversight ....................................................... 45

5.3.3 MDAs Responsible for Regulating NSAs............................................................................ 46

5.4 REGIONAL AND LOCAL GOVERNMENT LEVELS .................................................................... 47 5.4.1 Regional Secretariats and Local Government Authorities ............................................... 47

5.5 NON-STATE ACTORS ............................................................................................................. 51

5.5.1 The Civil Society Organizations ......................................................................................... 51

5.5.2 Private Sector ....................................................................................................................... 52

5.5.3 Political Parties ................................................................................................................... 53

5.5.4 The Media .............................................................................................................................. 54

5.5.5 Development Partners .......................................................................................................... 55 CHAPTER SIX ............................................................................................................................................ 56

6.1 INTRODUCTION .................................................................................................................................. 56 CHAPTER SEVEN...................................................................................................................................... 61 NACSAP IV COMMUNICATION PLAN ............................................................................................... 61 ANNEX I: STRENGTH OPPORTUNITIES WEAKNESSES AND THREATS ANALYSIS .................................. 71 ANNEX II: NACSAP IV MONITORING, EVALUATION AND LEARNING PLAN ...................................... 72 ANNEX VI: NACSAP IV ACTION PLAN............................................................................................ 100 iii LIST OF TABLES TABLE 1: THE NACSAP IV RESULTS FRAMEWORK MATRIX .............................................................. 32 LIST OF FIGURES FIGURE 1: NACSAP IV RESULT CHAIN ....................................................................................................... 29 iv ACRONYMS AND ABBREVIATIONS APRM African Peer Review mechanism AUCPCC African Union Convention on Prevention and Combating Corruption BAKWATA Baraza Kuu la Waislamu Tanzania BRELA Business Registration and Licensing Agency CCM Chama Cha Mapinduzi CCT Christian Council of Tanzania CEO Chief Executive Officer CHRGG Commission for Human Rights and Good Governance CoE Code of Ethics CoI Conflict of Interest COVID-19 Corona Virus Disease 2019 CP Communication Plan CPI Corruption Index Perception CS Chief Secretary CSC Client Service Charter CSOs Civil Society Organizations DAG Deputy Attorney General DCC District Consultative Committee DCs District Commissioner DoEM Directorate of Ethics Management DPG Development Partners’ Group DPP Director of Public Prosecution v DPs Development Partners ECoC Ethical Code of Conduct e-GA e-Government Authority EITI Extractive Industry Transparency Initiative ES Ethic Secretariat ESRF Economic and Social Research Foundation FBOs Faith-Based Organizations FIU Financial Intelligence Unit GCU Government Communication Unit GDP Gross Domestic Product GGRD Good Governance and Reforms Directorate GoT Government of Tanzania GPIS General Public Impact Survey ICs Integrity Committees ICT Information and Telecommunication Technology IEC Information Education and Communication ISO International Organization for Standardization LGAs Local Government Authorities MCDGWSG Ministry of Community Development, Gender, Women and Special Groups MCT Media Council of Tanzania MDAs Ministries, Departments and Agencies MEL Monitoring Evaluation and Learning vi MIIT Ministry of Investment, Industry and Trade MoHA Ministry of Home Affairs MP Member of Parliament NACSAP National Anti-Corruption Strategy and Action Plan NAOT National Audit Office of Tanzania NEC National Electoral Commission NGACS National Governance and Anti-Corruption Survey NGO Non-Governmental Organization NPS National Prosecution Service NSAs Non-State Actors NSC National Steering Committee OAG Office of the Attorney General OS Outcome Survey PCCB Prevention and Combating of Corruption Bureau PCIAC Presidential Commission of Inquiry Against Corruption PCS Public Service Commission PCTS Public Complaints Tracking System PO-PSMGG Presidents Office-Public Service Management And Good Governance PO-RALG President’s Office-Regional Administration And Local Government vii POSH President Office-State House PPRA Public Procurement Regulatory Authority PPRs Public Procurement Reports PS-POSH Permanent Secretary-President Office State House RAS Regional Administrative Secretary RCC Regional Consultative Committee RS Regional Secretariat SADC Southern African Development Community TANGO Tanzania Association of Non-Governmental Organization TANU Tanganyika African National Union TDV Tanzania Development Vision TEC Tanzania Episcopal Conference THDR Tanzania Human Development Report TI Transparency International TNBC Tanzania National Business Council ToC Theory of Change ToT Training of Trainers TPSF Tanzania Private Sector Foundation TRA Tanzania Revenue Authority UN United Nations UNCAC United Nations Convention Against Corruption UNDP United Nations Development Programme viii WE Ward Executive WOIs Watchdog and Oversight Institutions ix FOREWORD For more than six decades, the Government of Tanzania has been designing and implementing various policies, strategies, plans and projects to bring about political, economic and social development. Also, in improving the provision of services to the public, the Government has made various reforms including the development and implementation of the National Anti-Corruption Strategy and Action Plan–(NACSAP) with the aim of increasing productivity and efficiency in service delivery. Furthermore, in recognizing adverse effects of corruption in undermining the prosperity of the Nation, the Government, since independence in 1961, has undertaken various initiatives to curb corruption that include the Arusha Declaration (1967); instituting Ahadi 10 za Mwana TANU (1971); Ratification of International and Regional Agreements and Protocols; incorporating fight against corruption in CCM (Ruling Party) Election Manifestos; National Development Vision and various Development Plans. The National Anti-Corruption Strategy and Action Plan– (NACSAP) originates from the recommendations of the 1996 Presidential Commission of Inquiry Against Corruption (PCIAC), commonly known as “The Warioba Commission”. So far, three phases of the Strategy have been implemented with different implementation objectives. Each Phase has focused on the challenges and opportunities of the previous phase both with an ultimate aim of reducing corruption by building and strengthening systems of integrity, accountability and transparency in Public Institutions. In this Strategy, priority has been given in sectors prone to corruption including revenue collection, public procurement, recruitment processes in the x public service, community services such as health and education, administration of the justice system and land allocation. Speaking to Members of Parliament in Dodoma on 22nd April, 2021, Her Excellency Dr. Samia Suluhu Hassan, the President of United Republic of Tanzania reiterated that the fight against cor``ruption would go on unabated. This statement connotes the commitment of the Government to continue its efforts against corruption including implementation of the 4th Phase of the Strategy (NACSAP IV). Likewise, when receiving the report of the Controller and Auditor General of Government Accounts and the Performance Report of the PCCB in March, 2021 Her Excellency, President of the United Republic of Tanzania instructed on the wide participation of stakeholders in the preparation and implementation of the Strategy. These instructions were considered in the development of the NACSAP IV by collecting and incorporating different stakeholders’ opinions on corruption which included the need to combat grand corruption; presence of adequate budget for implementing the Strategy; effective Strategic Coordination Committees; curbing corruption in political elections; promoting public morals; emphasize on monitoring, evaluation, and learning; and promoting positive changes in perceptions and mindsets of all stakeholders including the public. Implementation of the NACSAP IV is centered on the wide participation of stakeholders in the fight against acts of corruption, and puts emphasis on recognizing contemporary corruption dynamics, promoting integrity and sustaining xi achievements made in the implementation of the previous phases of the NACSAP. NACSAP IV is in compliant with the objectives set in National Development Frameworks such as the Tanzania Development Vision 2025, and the Five-Year Development Plans, Election Manifestos and Regional and International Agreements. Along with other considerations, the overall goal of the NACSAP IV is to build a prosperous society with robust systems of integrity promotion and zero tolerance to corruption. In order to attain the above goal, NACSAP IV puts emphasis on creating an environment of zero tolerance to corruption; establishing frameworks for promoting integrity and enhancing good governance; having an effective and responsible Government; strengthening the use of ICT and WOIs Institutions; and involvement of Non-State Actors in promoting integrity and efforts against corruption. Thus, the Government's mission through the NACSAP IV is to ensure that all stakeholders participate with high spirit in its implementation in order to achieve the expected goals. George Boniface Simbachawene (MP) Minister of State, President’s Office (Public Service Management and Good Governance) xii PREFACE The National Anti-Corruption Strategy and Action Plan Phase IV (2023-2030) is a strategic document that confirms continuance of efforts by the Government of Tanzania to combat corruption, which is an obstacle in building the prosperity of the Nation. The previous phases of the NACSAP aimed at strengthening institutional procedures and processes in preventing and combating corruption. Implementation of Phase I (2001-2005) and Phase II (2008-2011) were carried out in line with different public sector reform programmes aimed at having an efficient, responsive and effective public sector. NACSAP III (2017– 2022) established a more inclusive approach by involving Non- State Actors in the fight against corruption. This framework was one of the major achievements, of which, the NACSAP IV (2023-2030) has set a clear strategic objective for enhancing participation of Non-State Actors in preventing and combating corruption. Preparation of the NACSAP IV began in 2021 by conducting an evaluation of the NACSAP III which identified successes and challenges that were used as lessons in the preparation of the new Strategy. Also, NACSAP IV has taken into account stakeholders’ opinions and dynamics of corruption as experienced during implementation of the previous phases. It has therefore set an effective monitoring, evaluation and learning frameworks to track progress. Development of NACSAP IV is one of the steps towards supporting efforts and realising the Nation's goal of combating corruption. xiii In order to attain the aforementioned overall goal, this Strategy has set key strategic objectives for its implementation which includes; Empowered society to participate in anti-corruption initiatives and promoting integrity; Enhanced accountability and transparency in State and NSAs’ institutions; Enhanced ICT-based systems in State and NSAs’ service delivery; Strengthen WOIs in upholding integrity and undertaking anti- corruption initiatives; Actively engage Non-State Actors in promoting integrity and supporting anti-corruption initiatives; and Strengthened integrity and corruption-free political electoral process management. It is the Government's expectation that management, coordination and implementation of this Strategy as instructed in the NACSAP IV (2023 - 2030) Implementation Document will be effectively and properly considered. Dr. Moses Mpogole Kusiluka The Chief Secretary xiv CHAPTER ONE INTRODUCTION AND BACKGROUND

1.1 Anti-Corruption Initiatives in Tanzania The Government of Tanzania (GOT) has all along recognised corruption as a serious scourge that challenges its efforts towards socio-economic development, and the goal of poverty reduction. The recognition of the seriousness of this vice is evidenced by one of pre-independence statement by TANU1 that “Rushwa ni adui wa haki, sitatoa wala kupokea rushwa” which translates into “corruption is an enemy to justice, I will not offer or take bribe.” The statement connotes that, corruption violates the rights and freedoms of individuals to get basic services from public service providers. Corrupt public officials distort the required equitable distribution of goods and services to citizens, and instead, they offer preferential treatment to those who can provide bribe. Corruption hinders the effective development of political, economic, and social systems in a country as it promotes patron-client networks which are regarded as hallmark of a badly governed State. Corruption in political processes undermines democracy, corruption causes a costly diversion of resources from their proper use; it is a major threat to political and civic rights; distorts competition as well as a driving force for gross inefficiencies in both the State and Non-State Actors (NSA) sectors. Corruption has far-reaching 1 Tanganyika African National Union (TANU). 2Failure to effectively curb corruption has been the main cause of breakdown of law and order leading to civil disobedience and chaos in some countries. 1 consequences to a country’s human resource as it rewards mediocrity to the disappointment of excellence. Inequity in the distribution of national resources and irregular access to public services leads to frustration and apathy among citizens, thus weakening the fabric that binds members of the society 2 . Endemic corruption puts the legitimacy of a government into question as well. Corruption is a global phenomenon, in many developing countries, it is fuelled by, among others, widespread poverty, ignorance, and declining moral uprightness. The situation is exacerbated by the lack of strong civil societies to rebuke and oppose corrupt leaders, thus allowing the culture of corruption to be carried over from one generation to another, as well as spreading from one sector to another. Developed countries have the same challenge but have in place better and stronger mechanisms to address or mitigate the triggers of corruption. Unlike developing countries, developed countries have advanced capacity to deliver public services which alleviates the need for preferential treatments that can only be given if a service provider is bribed. The most notable and deliberate institutionalised effort to address corruption challenges is traced back from the 1996 Presidential Commission of Inquiry Against Corruption (PCIAC), commonly known as “The Warioba Commission”. It undertook the assessment of the country’s corruption status 2 and prepared a report that recommended systematic measures to address the situation, amongst which include formulation of National Anti-Corruption Strategies and Action Plans (NACSAPs). The report identified critical areas for quick intervention which included public procurement, employment, revenue collection, administration of justice system and land allocation. In response to these recommendations, the country developed and implemented three phases of NACSAPs in continuation of the government’s efforts to provide a policy framework to address corruption and governance issues. The NACSAPs have so far been implemented in three phases: Phase I: 2001 – 2005, Phase II: 2006 – 2011, Phase III: 2017 – 2022. The focus of the Strategies has been to build systems of integrity, accountability, and transparency in public and non-state actors; for improving service delivery at the level of Ministries, Departments, and Agencies (MDAs) and within Local Government Authorities (LGAs). The three phases of NACSAPs have focused on the following, among others: (a) rule of law: strive and restore confidence in the judiciary and law enforcement agencies (b) financial discipline: increase revenue collection and reduction of mismanagement of resources (c) public procurement: to ensure transparency and compliance of procurement procedures (d) public awareness: enhance public awareness on the issues of anti-corruption and good governance (e) public service: instil a sense of responsibility and accountability to public officers, and (f) media: enhance the use of media in reporting and exposing corrupt individuals and transactions. 3 The emphasis of the NACSAPs has been on the zero-tolerance policy against corruption; promoting effective governance, pro- active and pro-business government, good corporate governance and making effective and profitable public investment in state owned enterprises.

1.2 State of Corruption in Tanzania International ranking indicated in the Transparency International (TI) 2021 report showed that Corruption Perception Index (CPI) for Tanzania slightly improved and therefore removed from the list of most prone corruption/bribery countries in the global rankings. Likewise, the Afrobarometer’s round 8 survey conducted in 2021 indicated that corruption levels had decreased in Tanzania. On the other hand, National Governance and Corruption Survey (NGACS) carried out in 2020 identified the state and dynamics of corruption in Tanzania using several variables including: understanding of corruption, perception of corruption as a vice in society, most corrupt institutions, level and trend of corruption, personal experience in taking and receiving bribes, drivers and initiators of corruption, areas of institutional performance and new corruption patterns and dynamics. The survey indicated that there were improvements in reducing corruption among public institutions compared to the last ten years. The success identified by the survey was 4 attributed by the law enforcement, introduction of e- Government especially automation of many business processes, among others. However, citizens considered corruption as a major societal problem, manifested by a widespread practice by public servants demanding unofficial payment in exchange for services. The study identified traces of corruption in sectors including social services delivery, administration of justice, revenue collection, and employment processes. Among the reasons for persistence in corruption were low level of awareness on the rights of the public to access services, low civic competence, a culture of impunity in contravening rules and regulations, and the soft or lenient sanctions against corruption offenders. It is also indicated that there are emerging new patterns of corruption related to among others, the use of mobile money transfers, extortion through faked charges, and nepotism in State and NSAs’ employment. In addition to NGACS, the results of 2022 Tanzania Public Service Integrity Survey indicated that despite the knowledge on code of ethics, there is a slight improvement in ethical behaviours among public servants. International and regional ranking institutions show an improvement in position that Tanzania stands among its peers in recent years with respect to corruption status assessments. 5 Similarly, integrity level has improved in public service and a level of corruption is reported to have been reduced according to national studies. Furthermore, NACSAP III evaluation results concluded that despite success documented in different areas, there was still a need to continue with a follow-up framework to carry on some of the achievements made, continue addressing some of the unfulfilled targets, and bring on board some new areas of focus.

1.3 Development of NACSAP IV In 2021 the Government conducted an evaluation to assess the performance of NACSAP III against the indicators and targets set out in results framework and highlighted the key achievements, challenges and lesson learned in implementing it regarding the emphasize on the zero-tolerance policy against corruption, promoting effective governance, pro-active and pro-business government, good corporate governance and making effective and profitable public investment in state owned enterprises. From the results of the aforestated evaluation, the NACSAP IV is developed basing on the best practices, challenges, gaps and lessons learnt from the implementation of NACSAP III as well as new and emerging global, regional and national evidence towards achieving the implementation of NACSAP IV. The approach adopted in preparing this Strategy combined information from desk work and stakeholders’ consultations. Official documents and other literature were used, and the information obtained from desk work was complemented by 6 stakeholders’ views on current situation and required interventions to continue building an ethically upright society. The broad stakeholders’ consultation brought on board the executive, judiciary, technocrats, office of the parliament, politicians, civil society organizations, private sector, faith- based organizations, media, youth and women, academia, and development partners. Stakeholders’ consultations focused on service delivery improvement, enforcement of anti-corruption measures, contribution of integrity, broad stakeholders’ engagement, and political contribution. Furthermore, findings from stakeholders’ views and literature reviews were organized to produce priority areas to be addressed in NACSAP IV. The priority areas include; having a society empowered with civic education; accountable and transparent state and NSAs’ service providers; adoption of ICT in service delivery; strengthened WOIs; active NSAs in anti- corruption initiatives; and sound political leadership.

1.4 Purpose of the Strategy This Strategy will serve as a national framework for guiding networked efforts of players in dealing with contemporary corruption dynamics and sustain achievements made in the implementation of previous NACSAPs to build a society with integrity and upholding zero tolerance to corruption. 7 CHAPTER TWO SITUATIONAL ANALYSIS

2.1 Introduction A corrupt practice is the offering, giving, receiving, or soliciting, directly or indirectly, anything of value to improperly influence the actions of another party. In one way or the other, corruption is slightly related to fraud which in practice is any act or omission, including a misrepresentation that knowingly or recklessly misleads, or attempts to mislead, a party to obtain a financial or other benefit or to avoid an obligation. Therefore, both corruption and fraud affect economic development of the country, and, these two are the major obstacles to poverty alleviation and development. Anti-corruption initiatives have a long history as demonstrated by different initiatives undertaken by Government. This chapter demonstrates the current situation in anti-corruption initiatives and how regional and international efforts have complemented the country’s efforts. Key internal and external factors affecting the corruption and Governance landscape in the country are presented in Annex I. This chapter also presents lessons learnt from past efforts and the recommendations of key issues that this Strategy should embrace. 8

2.2 Performance Review of National, Regional and International Efforts on Anti-Corruption Initiatives

2.2.1 NACSAP III NACSAP III (2017-2022) addressed the fundamental issues that had persisted and remained unresolved in the first two phases of NACSAPs. It focused on building systems of integrity, accountability, and transparency in both State and NSA institutions, where the Government was expected to collaborate closely with stakeholders from all sectors of society, including private, religious and media. The Chief Secretary (CS) was an overall in-charge of the implementation of NACSAP III. The Strategy pursued various specific objectives with different interventions, which resulted to varying degrees of successes and challenges. Among the remarkable achievements made during implementation of the Strategy are: (a) Strengthening the capacity of WOIs to effectively undertake their mandates in anti-corruption initiatives. (b) Strengthening existing and establishment of new Integrity Committees among MDAs, Regional Secretariat (RS) and LGAs, which included capacity building. (c) Amendment of five legislations, which included: The Drugs Control and Enforcement (Amendments) Cap 95; The Political Parties (Amendments) 258; Cap. 258; The Written Laws Miscellaneous Amendments (No. 2; No. 3; 9 no. 4; no. 5, No. 6, and No. 7), 2019; The Arbitration Act Cap.15; The Written Laws Miscellaneous Amendments (No. 1; No. 2; and No. 3), 2020; and Public Leadership Code of Ethics Act CAP 398. (d) Adopting eight new laws relating to improved governance and tackling corruption. They included e- Government Act No. 10 of 2019; The Drug Control and Enforcement Act, Cap. 95; The Legal Aid Act 2017; The Natural Wealth and Resources Contracts (Review and re- Negotiation of Unconscionable Terms) Act, No. 6 of 2017; The Natural Wealth and Resources (Permanent Sovereignty) Act No.5 of 2017; The Land Transport Regulatory Authority Act No. 3 of 2019; and the Medical, Dental and Allied Health Professionals Act No. 11 of 2017. (e) Adoption of e-Government service delivery model that led to, for example, (i) increased efficiency in land surveys and allocation of title deeds, eliminating previous problems related to double allocation of parcels of land; (ii) more than tripled revenue collection by the Tanzania Revenue Authority (TRA), thus increasing the ratio of tax revenue to GDP from 9.9 percent in 2010 to 11.2 by 2021/2022; (iii) digitalization of registration and proceedings of court cases, which shortened the duration in final determination of court cases; (iv) enhanced business registration and licensing procedures; (v) import and export clearance; and, (vi) public procurement. 10 Despite the efforts made and success documented, the evaluation of NACSAP III indicated the following challenges (i) persistence of corruption (ii) inadequate resource allocation to MDAs, RS and LGAs that affected the performance of the Strategy (iii) minimal reach out to NSAs and, (iv) slowdown in training of MDAs staff due to COVID-19 outbreak.

2.2.2 National Governance and Anti-Corruption Survey NGACS was undertaken in 2020 to assess the state and dynamics of corruption in Tanzania. The survey probed variables that included understanding of corruption, perception of corruption as a vice in society, most corrupt institutions, level and trend of corruption, personal experience in obtaining, soliciting and giving bribe, drivers and initiators of corruption, areas of institutional performance and new corruption patterns and dynamism. The revealed corruption drivers included disregard of laws, lack of awareness on people’s civic rights, greed, and self-indulgence by perpetrators of corruption, unlawful fast-tracking of services, and leaders maintaining unrealistic lifestyles. In addition, the survey revealed the following: (a) Corruption was still a major societal vice that warranted special efforts to eliminate. (b) There is a misleading interpretation of corruption as mostly limited to demand for unofficial payment, bribes, and favors in exchange for public services. 11 (c) Public institutions with elevated levels of interactions with citizens (land allocation, recruitment processes, administration of justice, health care, public procurement, higher education, revenue collection and natural resources utilization) were perceived to be most prone to corruption. (d) Institutions viewed to possess the highest level of integrity included the institutions responsible for defense.

2.2.3 Controller and Auditor General Reports In most recent years, the proportion of public institutions receiving unqualified audited reports have been on the increase, signifying adherence to laid down policies, laws, and regulations on public resources management. This is an indication that government’s effort to improve governance and adopting anti-corruption initiatives have been paying off. However, the annual audit reports show reoccurrence of areas that require more concerted efforts, especially on the need to strictly adhere to procurement procedures and properly accounting for disbursed funds for both development and recurrent expenditures.

2.2.4 Integrity Survey Report in Tanzania Public Service 2022 The Public Service Integrity Survey Report disclosed a rise of integrity behaviour in Tanzania public service by 9.8 percent as compared to the same survey conducted in 2014. The observed improvement of integrity in the public service was attributed to 12 multiple Government interventions that include adoption of e- government in various government service delivery. The survey recommended among others to continue with efforts of educating public servants on their roles of providing services to the expectations of stakeholders and citizens. Furthermore, it recommended that mass communication programmes aimed at making citizens well informed of their right to good public service are sustainably implemented. Overall, there will be a need to intensify trainings on mind-set change in public service ethics and enhance ethical culture to value public interest as opposed to personal interests.

2.2.5 Regional and International Conventions, Protocols, Treaties and Other Commitments Tanzania is obliged to keep on improving transparency and accountability of leaders and institutions by complying with international commitments such as the Sustainable Development Goals (SDGs), which have made an explicit link between corruption and peaceful, just, and inclusive development of societies. Measures taken include the ratification of regional and international treaties and protocols aim at fighting corruption and promoting good governance. These include the United Nations Convention Against Corruption (UNCAC), adopted by the United Nations General Assembly in 2003 and came into force in 2005; UNDP’s assistance to governments to strengthen anti-corruption institutions and systems, supporting the implementation of 13 UNCAC, mitigating corruption risks in essential sectors, and strengthening collective actions of governments, civil society, and the private sector in fighting corruption. The country is an active participant to international conventions on preventing internationally organised crime related to money laundering, human trafficking and drugs/narcotics, and terrorism financing. Tanzania is also a signatory to the African Union Convention on Preventing and Combating Corruption (AUCPCC) of 2003. Other relevant protocols being observed by the country are the SADC Protocol Against Corruption of 2001, the African Peer Review Mechanism (APRM); and Extractive Industry Transparency Initiative (EITI). It is therefore the Tanzania’s aspiration to effectively enforce implementations of both regional and international and other related commitments to zero tolerance to corruption.

2.3 Political Commitment and Leadership on Anti- Corruption Initiatives There is a consensus among political parties and their leaders on the need to have a corruption free society for a robust socio- economic development as reflected in election manifestos and evidenced by speeches made in public gatherings. The rallying points include to (i) take brave steps in adopting a more stringent system for screening and getting political leaders; (ii) develop and adopt a common code of ethics for political party members; (iii) establish a national forum for political parties to 14 deal with progress made in governance and tackling corruption; (iv) develop a set of criteria that leaders must satisfy in terms of experience and commitment to leadership positions; and (v) continue with interventions in dealing with errand leaders who violate the established code of conduct spearheaded by the National Electoral Commission, Registrar of Political Parties and Parliament.

2.4 National Planning Frameworks

2.4.1 Tanzania Development Vision 2025 One of the three main pillars of TDV 2025 envisages the country to build a system that promotes good governance, and its people adhere to the rule of law. Among the aspirations prescribed in the Vision is to have a society that (a) has desirable moral and cultural uprightness; (b) promotes strong adherence and respect for the rule of law; and (c) corruption- free. This pillar is critical to the performance of the other two pillars, namely, improved livelihoods of citizens and building a strong competitive industrial economy. Therefore, linkage of NACSAP to the attainment of national aspirations is paramount.

2.4.2 Five-Year Development Plans The country has been implementing Five-Year Development Plans (FYDPs) as building blocks towards the attainment of TDV 2025 goals. The plans have therefore systematically aimed 15 at (a) increasing the number of qualified personnel in all fields as part of human capital development, thus improving the availability of services; (b) building infrastructure for the provision of social services such as water, medical care and education, and ensuring that they are well equipped; (c) expanding the network of productive infrastructural services for efficient supply of energy, water and telecommunication. ICT sector has allowed the digitalization of services as MDAs, RSs and LGAs moved to adopt e-Government services. Therefore, the plans cover sectors whose development are directly and indirectly linked to NACSAP IV.

2.4.3 National Annual Budget Guideline Matters of governance and addressing corruption practices are mainstreamed in the budgets of all public institutions and featured as Objective B in strategic plans, which spells that “implementation of national anti-corruption strategy enhanced and sustained.” On that outcome, every institution should produce interventions and budget for implementation. The endeavour needs sustaining in all institutions and enforcement to be done by a robust Monitoring, Evaluation and Learning (MEL). 16

2.5 Lessons Learned from Previous Experience The preparation of NACSAP IV was informed by lessons learned from the implementation of NACSAP III, which include: (a) Strengthening of Integrity Committees (ICs) was helpful in promoting good governance in public institutions. (b) Public sector reforms have contributed to the improvement of service delivery and governance at large. (c) Regular amendment of existing legislations and enacting new ones contributed to the success of anti-corruption initiatives. (d) Developing and effectively using new ICT-based systems in improving access to and quality of public service delivery. (e) Effective coordination of institutions implementing NACSAP III helped to achieve positive results with the support of robust results framework.

2.6 Way Forward NACSAP IV will sustain previous achievements and addressing emerging challenges guided by strategic objectives comprehensively presented in the next chapter. 17 CHAPTER THREE GOAL AND STRATEGIC OBJECTIVES

3.1 Goal of the Strategy The overall goal of NACSAP IV is to have a prosperous society with robust systems of integrity promotion and zero tolerance to corruption.

3.2 Theory of Change The ultimate change to be impacted by NACSAP IV is to build a prosperous society with robust systems of integrity and zero tolerance to corruption because of active citizens’ engagement, including NSAs in anti-corruption drive, high levels of accountability and transparency among NACSAP IV stakeholders, adoption of ICT-systems, strengthened WOIs and electoral management systems. This is possible through the influence of committed leadership at all levels in the country, delivery of sound legislation to the administration of justice, effective information sharing coupled by synergization, building mutual partnership among stakeholders, and digitalization of State and NSAs service delivery. Among the key interventions that will be implemented during NACSAP IV include capacity building amongst implementers, awareness among citizens on anti-corruption initiatives, review of legal framework, and information sharing. Stakeholders shall avail adequate resources to enable the interventions to take place. 18 The thrust of NACSAP IV lies in two focus areas which are integrity promotion and improved service. The former shall positively cause corruption to diminish significantly and the later improve service delivery in all sectors to the level of reducing appetite for preferential treatment geared by corrupt transactions by service user. The Society empowerment; strengthening of accountability and transparency; use of ICT- based systems to reduce personal contacts; WOIs’ enforcement capacity strengthening; scaling up active engagement of NSA; and effective political leadership commitment to corruption- free service delivery system will deliver the intended prosperous society characterized by high level of integrity and that will create the behavioural change of the society towards corruption.

3.3 Strategic Objectives The overall goal of the strategy will be achieved after attaining the following strategic objectives: (a) Society empowered to participate in anti-corruption initiatives and promoting integrity. (b) Accountability and transparency enhanced in State and NSAs institutions. (c) WOIs strengthened in upholding integrity and undertaking anti-corruption initiatives. (d) ICT-based systems enhanced in State and NSAs’ service delivery. (e) Non-State Actors actively engaged in promoting integrity and supporting anti-corruption initiatives. 19 (f) Integrity and corruption-free electoral process management strengthened. The above-mentioned strategic objectives are elaborated below. Strategic Objective One: Society Empowered to Participate in Anti- Corruption Initiatives and Promoting Integrity. This will entail to develop citizens' and netzens’ competence to demand for better services from providers and to enforce service providers’ accountability and transparency while building a culture of integrity. There will also be deliberate efforts to create citizens awareness for understanding evils of corruption. Proposed Strategic Interventions (a) Prepare and conduct public awareness raising programmes on ethics and integrity. (b) Develop and design topical IEC material and messages. (c) Engage artists to play a role in promoting integrity and fight against corruption through their works of art. (d) Engage influential leaders (religious, political, traditional, etc.) to play a role in promoting integrity and fight against corruption through their platforms. (e) Prepare a guideline for stakeholders' engagement on anti- corruption initiatives and promotion of integrity. (f) Prepare and conduct awareness programmes on citizens to demand for accountability and transparency of service providers. 20 (g) Ensure integrity promotion and anti-corruption initiatives as a permanent agenda in all meetings from village to national level. (h) Establish "Citizens Against Corruption" Forum (i) Undertake Annual Anti-Corruption Forum Strategic Objective Two: Accountability and Transparency enhanced in State and NSAs’ Institutions. Effective actions against corruption requires building the capacity of institutions that ensure and promote adherence to regulatory and disclosure requirements that are necessary for service users. Institutions’ statutory organs should therefore adhere to stipulated calendar of meetings and reporting. Likewise, IC has proven to be an important organ in promoting ethical conduct of staff and effective implementation of anti- corruption initiatives within institutions. Proposed Strategic Interventions (a) Strengthen internal control systems. (b) Adopt electronic feedback mechanism. (c) Build capacity in use of electronic feedback mechanism. (d) Analyse data from electronic feedback mechanism. (e) Develop tools for information sharing. (f) Conduct designated studies on special issues of interest. (g) Facilitate forums for information sharing. (h) Train ICs and institutions' staff. (i) Establish Training of Trainers on the implementation of NACSAP IV. 21 (j) Prepare and conduct training programmes on citizens to demand for accountability and transparency of service providers. Strategic Objective Three: Watchdog and Oversight Institutions strengthened in upholding integrity and undertaking anti-corruption initiatives. WOIs engage in enforcement of adherence to legislations on anti-corruption and promoting integrity. Some of these include PCCB, National Prosecution Services (NPS), Office of the Attorney-General (OAG), President’s Office Public Service Management and Good Governance (PO-PSMGG), Ethics Secretariat (ES), Commission for Human Rights and Good Governance (CHRGG), National Audit Office of Tanzania (NAOT), Public Procurement Regulatory Authority (PPRA), and the Financial Intelligence Unit (FIU). Their role in ensuring successful implementation of NACSAP IV will require adequate resources to undertake their respective mandates, which contextually include building their capacity in detection, prevention, deterrence, and asset-tracing and recovery. Proposed Strategic Interventions (a) Increase resource mobilization for WOIs. (b) Conduct collaborative studies and research. (c) To oversee legal compliance on regular bases. (d) Conduct needs assessment of WOIs. (e) Tracing and asset recovery. (f) Review integrity and anti-corruption legislations. (g) Facilitate trainings of staff. 22 (h) Establish infrastructure for improved performance of WOIs. (i) Facilitate information sharing among WOIs. (j) Prepare National Ethics Policy. Strategic Objective Four: ICT-based systems enhanced in State and Non-State Actor’s service delivery. ICT-based systems in implementing interventions provide a more effective approach to stamping out corruption by avoiding unnecessary physical contacts with service providers. NACSAP IV will encourage service providers to embrace ICT applications in their operations and reach out broader range of the society. This will include designing, review, and fill the gaps of information management systems that are robust enough for information sharing and exchange. Proposed Strategic Interventions (a) Facilitate the design, review, and fill the gap of ICT applications for facilitating information sharing and exchange. (b) Business process re-engineering to reduce personal contacts in service delivery. (c) Facilitate orientation of service providers and clients on ICT applications. (d) Conduct survey on systems integration. (e) Facilitate systems support. (f) Facilitate establishment of One Stop Centres 23 Strategic Objective Five: Non-State Actors are actively engaged in promoting integrity and supporting anti-corruption initiatives. NACSAP IV will use a participatory and holistic approach that include as many stakeholders as possible to buy in the merits of the strategy. This will make sure that key stakeholders are actively involved by having assigned roles to play; and making sure that all available tools, structures, and mechanisms are used in unison. The key stakeholders that government will bring on board include civil society organizations, media, private sector, religious organizations, and development partners. Proposed Strategic Interventions (a) Prepare and conduct meetings/workshops/seminars/dialogues with NSAs. (b) Conduct orientation to NSAs on the use of electronic feedback system. (c) Adopt electronic feedback system. (d) Develop guideline for training anti-corruption and integrity issues. (e) Conduct regular review of legal and regulatory framework to facilitate information sharing. Strategic Objective Six: Integrity and corruption-free political electoral process management strengthened. There is consensus on the need to strengthen political leadership and commitment to anti-corruption activities. This would involve making mandatory a special oath on zero 24 tolerance by all political parties and their candidates, seal loopholes to prevent unethical and corrupt leaders from taking public office, and curb political corruption in election management systems. Proposed Strategic Interventions (a) Prepare and conduct civic education programmes on credible election process to the public. (b) Prepare and conduct voters’ awareness campaign programmes on credible political election process. (c) Develop and legally enforce shared Code of Ethics (CoE) among political parties. (d) Facilitate political parties to sign to the CoE. (e) Develop ethics guidelines for parties’ screening process. (f) Widening participation of political members in political parties’ election process. (g) Undertake special studies on corruption in political electoral processes. (h) Undertake annual forums for political parties to deliberate on anti-corruption initiatives and integrity promotion in the country.

3.4 Enablers

3.4.1 Committed Leadership Significant reduction of corruption is attributed by the type and commitment of leadership in place. NACSAP IV envisages leadership as the major key factor for its success, leading by 25 example with a firm hand and unwavering commitment in addressing corruption. To achieve this, a leader must be an outstandingly upright individual with clean records of integrity and ethical behaviour. .

3.4.2 Conflict of Interest Avoidance Conflict of interest (CoI) is among ethical problems that fuels corruption and affects socio-economic development. If CoI is not well addressed, may lead to a demoralised society and lowering public confidence to the government. CoI is universally perceived as an incubator for corruption and needs to be avoided. Failure to separate leadership and business is a fundamental aspect of CoI that can lead to corruption incidences.

3.4.3 Effective System for the Administration and Dispensation of Justice NACSAP IV recognizes the importance of putting in place an effective legal and regulatory framework for dispensation of justice. In lieu of that, the system for administration and dispensation of justice is supposed to be corruption-free. As corruption tends to deliberately disregard the rules, the constitutional provisions guaranteeing the independence of the administrators of justice in the country underlines good prospects for anti-corruption initiatives. 26

3.4.4 Effective Partnership and Synergies Among Key Stakeholders The implementation of NACSAP IV will pursue a holistic approach by assuring existence of effective partnership amongst the key stakeholders. The scope of partnership involves cooperation and collaboration with national, regional and international stakeholders from both State and NSAs’ sectors.

3.4.5 A Thriving Economy and Availability of Adequate Resources Implementation of NACSAP IV should accord high priority to building a thriving economy while ensuring availability of adequate resources for anti-corruption initiatives and cultivating a national culture of embracing good governance. The adequacy of resources in finances, human and technology are needed for successful implementation of the strategy.

3.4.6 Obligations to Conventions, Protocols and Treaties The country prescribes to regional and international conventions, protocols and treaties guiding implementation of anti-corruption initiatives under NACSAP IV. Tanzania will continue ratifying, adopting, and domesticating regional and international agreements by considering their merits in supporting anti-corruption and integrity initatives. 27

3.4.7 Digitalization of Service Delivery by Enhancing the Use of ICT Implementation of NACSAP III revealed that the use of ICT contributed to acceleration of public service delivery in collective actions of government, civil society, and the private sector in anti-corruption initiatives. Wide use of ICT applications will be encouraged in service delivery, resulting to more transparency, efficiency, effectiveness, equity, and accountability. This will include interoperability and integration of business processes and systems within government and between State and NSAs’ sector. 28 Figure 1: NACSAP IV Result Chain 29 CHAPTER FOUR MONITORING EVALUATION AND LEARNING

4.1 Introduction Monitoring, Evaluation and Learning (MEL) framework is meant to ensure that there is a focussed implementation of NACSAP IV and deliver expected results. MEL framework is critical for enhancing transparency, strengthening decision- making, accountability and enables documentation of lessons learned from various stakeholders involved in the implementation of the strategy. The MEL is necessary in promoting and enhancing awareness and knowledge sharing. Monitoring will be a continuous process of data collection and processing to gauge performance and make remedial measures if at risk or off-track. Evaluation will be undertaken on regular basis and include ad-hoc studies, mid-term and final assessment of the expected results emanating from strategy implementation. Learning implies continuous process of using information from monitoring and evaluation for undertaking remedial actions, creation of awareness messages for improved implementation modalities. It will also be used to inform future planning of interventions and policy decisions, see NACSAP IV communication plan in Annex I.

4.2 The MEL Framework The MEL framework will guide the implementation of NACSAP IV for the period 2023-2030. The framework will be 30 actualized through prepared and implemented annual plans in line with the stipulated targets. The cause-effect relationship as presented in the Theory of Change (ToC) will guide the planning process in relation to intended results in a hierarchical order to include strategic objectives, outcomes, outputs, and required interventions facilitated by inputs (Table 4.1). Indicators are consistently drawn based on the flow of results framework. 31 Table 4.1: The NACSAP IV Results Framework Matrix Strategic Outcome Output Indicators S/No. Outcome Required Interventions Objectives Indicators SO1. Society (i) Improved level (i) Proportion of (i) Number of awareness (i) Prepare and conduct public awareness Empowered to of integrity and citizens sessions on ethics and raising programmes on ethics and Participate in aversion to subjected to integrity conducted. integrity. Anti-Corruption corruption corrupt (ii) Number of complaints (ii) Develop and design topical IEC Initiatives and (ii) Improved transactions/ registered on services material and messages. Promoting quality of service experiences. delivered. (iii) Engage artists to play a role in Integrity. provision. (ii) Citizens’ (iii) Number of Media forums promoting integrity and fight against perception on on ethics and integrity corruption through their works of art. quality-of- conducted. (iv) Engage influential leaders (religious, service (iv) Number of IEC material political, traditional, etc.) to play a role delivery. developed and in promoting integrity and fight disseminated. against corruption through their (v) Number of corruption platforms. cases reported. (v) Prepare a guideline for stakeholders' (vi) Number of corruption engagement on anti-corruption cases resolved. initiatives and promotion of integrity. (vii) Number of administration (vi) Prepare and conduct awareness malpractices and unethical programmes on citizens to demand for actions reported. accountability and transparency of service providers. (vii) Ensure integrity promotion and anti- corruption initiatives as a permanent agenda in all meetings from village to national level. (viii) Establish "Citizens Against Corruption" Forum (ix) Undertake Annual Anti-Corruption Forum 32 Strategic Outcome Output Indicators S/No. Outcome Required Interventions Objectives Indicators SO2. Accountability (i) Improved (i) Citizens’ (i) Number of State and (i) Strengthen internal control systems. and Transparency service delivery. perception on NSAs’ institutions (ii) Adopt electronic feedback promoted in State (ii) Enhanced quality-of- receiving unqualified mechanism. and NSAs’ efficiency in service audit reports. (iii) Build capacity in use of electronic Institutions. resource use. delivered. (ii) Number of complaints feedback mechanism. (iii) Enhanced (ii) Audit opinion on provided services. (iv) Analyse data from electronic adherence to Proportions registered feedback mechanism. legislation. with effective (iii) Number of State and (v) Develop tools for information (iv) Improved Client Service NSAs’ institutions sharing. governance of Charter. with effective tools for (vi) Conduct designated studies on institutions. information sharing. special issues of interest. (iv) Number of State and (vii) Facilitate forums for information NSAs institutions sharing. submitting statutory (viii) Train ICs and institutions' staff. implementation (ix) Establish Training of Trainers on the reports. implementation of NACSAP IV. (v) Number of State and (x) Prepare and conduct training NSAs’ institutions programmes on citizens to demand with Special for accountability and transparency Management and of service providers. Integrity committee. SO3. Watchdog and (i) Reduced (i) Corruption (i) Number of corruption (i) Increase resource mobilization for Oversight corruption levels. cases. WOIs. Institutions incidences in the (ii) Level of (ii) Number of ethical (ii) Conduct studies and research. strengthened in country. integrity in misconduct cases. (iii) Conduct regular inspections. upholding (ii) Increased positive public (iii) Resources saved. (iv) Conduct needs assessment of WOIs. integrity and feedback from services. (iv) Number of ethics (v) Tracing and asset recovery. undertaking anti- citizens on service (iii) Resource building systems (vi) Review integrity and anticorruption corruption delivery. savings from inspected. legislations. initiatives. (iii) Improved WOIs’ improved (v) Number of legislations (vii) Facilitate trainings of staff. performance on WOIs’ reviewed. (viii) Establish infrastructure for improved detection, performance. (vi) Number of WOIs staff performance of WOIs. 33 Strategic Outcome Output Indicators S/No. Outcome Required Interventions Objectives Indicators prevention, and (iv) Value of assets trained. (ix) Facilitate information sharing among deterrence. and resources WOIs. (iv) Reduced loss of recovered. (x) Prepare National Ethics Policy. public resources. (xi) Conduct needs assessment of WOIs. (xii) Facilitate information sharing among WOIs. S4 ICT-based (i) Efficient and (i) Proportions of (i) Number of service (i) Facilitate the design, review, and fill systems enhanced effective service institutions delivery ICT application the gap of ICT applications for in State and delivery. with effective systems developed. facilitating information sharing and NSAs’ service (ii) Reduced personal Client Service (ii) Number of institutions exchange. delivery. contact and Charter. with automated services. (ii) Business process re-engineering to incidences of (ii) Level of data (iii) Number of information reduce personal contacts in service corruption. integration. sharing platforms. delivery. (iv) within an institution (iii) Facilitate orientation of service (v) Number of public providers and clients on ICT institutions adopted the applications. use of e-procurement (iv) Conduct survey on systems system. integration. (vi) Number of ICT systems (v) Facilitate systems support. fully integrated. (vi) Facilitate Establishment of One Stop Centres S5. Non-State Actors (i) Improved level of (i) Level of (i) Number of engagement (i) Prepare and conduct are actively integrity and integrity. programmes with NSAs. meetings/workshops/seminars/dial engaged in aversion to (ii) Level of (ii) Number of complaints on ogues with NSAs. promoting corruption. corruption. dissatisfaction on provided (ii) Conduct orientation to NSAs on the integrity and (ii) Improved quality (iii) Level of services. use of electronic feedback system. supporting anti- of service customers’ (iii) Number of complaints on (iii) Adopt electronic feedback system. corruption provision. satisfaction. unethical issues. (iv) Develop guideline for training anti- initiatives. (iii) Improved (iv) Number of awareness corruption and integrity issues. information programmes conducted by (v) Conduct regular review of legal and sharing. NSAs. regulatory framework to facilitate 34 Strategic Outcome Output Indicators S/No. Outcome Required Interventions Objectives Indicators (v) Number of engagements information sharing. conducted by NSAs. S6. Corruption-free (i) Credible political (i) Percentage of (i) Number of voters’ (i) Prepare and conduct civic education political electoral candidates. election awareness campaigns. programmes on credible election process (ii) Legitimate and petitions. (ii) Number of civic process to the public. management trusted election (ii) Percentage of education programmes. (ii) Prepare and conduct voters' strengthened. process Voters turn- (iii) Eligible voters’ education awareness campaign programmes on (iii) Improved out. programmes. credible political election process. harmony during (iii) Percentage of (iii) Prepare and conduct programmes for election period. spoilt votes. eligible voters' education on credible election process. (iv) Develop and legally enforce shared Code of Ethics among political parties. (v) Facilitate political parties to sign to the CoE. (vi) Develop integrity guidelines for parties' screening process. (vii) Widening participation of political members in political parties' election process. (viii) Undertake special studies on corruption in political electoral processes. (ix) Undertake annual forums for political parties to deliberate on anti- corruption initiatives and integrity promotion in the country. 35

4.3 NACSAP IV MEL Plan, Action Plans and Reporting Implementation of the NACSAP IV will be guided by the MEL plan (Annex II), a matrix consisting of, among other things, indicators to provide guidance to stakeholders on the implementation of NACSAP IV activities. Generally, the MEL Matrix consists of indicators, indicator definition, baseline values, indicator targets, data sources, indicator reporting frequencies and responsible institutions for data collection, analysis, and reporting. Also, this plan comprises of outcome and output indicators to be tracked and reported on quarterly, annual, and bi-annual basis. The State Actors (MDAs, RSs and LGAs) and NSAs will develop and streamline the anti-corruption initiatives with their respective annual action plans in-line with the NACSAP IV MEL plan. The format for action plan shall consist of overarching objective, specific objectives, desired outcomes, targets, key activities, time frame, and responsible entities/persons. The overall NACSAP IV Implementation Plan for guiding institutions to develop their respective actions plans is shown in Annex VI. Implementation reports will be submitted to the CS, POSH. Hence, at national level the CS through the GGRD will coordinate the MEL functions while at institutional level (MDAs, RS, LGAs and NSAs) this responsibility will rest with heads of institutions through Special NACSAP IV Management 36 Committees. An electronic or digitized reporting tool will be used to allow for real-time access and consolidation of the reports by the POSH (GGRD). The output indicators will be reported on quarterly and annual basis, while the outcome indicators will be tracked and reported through conducting ad- hoc studies, evaluations at the mid-term and end-term of strategy implementation to be conducted by an independent evaluator.

4.3.1 Reporting Mechanisms (a) Quarterly Progress Reports The quarterly reports from implementers (MDAs, RSs and LGAs) will be prepared and submitted to CS. For NSAs, reports shall be submitted to regulatory Authorities who will submit consolidated report to CS. The reports will inform where and what kind of anti-corruption activities were delivered in the past three months in line with MEL plan. It will also assist stakeholders in identifying gaps and thus better preparing forthcoming plans. The reporting forms are presented as Annex III, IV, and V for this strategy, and they are of three types: Form 5.1 for State Actors (with exception of WOIs); Form 5.2 for WOIs and Form 5.3 for NSAs respectively. (b) Annual Progress Report NACSAP IV annual progress reporting, using a digitized format, will provide a comprehensive overview of the progress 37 and outcomes of the collective efforts by stakeholders of the implementation of the strategy. The report will be broad- focused and cover key result areas defined in the MEL plan. It will be based on reporting of all core NACSAP IV indicators and other relevant information provided by the MEL plan. (c) Outcome Report The report will be prepared during the mid or end of term evaluation of the outcome indicators as identified in the MEL plan and approved by the CS for a wider dissemination. Further, stakeholders will undertake their own sector evaluations when necessary, whose findings can be used to inform reviews of NACSAP IV, and respective reports shall be used for the purpose of their original design as enshrined in their terms of reference. 38 CHAPTER FIVE INSTITUTIONAL ARRANGEMENTS AND RESPONSIBILITIES

5.1 Introduction NACSAP IV implementation arrangement will be a multi-level entailing coordination at national, institutional level and local government authorities. In all levels, there will be internal arrangements for coordination of implementation of the Strategy.

5.2 National Level

5.2.1 National Steering Committee The National Steering Committee (NSC) will oversee NACSAP IV implementation. Members of NSC shall include Permanent Secretary- responsible for policy and coordination; Permanent Secretaries responsible for public service management and good governance and regional administration and local government; Judicial Court Administrator; Deputy Attorney General (DAG); Co-Chair of Tanzania National Business Council (TNBC); and representatives from Tanzania Episcopal Conference (TEC), Baraza Kuu la Waislamu Tanzania (BAKWATA) and Christian Council of Tanzania (CCT). The CS will chair the NSC while the PS-POSH will be the Secretary to the Committee. 39 The functions of the National Steering Committee shall include: (i) Oversee the implementation of the Strategy at all levels and provide necessary directives. (ii) Reinforce an information sharing practice on anti- corruption initiatives and integrity promotion related issues. (iii) Review and deliberate on recommendations from the National Technical Advisory Committee; and (iv) Advice the government on policy issues related to anti- corruption initiatives and integrity promotion.

5.2.2 National Technical Advisory Committee (NTAC) There shall be a National Technical Advisory Committee chaired by the Permanent Secretary-State House (PS-POSH). Members of the NTAC will be nominated from PCCB, PO- RALG, ES, PO-PSMGG, NPS, Judiciary, Police, PSC, NAOT, PPRA, representative from the OAG and NSAs (including Media and CSOs) and co-opted members for specific tasks. The Secretariat to the Committee shall be the GGRD that will liaise on day-to-day basis with implementing institutions. The functions of the National Technical Advisory Committee shall be: (i) Receive, review, and recommend on the consolidated NACSAP IV Action Plans, quarterly and annual implementation reports. (ii) Propose policy issues related to anti-corruption initiatives and integrity promotion. 40 (iii) Ensure the existing mechanism for mainstreaming NACSAP IV implementation in National Planning and Budget is enhanced and sustained. (iv) Receive, review, deliberate, advise and recommend on NACSAP IV guidelines. (v) Propose best practices and mechanisms to promote integrity and anti-corruption initiatives. (vi) Serve as a consultative or reference body to NACSAP IV implementing institutions. and (i) Ensure national, international, regional obligations related to anti-corruption initiatives are integrated into national development plans and programs.

5.2.3 Good Governance and Reforms Division The GGRD shall be the secretariat to the National Steering Committee and the National Technical Advisory Committee and shall be assisted by the Taskforce to: (i) Prepare consolidated actions plans, quarterly, and annual implementation reports for the National Technical Advisory Committee; (ii) Establish and oversee implementation of Training of Trainers (ToT) on the execution of the Strategy. (iii) Oversee training of ICs and Management Committees in State and NSAs’ institutions. (iv) Provide technical backstopping support for the implementation of the Strategy. (v) Provide technical assistance to State and NSAs’ institutions on preparations of actions plans, as well as quarterly and annual implementation reports; and 41 (vi) Make follow ups on the Public Institutions allocation of Funds on Objective B of MTEF and on the NSAs Annual Action plan for NACSAP IV implementation; and (vii) Provide advice to the National Annual Plan and Budget guideline committee of Ministry of Finance on the allocation of funds for the Strategy implementation. In performing some of these functions there shall be a task force that will constitute Government officials to work under GGRD.

5.2.4 Implementation of Strategy at Institutional Level Within each institution (MDAs, RSs, LGAs and NSAs) there will be two committees i) Special NACSAP IV Management Committee and ii) Integrity Committee. Members of integrity committee will be appointed by the Chief Executive Officer of the respective institution and shall not be less than five. The CEO will oversee the implementation of NACSAP IV at the institutional level and shall be advised by “Special NACSAP IV Management Committee” whose composition will include heads of Departments and Units. The Chairperson of the IC will be the co-opted member of the Special NACSAP IV Management Committee. The CEO will submit the quarterly progress report to the Chief Secretary. 42 The Special NACSAP IV committee will have the following functions in the respective institution: (i) Ensure existence of functional IC as it is required by MEL plan. (ii) Ensure implementation of the Strategy is mainstreamed in annual institutional action plans and budgets by domesticating NACSAP IV specific objectives and their respective interventions into contextual targets and activities of objective B. (iii) Develop, approve, and implement an institutional anti- corruption policy. (iv) Ensure that all staff observe rules and regulations, procedures and enshrined principles related to professional ethics. (v) Implement measures to combat all forms of corruption, administration malpractices and unethical actions. (vi) Strengthen transparency and accountability in discharging and implementing institutional functions. (vii) Establish a system for receiving and dealing with public complaints that observe confidentiality. The public complaints’ system will have options for receiving complaints and providing feedback in person or virtually using digital technology. (viii) Receive and review quarterly and annual reports from ICs and submit to the CS. Members of IC shall be five including one from outside the respective institution. Where an institution is large enough, a 43 modality for having extra members will be applied, but the core IC will maintain the same number of members to ensure smooth implementation of the Strategy. The Chairperson and Secretary of the IC shall be appointed by the CEO. Committee members should have attained the status of senior officials with a high integrity personality. The Chairperson and Secretary will serve for the lifetime of the NACSAP IV, but the CEO has the discretion to change the membership of the IC on reasonable grounds as it will be deemed necessary. The Department responsible for Administration and Human Resources Management shall serve as the Secretariat to the IC and facilitate smooth functioning of the IC. Integrity Committees in each of the NACSAP IV implementing institutions will have the following roles to perform: (i) Mapping of areas prone to corruption and develop respective interventions. (ii) Articulate institutional responsibilities pertaining to implementation of the Strategy into the actionable plans and report to the management on regular basis. (iii) Prepare and submit quarterly and annual reports to Special NACSAP IV Management Committee. (iv) Receive, consider, and provide redress to complaints (seven days for ordinary complaints) from within or outside the institution to issues related to violations of ethical practices. (v) Prepare and implement capacity building interventions to middle level officials, managers and lower cadres on integrity issues, anti-corruption and good governance. 44 (vi) Monitor implementation of induction courses for newly recruited and appointed staff. (vii) Inform and advise respective management on the enforcement of the existing laws, rules, and regulations, and (viii) Develop and implement NACSAP IV Action Plans.

5.3 Roles and functions of Institutions

5.3.1 Ministries, Departments and Agencies (MDAs) MDAs will execute anti-corruption initiatives and integrity promotion through the organs of implementing NACSAP IV.

5.3.2 MDAs Playing the Role of Watchdog and Oversight The responsibilities of WOIs shall be overseeing, promoting, and enforcing anti-corruption interventions in the implementation of NACSAP IV. WOIs functions will include the following: (i) Prepare and conduct contextual capacity building programmes to stakeholders responsible for implementing the strategy. (ii) Provide expertise in the preparation of guidelines to be adhered to by all stakeholders responsible for the implementation of the strategy. 45 (iii) Provide contextual expertise to the government and other stakeholders on best ways or approaches in the implementation of the Strategy. (iv) Provide expertise in national campaigns to raise public awareness, promote national ethics, and implement measures to prevent and combat corruptions in all sectors. (v) Provide expertise to facilitate the preparation of a National Ethics Policy. (vi) Strengthen the implementation of Whistle-blower and Witness Protection Act, 2015. (vii) Collaborate with other national, regional, and international stakeholders in dialogues with regards to exchange of experiences on best ways of implementing the Strategy. (viii) Participate in the undertaking of regular monitoring, evaluation and learning exercises on the implementation of the Strategy.

5.3.3 MDAs Responsible for Regulating NSAs Non State Actors will be required to report to their respective government regulatory and supervisory authorities. The authorities will also coordinate the involvement of the NSA in the implementation of NACSAP IV. Some of the responsibilities of the NSAs which will be coordinated through regulatory and supervisory authorities include: 46 (i) Establishment of ICs or similar organs existing in public sector institutions (ii) Preparation of Action Plan for the implementation of NACSAP IV. (iii) Implementation of the Integrity Pledge. (iv) Ensuring that NSAs comply with anti-bribery management system (ISO 37001). (v) Monitor the implementation progress of NACSAP IV by NSAs.

5.4 Regional and Local Government Levels

5.4.1 Regional Secretariats and Local Government Authorities At the RS level, there shall be two committees: i) Special NACSAP IV Management Committee, and ii) Integrity Committee to oversee RS, District Commissioner’s Office, and Divisional level. The Regional Administrative Secretary (RAS) will be the main implementer of NACSAP IV at the RS and oversee the implementation at LGAs level. The RAS shall be advised by “Special NACSAP IV Management Committee” whose composition will be members of the Management. The Chairperson of the IC will be the co-opted member of the Special NACSAP IV Management Committee. Regional Administrative Secretary (RAS) shall appoint five members to form RS Integrity Committee, amongst them will be Chairperson and Secretary. Among appointed members, one shall come from another institution. The IC Chairperson shall be the co-opted member of the Special NACSAP IV RS 47 Management Committee. The Department responsible for Administration and Human Resources Management shall be a Secretariat of the Committees and there shall be a focal person of the IC in every DCs offices. At the Council level, there will be an IC to oversee the Council’s and Ward’s Offices. The Council Director will appoint Chairperson, Secretary and Members of IC of Council and Wards. With the exception of the ward IC members, one of the members of the Council IC shall be appointed from another public institution. There shall also be a Special NACSAP IV Council’s Management Committee. The Special NACSAP IV Council Management Committee will receive and discuss the implementation reports submitted by Integrity Committee of the respective Council and Wards. At Ward level, there shall be an IC to oversee integrity and anti-corruption measures and shall submit/reports (with inputs from village/mtaa) to the respective IC of the Council. Chair Person, Secretary and Members of the IC at ward level will be appointed from representative institutions at the ward level. Functions of Regional Secretariats (i) Ensure Local Government Authorities prepares and submits quarterly NACSAP IV implementation reports to the Regional Administrative Secretary;` 48 (ii) Ensure mid-year and annual NACSAP IV implementation reports are submitted to the Regional Consultative Committee (RCC); (iii) Ensure existence of functional RS and LGAs Integrity and Special NACSAP IV Management Committees; (iv) Prepare and submit a consolidated quarterly NACSAP IV implementation report of its jurisdiction to the Chief Secretary; (v) Ensure implementation of NACSAP IV is mainstreamed in annual RS and LGAs action plans and budgets; (vi) Develop, approve, and implement regional anti- corruption policy; (vii) Ensure that all employees observe laws, rules, regulations, procedures and professional code of ethics; (viii) Implement measures to combat all forms of corruption, administration malpractices and unethical conducts; (ix) Strengthen transparency and accountability in discharging and implementing RS functions. (x) Enhance and establish a system for receiving and dealing with public complaints and provide feedback in person or virtually. (xi) Ensure RS and LGAs prepare an operational Client Service Charter (CSC) to assist in improving services delivery to the public. (xii) Ensure activities of RS and LGAs are undertaken for the public interest and offer value for money. 49 (xiii) Design programmes to enhance public awareness on desired ethical and moral conduct and the required actions to prevent corrupt practices; (xiv) Design and implement a Strategy for awareness creation on the evils of corruption through IEC; (xv)Mainstream corruption risk assessment findings into RS risk register. Functions of Local Government Authorities (i) Ensure NACSAP IV implementation reports are submitted to the District Consultative Committee (DCC); (ii) Ensure existence of functional LGAs Integrity and Special NACSAP IV Management Committee; (iii) Prepare and submit quarterly NACSAP IV progress report to RAS; (iv) Ensure implementation of NACSAP IV is mainstreamed in annual LGAs action plans and budgets; (v) Develop, approve, and implement council’s anti- corruption policy; (vi) Ensure that all employees observe laws, rules and regulations, procedures and professional ethics code of conduct; (vii) Implement measures to combat all forms of corruption, administration malpractices and unethical conducts; (viii) Strengthen transparency and accountability in discharging and implementing LGA functions; 50 (ix) Enhance and establish a system for receiving and dealing with public complaints and provide feedback in person or virtually; (x) Ensure LGAs prepare an operational CSC to assist in improving services delivery to the public. (xi) Ensure activities of LGAs are undertaken for the public interest and offer value for money. (xii) Design programmes to enhance public awareness on desired ethical and moral conduct and the required actions to prevent corrupt practices; (xiii) Design and implement a Strategy for awareness creation on the evils of corruption through IEC; (xiv) Mainstream corruption risk assessment findings into LGA findings risk register; and (xv)Enforce integrity promotion and anti-corruption initiatives as a permanent agenda in all meetings from village to district level.

5.5 Non-State Actors Non-State Actors include CSOs, private sector organisations, development partners, political parties and the media all being important players in the implementation of NACSAP IV.

5.5.1 The Civil Society Organizations Civil Society Organisations include NGOs, FBOs, Professional Associations, CBOs, and Trade Unions. In implementation of NACSAP IV, the role of CSOs will include: 51 (i) Establish functional organs to oversee good governance and integrity, like the ICs within public institutions; (ii) Collaborate with the Government in the implementation of NACSAP IV; (iii) Prepare and implement action plans in their areas of jurisdiction; (iv) Participate in dialogues and implement deliberations reached with the Government and other stakeholders; (v) Participate in national campaigns to raise awareness and promotion of national ethics and anti-corruption initiatives; (vi) Research on critical issues and provide trainings on matters related to prevention of corruption and promotion of integrity and good governance; (vii) Participate in the preparation of policies on national ethics and anti-corruption initiatives; and (viii) Prepare and submit periodic implementation progress reports to respective government regulatory bodies/institutions.

5.5.2 Private Sector The private sector will have the following roles to perform in the implementation of NACSAP IV: (i) Establish functional organs to oversee good governance and integrity, like the ICs within public institutions. 52 (ii) Share their experiences on how best to promote ethical conduct and prevention of corrupt practices during their interaction. (iii) Mainstream action plans to prevent corruption and promoting ethical conduct in their regular business plans and projects. (iv) Prepare and implement a system that promote and nurture ethical practices in conducting businesses. (v) Ensure that laws, regulations, and procedures for promoting business ethics are observed and adhered to. (vi) Implement articulated international agreements/treaties and guidelines on business ethics. (vii) Strengthen cooperation and partnership between the Public Sector and the Private Sector in the anti- corruption initiatives. (viii) Participate in dialogues and implement deliberations reached with the Government and other stakeholders.

5.5.3 Political Parties Political Parties will be required to report to the Registrar of Political parties on Strategy implementation. They will have the following roles in the implementation of NACSAP IV (i) Political parties shall be required to establish organs to oversee good governance and integrity, like the ICs within public institutions; (ii) Ensure that members and party leadership adhere to political parties and election laws; 53 (iii) Build the capacity of party members and the society at large on how to prevent corruption practices and unethical behaviour; (iv) Ensure transparency and ethical conduct in internal election to promote and strengthen democracy; (v) Strengthen ethical conduct among members of all political parties; (vi) Mainstream anti-corruption measures in parties’ constitutions and election manifestos; and (vii) Participate in developing and Signing of mutual agreement on minimal requirements of a shared CoE among political parties.

5.5.4 The Media The media will have the responsibility to ensure effective implementation of NACSAP IV by doing the following: (i) Media houses shall be required to establish organs to oversee good governance and integrity, like the ICs within public institutions. (ii) Observe professional media ethics and sanction those who violate. (iii) Promote national ethics and values. (iv) Build the capacity of media practitioners on professional code of ethics and Good Governance. (v) Participate in awareness creation campaigns. 54 (vi) Promote investigative journalism as an effective approach to uncover corruption and other fraudulent acts. (vii) Enhance effective communication of anti-corruption initiatives to the public. (viii) Participate in developing IEC strategy for anti-corruption and integrity issues.

5.5.5 Development Partners Development Partners (DPs) are aware of the international requirements on the fight against corruption globally, and the fact that the matter is also enshrined in the International Pronouncement. For that reason, DPs are expected to facilitate the following: (i) Articulate the implementation of NACSAP IV and assist in technical and financial resource mobilization. (ii) Participate in debates involving Government and other stakeholders during implementation of NACSAP IV. (iii) Participate in dialogues with the Government on integrity and anti-corruption initiatives. (iv) Participate in national campaigns to raise awareness and promote embracing of national ethics and anti- corruption initiatives. (v) Participate in the processes for preparing policies on national ethics and anti-corruption initiatives. 55 CHAPTER SIX

6.1 Introduction Corruption practices and related consequences are among the main causes of the multifaceted ethical and socio-economic crisis in Tanzania. Such practices threaten the proper functioning of politics, social cohesion, and national development. The current situation requires collaborative efforts among stakeholders through the implementation of a well- structured, transparent, and integrated national anti- corruption strategy. This guideline is intended to assist various stakeholders in the implementation of NACSAP IV. Table 6.1 presents various tools for the implementation of the strategy. Table 6.1: NACSAP IV Implementation Tools S/No Tools Responsible Stakeholders 1. Action Plan Responsible stakeholders 2. Integrity Committees (IC) Responsible stakeholders 3. NACSAP Management Institutional level Committee 4. National Advisory Chief Secretary Committee 5. National Steering Chief Secretary Committee 6. Monitoring and Evaluation Responsible stakeholders Plan 56 7. Reporting-Using TFN 960 A State Actors 8. Reporting-Using TFN 960 B Law Enforcing Agencies (WOIs) 9. Reporting-Using TFN 960 C Non-State Actors (NSAs)

6.2 Action Plans Public institutions (MDAs, RSs and LGAs) will develop their respective action plans and/or anti-corruption approaches in their own context for implementation of NACSAP IV. The Non-State Actors (NSAs), on the other hand, are required to develop and implement the same in their respective areas of jurisdiction. In so doing, reference should be made to the NACSAP IV, institutional core functions and mandates and provided formats. The action plans by public institutions and NSAs must be endorsed by respective committees. The format for action plan shall consist of overarching strategic objectives outcomes, targets, indicators, interventions, time frame, and responsible actors. The overall NACSAP IV Action Plan template is shown in Table 6.2. The template will guide institutions to develop their respective actions plans as shown in Appendix III. 57 Table 6.2: Action Plan Template Strategic Targets Target Timeframe Lead Objectives Indicators Interventions Actors Outcomes

6.3 Monitoring, Evaluation and Learning Plan The monitoring plan will consist of indicators, indicator description, baseline values, indicator targets values, data collection and methods of analysis, indicator reporting frequencies and responsible persons for data collection, analysis, and reporting. This plan will comprise indicators which will be tracked on quarterly and reported on annual basis. Table 6.3 is a general monitoring plan or format while Annex II present the specific monitoring plan with required information, proposed data sources and responsible institutions for collecting such data. Table 6.3: General Monitoring Plan and Template Indicator Baseline Data Collection and Methods of Responsibil- Frequen- and its Analysis ity for Data cy of Re- description Data Value Y1 Data Data Fre- Means Collection porting Sources Collection quency of Instru- of Data Veri- ment and Collec- ficatio Methods tion n 58 The evaluation plan will consist of the evaluation studies to be conducted during the implementation of NACSAP IV including the description of each study, evaluation questions, methodology, timeframe, and the responsible institutions. In measuring the implementation performance of NACSAP IV, the proposed set of indicators will be sourced from existing good governance and anti-corruption studies. A combination of perception-based and quantitative indicators will be used for comparative purposes to facilitate objective interpretations of the findings. For the perception-based indicators, the main sources of data will be three surveys namely General Public Impact Survey (GPIS), Public Complaints Tracking System (PCTS) and NACSAP IV Outcomes Survey (OS) including Citizens’ and Business and Political Parties’ Surveys. Surveys will have a frequency of five years. Evaluation studies will provide objective evidence of whether the interventions and targets achieved have led to the achievement of the outcomes as envisioned in the strategy. The evaluation plan matrix is as presented in Table 6.4. Table 6.4: Evaluation Plan Template S/No. Evaluation Description Evaluation Study Methodology Timeframe Responsible Study Questions Institutions 59

6.4 Report Submission to POSH There is a reporting plan which involves preparations of various reports by NACSAP IV implementers on quarterly, annually or on demand basis as may be required from time to time. The reports shall be submitted to CS –POSH and feedback be provided. 60 CHAPTER SEVEN NACSAP IV COMMUNICATION PLAN

7.1 Introduction Among the lesson learnt and drawn from the experiences of implementing NACSAP III was to improve aspects of communication among implementers of the strategy and between the implementers and the public. Consequently, NACSAP IV will have effective communication strategy to be jointly owned by all key stakeholders under the leadership of WOIs and coordination of GGRD.

7.2 Key Elements of the Communication Strategy The NACSAP IV communication strategy will be used as a key instrument for ensuring all stakeholders are kept informed. The first and most essential element is agreeing on the overall or main goal of the communication strategy, identifying all the key stakeholders and arranging them in groups of stakeholders with common interests;. creating contents of compelling messages to be communicated to the identified audience of stakeholders; picking the right communication platforms; and Establishing feedback mechanism. 61

7.3 Main and Specific Objectives of the Communication Strategy

7.3.1 Main Objective The main objective of the communication strategy is to raise awareness aimed at changing Tanzanian’s behaviour by embracing the goals of the NACSAP IV that intended ultimate impact is to build an ethical and morally upright society with people and institutions committed to promoting good governance and abhorring corruption.

7.3.2 Specific Objectives (i) Raise awareness on the main components of the Strategy (NACSAP IV) and the responsible institutions. (ii) Code of ethical conduct disseminated among stakeholders. (iii) Morally upright and ethical society built through public education on their role at family and school levels. (iv) Share with the public evidence-based achievements made in the implementation of NACSAP IV by WOIs and other stakeholders. (v) Publicise outcomes from rewards and sanctions system implemented by different establishments. (vi) Share with the public deliberations and resolutions made in different national, regional, and international forums on good governance, ethics, and fight against corruption. 62

7.4 Main Players in the Communication Strategy

7.4.1 Main Initiators and Drivers of the Communication Strategy The GGRD will coordinate state and non-state actor’s information sharing. Each of the stakeholders will be obliged to prepare periodic routine reports and special reports as required in the MEL strategy. Each participating institution shall be obliged to ensure that the public is aware of the NACSAP IV and conduct shared and own specific messages intended to change mindset of Tanzanians to abhor corruption and cultivate desirable moral and ethical behaviour.

7.4.2 Target Audience of the Communication Strategy Each of the designed communication message will have its primary and secondary audience, depending on the contents. For example, the primary audience for messages meant to encourage improved service delivery by health services in hospitals and dispensaries will be staff working in those facilities. On the other hand, Chief Executive Officers of Public and NSAs institutions will be the primary audience for messages condemning the culture of offering bribes or kick- backs to influence the procuring/tendering processes conducted by public institutions. In the political arena, messages to discourage corrupt practices during elections may be designed to target both the aspiring candidates and the voters as primary audience, while PCCB and election supervising officers will be secondary audience. 63

7.5 Communication Approaches and Platforms For the purpose of this communication strategy, the following appraoches and platforms or vehicles to convey the messages are proposed: (i) The use of popular version (in Swahili and English) of NACSAP IV for the targeted audiences. (ii) Prepare special curricula or packaged messages for (a) moulding the behavour of children from very early ages at homes, schools and colleges, and religious centres offering childhood religeous training (b) changing and moderating adults’ behaviour to abhour corruption and cherish ethical behavour through special sessions at workplace (as part of induction trainings and regular seminars), adult worship sermons (c) in public transport (buses, trains, ferries/ships, seaports, airports and train/bus stops/stations). (iii) Adopting a common annual calendar for conducting promotional “Good Governance and Anti-Corruption” events at district, regional, and national levels with the purpose of creating awareness of the campaign to promote good governance, ethical behaviour and abhor corruption. (iv) Enhance the visibility of Tanzanians awarded for being champions in the fight against corruption and in promoting good governance and ethical behavour. 64 (v) Encourage Tanzanians to expose behaviour that promote corruption and undermine good governace and ethical behavour. (vi) Creating awareness among Tanzanians on Whistle- blowers Protection Act. (vii) The public to cherish the good work of journalists to expose corruption and systems that undermine good governance and ethical behaviour. (viii) Adopting a common slogan which is written as a signature to all official email addresses of lead ministry staff. (ix) Conduct regular press briefings to share information on emerging corruption dynamics. Platforms for coveying messages may include Quarterly and Annual Reports; Institutional Websites and a Dedicated Website on Good Governance, Ethics and Anticorruption Campaigns; the use of advertisements in different formats such as television, radio, newspapers, social media, billboards, portals to share corruption and good governance information, social media and social marketing; theatre arts: music, drama, movies; promotional events at district, regional, and national levels with the purpose of creating awareness to promote good governance, ethical behaviour and abhor corruption; special convened workshops and seminars dedicated to matters of Good Governance, Ethics and the fight against corruption. Some of them are further elaborate below: 65 (i) Print media: These are newspapers, newsletters, brochures, flyers, and posters. These are used to disseminate messages for the target audiences who can read and write. Print media may also include pictorial presentations for target audiences that cannot read but can follow a story in pictures and diagrams. (ii) Radio, Television and Mobile Telephone: They have the capacity to reach large audiences at once. They have the power to disseminate news stories, documentaries and talk shows to people who cannot read and write. The focus is the community who are the producers, and policy makers who provide policy direction to communities. (iii) Social media: These are new forms of media channels. They can be used to create and facilitate activities of social communities, social publishing, social entertainment, and social commerce. There are several platforms such as facebook, twitter, YouTube, blogs, LinkedIn, Flickr, websites, web portals, e-mail alerts, e-newsletters, intranet, mobile short message/messaging services, and Multimedia. (iv) Media events: These include press conferences, media advertising and press releases used to brief journalists on information that the audiences need to know and act. 66 (v) Public events: These include meetings, workshops, seminars, and tele/video conferences, shows, and national and international trade fairs. They can be used for sharing information with specific group of audience. (vi) Theatre Arts: Include special messages delivered in popular songs, drama, and movies.

7.6 Communication Plan The Communication Plan (CP), as presented in Table 7.1, will consist of identified information to be shared, sources of such information, target audience of the information package, timing of dissemination, and main vehicle for dissemination. 67 Table 7.1: Communication Plan Package of Main Routine of Intended Audience Lead Information Contents Dispatch Primary Secondary Institutions Strategy and Status in Quarterly. Internal Public when POSH and Workplan attaining governance/ published WOIs. Progress work plan reporting Reports. targets. system. Special surveys Public Every 5 Public The public at WOIs (e.g., on state of perceptions years. Institutions large. PCCB). corruption. on state of governance and corruption in the public sector. Public Every 5 Private sector The public at TPSF, NGO perceptions years. large. Umbrella on state of Registrar of Organizations. governance NGOs- and Ministry of corruption in Community the private Development sector and Gender CSOs. Women and Special Groups (MCDGWSG); Registrar of Societies- Ministry of Home Affairs (MoHA) Special Simple Routinely Family Units, Parents, Ministries Curriculum for character- used from Day-care secular responsible for Ethical building age 4 until centres/Nursery education Basic Character messages to age 18. classes, Pre- religious Education and Moulding of cherish primary classes, education Culture. Young morally primary and teachers, Tanzanians. upright acts secondary media house Ministry in daily life school classes; managers. responsible for such as merits faith-based children- of telling the centres. (MCDGWSG) truth, consequences Ministry of evils such responsible for as stealing, youths- Prime lying, being Minister’s fair to others, Office (labor helping Youth others, etc. Employment and Persons with Disabilities). Special Mandatory Routinely All State Actors Non State WOIs under Programmes training of all undertaken and private Actors the POSH. 68 Package of Main Routine of Intended Audience Lead Information Contents Dispatch Primary Secondary Institutions for Leadership leaders on starting from sector Mentoring and good the day of companies. Coaching on governance appointment Ethical Code of principles, to positions Conduct ECoC and of leadership (ECoC). avoiding of conflict of interest Special Popular form Throughout Public at large Public at large WOIs under Programmes of messages the POSH for Influencing for raising Public awareness Character to and Abhor educating the Corruption public on the and Promote desired Moral and ethical Ethical behaviour, Behaviour. good governance principles and fight against corruption Special Basic Continuous Leaders of Registrar of POSH, ES and Programme for requirements process, but Political Parties. Political Registrar of Ethical and to be adopted stricter Parties and Political Moral Conduct in each of the during the ES. parties in Grooming political internal and Selecting parties to election Political include in process Leaders. their within the constitutions parties and and in contesting regulations to with other ensure that parties they groom and promote leaders who subscribe to principles of leadership ECoC, good governance and abhor corruption. Special Sharp and All the time The Public in The public at WOIs under Messages on appealing and in all specific sector large. the POSH. Anticorruption messages places. related to the and Good urging crafted Governance for different messages. use in segments of Billboards, the society 69 Package of Main Routine of Intended Audience Lead Information Contents Dispatch Primary Secondary Institutions Wall Posters, and in Fliers, TV different screens, mobile sector or phones, and walks of life, national or on the community importance of transistor radio ethical sets. behavior and shunning corrupt practices. . 70

Annex I: Strength Opportunities Weaknesses and Threats Analysis STRENGTHS WEAKNESSES OPPORTUNITIES THREATS a. The emphasis of a. Low participation of a. Availability of a. Perception that NACSAP has been non-state actors National corruption is on the zero-tolerance b. Low level of Client Governance and only be fought by policy against Service Charter. Corruption Survey WOIs. corruption. c. Low level of and NACSAPs. b. Slow b. Commitment to institutionalization of b. Information on new implementation promoting effective Strategic Plans with anti- corruption patterns of NACSAPs. governance. corruption component. and dynamics. c. Budgetary c. Pledge to evolve a d. Lack of in-depth c. Widening and constraints facing pro-active and pro- analysis of sectors prone to strengthening implementers. business corruption. participation of all d. Low capacity to government. e. Inadequate budget stakeholders. deliver public d. New and d.Pledge to promote to finance anti-corruption services. emerging areas of good corporate and integrity promotional e. Political corruption. governance. interventions. interference. e. Elaborate MEL e. Presence of WOIs. f. Capacity and f. Political framework. f. Presence of training institutionalization f. Development of leadership that awareness weakness in integrity Information, emerges from programmes. committees. Education and corrupt election g. Identification of g. Corruption during communication process. sectors prone to political elections. strategy. g. Existence of corruption. h. Attitude and mind- g. Consolidation of poverty as one of h. Presence of the legal set change towards collaborative efforts the key drivers of and regulatory corruption. among key corruption. framework. i. Weak monitoring, stakeholders h. Long process i. Increasing evaluation, and reporting. h. Growing availability taken in digitalization in j. Weak systems of of ICTs. reviewing public service integrity in State and NSAs i. Advocating proper legislations. delivery. institutions. implementation of j. Growing k. Low capacity of the NACSAP IV at institutional Watchdog and Oversight all levels. framework (e.g., Institutions in detection, j. Capacity building establishment of prevention, deterrence, and towards Integrity asset-tracing and recovery. k. Economic Committees) for l. Minimal awareness empowerment fighting corruption. of Non-State Actors on opportunities, l. Review and corruption and integrity enforcement of issues. Legislations relating m. Weak to anti-corruption. communication plan to facilitate implementation of m. Deploying the strategy. new emerging n. Limited joint technology to fight ownership by all key corruption e.g., stakeholders. India- “I paid a o. Low level of bribe” App and enforcement of existing World Bank App. legislations. Known as “Integrity App.” 71

Annex II: NACSAP IV Monitoring, Evaluation and Learning Plan Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 STRATEGIC OBJECTIVE 1: SOCIETY EMPOWERED TO PARTICIPATE IN ANTI-CORRUPTION INITIATIVES AND PROMOTING INTEGRITY 1.1. OUTCOME INDICATORS 1. Proport The proportion of 41% N/A N/A 40% N/A 39% N/A 38% General Surveys Mid and End POSH-GGRD, ion of citizens citizens who have Public Impact Documentary Term Period PCCB, Research subjected to experienced or been Survey. Reviews Evaluations. Institutions corrupt subjected to corrupt NACSAP IV transactions/ transactions or Outcome experiences. practices in their Surveys; interactions with State NGACS and NSAs officials or Reports; institutions. THDR 2. Citizen The proportion of 71.4%3 N/A N/A 72% N/A 73% N/A 74% NGACS Surveys Annually PCCB, POSH- s’ perception on citizens who rate the report; Documentary GGRD, ES, PO– quality-of-service quality of services reviews PSMGG-DoEM, delivery. provided by public PO-RALG, institutions as Research excellent, very good, Institutions. good, or poor, based on their personal experiences or perceptions. 1.2 OUTPUT INDICATORS 1. Numbe The number of 38 1,000 1,200 1,400 1,600 1,800 2,000 2,200 PCCB Annual Review of Quarterly POSH-GGRD, r of awareness programmes or Reports/Publ Institutional PCCB. sessions on ethics campaigns ic Service records. and integrity. implemented by State Commission/ Actors and Non State ES/PO-PSM. Actors to raise awareness among citizens on ethics and integrity issues. 2. Numbe The total number of 8,499 10,000 9,000 8,000 7,000 6,000 5,000 4,000 Public Review of Quarterly POSH-GGRD, 3 Median. 72 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 r of complaints complaints filed by Complaints Institutional PO–PSMGG- registered on citizens or users of Tracking records. DoEM, BRELA, services public services System ES, Research delivered. regarding the quality, (PCTS); Institutions accessibility, or Institutions. responsiveness of the PCCB Annual services received. Reports/Publ ic Service Commission/ ES/PO- PSM/e- Mrejesho. 3. Numbe The number and 511 600 700 800 900 1,000 1,000 1,000 Review of Quarterly POSH-GGRD, r of Media fora on types of media PCCB Annual Institutional PO–PSMGG- ethics and forums or platforms Reports/Publ records. DoEM, ES, MCT. integrity. that are dedicated to ic Service promoting ethics and Commission/ integrity issues to the ES/PO- public, such as talk PSM/GCU. shows, debates, documentaries, or interviews. 4. Numbe The number and 100 150 200 250 300 350 400 450 Institutions. Review of Quarterly POSH-GGRD, r of IEC material types of IEC materials Institutional PO–PSMGG- developed and produced and records DoEM, ES. disseminated. disseminated on corruption and integrity issues, such as brochures, posters, leaflets, flyers, banners, billboards, videos, or public service announcements. 5. Numbe Number of corruption 48 46 44 42 40 38 36 34 PCCB/NPS/ Review of Quarterly r of corruption cases that have been Institutional cases reported. reported to relevant records. authorities or anti- 73 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 corruption agencies within a specific timeframe. 6. Numbe Total number of 57 60 60 60 60 60 60 60 Judiciary/NP Review of Quarterly POSH, Judiciary, r of corruption corruption cases that S& PCCB Institutional NPS cases resolved. have been resolved or records. concluded within the specified timeframe. 7. Numbe Number of 586 600 590 580 570 560 550 540 PSC/ES, Review of Quarterly POSH, PSC, ES, r of administration POPSM, Institutional CMA administration malpractices and CMA records. malpractices and unethical actions that unethical actions have been reported reported. within a specific timeframe. STRATEGIC OBJECTIVE 2: ACCOUNTABILITY AND TRANSPARENCY ENHANCED IN STATE AND NSAs’ INSTITUTIONS 2.1 OUTCOME INDICATORS 1. Citizen The level of 71.4 N/A N/A 72% N/A 73% N/A 74% General Surveys Annually POSH-GGRD, s’ perception on satisfaction of citizens Citizens’ Documentary PCCB, ES, PO– quality-of-service with the quality of Survey reviews PSMGG-DoEM, delivery public services they PO-RALG, have received with Research regard to access, Institutions. timeliness, and quality. 2. Externa The extent to which Propor MDAs MDAs MDAs MDAs MD MDAs MDAs CAG Reports Documentary Annually POSH, MDAs, l audit opinion the organizations tion of (94%); (95%); (95%); (95%); As (95%); (95%); reviews LGAs comply with the institut LGAs LGAs LGAs ( LGAs ( (95% LGAs LGAs ( relevant laws, ions ( ( 96%). 96%). ); ( 96%). regulations, and with 95.6%) 96%). Public Public LGA 96%). Public standards in its an . Public enterp enterpri s( Public enterpris financial reporting unqual Public enterp rises ses 96%) enterp es (97%) and internal controls, ified enterp rises (97%) (97%) . rises as assessed by the audit rises (97%) Publ (97%) external auditor. certific (96.6% ic ate: ) enter MDAs prise (94%); s 74 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 LGAs ( (97% 95.6%). ) Public enterpr ises (96.6%) 3. ProportThe extent to which N/A N/A N/A 60% N/A N/A N/A 80% NGACS Survey Annually POSH-GGRD, ions of institutions have PO-RALG, institutions with implemented and Institutions. effective Client effectively adhered to Service Charter a Client Service (CSC). Charter (CSC) that outlines their commitments, standards, and procedures for providing quality services to clients. 2.2 OUTPUT INDICATORS 1. Numbe Number of a. 205 205 205 205 205 205 205 CAG Reports. Documentary Annually POSH-GGRD, r of State and institutions which Public reviews PCCB, NAOT. Non-State Actors comply with the Institut (NSAs) receiving relevant laws, ions unqualified audit regulations, and reports standards in its 204 financial reporting and internal controls, as assessed by the external auditor. b. 2020 2030 2040 2060 2080 2100 2200 Regulatory Documentary Annually Non- Authorities. reviews State Actors 2019 2. Numbe The number of 8,499 10,000 9,000 8,000 7,000 6,000 5,000 4,000 Public Review of Quarterly POSH-GGRD, r of complaints complaints received Complaints Institutional PCCB, PO– registered on by the organizations Tracking records. PSMGG-DoEM, 75 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 provided through its System PO-RALG. services. complaints handling (PCTS); mechanisms from its Institutions. clients or customers PCCB Annual regarding the quality, Reports/Publ timeliness, or ic Service accuracy of the Commission/ services provided. ES/PO- PSM/e- mrejesho. 3. Numbe The types of tools 1,000 1,100 1,100 1,1150 1,150 1,150 1,150 1,150 Institutions Institutions’ Quarterly POSH-GGRD, e- r of State and used by the e-GA System Audit. GA, PO-RALG. NSAs with institutions for Review of e-GA effective tools for information sharing, reports. information such as websites, sharing. social media platforms, mobile applications, newsletters, or public consultations. 4. Numbe Number of Public 400 450 590 590 590 590 590 Public Quarterly POSH-GGRD, r of State and institutions which 233 Institutions, Documentary PO-RALG. NSAs institutions have complied with GGRD reviews submitting the requirement for implementation submitting NACSAP NSAs 2020 2030 2040 2060 2080 2100 2200 GGRD, Documentary reports. IV implementation Registering reviews reports to CS 2019 Authorities 5. Numbe Number of State and State 590 590 590 590 590 590 590 Institutions, GGRD Quarterly POSH-GGRD, r of State and NSAs that have 590 GGRD MDAs, RSs, NSAs with established Special LGAs, NSAs. Special and Integrity 76 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 Management and committees NSAs 2020 2030 2040 2060 2080 2100 2200 Integrity specifically dedicated committees. to ensuring N/A management and operational integrity within the organization STRATEGIC OBJECTIVE 3: WATCHDOG AND OVERSIGHT INSTITUTIONS STRENGTHENED IN UPHOLDING INTEGRITY AND UNDERTAKING ANTI-CORRUPTION INITIATIVES 3.1 OUTCOME INDICATORS 1. Corrup The extent to which 38 41 42 43 44 45 46 47 Transparenc Surveys. Annually POSH-GGRD, tion levels. corruption is y Documentary PCCB. perceived to exist in International reviews. MINISTRY in the country as Annual RESPONSIBLE measured through Reports. FOR various indexes and General PLANNING surveys, such as the Citizen’s AND Corruption Surveys. INVESTMENT Perceptions Index Business (CPI). Environmen t Surveys. 2. Level The analysis of level 75.9% N/A N/A N/A N/A 80 80 80 Survey Documentary Three years POSH, PO-PSM. of integrity in of integrity in GGRD reviews, survey interval public services. Tanzania public service. 3. Proport Monetary value 81% 82% 83% 84% 85% 86% 87% 87% PCCB, MOF, Public expenditure Annually POSH-GGRD, ion of Resources deterred as compared PO-RALG, tracking MDAs, RSs, saved from to resources saved NAOT LGAs, NAOT, improved WOIs’ from WOIs Research performance. operations. Institutions. 4. Value Total value of assets TZS TZS TZS TZS TZS 0.7 TZS TZS TZS 0.5 PCCB, Institutional Annually POSH-GGRD, of assets and and resources that 1.39 1.0 bn 0.9 bn 0.8 bn bn 0.6 0.5 bn bn NPS,JUDICI Documentary MDAs, RSs, resources have been recovered billion bn ARY review LGAs, NAOT, recovered. or confiscated because Research of efforts to combat Institutions illegal or corrupt activities within a given period. 77 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 3.2 OUTPUT INDICATORS 1. Numbe Total number of cases 48 46 44 42 40 38 36 34 PCCB,POSH Documentary Quarterly POSH-GGRD, r of corruption involving corruption -GGRD reviews. PCCB, Judiciary. cases. that have been reported, within a given period. 2. Numbe Total number of cases 48 46 44 42 40 38 36 34 PCCB,NPS Documentary Quarterly POSH-GGRD, r of corruption involving corruption reviews. PCCB, Judiciary. cases. that have been investigated, within a given period. 3. Numbe Total number of cases 48 46 44 42 40 38 36 34 PCCB,NPS,J Documentary Quarterly POSH-GGRD, r of corruption involving corruption udiciary reviews. PCCB, Judiciary. cases. that have been prosecuted within a given period. 4. Numbe Total number of cases 586 600 590 580 570 560 550 540 PSC,GGRD, Documentary Quarterly POSH-GGRD, r of ethical from both State and reports reviews. ES, MDAs, RSs, misconduct cases. NSAs’ sectors LGAs, PCCB, involving unethical Judiciary/DPP. behavior that have been reported within a given period. 5. Numbe Total number of cases 586 600 590 580 570 560 550 540 PSC,GGRD, Documentary Quarterly POSH-GGRD, r of ethical from both State and reports reviews. ES, MDAs, RSs, misconduct cases. NSAs’ sectors LGAs, PCCB, involving unethical Judiciary/DPP. behavior that have been investigated within a given period. 6. Numbe Total number of cases 586 600 590 580 570 560 550 540 PSC,GGRD, Documentary Quarterly POSH-GGRD, r of ethical from both State and reports reviews. ES, MDAs, RSs, misconduct cases. NSAs’ sectors LGAs, PCCB, involving unethical Judiciary/DPP. behavior that have been addressed within a given period. 78 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 7. Numbe Total number of N/A 20 20 20 20 20 20 20 e-GA, PSC, Documentary Quarterly POSH-GGRD, r of integrity systems or processes ES. PCCB, reviews. PCCB. building systems for services delivery CAG inspected. that have been inspected within a given period to ensure compliance with anti-corruption and integrity promotion regulations, standards, or best practices. 8. Numbe Total number of laws, 7 6 5 5 5 5 5 5 OAG’s Documentary Quarterly POSH-GGRD, r of legislations regulations, or Chamber reviews. AG, PCCB, reviewed. policies that have records, PARLIAMENT, been reviewed within reports. a given period to Parliament effectively address records, corruption and reports. promote integrity. 9. Numbe Number of employees 761 770 772 775 778 780 790 795 WOIs Documentary Quarterly POSH-GGRD, r of WOIs staff within WOIs who training reviews. WOIs. trained. have received training records, on relevant topics reports, related to their records. oversight functions. STRATEGIC OBEJECTIVE 4: ICT-BASED SYSTEMS ENHANCED IN STATE AND NON-STATE ACTORS SERVICE DELIVERY 4.1 OUTCOME INDICATORS 1. Proport The proportion of Public: 62% 65% 68% 70% 72% 74% 76% e-GA System Audit Annually POSH-GGRD ions of institutions that have 60% Reports Regulatory institutions embraced ICT to Authority adopted the use enhance the NSAs Regulatory Documentary Annually POSH-GGRD of ICT in service efficiency, Authority reviews. Regulatory delivery. effectiveness, and N/A Authority accessibility of their 79 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 services to the public. 2. Level Data integration 60% 62% 65% 68% 70% 72% 74% 76% e-GA/NIDA System Audit Annually POSH-GGRD of data involves accessibility Reports Regulatory integration within of information within Authority an institution. an institution. 4.2 OUTPUT INDICATORS 1. Numbe Number of digital N/A 590 592 594 596 597 599 600 Regulatory Institutions’ Quarterly POSH-GGRD, e- r of service tools, software, and Authority, System Audit. GA, PO-RALG. delivery ICT platforms that are CAG Review of e-GA application designed to support reports systems various functions and developed. processes within an organization. 2. Numbe The total number of N/A 590 592 594 596 597 599 600 e-GA, Institutions’ Annually POSH-GGRD, e- r of institutions State and NSAs’ Regulatory System Audit. GA, PO-RALG, with automated institutions that have Institutions. Review of e-GA Regulatory services. implemented digital reports. Institutions tools and platforms such as online portals, chatbots, mobile applications, and other digital platforms to enable clients to interact with an organization in a more streamlined and efficient way. 3. Numbe Total number of 1,000 1,100 1,100 1,1150 1,150 1,150 1,150 1,150 Regulatory Institutions’ Quarterly POSH-GGRD, e- r of information digital platforms or Institutions System Audit. GA, PO-RALG. sharing tools such as Web- Review of e-GA platforms. based collaboration reports/records. tools, and other digital platforms that enable individuals or organizations to share information and 80 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 resources with one another. 4. Numbe ICT integration N/A 10 10 10 10 10 10 10 Institutions. Institutions’ Quarterly POSH-GGRD, e- r of service involves the e-GA, System Audit. GA, PO-RALG. delivery ICT synchronization of Regulatory Review of e-GA systems fully different ICT systems, Authorities reports/records. integrated. for seamless data sharing and communication between systems. 5. Numbe Number of public N/A 150 150 150 150 150 PPRA, Procurement Quarterly. POSH-GGRD, r of public institutions that have GPSA, System Audit PPRA institutions implemented and Institutions NeST, mapping. adopted the use actively use electronic of e-procurement management (NeST) system. and automation of the entire procurement cycle, including requisitioning, sourcing, bidding, contracting, and payment processes. STRATEGIC OBJECTIVE 5: NON-STATE ACTORS ARE ACTIVELY ENGAGED IN PROMOTING INTEGRITY AND SUPPORTING ANTI-CORRUPTION INITIATIVES. 5.1 OUTCOME INDICATORS 1. Level The degree to which 75.9% N/A N/A N/A N/A 80 80 80 Integrity Surveys. Interval of POSH-GGRD, of integrity individuals or Survey Documentary three years PCCB, Research organizations within Report for reviews. institutions. a particular context or public sector adhere to institutions. ethical principles and General values, such as Citizen’s honesty, fairness, and Surveys. accountability. Political Parties Surveys. 81 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 2. Level The extent to which 38 41 42 43 44 45 46 47 Transparenc Surveys. Annually POSH-GGRD, of corruption corruption is y Documentary PCCB. perceived to exist in International reviews. the country as Annual measured through Reports. various indexes and General surveys, such as the Citizen’s Corruption Surveys, Perceptions Index Business (CPI). Environmen t Survey, 3. Level The extent to which 71.4%4 N/A N/A 72% N/A 73% N/A 74% NGACS Surveys. Annually POSH-GGRD, of customer citizens are satisfied report, Documentary PCCB, ES, PO– satisfaction with public services Integrity reviews. PSMGG-DoEM, provided by State Survey e-Mrejesho PO-RALG, and NSAs sectors. Report for Research public Institutions. institutions, General Citizen’s Surveys, e- Mrejesho 5.2 OUTPUT INDICATORS 1. Numbe Number of programs 2019 2020 2030 2040 2060 2080 2100 2200 Regulatory Documentary Annually POSH-GGRD, r of engagement or initiatives such as Authorities. reviews Public programmes with consultations, institutions; NSAs. dialogues, NSAs, partnerships, and Regulatory joint initiatives that Authorities involve collaboration or interaction between government institutions and Non- State Actors (NSAs) 4 Median. 82 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 within a specific sector or context. 2. Numbe Total number of 8,499 10,000 9,000 8,000 7,000 6,000 5,000 4,000 Regulatory Review of Quarterly POSH-GGRD, r of complaints complaints received Authority, institutional PO–PSMGG-PO- on dissatisfaction by an organization or POSH- records. RALG, on provided institution from its GGRD, e- Regulatory services. customers or clients Mrejesho Authorities expressing dissatisfaction with the services provided. 3. Numbe Total number of 586 600 590 580 570 560 550 540 GGRD Review of Quarterly POSH-GGRD, r of complaints complaints received reports, institutional PO–PSMGG- on unethical by an organization Regulatory records DoEM,, issues. from its employees Authorities Regulatory that violate ethical Authorities, standards or codes of Research conduct. Institutions, FCC 4. Numbe Total number of N/A 5 5 5 10 15 10 5 POSH- Documentary Quarterly POSH-GGRD, r of awareness awareness-raising GGRD, reviews. Regulatory programmes programs or activities Regulatory Authorities . conducted by organized and Authorities NSAs. conducted by NSAs to promote ethical behavior and anti- corruption values within a community or society. 5. Num Total number of N/A 4 4 4 4 4 4 4 State and Documentary Quarterly POSH-GGRD, ber of roundtable NSAs reviews. Regulatory discussions, records/rep Authorities engagements workshops, orts. conducted conferences, or public with NSAs. consultations held between government institutions, civil society organizations, private sector actors, 83 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 and other stakeholders on issues related to ethics, integrity, and anti- corruption efforts. STRATEGIC OBJECTIVE 6: CORRUPTION-FREE POLITICAL ELECTORAL PROCESS MANAGEMENT STRENGTHENED. 6.1 OUTCOME INDICATORS 1. Percent Proportion of election 0.4% N/A N/A 0.4% N/A N/A N/A 0.2% NEC Documentary After every 5 POSH-GGRD, age of political petitions filed by election Review years NEC, PCCB. election petitions. candidates or voters petitions challenging the reports, outcome of an Judiciary, election on the grounds of irregularities, fraud, or other violations of electoral laws. 2. Percent The proportion of 50.7% N/A 70% N/A N/A N/A N/A 90% NEC Documentary After every 5 POSH-GGRD, age of Voters eligible voters who General Review years NEC. turn-out. cast their ballots in an Election election calculated as Reports, the ratio of the number of voters who participated in an election to the total number of eligible voters. 3. Percent A proportion of 1.7% N/A 1.6% N/A N/A N/A N/A 1.5% NEC Monitoring and After every POSH-GGRD, age of spoiltballots that are General analysis of election 5years NEC, votes. deemed invalid or Election results and voter spoiled during an Reports registration election hence records. rejected by electoral officials. 6.2. OUTPUT INDICATORS 1. Number of Total number of 3,956 N/A 4,000 N/A N/A N/A N/A 4,000 National Documentay After every 5 POSH-GGRD, voters’ campaigns or initiatives Electoral reviews. years NEC. 84 Frequency of Tools for Data Responsible for Indicator Targets Data Source Data Baseli Collection data collection INDICATOR Indicator Definition Collection ne Y1 Y2 Y3 Y4 Y5 Y6 Y7 awareness conducted by State and Commission campaigns NSAs to increase public (NEC), State . awareness and and NSAs understanding of the electoral process, including voter registration, voting procedures, and electoral laws and regulations. 2. Number Total number of 245 300 600 N/A N/A N/A N/A 800 National Documentary After every 5 POSH-GGRD, of civic educational programs Electoral reviews. years NEC educatio or initiatives by State Commission n and NSAs aimed at (NEC), State program promoting civic and NSAs, mes. education and democratic values among citizens. 3. Eligibl The total number of 1,000 1,000 1,000 N/A N/A 1,000 1,000 National Documentary After every 5 POSH, NEC e voters’ educational programs Electoral reviews. years education or initiatives by State N/A Commission programmes. and NSAs aimed at (NEC), State educating eligible voters and NSAs, on the voting process, electoral procedures, and voter rights and responsibilities. 85 TFN 906 A

Annex III: REPORTING FORM FOR ALL STATE ACTORS. THE UNITED REPUBLIC OF TANZANIA PRESIDENT’S OFFICE STATE HOUSE NACSAP IV QUARTELY PERFORMANCE REPORTING FORM INSTRUCTIONS/HINTS:  Name of Institution, Sector, respective quarter, region and district shall be in capital letters.  Apply a tick symbol (√) where the answer is “yes or no”.  Use digits where the provided information involves numbers (1,2,3…).  Quarterly performance reporting form shall be signed by Chief Executive Officer or the Acting Officer of the respective Authority.  The relevant information shall be filled in boxes provided in respective sections. 86 NAME OF INSTITUTION ………………………… SECTOR…………………………………………..... DATE/MONTH/YEAR…………............................. QUARTER................................................................. REGION: ..................................................................DISTRICT: ............................................................... Annual Actual A. SOCIETY EMPOWERED TO PARTICIPATE IN ANTI-CORRUPTION INITIATIVES AND PROMOTING INTEGRITY target Q1 Q2 Q3 Q4 1. Number of awareness sessions conducted on anti-corruption initiatives and integrity promotion:: Sources of financial resources used:[own/external].................................... 2. Number of fora on intergrity and anti-corruption conducted by types of media channels: Radio TV Public Social media Seminars Others Total meetings and workshops 3. Number of IEC materials developed and disseminated by types of media channels: Radio TV Public Social Seminars Others Total meetings media and workshops 4. Number of corruption and administrative malpractice cases reported (by sectors): ............................................... 5. Number of corruption and administrative malpractice cases resolved (sectors): ................................................. 87 Others: i)................................................................... ii)................................................................... iii).................................................................. 6. Administrative measures taken against errant staff for corruption or unethical behaviour during the reference quarter: Number of staff issued with Number of staff with Number of staff Number of staff referred to Police or PCCB reprimand/warning letters pending investigation dismissed or for investigation/prosecution retired in the public interest B. ACCOUNTABILTY AND TRANSPARENCY ENHANCED IN STATE AND NON-STATE ACTORS 1. Number of complaints registered on services delivered related to integrity and corruption: 1.1 Complaints from within the institution............................... 1.2 Complaints from within the instution resolved.................. 1.3 Carried foward complaints (from within the institution) from the previous quarter resolved......... 1.4 Complaints from outside the institution. (e.g. Citizens,CSOs, Media, Private Sector, Parliament) ............. 1.5 Complaints from ouside the instiution resolved............................ 1.6 Carried foward complaints (from outside the institution) from the previous quater resolved......... 1.7 Nature of complaints registered (As reported in 1.1 -1.6 above) Source of Complaints Individual/Institution Types of complaints Complaints from within the institution Directed to individuals Directed to the institution Complaints from outside the institution Directed to individuals Directed to the institution Key: 88 Types of complaints may include:Unnecessary delay of service; non-delivery of service; poor customer care; rent-seeking; misuse of public resources; abuse of office; unethical behaviour; 2. Existence of Special NACSAP IV Management Commitee and Integrity Commitee within the Institution Yes No C. WATCHDOG AND OVERSIGHT INSTITUTIONS STRENTHENED IN UPHOLDING INTEGRITY AND UNDERTAKING ANTI-CORRUPTION INITIATIVES Number 1. Number of integrity building systems inspected. 2. Number of training provided by WOIs to NACSAP IV implementing institutions. 3. Number of legislations reviewed. 4. Number of WOIs staff trained (and areas of training). Area 1: Number: Area 2: Number: Area 3: Number: Area 4: Number: Key: Areas = types of training received (e.g. investigation, corruption risk asessment, etc). D. ICT-BASED SYSTEMS ENHANCED IN STATE AND NON-STATE ACTORS’ SERVICE DELIVERY 1. Number of Service Delivery ICT application systems developed and operationalized: S/N Name of the system Function(s) Date of commissioning 1 89 2 3 4 2. Number of outomated services: S/N Type of outomed service Date of commencement of the service 1 2 3 3. Number of service delivery ICT system fully integrated by sectors: S/N Name of the system Function(s) Date of commissioning 1 2 3 4 4. Are Adoption and use of e-public procuremet system iadopted and put in use: Yes No 5. Does the Institution have the existence of ICT feedback systems from service users: Yes No E. NON-STATE ACTORS ARE ACTIVELY ENGAGED IN PROMOTING INTEGRITY IN SUPPORTING ANTI-CORRUPTION INITIATIVES 1. Number of engagements conducted with NSAs. 90 Type of engagement Number (frequency) Meetings, workshops, seminars, etc Research Capacity building Resources’ support Others F. CORRUPTION FREE POLITICAL ELECTORAL MANAGEMENT STRENGTHENED 1. Number of spoiled votes Local Government elecetions Councillors Members of Parliaments Total 2. Number of voters’ awareness campaigns on: Accountability Transparency Civic Others Total 3. Number of Civic Education Programmes [...........] 4. Number of eligible voters’ education programmes [..........] 5. Number of complaints related to corruption in election [..........] 6. Number of primary objections on corruption in election [...........] 7. Number of petitions on corruption in election [........] G: SELF-ASSESSMENT OF ACHIEVEMENT FOR THE PREVIOUS QUARTER ENDED (MONTH/YEAR) [………………] (Tick as appropriate (√) against each objective relevant to your institution) S/N Objective Percentage achievements Vs Plan Very Good (Between 80%- Good Average (Between 50%- Unsatisfactory (Between 0%-49%) 100%) (Between 61-79%) 60%) A SOCIETY EMPOWERED TO PARTICIPATE IN ANTI-CORRUPTION INITIATIVES AND PROMOTING INTEGRITY B ACCOUNTABILTY AND TRANSPARENCY ENHANCED IN 91 STATE AND NON-STATE ACTORS C WATCHDOG AND OVERSIGHT INSTITUTIONS STRENTHENED IN UPHOLDING INTEGRITY AND UNDERTAKING ANTI-CORRUPTION INITIATIVES D ICT-BASED SYSTEMS ENHANCED IN STATE AND NON-STATE ACTORS’ SERVICES DELIVERY E NON-STATE ACTORS ARE ACTIVELY ENGAGED IN PROMOTING INTEGRITY IN SUPPORTING ANTI- CORRUPTION INITIATIVES F CORRUPTION FREE POLITICAL ELECTORAL MANAGEMENT STRENGTHENED Summary of explanations for Very Good ,Good, Average and Unsatisfactory rating above ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………………………………… H: CURRENT QUARTER PLANS: QUARTRE ENDING (MONTH/YEAR)……………………………… List high priority activities of your Institution (Related to the implementation of NACSAP IV) for this quarter: i)…………………………………………………………………………………………… 92 ii)…………………………………………………………………………………………… iii)………………………………………………………………………………………….. iv)…………………………………………………………………………………………… v)…………………………………………………………………………………………… Signed by Chief Executive Officer…………………......................................................................................................................................... Name …………………………..................................................... Date: …………………………………………………………… 93 v TFN. 906 B

Annex IV : REPORTING FORM FOR WATCHDOG AND OVERSIGHT INSTITUTIONS (WOIs). THE UNITED REPUBLIC OF TANZANIA PRESIDENT’S OFFICE STATE HOUSE NACSAP IV QUARTELY PERFORMANCE REPORTING FORM INSTRUCTIONS/HINTS:  Name of Institution, Sector, respective quarter, region and district shall be in capital letters.  Apply a tick symbol (√) where the answer is “yes or no”.  Use digits where the provided information involves numbers (1,2,3…).  Quarterly performance reporting form shall be signed by Chief Executive Officer or the Acting Officer of the respective Authority.  The relevant information shall be filled in boxes provided in respective sections. 94 NAME OF INSTITUTION ………………………… SECTOR…………………………………………..... DATE/MONTH/YEAR…………............................. QUARTER................................................................. REGION: ..................................................................DISTRICT: ............................................................... 1. REPORTING CASES OF BRIBERY, CORRUPTION, FRAUD AND OTHER UNETHICAL CONDUCT BY PUBLIC OFFICIALS Category of Official Annual Q1 Q2 Q3 Q4 Total Sources of Cases Target Total Covered by Others Leadership Code 1. Identified by the Organization’s Staff/ agents. 2. Referred by other Investigative Agencies (PCCB, Police, TRA). 3. Referred by watchdog agencies (CHRAGG, NAOT, ES). 4. Emanated from CAG reports. 5. Referred by Employer (Ministry/ Department/Agencies/RSs/LGAs). 6. Emanated from informers, whistleblower, and media. 7. Emanated from direct personal visit to the office. 8. Referred by letters (written complaints). 2. REPORT ON CASES FOLLOW-UP Category of Official Annual Q1 Q2 Q3 Q4 Total Target Status of Follow-up Total Covered by Other Leadership Code 1. Investigation File Opened. 2. Investigations completed with “No-Case” status 2. Cases referred to DPP. 3. Cases lodged to lower Courts (Primary/District- RM’s Courts) 4. Cases lodged to the High Court- 5. Cases taken to Court of Appeal. 6. Cases referred to tribunals. 95 7. Cases referred to employer for administrative action. 8. Cases completed with acquittal 9. Cases completed with convictions 3. REMARKS (especially on collaboration received or denied by other public and other agencies) ………………………………………………………………………………………………… ………………………………………………………………………………………………… Signed by Chief Executive Officer…………………......................................................................................................................................... Name …………………………..................................................... Date: …………………………………………………………… 96 TFN. 906 C

Annex V : REPORTING TEMPLATE FOR NON-STATE ACTORS (NSAs) THE UNITED REPUBLIC OF TANZANIA PRESIDENT’S OFFICE STATE HOUSE NACSAP IV QUARTELY PERFORMANCE REPORTING FORM INSTRUCTIONS/HINTS:  Name of Institution, Sector, respective quarter, region and district shall be in capital letters.  Apply a tick symbol (√) where the answer is “yes or no”.  Use digits where the provided information involves numbers (1,2,3…).  Quarterly performance reporting form shall be signed by Chief Executive Officer or the Acting Officer of the respective Authority.  The relevant information shall be filled in boxes provided in respective sections. 97 NAME OF INSTITUTION………………… CATEGORY OF INSTITUTION (CSO/PRIVATE SECTOR/MEDIA)………………. REGION: …………………DISTRICT:….……… DATE/MONTH/YEAR…………………………. QUARTER.................................................................... 1. Supportive Systems and Structures for Anti-Corruption Initiatives and Integrity Promotion: Yes No Annual Q1 Q2 Q3 Q4 Total Target 1. Does the Institution have the existence of Special NACSAP IV Management and Integrity Commitees 2. Does the Institution have the existence of ICT feedback systems from service users 3. Does the institution adopted and use of e-public procuremet system 2. Interventions to Improve Service Delivery and Combat Unethical Conduct: Number Annual Q1 Q2 Q3 Q4 Total Target 1. Number of Training on good governance and anti-corruption initiatives undertaken. 2. Number of Platforms or Fora at various levels involving State and NSAs. 3. Number of awareness programmes conducted by NSAs on anti- corription and intergrity promotion. 4. Number of fora on intergrity and anti-corruption conducted 5. Number of IEC materials developed and disseminated 6. Number of corruption and administrative malpractice cases reported 7. Number of corruption and administrative malpractice cases resolved 8. Administrative measures taken against errant staff for corruption or unethical behaviour 9. Number of Service Delivery ICT application systems developed and operationalized 10. Number of outomated services 11. Number of service delivery ICT system fully integrated 98 3. Remarks by the Chief Executive Officer ………………………………………………………………………………………………………………………………………………………… ………………………………………… Signed by Chief Executive Officer...…………....... Name:......................................Date............... 99

Annex VI: NACSAP IV ACTION PLAN 1. STRATEGIC OBJECTIVE ONE (SO1): SOCIETY EMPOWERED TO PARTICIPATE IN ANTI-CORRUPTION INITIATIVES AND PROMOTING INTEGRITY SO1 Outcomes Targets Target Indicators Interventions Timeframe Lead Actors (i) Improved level of Awareness programmes Number of awareness Prepare a guideline for stakeholders' 2023 –2024 GGRD, WOIs and integrity and on anti-corruption programmes on ethics engagement on anti-corruption other stakeholders. aversion to initiatives and integrity initiatives and promotion of integrity and integrity. corruption promotion conducted Engage influential leaders (religious, 2023-2030 GGRD, WOIs and (ii) Improved quality throughout the country. political, traditional, etc.) to play a role other stakeholders. of service in promoting integrity and fight provision. against corruption. Engage artists to play a role in 2023-2030 GGRD, WOIs and promoting integrity and fight against other stakeholders. corruption through their works of art. Establish “Citizens Against 2024 GGRD, WOIs and Corruption” Forum other stakeholders. Undertake Annual Anti-Corruption 2023-2024 GGRD, WOIs and Forum other stakeholders (viii) System for Design citizen feedback mechanism 2023-2030 GGRD, WOIs and capture and register of System for capture and for use by service providers. other stakeholders. citizens’ complaints on register citizens’ services received concerns in place. established. (ix) Citizen’s training Number of Prepare and conduct programmes for 2023-2030 GGRD, WOIs and programmes on ethics programmes prepared. training of citizens on ethics and other stakeholders. and integrity conducted. integrity. 100 SO1 Outcomes Targets Target Indicators Interventions Timeframe Lead Actors (x) Citizen’s training Number of Prepare and conduct training 2023-2030 GGRD, WOIs and programmes on programmes for programmes on citizens to demand other stakeholders demanding training citizens to for accountability and transparency of accountability and demand accountability service providers. transparency from service providers (xi) Citizens’ Number of forums Establish citizens’ anti-corruption 2023-2030 GGRD, WOIs and anticorruption forum established forum at national, regional, district other stakeholders established and ward levels (xii) Media forums on Number of Media Establish Anti-corruption Forum for 2023-2030 GGRD, WOIs and ethics and integrity forums on ethics and Media Houses other stakeholders. established and integrity Convening of media forum as per 2023-2030 GGRD, WOIs and operational agreed timetable other stakeholders. (xiii) IEC material Number of types of IEC Develop and design topical IEC 2024 GGRD, WOIs and developed and material developed material and messages. other stakeholders. disseminated to the public throughout Distribute the prepared IEC material 2025-2030 GGRD, WOIs and NACSAPIV period and messages other stakeholders. 101 2. STRATEGIC OBJECTIVE TWO (SO2): ACCOUNTABILITY AND TRANSPARENCY PROMOTED IN STATE AND NSAs’ INSTITUTIONS SO2 Outcomes Targets Target Indicators Interventions Timeframe Lead Actors (i) Improved (i) The proportion of State Percent of public Strengthen internal control systems 2023-2030 GGRD, WOIs service institutions receiving institutions receiving of public institutions and other delivery. unqualified audit reports unqualified audit reports stakeholders. (ii) Enhanced increased. efficiency in (ii) System for registration of Number of MDAs and Build capacity in use of electronic 2023-2030 GGRD, WOIs resource use. citizens’ complaints on NSAs with established feedback mechanism. and other (iii) Enhanced provided services complaints registration stakeholders. adherence to strengthened. system legislations. Number of complaints on Analyse data from electronic 2023-2030 GGRD, WOIs (iv) Improved provided services registered feedback mechanism. and other governance of stakeholders. institutions. Build capacity in use of electronic 2023-2030 GGRD, WOIs feedback mechanism. and other stakeholders. (iii) Effective tools for Number of public and NSA Installation of information sharing 2023-2030 GGRD, WOIs information sharing between institutions with effective systems in public and NSA and other public and State and NSA’ tools for information institutions stakeholders. institutions in place. sharing. (iv) Statutory reporting Number of public and NSA Enhance internal controls for 2023-2030 GGRD, WOIs compliance by State and institutions submitting financial resource management and and other NSAs’ institutions improved. statutory implementation accountability in public and NSA stakeholders. reports. institutions (v) State and NSAs’ Number of Public and NSA Establishment of ICs and training its 2023-2030 GGRD, WOIs institutions have Integrity institutions with Integrity members in public and NSA and other Committees established and Committees institutions stakeholders. functional 102 SO2 Outcomes Targets Target Indicators Interventions Timeframe Lead Actors (vi) Mid-term and end- Number of surveys Undertake citizens’ perception 2027 and GGRD, WOIs term perception surveys on undertaken surveys on improved services by 2029/30 and other quality of services service providers stakeholders. undertaken (vii) Mid-term and end- Number of surveys Undertake citizens’ perception 2027 and GGRD, WOIs term perception surveys on undertaken surveys corruption and governance 2030 and other corruption and governance undertaken stakeholders. undertaken 103 3. STRATEGIC OBJECTIVE THREE (SO3): WATCHDOG AND OVERSIGHT INSTITUTIONS STRENGTHENED IN UPHOLDING INTEGRITY AND UNDERTAKING ANTI-CORRUPTION INITIATIVES SO3 Outcome Targets Target Indicators Interventions Timeframe Lead Actors (i) Reduced (vii) A National Ethics National Ethics Policy Prepare National Ethics Policy 2023-2024 GGRD, corruption Policy prepared and prepared WOIs and incidences in adopted other the country. stakeholders. (ii) Increased (viii) Ability to manage and Number of Staff with ability Facilitate trainings of staff on 2023-2030 GGRD, Positive determine corruption cases investigations and case handling WOIs and feedback from enhanced other citizens on stakeholders. service Number of corruption cases Proper preparations of cases 2023-2030 GGRD, delivery. determined. WOIs and (iii) Improved Proper analysis of cases other WOIs’ stakeholders. performance on (ix) Improved funding for Level of budget allocated for Increase resource mobilization for 2023-2030 GGRD, detection, implementation of WOIs WOIs to perform their mandates WOIs and prevention, and workplans and budgets other deterrence. stakeholders. (iv) Reduced loss of (x) Ability to identify and Number of Trained Staff Facilitate training of staff on 2023-2030 GGRD, public manage ethical misconduct handling misconduct cases WOIs and resources. cases enhanced. other Number of ethical misconduct Improve the handling and stakeholders. cases. determination of ethical cases (xi) Volume of resources Volume of resources saved Tracing and asset recovery. 2023-2030 GGRD, saved due to prevention WOIs and and winning cases other increased stakeholders. Conduct studies and research 2023-2030 GGRD, WOIs and other stakeholders. 104 SO3 Outcome Targets Target Indicators Interventions Timeframe Lead Actors (xii) Regular inspection of Number of electronic systems Undertake regular inspections of 2023-2030 GGRD, electronic systems inspected. electronic systems WOIs and undertaken. other stakeholders. (xiii) Infrastructure for Number of WOIs with Establish infrastructure for improved 2023-2030 GGRD, WOIs improved improved infrastructure performance of WOIs. WOIs and other stakeholders. (xiv) Review of integrity Number of legislations Review integrity and anticorruption 2023-2030 GGRD, and anticorruption reviewed legislations WOIs and legislations undertaken other stakeholders. (xv)WOIs staff trained. Number of WOIs staff trained. Undertake training of WOI staff 2023-2030 GGRD, WOIs and other stakeholders. 105 4. STRATEGIC OBJECTIVE FOUR (SO4): ICT-BASED SYSTEMS ENHANCED IN STATE AND NSAs’ SECTOR’S SERVICE DELIVERY SO4 Outcomes Targets Target Indicators Interventions Timeframe Lead Actors (i) Efficient and (i) Service delivery Number of service delivery ICT Business process re-engineering to 2023-2030 GGRD, WOIs na effective ICT application systems application systems reduce personal contacts in service wadau wote service developed. delivery. delivery. Facilitate systems support. 2023-2030 GGRD, WOIs na (ii) Reduced wadau wote personal (ii) SA and NSAs Number of SA and NSAs Facilitate orientation of service 2023-2030 GGRD, WOIs na contact and Institutions with institutions with automated providers on ICT applications. wadau wote incidences automated services services. of increased. corruption. (iii) Information Number of information sharing Facilitate the design, review, and 2023-2030 GGRD, WOIs na sharing platforms platforms. fill the gap of ICT applications for wadau wote established. facilitating information sharing and exchange (i) WOIs/MDAs Number of ICT systems fully Conduct survey on systems 2023-2030 GGRD, WOIs na ICT systems fully integrated integration. wadau wote integrated 106 5. STRATEGIC OBJECTIVE FIVE (SO5): NON-STATE ACTORS ARE ACTIVELY ENGAGED IN PROMOTING INTEGRITY AND SUPPORTING ANTI-CORRUPTION INITIATIVES SO5 Outcomes Targets Target Indicators Interventions Timeframe Lead Actors (i) Improved level (vi) Non-State Actors Number of programmes for Prepare programmes for 2023-2024 GGRD, WOIs of integrity (NSAs) programmes for NSA engagement in ant- NSAs engagement in and other and aversion to active engagement in corruption initiatives anticorruption initiatives stakeholders. corruption. anti-corruption initiatives developed (ii) Improved implemented quality of (vii) Awareness Number of awareness sessions Prepare and conduct 2023-2030 GGRD, WOIs service programmes to NSAs on conducted meetings/workshops/semin and other provision. integrity promotion and ars/dialogues by NSAs. stakeholders. (iii) Improved anti-corruption information conducted sharing Review of legal and Number of legislations Conduct regular review of 2023-2030 GGRD, WOIs regulatory framework for reviewed legal and regulatory and other information-sharing framework to facilitate stakeholders. developed information sharing. (i) Guidelines for use by Number of guidelines for used Number of guidelines for use 2023-2024 GGRD, WOIs NSAs in anti-corruption by NSAs in awareness creation by NSAs in awareness and other capacity building is developed creation developed stakeholders. prepared and adopted 107 6. STRATEGIC OBJECTIVE SIX (SO6): CORRUPTION-FREE POLITICAL ELECTORAL PROCESS MANAGEMENT STRENGTHENED SO6 Outcomes Output Targets Target Indicators Interventions Timeframe Lead Actors (i) Credible (i) A common code of Adopted Code of Ethics Develop a shared Code of Ethics 2023 PMO (Policy, political ethics for political to be subscribed by political Parliament and parties adopted parties. Coordination), candidates. Registrar of Political (ii) Legitimate and Parties, and Political trusted election Parties process Adopt legislation to enforce 2023-2024 PMO (Policy, (iii) Improved shared Code of Ethics among Parliament and harmony political parties. Coordination), Registrar of Political during election Parties, and Political period. Parties. Facilitate political parties to sign 2024-2025 PMO (Policy, to the CoE. Parliament and Coordination), Registrar of Political Parties, and Political Parties (ii) Integrity guidelines for Candidate screening Develop integrity guidelines for 2024-2025 PMO (Policy, screening political Integrity Guideline parties' screening process Parliament and candidates adopted by Coordination), political parties Registrar of Political Parties, and Political Parties (iii) Special study on Study Report on Political Undertake special studies on 2023-2024 PCCB. corruption in electoral Corruption corruption in political electoral process undertaken processes. 108 SO6 Outcomes Output Targets Target Indicators Interventions Timeframe Lead Actors (iv) Civic Education Number of voters’ Prepare and conduct civic 2024- 2030 GGRD, WOIs and Programmes on awareness campaigns. education programmes on other stakeholders. election process credible election process to the conducted public. Coordinate implementation of civic education programme 109