National Five Year Development Plan 2016/17–2020/21

NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 THE UNITED REPUBLIC OF TANZANIA MINISTRY OF FINANCE AND PLANNING June 2016 “Nurturing Industrialization for Economic Transformation and Human Development” “Everybody wants development; but not everybody understands and accepts the basic requirements for development. The biggest requirement is hard work”. Nyerere, J. K, (1967). Freedom and Socialism, (p. 244) NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page i KEY NOTE On December 9, 2016, Tanzania will be commemorating its 55th Independence Anniversary. The motivation for our mothers, fathers, sisters and brothers for rallying behind the collective objective of ending colonialism was none other than putting the task of developing the country in our own hands. The newly independent state started with only eight qualified Medical Doctors; two Engineers; a life expectancy at birth of only 38 years; a per capita GDP at merely US$ 48; and no University. Tanzania will be celebrating the Independence Day with pride, considering, the mileage covered so far in fulfilling her development objectives. The country has forged ahead to attain a life expectancy of more than 61 years, created a modest pool of 2,190 Medical Doctors and over 30,245 Engineers; established about 50 universities and university colleges and attained a GDP per capita of US$ 1,043 by 2014; putting the country at the threshold of graduating from Low to Middle Income Country status by 2025. Though a commendable achievement, with less than ten years remaining to 2025, it is clear that Tanzania needs to embark on swifter and broader social and economic transformation. The current level of income growth is still lower than the trajectory for realizing the development aspirations articulated in the Tanzania Development Vision 2025, of raising the average GDP per capita to US$ 3,000 (nominal). Skill gaps are wide in comparison to demands for developing and managing a semi industrialized economy, where the majority of people will be enjoying quality livelihoods. The Fifth Phase Government that I lead is committed to bringing about fundamental improvements in the lives of Tanzanians. To do this, however, the attitude of Tanzanians towards work must be more positive; commitment to addressing stumbling blocks in the course of implementing this plan should be unwavering; and resolve to achieve the set targets should be abiding. In short, the collective resolve must be brought to bear towards the realization of the broad goals of Tanzania Development Vision (TDV) 2025. Tanzania is replete with most of the resources required to successfully achieve TDV 2025 objectives. This being complemented with the support from our development partners and other well-wishers, augments our ability to undertake the needed strategic repositioning for realising the Vision. The Second Five Year Development Plan, 2016/17- 2020/21 is the principal and shared tool in the realisation of these objectives. The theme of it is, “Nurturing Industrialization for Economic Transformation and Human Development” with the main objective of enhancing the pace of progress towards the Tanzania Development Vision 2025. The term “nurturing” to the theme has been used with a purpose. It acknowledges that economic transformation is not a one off event; rather, it is a long term endeavour, demanding a high level of policy consistency, hard work, commitment, discipline and sacrifice. It further acknowledges the unprecedented Government commitment to tackle poverty, NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page ii resolve institutional coordination failures, and addressing challenges, which beset the preceding Plans while also forging strong partnerships and collaboration with other stakeholders of goodwill. Investment in harnessing Tanzania’s natural endowment is the driving force for sustainable transformation of our country. Tanzania has, in the recent past, been doing well in attracting investments, both local and foreign. However, challenge remains to scale up the amount and quality of investments in line with our desired transformation path, with the private sector riding on the forefront. In implementing the FYDP II, my Government seeks to entice and attract increasingly private sector investment flows in new and more productive economic activities. This, however, would only be possible with the business environment that is reliable, secure and predictable for the private sector to profitably operate, sustain and flourish. For, the Government’s commitment to creating a conducive business environment should, therefore, not only transcend the Plan period; but rather, need to be sustained in the longer-term. My Government is determined to continue improving the business environment and in so doing, providing a wide range of appropriate incentives and support to unleash creativity of private sector and other stakeholders in harnessing Tanzania’s comparative advantages and thereby boosting productivity, enhancing innovation, and fostering economic integration and deepening participation in the regional and global value chains. Doing these in “business unusual way”, as we are determined to, calls for fundamental restructuring and repositioning in Government undertakings. Ministries, Departments and Agencies must ensure that the supervision and implementation of their respective programmes has to embed the need to achieve time - bound targets. They should be vigilant to ensure that all obtaining resources, financial and material, are spent judiciously and efficiently. The Government is further committed to ensuring efficient delivery of public goods and to searching for innovative solutions “outside the box” when it comes to addressing the obstacles to business, promoting investments and growth as well as ensuring development of the private sector. The reform measures currently being undertaken by the Fifth Phase Government, within the motto of “Hapa Kazi Tu”, will further be intensified and sustained over time along with strengthening the dialogue mechanism with the private sector and other stakeholders, given the fact that some of the reforms are likely to trigger trade- offs. May I remind my fellow countrymen to bear in mind that whatever the sacrifices we have to make during our time will only be worthwhile if we achieve more than what our fore mothers, fathers, brothers and sisters did in reclaiming the freedom that we presently enjoy. In fact, the responsibility of preserving and extending the treasure of independence beyond our generation rests with us. In taking this responsibility, the sacrifices and hardships we are to go through will set a foundation for our future generation to emulate. It is with the spirit of consensus building and the need to rallying efforts of various stakeholders around our medium and long-term aspirations that extensive, inclusive and broad consultative processes were undertaken during the formulation of the Second Five Year Plan. I appreciate the confidence and enthusiasm with which the society has received the Second Five Year Development Plan and the people’s eagerness and anticipation of the time that Tanzania will attain Middle Income, Semi industrialized economic and social status sustainably. Dear countrymen, I should hasten to remind everyone that there is neither short cut to success nor is there substitute for hard work and diligence in fulfilling our responsibilities and attaining the set targets. Personally, I am more than ready to do all that it takes to steer the Government and the society to the heights of our desired development. I should, however, urge all Tanzanians, collectively and individually, as well as all our contemporary and emerging friends in development, to join me with the highest level of commitment in treading the course. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page iii Fellow Countrymen, the call to participate in implementing the Second Five Year Development Plan, which marks another milestone in our quest to attaining Vision 2025 goals and objectives, is a challenge, an opportunity and an honour for all of us. It is a challenge because we are in the unenviable position of fulfilling monumental tasks to meet the aspirations of Tanzanians highlighted in TDV2025; within a space of less than ten years. It is an opportunity in that we want to demonstrate to the world at large, that, yes, we can do it. It is an honour because it is our present generation, and none other, that has been charged with the enormous historic responsibility of successfully delivering on Vision 2025; transforming Tanzania into a Semi- industrialized, Middle Income Country. Collectively and individually, let us take pride for being the privileged participants in this noble course. Fellow citizens and all people of goodwill, as I had repeatedly and consistently promised during my Presidential Electoral Campaigns and other fora, let me assure you that my Government will not let you down in playing its part. GOD BLESS TANZANIA; GOD BLESS AFRICA! Dr. John Pombe Joseph Magufuli President of the United Republic of Tanzania June 2016 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page iv PREFACE Tanzania has continued to achieve a sustained high growth rate of the economy, with signs of economic transformation emerging. These positive developments have, however, not facilitated substantial poverty reduction, creation of quality jobs and productivity increase. These manifestations are inconsistent with the national development aspirations articulated in the Tanzania Development Vision 2025 of transforming the economy into a middle income and semi-industrialized state by 2025. As such, concerted efforts are needed to transform the economy, commensurate with the envisaged development aspirations; a task we have to fulfil in less than 10 years. The Second Five Year Development Plan whose theme is: “Nurturing Industrialization for Economic Transformation and Human Development” is intended to rally and align society’s efforts towards realization of the development aspirations. This will only be achieved through, among others, fostering economic growth, reducing economic vulnerability, enhancing forward and backward linkages between and within sectors, ensuring positive spill-over effects of skills development and technology innovation, creation of decent jobs and ensuring environmental sustainability. It is worth reiterating that there are less than ten years remaining between now and the terminal year of Vision 2025. As such, effective implementation of this Plan is critical. We live in a world of great opportunities albeit with risks too. Economic globalization has facilitated mobilization of capital while trade liberalization has expanded market for products and services that Tanzania can offer beyond her borders. The opportunity to harness the expanding capacities of human intelligence and technological progress is immense. All these factors can be utilized for successful implementation of FYDP II objectives and targets. We need to manage the unfolding challenges with a new set of values to guide the way we conduct our public and private business, but particularly in the public sector. We need to foster measures in macroeconomic management, promote inclusive growth, make swift decisions, add value to our products, promote and support private sector development and engagement; ensure policy and procedural predictability and coherence, show high level of responsiveness and responsibility, ensure cost efficiency, sustain initiatives undertaken and promote local development initiatives. The Second Five Year Development Plan has seven core Chapters. These are i) Introduction, ii) Situation analysis, iii) Strategic re-positioning, iv) Strategic interventions, v) Financing Strategy, vi) Implementation strategy and vii) Monitoring & Evaluation. The Chapters are well linked and cross referencing each other. The introductory Chapter is followed by Chapter Two, which presents a review of progress made during implementation of FYDP I and MKUKUTA II, highlighting some of the achievements and challenges, thus, providing a baseline scenario for FYDP II. The third Chapter sets the strategic repositioning of FYDP II, taking stock of previous industrialization and human development initiatives, assessing the path of structural transformation and social development. The Chapter also identifies the fundamental issues and obtaining comparative advantages in relation NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page v to FYDP II orientation. Chapter four outlines the priority areas and interventions of the Plan in four categories: growth and transformation; human development; business environment; and implementation effectiveness. It also delineates Flagship projects. The fifth Chapter outlines the strategies for financial resources mobilization, making in-depth assessments of possible sources for both public and private sector undertakings and the manner in which obtaining resources can effectively be utilized. Chapter six provides roadmap for the reforms needed for effective implementation of FYDP II, spelling out arrangements and required coordination in order to resolve past challenges of inadequate co-ordination. The Seventh and last Chapter outlines a monitoring and evaluation framework for implementation of the Plan. The Plan also has Annexes that detail some of the aspects and approaches of the Plan, including detailed strategic interventions for all identified priority areas, their costs and sources of finance. The methodology adapted for preparation of FYDP II was multifaceted, including reviews of the predecessor plans i.e. (FYDP I and MKUKUTA II) as well as previous industrialization efforts and strategies. It also benefitted from rich experiences and recommendations drawn from other change processes nationally, regionally and globally, including the National Constitutional Review, global, regional and national consultations that led to the formulation of the Agenda 2030 for Sustainable Development, Agenda 2063 for the African continent, and convergence processes toward the envisaged merger of EAC, SADC and COMESA regional trade groupings. The process also benefited from other internal consultations and peer reviews at various stages to ensure shared understanding and broad consensus by key stakeholders from the start. The consultations resulted into outcomes that enriched this document. These are: i) secured opinions and inputs from targeted stakeholders; ii) generated consensus on the priority areas and interventions as well as validating the presentation and contents of the Plan; and iii), obtained approval of the Government and Parliament. Rigorous analytical background work was conducted to assist the identification of industrialization orientation based on the country’s comparative advantages and unfolding opportunities (competitive advantage) domestically and in the global market. The analysis highlighted the pre-requisites for nurturing and leapfrog to a semi-industrialized economy given current and future anticipated conditions locally, regionally, and globally. The analytical work informed the prioritization of choices and interventions in the Plan. Ineffective implementation has plagued Tanzania’s previous development plans. In order to differentiate this Plan from the past ones, a lot of emphasis is given to strategies for addressing core implementation challenges. The strategies are: mobilisation of resources and their effective utilization, adequate organisation and coordination for delivery, and strengthening monitoring and evaluation. It is estimated that a total of Tanzanian Shillings 107 trillion is required for the implementation of the Plan. This is to be mobilized from both government and private sector sources and development partners, with the government expected to contribute around Tanzanian Shillings 59 trillion or an average of Tanzanian Shillings 11.8 trillion annually over the Plan period. The rest will be solicited from the private sector and Development partners. In order to meet these targets, concerted reforms have been earmarked to facilitate the enhancement of domestic resource mobilization from current sources as well as through expanding tax base. Investment promotion has been emphasized with a view to improving project identification and preparation to woo private capital, both through direct participation and in partnerships. For ensuring a streamlined, well coordinated, organized and effectively implemented monitoring and evaluation framework for FYDP II, the Inter-Ministerial Technical Meeting of Permanent Secretaries will constitute a special committee that will oversee implementation of the Plan. This committee will be backstopped technically by the Ministry of Finance and Planning and will be required to report to the IMTC on a monthly basis and to the Cabinet on a quarterly basis. Two phases of evaluations NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page vi have been proposed in the Plan: mid-term and end of period evaluations preferably by an independent evaluator outside of Government machinery in order to observe transparency and objectivity. Given the strategic priority areas earmarked and the implementation effectiveness machinery laid out; coupled with the visionary leadership already existing at the top office of our nation, Tanzania is poised to excel regionally and globally as an emerging industrializing Middle Income Country. The key to Tanzania’s successful transition to middle income status by 2025 is for every citizen to dedicate oneself to selfless service to our motherland. Dr. Philip Isdor Mpango (MP) Minister of Finance and Planning June 2016 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page vii AIDS Acquired Immunodeficiency Syndrome ANC Ante-Natal Care ATM Aids, Tuberculosis and Malaria BEST Business Environment Strengthening in Tanzania BoT Bank of Tanzania BRIC Brazil, Russia, India and China CAG Controller and Auditor General CARMATEC Centre for Agricultural Mechanisation and Rural Technology CBDs Central Business Districts CBFM Community - Based Forest Management CDTI Community Development Training Institute CGE Computable General Equilibrium CHRAGG Commission for Human Rights and Good Governance COMESA Common Market for Eastern and Southern Africa COSTECH Commission for Science and Technology CPI Consumer Price Index DPAIR Development Plan Annual Implementation Report DSM Dar es Salaam EAC East African Community EEZ Exclusive Economic Zone EPA Economic Partnership Agreement EPI Expanded Programme for Immunisation EPZ Export Processing Zone ERP Economic Recovery Programme FDC Folk Development College FDI Foreign Direct Investment FMD Foot and Mouth Disease FTA Free Trade Area FY Financial Year FYDP Five Year Development Plan List of Abbreviations NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page viii GDP Gross Domestic Product GFI Global Financial Integrity HBS Household Budget Survey HIV Human Immunodeficiency Virus HIPC Heavily Indebted Poor Countries ICT Information, Communication Technology IFC International Finance Cooperation IGC International Growth Centre ILFS Integrated Labour Force Survey IMF International Monetary Fund ISIC International Standard of Industrial Classification ITNs Insecticide-Treated Nets LGA Local Government Authority LGRP Local Government Reform Programme LITS Livestock Identification and Traceability System LLG Lower-levels of Local Governments LTPP Long Term Perspective Plan M&E Monitoring and Evaluation MACMOD Macro-economic Model MAF Millennium Development Goals Acceleration Framework MDAs Ministries, Departments and Agencies MDGs Millennium Development Goals MIC Middle-Income Country MIGA Multilateral Investment Guarantee Agency MITER Mid-Term Evaluation Report MKUKUTA Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania MLDF Ministry of Agriculture, Livestock and Fisheries MMS MKUKUTA Monitoring System MoFP Ministry of Finance and Planning MTEF Medium Term Expenditure Framework MW Mega Watt NARCO National Ranch Company NESP National Economic Survival Programme NGOs Non-Governmental Organisations NIDA National Identity Authority NIS National Identification System NPES National Poverty Eradication Strategy NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page ix NSAs Non-State Actors NSGRP National Strategy for Growth and Reduction of Poverty OECD Organization for Economic Cooperation and Development PAP Priority Action Plan PAPs Project Affected People PBMR Planning, Budgeting, Monitoring and Reporting PCCB Prevention and Combating of Corruption Bureau PHDR Poverty and Human Development Report PIDA Programme for Infrastructure Development in Africa POPC President’s Office Planning Commission PO-PSM President’s Office - Public Service Management PMTCT Prevention of Mother to Child Transmission PPD Public - Private Dialogue PPP Public Private Partnership PPP Purchasing Power Parity PRS Poverty Reduction Strategy PSCs Parliamentary Sector Committees R&D Research and Development REC Regional Economic Community REPOA Research on Poverty Alleviation RSs Regional Secretariats RWSSP Rural Water Supply and Sanitation Program SACCOs Savings and Credit Cooperative Societies SADC Southern Africa Development Community SAGCOT Southern Agricultural Growth Corridor of Tanzania SBAS Strategic Budget Allocation System SDGs Sustainable Development Goals SEZ Special Economic Zone SIDP Sustainable Industrial Development Programme SITC Standard Industrial Trade Classification SMEs Small and Medium Enterprises SMRMP Sustainable Mineral Resource Management Project SPs Sector Plans SSC South-South Cooperation STI Sexually Transmitted Infections SUA Sokoine University of Agriculture SWAP Sector Wide Approach to Planning NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page x SWFs Sovereign Wealth Funds TAA Tanzania Aviation Authority TAEC Tanzania Atomic Energy Commission TaESA Tanzania Employment Services Agency TANESCO Tanzania Electric Supply Company TAZARA Tanzania Zambia Railway Authority TCAA Tanzania Civil Aviation Authority TDHS Tanzania Demographic and Health Survey TDV Tanzania Development Vision (2025) TIC Tanzania Investment Centre THMIS Tanzania HIV/AIDS and Malaria Indicator Survey TIUMP Tanzania Industrial Upgrading and Modernisation Programme TORs Terms of Reference TPA Tanzania Ports Authority TRA Tanzania Revenue Authority TRL Tanzania Railways Limited TSED Tanzania Socio-Economic Database TZS Tanzanian Shilling TTCL Tanzania Telecommunications Company Limited UK United Kingdom URT United Republic of Tanzania USD/US$ United States Dollar VAT Value Added Tax VCT Voluntary Testing and Counselling VETA Vocational Education and Training Authority WARCs Ward Agricultural Resource Centres WDI World Development Indicators WRS Warehouse Receipt System WSDP Water Sector Development Plan WSSP Water Supply and Sanitation Program NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page xi TABLE OF CONTENTS KEY NOTE .................................................................................................................... I PREFACE ....................................................................................................................VI LIST OF ABBREVIATIONS ..................................................................................... VII LIST OF FIGURES .................................................................................................. XVI LIST OF TABLES ....................................................................................................XVII CHAPTER ONE ............................................................................................................1 INTRODUCTION............................................................................................................. 1 1.1 BACKGROUND ......................................................................................................... 1 1.2 FYDP II ORIENTATION ........................................................................................... 1 1.3 OBJECTIVES OF FYDP II ......................................................................................... 2 1.4 SALIENT FEATURES OF THE PLAN ...................................................................... 3 1.5 PROCESS OF DEVELOPING FYDP II ..................................................................... 3 1.6 STRUCTURE OF THE DOCUMENT ...................................................................... 4 CHAPTER TWO ...........................................................................................................5 SITUATION ANALYSIS AND ASSESSMENT OF FYDP I AND MKUKUTA II IMPLEMENTATION ........................................................................................................ 5 2.1 MACROECONOMIC DEVELOPMENTS ................................................................ 5 2.2 PRODUCTIVE SECTORS ......................................................................................... 8 2.3 INFRASTRUCTURE DEVELOPMENT ................................................................. 11 2.4 BUSINESS ENVIRONMENT .................................................................................. 12 2.5 SOCIO-ECONOMIC DEVELOPMENT ................................................................ 13 2.6 FERTILITY, POPULATION GROWTH, AND URBANIZATION ........................ 14 2.7 GOOD GOVERNANCE AND ACCOUNTABILITY ............................................. 14 2.8 FINANCING ............................................................................................................. 15 2.9 DEBT SUSTAINABILITY ......................................................................................... 16 2.10 MONITORING AND EVALUATION ..................................................................... 17 2.11 SCIENCE, TECHNOLOGY AND INNOVATION (STI) AND ICT ..................... 17 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page xii 2.12 LABOUR FORCE AND SKILLS .............................................................................. 18 2.13 GENDER AND WOMEN ECONOMIC EMPOWERMENT ................................ 19 2.14 STATUS OF FLAGSHIP PROJECTS ....................................................................... 19 2.15 OVERALL ASSESSMENT ........................................................................................ 21 2.16 GENERAL FACTORS THAT BESET IMPLEMENTATION OF FYDP I AND MKUKUTA II ............................................................................................................ 22 2.17 KEY MESSAGES FOR CHOOSING AND IMPLEMENTING STRATEGIC INTERVENTIONS ................................................................................................... 23 CHAPTER THREE .....................................................................................................26 STRATEGIC REPOSITIONING FOR IMPLEMENTATION OF FYDP II .................... 26 3.1 OVERVIEW ............................................................................................................... 26 3.2 ATTAINING HIGHER ECONOMIC GROWTH .................................................. 26 3.3 RECORD OF STRUCTURAL TRANSFORMATION AND SOCIAL DEVELOPMENT IN TANZANIA ........................................................................... 27 3.4 FUNDAMENTAL CONSIDERATIONS UNDERLYING THE ORIENTATION OF FYDP II ...................................................................................................................... 33 3.5 SELECTION OF PRIORITY AREAS AND INTERVENTIONS ............................ 42 CHAPTER FOUR .......................................................................................................47 STRATEGIC INTERVENTIONS FOR INDUSTRIALIZATION AND HUMAN DEVELOPMENT ............................................................................................................ 47 4.1 INTRODUCTION ................................................................................................... 47 4.2 INTERVENTIONS FOR FOSTERING ECONOMIC GROWTH AND INDUSTRIALIZATION ........................................................................................... 47 4.3 INTERVENTIONS FOR HUMAN DEVELOPMENT ........................................... 64 4.4 ENABLING ENVIRONMENT ................................................................................ 78 4.4.1 MACROECONOMIC STABILITY ............................................................. 78 4.4.2 PROVISION OF ADEQUATE INFRASTRUCTURE AND SERVICES .... 80 4.4.3 EASE OF DOING BUSINESS ..................................................................... 82 4.5 FLAGSHIP PROJECTS OF THE PLAN .................................................................. 83 4.5.1 STAND ALONE FLAGSHIP PROJECTS ................................................... 84 4.5.2 FLAGSHIP PROJECTS ASSOCIATED WITH DEVELOPMENT CORRIDORS ............................................................................................... 84 4.6 EXPECTED OUTCOMES ....................................................................................... 85 CHAPTER FIVE .........................................................................................................87 FINANCING STRATEGY ................................................................................................ 87 5.0 OVERVIEW ............................................................................................................... 87 5.1 PAST FINANCING TRENDS .................................................................................. 87 5.2 FINANCIAL REQUIREMENTS OF THE PLAN .................................................... 88 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page xiii 5.3 POLICY CHANGES AND NEW FINANCING STRATEGIES .............................. 89 5.4 SOURCES OF FINANCE ......................................................................................... 90 5.4.1 GOVERNMENT REVENUES .................................................................... 90 5.4.2 POSSIBLE NEW SOURCES OF FINANCE ............................................... 94 5.5 STRENGTHENING DOMESTIC DEVELOPMENT FINANCING INSTITUTIONS ....................................................................................................... 98 5.6 OTHER POTENTIAL DEVELOPMENT FINANCING INSTITUTIONS ......... 101 5.7 GOVERNMENT ROLE IN SUPPORTING PRIVATE SECTOR DEVELOPMENT FINANCING ........................................................................................................... 101 5.8 RATIONALIZING PUBLIC EXPENDITURE....................................................... 103 CHAPTER SIX ..........................................................................................................104 IMPLEMENTATION STRATEGY ................................................................................. 104 6.1 OVERVIEW ............................................................................................................. 104 6.2 KEY CHALLENGES FOR IMPLEMENTATION EFFECTIVENESS .................. 104 6.3 REFORMS TO FACILITATE EFFECTIVE IMPLEMENTATION ....................... 107 6.3.1 REFORMS TO ERADICATE CORRUPTION AND PROMOTE STRONG LEADERSHIP ............................................................................................ 107 6.3.2 ENTRENCHMENT OF AN IMPLEMENTATION CULTURE ............. 107 6.3.3 REFORMS FOR IMPROVED BUSINESS ENVIRONMENT ................. 108 6.3.4 REFORMS FOR SPECIFIC FLAGSHIP PROJECTS ................................ 108 6.3.5 LAND ADMINISTRATION REFORMS .................................................. 109 6.3.6 REFORMS TO FACILITATE FORMALISATION ................................... 110 6.3.7 REFORMS TO FACILITATE GOVERNMENT EFFECTIVENESS ........ 110 6.3.8 STRENGTHENING LOCAL PARTICIPATION THROUGH LOCAL ECONOMIC DEVELOPMENT (LED) APPROACH .............................. 113 6.4 IMPLEMENTATION FRAMEWORK ................................................................... 115 6.4.1 PLANNING AND IMPLEMENTATION COORDINATION ................ 116 6.4.2 INSTITUTIONAL ARRANGEMENTS .................................................... 117 6.5 ENVISAGED RISKS AND MITIGATION MEASURES ....................................... 119 6.5.1 EXTERNAL RISKS AND THEIR MITIGATION .................................... 119 6.5.2 DOMESTIC RISKS AND THEIR MITIGATION ................................... 120 CHAPTER SEVEN ....................................................................................................122 MONITORING AND EVALUATION ........................................................................... 122 7.1 OVERVIEW ............................................................................................................. 122 7.2 MONITORING AND EVALUATION FRAMEWORK ........................................ 122 7.3 OBJECTIVES OF THE M&E FRAMEWORK ...................................................... 123 7.4 STRATEGY FOR FYDP II M&E ............................................................................ 123 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page xiv 7.5 UNDERLYING ASSUMPTIONS FOR M&E STRATEGY ................................... 128 7.6 FYDP-II RESULTS FRAMEWORK ........................................................................ 128 7.7 M&E IMPLEMENTATION PLAN ........................................................................ 129 ANNEXES .................................................................................................................147 ANNEX A: STRATEGIC INTERVENTIONS FOR FLAGSHIP PROJECTS ................. 130 ANNEX B: SPECIFIC SECTOR INTERVENTIONS .................................................... 141 TABLE B1: MANUFACTURING SUBSECTOR STRATEGIC INTERVENTIONS .......................................................................................................... 141 TABLE B2: MINING SUBSECTOR STRATEGIC INTERVENTION ............. 155 TABLE B3: CONSTRUCTION SUBSECTOR INTERVENTIONS ................. 157 TABLE B4: AGRICULTURAL SUBSECTOR INTERVENTIONS .................... 158 TABLE B5: ENVIRONMENTAL AND NATURAL RESOURCES ......................... CONSERVATION INTERVENTIONS ........................................... 170 ANNEX B6: TOURISM STRATEGIC INTERVENTIONS ................................. 172 TABLE B7: SCIENCE TECHNOLOGY AND INNOVATION INTERVENTIONS .......................................................................... 174 TABLE B8: EDUCATION INTERVENTIONS .................................................. 176 TABLE A9: CREATIVE INDUSTRY ................................................................... 178 TABLE B10: SKILLS DEVELOPMENT INTERVENTIONS .............................. 179 TABLE B11: HEALTH INTERVENTIONS ......................................................... 182 TABLE B12: WATER SUBSECTOR INTERVENTIONS .................................... 184 TABLE B13: URBAN PLANNING, HOUSING AND HUMAN SETTLEMENT DEVELOPMENT INTERVENTIONS ............................................ 188 TABLE B14: FOOD SECURITY AND NUTRITION INTERVENTIONS ........ 192 TABLE B15: SOCIAL PROTECTION INTERVENTIONS ................................. 197 TABLE B16: GOOD GOVERNANCE INTERVENTIONS ................................ 198 TABLE B17: INFRASTRUCTURE DEVELOPMENT INTERVENTIONS........ 201 TABLE B18: ICT AND E GOVERNMENT INTERVENTIONS ........................ 212 TABLE B19: DOING BUSINESS STRATEGIC CHOICES ................................. 215 ANNEX C: SUMMARY OF TOTAL COSTINGS (IN BILL TZS).................................. 217 ANNEX D: COSTING SUMMARY FOR FLAGSHIP PROJECTS................................ 218 ANNEX E: DETAILED COSTING OF FLAGSHIP PROJECTS ................................... 219 ANNEX F: DETAILED COSTING OF THE PLAN ...................................................... 229 TABLE F1: MANUFACTURING SUBSECTOR STRATEGIC INTERVENTIONS .......................................................................................................... 229 TABLE F2: MINING SUBSECTOR STRATEGIC INTERVENTIONS ............ 242 TABLE F3: CONSTRUCTION SUBSECTOR INTERVENTIONS ................. 243 TABLE F4: AGRICULTURAL SUBSECTOR INTERVENTIONS .................... 244 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page xv TABLE F5: ENVIRONMENTAL AND NATURAL RESOURCES CONSERVATION INTERVENTIONS ........................................... 253 ANNEX F6: TOURISM STRATEGIC INTERVENTIONS ................................. 255 TABLE F7: SCIENCE TECHNOLOGY AND INNOVATION INTERVENTIONS .......................................................................... 258 TABLE F8: EDUCATION INTERVENTIONS .................................................. 260 TABLE F9: CREATIVE INDUSTRY ................................................................... 262 TABLE F10: SKILLS DEVELOPMENT INTERVENTIONS .............................. 263 TABLE F11: HEALTH INTERVENTIONS .......................................................... 266 TABLE F12: WATER SUBSECTOR INTERVENTIONS .................................... 268 TABLE F13: URBAN PLANNING, HOUSING AND HUMAN SETTLEMENT DEVELOPMENT INTERVENTIONS ............................................ 273 TABLE F14: FOOD SECURITY AND NUTRITION INTERVENTIONS ........ 276 TABLE F15: POVERTY REDUCTION AND SOCIAL PROTECTION INTERVENTIONS .......................................................................... 279 TABLE F16: GOOD GOVERNANCE INTERVENTIONS ................................ 280 TABLE F17: INFRASTRUCTURE DEVELOPMENT INTERVENTIONS........ 282 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page xvi List of Figures FIGURE 2.1: AVERAGE GROWTH RATES OVER THE FYDP I PERIOD ..................... 21 FIGURE 2.2: INCREASING GDP SHARE OF INDUSTRY: 2005-2015 ........................... 21 FIGURE 2.3: INCREASING GDP SHARE OF SERVICES SECTOR 2005-2015 .............. 21 FIGURE 2.4: DECLINING GDP SHARE OF AGRICULTURE 2005-2015 ...................... 21 FIGURE 2.5: COMPARISON OF TANZANIA’S AND ETHIOPIA’S EXPORTS OF MANUFACTURED GOODS TO THE WORLD, 2005-2014 ................... 25 FIGURE 2.6: TANZANIA: PERFORMANCE IN IIAG’S GOVERNANCE INDICATORS, 2014............................................................................................................... 31 FIGURE 2.7: TRENDS IN RESOURCE GAP (IN TZS BILLION) AND VOLATILITY IN BUDGET DEFICIT (BUDGET DEFICIT % OF GDP). ............................ 32 FIGURE 2.8: DECOMPOSITION OF LABOUR PRODUCTIVITY CHANGE IN TANZANIA, KENYA AND UGANDA ........................................................ 35 FIGURE 3.1: REQUIRED CHANGE IN ECONOMIC GROWTH TRAJECTORY FOR MIC TARGET ............................................................................................... 44 FIGURE 3.2: STRATEGIC INTERNATIONAL SHIPPING GATEWAY AND TRADE IMPACT AREA OF TANZANIA ................................................................. 51 FIGURE 3.3: TANZANIA’S GEOGRAPHIC LOCATION IN RELATION TO INTERNATIONAL MARITIME SHIPPING ROUTES TO ASIA AND MIDDLE EAST VIA THE INDIAN OCEAN ............................................. 52 FIGURE 3.4: CONCEPTUAL FRAMEWORK: INDUSTRIALIZATION - HUMAN DEVELOPMENT LINK .............................................................................. 55 FIG. 3.5 SCENARIOS FOR TANZANIA’S INDUSTRIALIZATION AND EXPORT SPECIALIZATION ....................................................................................... 61 FIGURE 5.1: COMPARISON OF TRENDS IN SELECTED DOMESTIC AND INTERNATIONAL PUBLIC AND PRIVATE FINANCIAL FLOWS IN TANZANIA, 2000 - 2013 ........................................................................... 104 FIGURE 5.2: PROPOSED ORGANIZATIONAL STRUCTURE FOR MANAGEMENT OF INFRASTRUCTURE DEVELOPMENT FUND ...................................... 116 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page xvii List of Tables TABLE 2.1 PRODUCTION OF SELECTED MANUFACTURED GOODS FROM 2010 TO 2014......................................................................................................... 25 TABLE 2.1: FYDP I AND MKUKUTA II PROGRESS AGAINST TARGETS ................ 38 TABLE 3.1: EVOLUTION OF INDUSTRIAL ESTABLISHMENTS IN TANZANIA SELECTED SUB-PERIODS, 1961-2013 ...................................................... 45 TABLE 3.2: SELECTED INDICATORS OF MANUFACTURING SECTOR PERFORMANCE, 2005-2015 ....................................................................... 46 TABLE 3.3: DISTRIBUTION OF ESTABLISHMENT BY NUMBER OF EMPLOYEES, 2015 ............................................................................................................... 47 TABLE 4.1: OVERALL INDUSTRIAL SECTOR PERFORMANCE TARGETS ............ 64 TABLE 4.2: MANUFACTURING SUB-SECTOR TARGETS ......................................... 65 TABLE 4.3: INDICATORS AND TARGETS FOR MINING SECTOR ......................... 70 TABLE 4.4: ERFORMANCE INDICATORS AND TARGETS FOR CONSTRUCTION SUB-SECTOR ............................................................................................... 71 TABLE 4.5: AGRICULTURAL SECTOR PERFORMANCE TARGETS ......................... 72 TABLE 4.6: INDICATORS AND TARGETS FOR THE TRADE SECTOR ................... 73 TABLE 4.7: TARGETS FOR NATURAL RESOURCES MANAGEMENT, ENVIRONMENT AND CLIMATE CHANGE ........................................... 75 TABLE 4.8: OVERALL PERFORMANCE INDICATORS AND TARGETS FOR TOURISM SECTOR ..................................................................................... 77 TABLE 4.9: INDICATORS AND TARGETS FOR SCIENCE TECHNOLOGY AND INNOVATION CAPABILITIES DEVELOPMENT. .................................... 78 TABLE 4.10 INDICATORS AND TARGETS FOR CREATIVE INDUSTRY .................. 80 TABLE 4. 11: INDICATORS AND TARGETS FOR HUMAN DEVELOPMENT ........... 81 TABLE 4.12: OVERALL PERFORMANCE INDICATORS AND TARGETS FOR EDUCATION AND CAPACITY DEVELOPMENT ................................... 83 TABLE 4.13: REQUIREMENTS FOR SELECTED SKILLS ............................................. 85 TABLE 4.14: COMPARISON OF TANZANIA AND AVERAGE MIC SKILL LEVELS .. 86 TABLE 4.15: INDICATORS AND TARGETS FOR SKILLS DEVELOPMENT, 2015/16 – 2025/26 .......................................................................................................... 86 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page xviii TABLE 4.16 INDICATORS AND TARGETS FOR THE HEALTH SECTOR ................ 88 TABLE 4.17 INDICATORS AND TARGETS FOR WATER AND SANITATION .......... 89 TABLE 4.18: INDICATORS AND TARGETS FOR URBANISATION, HOUSING AND SUSTAINABLE HUMAN SETTLEMENTS ................................................ 91 TABLE 4.19: INDICATORS AND TARGETS FOR FOOD SECURITY INTERVENTIONS ....................................................................................... 92 TABLE 4.20: INDICATORS AND TARGETS FOR SOCIAL PROTECTION ................. 93 TABLE 4.21 INDICATORS AND TARGETS FOR INTERVENTIONS RELATED TO GOOD GOVERNANCE .............................................................................. 94 TABLE 4.22: TARGETS AND INDICATORS FOR MACROECONOMIC STABILITY 97 TABLE 4.23: PERFORMANCE INDICATORS FOR INFRASTRUCTURE AND SERVICES DEVELOPMENT ....................................................................... 98 TABLE 4.24: TARGETS AND INDICATORS FOR IMPROVING PERFORMANCE IN EASE OF DOING BUSINESS .................................................................... 100 TABLE 5.1: RESOURCE ENVELOPE FOR THE PLAN (TZS MILLION) ................. 105 TABLE 5.2: GENERAL POLICIES TO ENHANCE PUBLIC FINANCE MOBILIZATION AND OPTIMUM UTILIZATION ............................... 113 TABLE 5.3 GOVERNMENT INTERVENTIONS TO SUPPORT THE PRIVATE SECTOR DEVELOPMENT FINANCING ................................................ 118 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 1 INTRODUCTION1 1.1 Background The Second Five Year Development Plan (FYDP II), 2016/17 – 2020/21, has integrated frameworks of the first Five Year Development Plan (FYDP I, 2011/2012-2015/2016) and the National Strategy for Growth and Reduction of Poverty (NSGRP/MKUKUTA II, 2010/2011-2014/2015) further extended to 2015/2016). This integration implemented a Government decision taken in 2015 to merge the two frameworks. The objectives of integrating the two frameworks were to improve efficiency and effectiveness in implementation through organizing and rationalizing national resources under one framework, by addressing critical challenges, which beset implementation of the parallel frameworks. The challenges included existence of many similar priorities of varying scope and emphasis, leading to available resources being spread too thinly; weak coordination; and unclear division of responsibilities in monitoring, evaluation and reporting. The theme of FYDP II “Nurturing Industrialization for Economic Transformation and Human Development” incorporates the main focus of the two frameworks, namely growth and transformation (FYDP I) and poverty reduction (MKUKUTA II). FYDP II outlines new interventions to enable Tanzania industrialize in a way that will transform its economy and its society. It also incorporates unfinished interventions from the predecessor Plan and Strategy, respectively, deemed critical for realization of the aspirations of FYDP II. More importantly, and in tandem with the two predecessor frameworks, FYDP II also implements aspects of Tanzania’s Development Vision (TDV) 2025 which aspires to have Tanzania transformed into a middle income and semi industrialized nation by 2025, characterized by the year 2025: (i) high quality and sustainable livelihoods; (ii) peace, stability and unity; (iii) good governance and the rule of law; (iv) an educated and learning society; and (v) a strong and competitive economy. Implementation review of TDV 2025 conducted in 2009 and 2010 revealed a number of risks likely to hinder the achievement of the set goals if strategic repositioning of implementation was not made. Following these reviews, the Government of Tanzania (GoT) reverted to long and medium term planning in year 2011 in a bid to accelerate attainment of TDV 2025 goals. In this regard the Long Term Perspective Plan (LTPP), 2011/2012-2025/2026 was developed and adopted to anchor the reorganization and steer Tanzania’s efforts towards achieving aspirations of the Vision. Implementation of LTPP is sequenced in three five-year development plans (FYDPs). Each of the three Plans has a specific theme to underline its thrust and priority interventions. The theme of the First Five Year Development Plan (FYDP I), 2011/12 - 2015/16 was “Unleashing Tanzania’s Latent Growth Potentials” and focused on de-bottlenecking binding constraints to growth. The designated themes for FYDP II (2016/17-2020/21) and FYDP III (2021/22 - 2025/26) are respectively “Nurturing an Industrial Economy” and “Realizing Competitiveness-led Export Growth”. 1.2 FYDP II Orientation Though the focus of FYDP II had already been determined in LTPP framework, it had to be reviewed taking into consideration the Government’s decision taken in May 2015 to merge the two planning frameworks. This entailed integrating and mainstreaming into FYDP II, interventions pertaining to poverty reduction and improving livelihoods, which were the predominance of MKUKUTA and FYDP NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 2 II frameworks respectively, thus addressing issues pertaining to growth and economic transformation as well as poverty reduction and improvement of livelihoods. This prompted a revision of the original theme to the current FYDP II theme: “Nurturing Industrialization for Economic Transformation and Human Development”. Merging of the two frameworks will: (i) facilitate mainstreaming poverty reduction agenda into the core of the nation’s development planning framework; (ii) improve coordination with respect to prioritization, sequencing, implementation, monitoring, evaluation and reporting; (ii) enhance resource mobilization and utilization by articulating clear national key result areas (NKRAs) and focusing both domestic and foreign resources on implementation of national priorities; (iv) align national priorities with sector strategies through MTEFs and the Strategic Budget Allocation System (SBAS); and (v) ensure coherence of public expenditure with national priorities. 1.3 Objectives of FYDP II FYDP II is built on three pillars of transformation, namely industrialization, human development, and implementation effectiveness. Specifically, the Plan aspires to: i. Build a base for transforming Tanzania into a semi-industrialized nation by 2025; ii. Foster development of sustainable productive and export capacities; iii. Consolidate Tanzania’s strategic geographical location through improving the environment for doing business and positioning the country as a regional production, trade and logistic hub; iv. Promote availability of requisite industrial skills (production and trade management, operations, quality assurance, etc.) and skills for other production and services delivery; v. Accelerate broad-based and inclusive economic growth that reduces poverty substantially and allows shared benefits among the majority of the people through increased productive capacities and job creation especially for the youth and disadvantaged groups; vi. Improve quality of life and human wellbeing; vii. Foster and strengthen implementation effectiveness, including prioritization, sequencing, integration and alignment of interventions; viii. Intensify and strengthen the role of local actors in planning and implementation, and ix. Ensure global and regional agreements (e.g. Africa Agenda 2063 and SDGs) are adequately mainstreamed into national development planning and implementation frameworks for the benefit of the country. Among the outcomes associated with the attainment of these objectives, Plan will raise annual real GDP growth to 10 percent by 2021 (from 7.0 percent in 2015), per capita income to US$ 1,500 (from US$ 1,043in 2014) and reduction of the poverty rate to 16.7 percent from 28.2 percent recorded in 2011/12. The Plan also envisages raising FDI flows from US$ 2.14 billion in 2014 to over US$ 9.0 billion by 2021; increase electricity generation from 1,501MW in 2015 to 4,915MW by 2020 and improving electricity connections to 60 percent of the population, up from 36 percent in 2015. On average, manufacturing sector will grow by over 10 percent per annum with its share in total exports increasing from 24 percent in 2014/15 to 30 percent in 2020. An under- five mortality rate reduction from 81 deaths per 1000 live births recorded in 2014/15 to around 45 deaths per 1000 live births; maternal mortality reduced from 432 per 100,000 live births in 2014/15 to below 250 deaths by 2020/21. Also, access to clean and safe water in rural areas improved from 72 percent recorded during 2014/15 to 85 percent by 2020/21 and in urban areas to more than 90 percent. As a result, there will be improvement in national human development index from the value of 0.52 (2014) to 0.57 by 2021. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 3 1.4 Salient Features of the Plan FYDP II has the following distinct features: i. Some of the interventions are packaged and aligned along development corridors, zones, clustering and improving enterprise efficiency through upgrading to provide investors with economies of conglomeration with the coordination and sequencing of their implementation done strategically to spur synergies, complementarities, and high impact; ii. The Plan embodies a “business unusual” spirit, not only for fostering implementation effectiveness, but also for embracing and promoting strategic partnerships with the private sector, facilitating its development and competitiveness through upgrading and creating conducive environment for it to thrive and achieve sustainability; and iii. The Plan entrenches the necessary policy and institutional reforms required for enabling its implementation with the private sector being called forth to lead in investments in industrialization and the Government to play a facilitative role mainly in terms of providing a conducive policy and quality regulatory framework, allocating land, and ensuring that a supportive infrastructure for industrial development is in place. 1.5 Process of developing FYDP II In 2015, the Government reviewed implementation progress of FYDP I and MKUKUTA II in order to assess progress made visa-a-vis the set objectives and targets and to identify major challenges and their respective remedies to inform formulation of FYDP II. Past industrialization efforts and strategies were also reviewed to ensure that useful lessons are carried forward, past mistakes are avoided, and new efforts and socioeconomic dynamics are put in a proper perspective. The review reports are published separately. Development of the Plan also benefitted from rich experiences and recommendations drawn from other change processes nationally, regionally and globally. These include the National Constitutional Review, consultations on the Post 2015 Global Development Agenda; Tripartite Agreement to merge EAC, SADC and COMESA regional trade groupings; etc. Consultations were also held with key stakeholders and peer reviews made at various stages in order to ensure shared understanding at all stages and to enrich contextual substance of the Plan. The consultations were done at three phases: first phase sought opinions and inputs from targeted stakeholders (e.g. industrial and business owners and practitioners, high level decision makers in government and politicians; as well as, representatives from the academia, research institutions and the civil society). Second phase targeted solicitation of consensus on the priority areas and interventions and validate presentation and contents of the Plan. Third phase was approval process of the Government and Parliament to ensure rationale, relevance and pragmatism of the proposed interventions for FYDP II. At all phases of consultations, broader representation was observed in order to ensure that the Plan benefits from inputs of all levels of the society and balance varying interests. The Plan also benefited from analysis and consultations on the analytical background work, which identified list of industries where Tanzania has comparative advantages, proposed financing strategies, and monitoring indicators and targets. The analysis highlighted the pre-requisites for nurturing and leapfrogging to a semi-industrialized economy given current and future conditions, locally, regionally, and globally. The analytical work guided prioritization of choices and interventions for their implementation. The analytical background work is published separately in a report. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 4 1.6 Structure of the document FYDP II is organized along Chapters as follows: i) Introduction, ii) Situation analysis, iii) Strategic re-positioning, iv) Strategic interventions, v) Financing Strategy, vi) Implementation strategy and vii) Monitoring & Evaluation The introductory Chapter is followed by Chapter two, which presents situational analysis of the economy and implementation assessment of FYDP I and MKUKUTA II, drawing prospects, challenges and lessons to carry forward in FYDP II. The third Chapter identifies the strategic repositioning that is needed for FYDP II implementation, clearly outlining the criteria used for selection of the key result areas and priority interventions. The fourth Chapter outlines the strategies for nurturing an industrial economy and achieving the desired human development milestones as well as identifying Flagship interventions. The fifth Chapter identifies the potential sources of, and strategies for financing the Plan. It is followed by Chapter six, which details implementation strategies and identifies the requisite reforms for ensuring favourable conditions for economic growth and transformation; the requisite institutional arrangements for effective implementation as well as the roles and responsibilities of various institutions and stakeholders. The Chapter also discusses risks to Plan implementation and provides mitigation measures. The seventh Chapter presents the Plan’s monitoring and evaluation (M&E) strategy and framework, including institutional arrangements, indicator framework, and reporting. Annexes that detail contents of some Chapters are also provided. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 5 SITUATION ANALYSIS AND ASSESSMENT OF FYDP I AND MKUKUTA II IMPLEMENTATION2 This Chapter outlines Tanzania’s socio-economic status. It also highlights results from the assessment of FYDP I and MKUKUTA II implementation and provides insights on achievements and challenges for informing FYDP II strategic interventions. 2.1 Macroeconomic developments During FYDP I and MKUKUTA II implementation, Tanzania’s economy recorded positive results recording an annual average growth rate of seven percent. Encouraging developments have been noted during implementation of FYDP I with per capita income rising to US$ 1,043 (2014) up from US$ 749.3 (2010), implying that Tanzania is on the verge of crossing the low middle-income country threshold of per capita income of US$1,045. Despite outperforming many other developing as well as some industrialized countries in terms of economic growth rate (though with a small base compared to the latter), the growth rate was still lower than the targeted rate of 8 percent to10 percent deemed necessary to eradicate absolute poverty and to place the country on a rightful path to realizing the national objective of achieving an average nominal income of US$ 3,000 per capita by 2025. Reasons for missing the target include weak implementation of strategic projects in power, railways, and agriculture. These are elaborated under respective sections. Under-achievement is also partly explained by slow pace in decision-making, and shortcomings in mobilising financial resources. Thus, efforts need to be made to scale up mobilisation of resources, improve availability of supportive infrastructure and social services, and to diversify sources of growth particularly to include the sectors that employ the majority of the poor. The five fastest growing sectors over this period have been information and communication, finance and insurance, wholesale and retail trade, and manufacturing (Figure 2.1). The agricultural sector, which employs majority of the people (at around 66.9 percent), lagged behind, growing at only 3.4 percent (2014) from 2.7 (2010), a rate which is far below FYDP I target of 6 percent. On the other hand, the economy is showing signs of transformation whereby employment and GDP shares of services and industry are increasing and share of agriculture corresponding declining (Figures 2.1-2.4). Overall, the macroeconomic environment remained relatively stable during implementation of FYDP I and MKUKUTA II. Prudent monetary policy continued to be effected through a mix of instruments purposely to maintain price stability and support economic growth. A tight monetary policy stance was necessary in 2011 and 2012 when the headline inflation rate escalated to double digits (12.6 and 16 percent respectively). Between 2010 and 2013, the inflation rate rose rapidly from 7.6 percent in 2010 to 12.6 percent in 2011; with the rising food prices and cost of oil imports further pushing the rate to 16 percent in 2012. Good harvests in the following year eased the inflationary pressure to 7.7 percent; and further to 6.1 percent in 2014. Since 2013, a combination of prudent monetary policy, a favourable food situation and declining fuel prices, have sustained the inflation rate at single digit. With respect exchange rate developments, the Tanzanian Shilling depreciated rapidly leading a rising import bill (especially importation of capital goods), over the 2013- 2015 period. The depreciation was linked mainly to the appreciation of the US dollar in international financial markets, decline in aid inflows, and increasing costs of imports. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 6 21 Source: Bank of Tanzania (2015). Financial Stability Report, September 2015. Fiscal performance continued to exhibit “stresses” due to faster rates of expenditure compared to domestic resource mobilization, despite revenue collection generally improving. Revenue to GDP ratio increased modestly from 11.6 percent during 2010/11 to 12.4 percent during 2014/15. The ratio was, however, well below FYDP I target of 14.4 percent and that of comparator countries like Kenya at 17.7 percent and Mozambique at 22.4 percent. Most of the fiscal policy challenges faced were related to budget credibility (unrealistic resource envelop and expenditure plans, accumulation of budget arrears, and weak budget control), mismatch between approved budgets and expenditure outturns, misuse of public Figure 2.1: Average growth rates over the FYDP I period Figure 2.2: Increasing GDP share of industry: 2005-2015 Figure 2.3: Increasing GDP share of services sector 2005-2015 Figure 2.4: Declining GDP share of agriculture 2005-2015 15.2 14.2 11.5 7.9 7.7 Infor.& comm. Finance Construction Trade Manufacturing 19.4 19.7 20.2 20.4 20.0 20.5 21.3 21.1 21.5 22.2 22.2 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 46.8 47.4 47.4 46.8 47.0 47.6 47.8 48.8 48.7 48.8 48.8 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 29.1 28.4 26.8 27.3 27.2 26.3 25.2 24.8 23.8 23.0 23.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 21 Source: Bank of Tanzania (2015). Financial Stability Report, September 2015. Fiscal performance continued to exhibit “stresses” due to faster rates of expenditure compared to domestic resource mobilization, despite revenue collection generally improving. Revenue to GDP ratio increased modestly from 11.6 percent during 2010/11 to 12.4 percent during 2014/15. The ratio was, however, well below FYDP I target of 14.4 percent and that of comparator countries like Kenya at 17.7 percent and Mozambique at 22.4 percent. Most of the fiscal policy challenges faced were related to budget credibility (unrealistic resource envelop and expenditure plans, accumulation of budget arrears, and weak budget control), mismatch between approved budgets and expenditure outturns, misuse of public Figure 2.1: Average growth rates over the FYDP I period Figure 2.2: Increasing GDP share of industry: 2005-2015 Figure 2.3: Increasing GDP share of services sector 2005-2015 Figure 2.4: Declining GDP share of agriculture 2005-2015 15.2 14.2 11.5 7.9 7.7 Infor.& comm. Finance Construction Trade Manufacturing 19.4 19.7 20.2 20.4 20.0 20.5 21.3 21.1 21.5 22.2 22.2 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 46.8 47.4 47.4 46.8 47.0 47.6 47.8 48.8 48.7 48.8 48.8 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 29.1 28.4 26.8 27.3 27.2 26.3 25.2 24.8 23.8 23.0 23.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Figure 2.1: Average growth rates over the FYDP I period Figure 2.3: Increasing GDP share of services sector 2005-2015 Figure 2.2: Increasing GDP share of industry: 2005-2015 Figure 2.4: Declining GDP share of agriculture 2005-2015 Source: Bank of Tanzania (2015). Financial Stability Report, September 2015. Fiscal performance continued to exhibit “stresses” due to faster rates of expenditure compared to domestic resource mobilization, despite revenue collection generally improving. Revenue to GDP ratio increased modestly from 11.6 percent during 2010/11 to 12.4 percent during 2014/15. The ratio was, however, well below FYDP I target of 14.4 percent and that of comparator countries like Kenya at 17.7 percent and Mozambique at 22.4 percent. Most of the fiscal policy challenges faced were related to budget credibility (unrealistic resource envelop and expenditure plans, accumulation of budget arrears, and weak budget control), mismatch between approved budgets and expenditure outturns, misuse of public finances as frequently revealed by reports of the Controller and Auditor General (CAG), weak enforcement of procurement procedures and non adherence to financial regulations, and inadequate financial allocations to development budget. The other challenges included low mobilisation of LGAs’ own revenue and erratic allocation of subvention by central government; inadequate funding for priority investments and limited private sector participation. This state of affairs calls for effective strengthening public finance management in the on-going reforms. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 7 International trade continues to play a major role in Tanzania’s economic growth, with the great potential of promoting trade-induced industrialization. Performance in international trade during FYDP I implementation was generally positive though erratic in some years, in terms of contribution to GDP as well as share in global and in the regional markets. The ratio of exports to GDP was 28 percent in 2010, 31 percent in 2011 and 29 percent in 2012 before plummeting to 25 percent, 18 percent and 20 percent in 2013, 2014, and 2015, respectively. Furthermore, trade openness, which is a ratio of export plus import to GDP fluctuated widely, starting at 47.9 percent in 2010 to 56.8 percent in 2011 and then declining to 48.8 percent in 2015. However, Tanzania’s share in world trade increased from 0.022 percent in 2011/12 to 0.1 percent in 2015/16. Over the past ten years or so, however, Tanzania’s performance in international trade has been characterised by persistent trade imbalance with a growing deficit and the rate of growth of trade flows falling behind that of GDP (trade should grow by at least a factor of 2 compared to GDP growth). Balance of trade has been volatile reaching an all-time high surplus of USD 139 million in March 2006 and a record deficit of USD 768 million in March 2014. In June 2015, the trade balance had improved significantly to a deficit of USD 423.50 million. Challenges that constrain Tanzania’s trade performance include a narrow production and export base dominated by low-value low tech products such as raw materials and primary commodities; high trading costs; tariff and non-tariff barriers to intra-regional trade; and low access to international markets. Consequently, structural transformation of industrial production and trade is a basic pre-requisite for Tanzania to successfully realize effective trade-induced industrialisation during implementation of FYDP II. Invariably, three issues are critical: intensifying production and trade in intermediate and final consumer products; establishing, aligning and upgrading along national, regional, and global value chains; and increasing the share of trade in services, such as travel and transportation. It is a widely acknowledged wisdom that investment is the primary determinant of productivity growth and economic transformation. Tanzania’s investment growth has, however, been lacklustre. The average investment rate measured by Gross Capital Formation as a ratio of GDP was 28.5 percent in 2013, a significant surge from around 13 percent in the early 2000s. Despite performing better than some comparator countries in the region e.g. Kenya at 21.4 percent, Tanzania still lags behind the rates of investment that are demonstrated to be necessary for economic transformation to take place (e.g. Malaysia, invested almost 40 percent of its GDP). Tanzania continues to remain an attractive destination for foreign direct investments (FDIs) with value of FDIs having reached US$ 2.14 billion in 2014 up from US$ 936 million in 2005. The facilitating role of the Tanzania Investment Centre (TIC) as a one-stop centre for investors has been playing a pivotal role in this performance. There are concerns, however, on the quality of FDI inflows; that most FDI inflows tend to target service and extractive activities, which offer limited employment opportunities and linkages with the rest of the economy. Between 2010 and 2014 FDI inflow to Tanzania grew at 12 percent. Sustaining high level of FDIs does not only depend on investment potentials but also, rather largely on the presence of a conducive environment for doing business and investing, relative to competitor countries in the region. Investments in Tanzania demonstrate two main characteristics, namely: (i) Sub-optimality and disparities between beneficiary sectors, essentially due to: reliance on traditional approaches to promotion of investment opportunities; un-conducive climate (bureaucracy, and multiplicity of regulations and varying clearance requirements); disparities in quality of infrastructure across regions; regional competition for FDIs; and weak institutional capacity to accelerate reforms. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 8 (ii) Dormant assets especially underutilised core assets related to industry and land, due to: weak enforcement of investment contracts; weak business environment; inadequate finances and technical know-how; reluctance of banks to accept land assets under traditional ownership as collateral; weak market conditions (quality standards, supply chains); and weak supportive facilities (insurance, financial, marketing and technology). 2.2 Productive sectors Assessment of performance in key productive sectors during implementation of FYDP I and MKUKUTA II also offered insights worth considering for incorporation in FYDP II. The sections that follow document such assessments. 2.2.1 Agriculture Agriculture continued to support livelihoods of the majority of Tanzanians; yet, it remains underdeveloped and generally vulnerable to the whims of nature. Still, the agriculture sector provides about 66.9 percent of employment, accounts for about 23 percent of GDP, 30 percent of exports and 65 percent of inputs to the industrial sector. There has been improvement in productivities of some of the crops (maize, rice, oil seeds, livestock and fisheries), but there has also been a decline in some previously key cash crops (cotton, cashew-nuts, coffee and sisal to mention but a few). The area under irrigation is less that 10 percent of the potential and rate of investment in irrigation infrastructure is still not encouraging. Most of the agricultural exports have continued to be in raw form, mainly due to a weak agro-processing industrial base. Most of the privatized key agro-processing industries, e.g. leather, have not performed as per expectations, resulting in continued exports of raw produce. 2.2.2 Tourism From 2012, tourism has been the leading sector in terms of foreign exchange earnings and is the 3rd largest recipient of FDIs after mining and manufacturing. Given its endowment and having exceptionally rich natural tourism assets of world heritage status, Tanzania’s tourist sector is an ideal vehicle for propelling growth and poverty reduction. The country is ranked 4thamong 140 countries with regard to endowment of tourism-related natural resources. The growth in tourist arrivals in Tanzania is robust and has remained fairly robust in the face of global economic turbulences. For example, during the 2008/2009 global financial crisis, arrivals declined by only 7 percent in Tanzania compared to 32 percent in neighbouring Kenya. There are, however, two main features that can constrain utilisation of the full potential of tourism sub-sector. First, weak impact on poverty reduction caused mainly by out-dated laws and provisions constraining entry to the industry and weak linkages with small local businesses; inadequate quality of skilled local labour (in customer care, marketing, safety and hygiene standards); low local content and concentration of Tanzanians in low paying unskilled tasks; low level of diversified tourism products and geographical focus (biased focus on tourism activities along the northern circuit -e.g., through branding of Tanzania as the land of Kilimanjaro; the Serengeti; and Zanzibar), thus leaving out attractions in other regions (e.g. attractions in the southern circuit); insufficient public investment in tourism training institutions thus limiting the potential of such training institutions to become internationally accredited; and weak linkages with other sectors. Second, sub-optimal links between different tourism products, on account of: weak marketing strategies and tools; weak development of non-wildlife tourist attractions NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 9 (neglect of beach, historical, conference, cultural tourism and absence of man-made entertainments) all of which contribute to shortening of days spent; and the absence of right mix of incentives in the investment policy, such as, differential incentives depending on differing developmental needs between the northern and southern circuits. For example, poor quality of infrastructure (road, energy, sea and airports) has also often been identified as a constraint to the growth of the sector especially the Southern circuit while there are some indications that the carrying capacity of the Northern Circuit is almost being exceeded. 2.2.3 Manufacturing The share of Manufacturing in GDP remained relatively low, at 5.2 percent, in 2015, with food and beverages accounting for more than 40 percent of the manufacturing output. Other products dominating the manufacturing sector in Tanzania include furniture, rubber and plastics; and non-metallic mineral products. Nevertheless, the sector has been steadily moving towards product specialization, especially products that provide inputs to other processes (i.e., intermediate technologies relating to machinery, electronics and garments). The share of manufacturing sector in total exports increased from 17 percent in 2012 to 23 percent in 2014; and declined to 19.1 percent during 2015/16. FYDP I target was 19.1 percent by 2015; which was largely met. Growth of manufacturing is mainly attributable to domestic firms taking advantage of the expanding regional market opportunities, particularly EAC and SADC. The share of manufacturing in total employment also rose from 2.6 percent in 2010 to 3.1 percent in 2014. Table 2.1 provides trends in production of selected Manufactures. Table 2.1 Production of Selected Manufactured Goods from 2010 to 2014 Product 2010 2011 2012 2013 2014 Wheat flour (tonnes) 444,242 439,926 443,731 516,778 529.797 Beer (000 litres) 242,689 323,393 338,650 374,238 379,913 Cigarettes (million) 6,181 6,630 7,558 7,710 8,028 Textile (000 sq m) 103,177 101,820 83,592 97,522 119,458 Pyrethrum Pesticides 49 53 73 83 136 Paints (000 litres) 28,201 31,211 34,868 36,623 38,308 Iron and steel (tonnes) 33,384 39,955 46,690 48,500 56,752 Cement (000 tonnes) 2,313 2,409 2,581 2,369,819 2,795,687 Aluminium (tonnes) 59 33 23 37 27 Battery (Million) 93 89 68 75 93 Source: URT Economic Survey 2014 Despite the progresses reported hitherto, domestic manufacturing system has remained less articulate with limited signs of strong development of backward and forward linkages across local manufacturing industries. Moreover, most manufacturing firms have lagged behind the required pace to increase value addition and to diversify their production towards more advanced/high tech products. Other challenges facing the sector include low productivity and weak managerial skills, weak market conditions (quality standards, supply chains), inadequate finances, unfavourable international trading relations, low usage of advanced and modern technologies, challenging business environment, as well as capacity underutilization. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 10 25 Despite the progresses reported hitherto, domestic manufacturing system has remained less articulate with limited signs of strong development of backward and forward linkages across local manufacturing industries. Moreover, most manufacturing firms have lagged behind the required pace to increase value addition and to diversify their production towards more advanced/high tech products. Other challenges facing the sector include low productivity and weak managerial skills, weak market conditions (quality standards, supply chains), inadequate finances, unfavourable international trading relations, low usage of advanced and modern technologies, challenging business environment, as well as capacity underutilization. Figure 2.5: Comparison of Tanzania’s and Ethiopia’s exports of manufactured goods to the world, 2005-2014 Source: ODI’s Supporting Economic Transformation (SET) Data from http://set.odi.org/data portal. Tanzania’s manufacturing sector is growing and so are exports from the sector. However, its capacity towards becoming export-led is relatively low compared to comparator countries, like Ethiopia (Figure 2.5). The present pattern of Tanzania’s manufacturing exports, both in the regional and international markets, is raising concern on the sector’s capacity to integrate into and deepen participation in regional and global value chains. 2.2.4. Building and Construction This is one of fast growing sectors in Tanzania, with high potential for further growth. The sector’s annual growth rate was fast between 2010 and 2011, increasing from 10.3 percent to 22.9 percent respectively. Thereafter it declined to 3.2 percent growth rate in 2012 (mainly due to stalled activities caused by non payment to contractors) before rising to 14.6 percent in 2013 and dropping slightly to 14.1 percent in 2014. The sector’s contribution to GDP Tanzania Ethiopia Figure 2.5: Comparison of Tanzania’s and Ethiopia’s exports of manufactured goods to the world, 2005-2014 Source: ODI’s Supporting Economic Transformation (SET) Data from http://set.odi.org/data-portal. Tanzania’s manufacturing sector is growing and so are exports from the sector. However, its capacity towards becoming export-led is relatively low compared to comparator countries, like Ethiopia (Figure 2.5). The present pattern of Tanzania’s manufacturing exports, both in the regional and international markets, is raising concern on the sector’s capacity to integrate into and deepen participation in regional and global value chains. 2.2.4. Building and Construction This is one of fast growing sectors in Tanzania, with high potential for further growth. The sector’s annual growth rate was fast between 2010 and 2011, increasing from 10.3 percent to 22.9 percent respectively. Thereafter it declined to 3.2 percent growth rate in 2012 (mainly due to stalled activities caused by non payment to contractors) before rising to 14.6 percent in 2013 and dropping slightly to 14.1 percent in 2014. The sector’s contribution to GDP increased from 7.8 percent in 2010 to 12.5 percent in 2014, and further to 12.7 percent in 2015.The observed growth has largely been attributed to an increase in construction and rehabilitation activities of roads and bridges and a number of other infrastructures, including the Dar es Salaam Bus Rapid Transport system and the construction of airports, as well as residential buildings. The main constraint facing the sector is limited local participation, mostly due to: low access to finance, capital and skilled labour; fluctuating input prices and their availability. While foreign contractors constitute less than 10 per cent of the registered contractors, they account for over 60 per cent of the value of civil construction works. The small share of local contractors is also attributable to inability of local contractors to demonstrate technical NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 11 capabilities (usually by displaying the stock of heavy and modern construction equipment at their disposal). While this could be moderated with hire purchase and special financing facilities/windows, these are not well developed in the country. There have been encouraging developments in the financing sector following establishment of the Tanzania Mortgage Refinance Company Limited (TMRC), a financial institution co founded by the Tanzanian Government and the World Bank, mainly to support mortgage lending in the country. Data on mortgage indicates that there was a 44.8 percent growth in mortgage loans between 2014 and 2015, increasing from Tanzanian Shillings 248 billion to Tanzanian Shillings 359 billion, respectively. The rapid growth of this sector coupled with this financing arrangement has motivated retail and commercial banks to start including mortgage products in their portfolios, such as home purchases, commercial property mortgages and plot purchases. Further growth of Construction sector is envisaged following a number of real estate projects being developed by the Tanzania National Housing Corporation, the Civil Servants Housing Scheme, with over 50,000 housing units being planned for implementation by 2020. Public pension funds are also supporting further development e.g., USD 544.5 million grand housing project in Kigamboni being sponsored by National Social Security Fund (NSSF) to be completed by 2017. 2.3 Infrastructure development Hard infrastructure During implementation of FYDP I significant investments were made in infrastructure assets which among other things, helped to open up the country. For example, in the road subsector, interventions have facilitated all regional headquarters to be connected by tarmac roads with the exception of Katavi to Tabora and Kigoma; Mtwara to Ruvuma; Lindi to Morogoro; and Manyara to Tanga regional headquarters. However, infrastructure gaps still exist, with the quality and quantity aspects lagging behind comparator countries. For example, Tanzania’s infrastructure development was ranked 102nd in the 2015 World Economic Forum’s (WEF) global competitiveness ratings among 140 countries, far behind Kenya (64th) and Ghana (79th). The length of the road network (district, urban and feeder roads) is estimated at 143,279 km, comprising of 9,781 km (paved) and 133,499 (unpaved). With deteriorating railway operations, most shippers have increasingly switched from rail to road transportation, causing frequent damage to the road network and ultimately raising road maintenance costs. In recent years, the sub sector has experienced low performance, management inefficiencies, weak oversight, and incidences of over commitment beyond available resources. Traffic jams and regional disparities in the distribution of good road infrastructure are the other emerging concerns warranting close observation during implementation of FYDP II. Limited investment in railway infrastructure has led the railway network, which covers 14 out of the 26 regions, to deteriorate overtime. Notable progress was made in improving operational efficiency of ports, for example, by extending operations of the Dar es Salaam port from the previous 8 hours to 24 hours a day. The handling capacity also improved from 9.9 million tons (2011/12) to 14.6 tons (2014/15). However, these developments remain insufficient to adequately support economic transformation and industrialization. Remaining challenging areas include management and operations inefficiencies and inadequate infrastructure, which constrain competitiveness of Tanzania’s port relative to ports in neighbouring countries. Overall, the absence of smooth intermodal switchover remains an impediment to economic transformation. Air and maritime transport, which play important roles in NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 12 accelerating growth and enhancing economic transformation, face similar challenges. To revive ATCL new investment will be needed to address inadequate facilities and weaknesses in airport services in order to meet best practice domestic and international standards. In order to address some of the challenges in this sector, two flagship projects one in rail and the other in air transport have been earmarked for implementation during FYDP II (see section 4.5). Soft infrastructure Energy production and distribution facilities have been at the centre of efforts to improve the quantity and quality of infrastructure for promoting socio-economic development in Tanzania. The major sources of electricity production in Tanzania are increasingly being diversified towards natural gas, which in 2015 accounted for 34 percent of electricity production, a marked departure from the previous domination of hydroelectric power. Other alternative sources at different stages of development include solar, wind, geothermal, etc. This is an encouraging trend given the increasing unpredictability of weather and the growing negative impact of climate change for hydro generation. Good progress has been made in terms of improving generation capacity from 900MW (2010) to 1,246.24MW (June 2015), which is equivalent to 44.8 percent of the target of 2,780MW by 2015. Despite missing the target, completion of the work of laying out the Mtwara-Dar es Salaam gas transmission pipeline and of constructing production plants in Dar es Salaam such as Kinyerezi, will enable the gap between supply capacity and demand to be narrowed further. The main challenges characterizing the energy sector include low access, by both urban and rural populations and high costs of power production, distribution and transmission. A period of about 40 years of Government monopoly has stifled potential competition and efficiency in electricity supply. For quite some time the subsector has been characterised by overreliance on Hydro Electric Power (HEP), underinvestment, limited diversification of energy resources and inadequate efforts to expand customer base and optimally serve clients. Moreover, inefficiencies of the power utility, TANESCO, and the costly emergency power production contracts have further constrained the sector’s ability to accelerate industrialization and economic transformation. Swift reform is required to further revamp performance of this critical sector in order to enable it to support industrialization. Proposed reforms include separation of powers in the following key functions: determining power purchasing tariffs, management of the power master plan, and power transmission. 2.4 Business environment A conducive business environment is paramount for ensuring competitiveness. Such an environment is characterized by effective political, economic and social policies that are favourable to investors seeking to take advantage of the vast and, in many instances, untapped investment opportunities without undermining development prospects of host countries. There have been significant reforms aiming at improving Tanzania’s business environment. However, progress has been slow in some dimensions of ease of doing business and Tanzania has missed its FYDP I target of ending up among the top 100 countries in the World, in “Doing business environment rankings”. According to the World Bank’s Doing Business Report 2016, Tanzania was ranked 139th out of 189 countries. Before that, Tanzania ranked 128th and 136th in 2011 and 2013 respectively. Tanzania has only been able to achieve the target set in FYDP I of being among the top 100 countries in enforcing contracts (45th position). The most unfavourable positions for Tanzania in 2014 were with respect to dealing with construction permits (169th position) and paying taxes (148th position). The only improvement that Tanzania made between 2013 and 2014 was in trading across borders. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 13 This implies that the private sector faces most hurdles when dealing with construction permits and paying taxes. Policy and institutional constraints, energy shortfalls, shortages of skills and problematic access to land for industrial purposes still impede growth of the private sector. In addition, in the absence of a one-stop window for most agencies (even at the TIC), the multiplicity of charges/fees imposed by various control and regulatory agencies will continue to increase cost of doing business in terms of finances and time. 2.5 Socio-economic development According to 2011/2012 Household Budget Survey (HBS) poverty is becoming more responsive to economic growth. The Basic Needs poverty declined substantially from 34.4 percent (2007) to 28.2 percent (2012) and food poverty from 11.7 per cent to 9.7 percent respectively. It is the first major decline in poverty in twenty years, and consequently, the Human Development Index (HDI) value for Tanzania increased from 0.466 (2011) to 0.521 (2014). Human Development outcomes such as in education, health, water and nutrition improved, though overall levels continue to remain low. Tanzania has registered improvements in pupil-teacher ratio, pupil-textbook ratio, gender parity and enrolment in primary and secondary schools. Infant mortality, Under-5 mortality rate (U-5 MR) and maternal mortality rate (MMR) have been on the decline. However, it is only U-5 MR target that was achieved during implementation of MKUKUTA II. The decline in U-5 MR is linked to improvements in health services, including extensive coverage of under-five immunization, vitamin-A supplements, use of insecticide treated bed nets and availability of advanced malaria drugs. Maternal mortality rate declined from 578 deaths per 100,000 live births (2004) to 454 deaths per 100,000 live births (2013). However, the rate remains high compared to MKUKUTA II target of 265 deaths per 100,000 live births. There has also been progress in access to affordable clean and safe water; sanitation and hygiene. Water supply coverage in rural areas increased substantially, from 40 percent in 2013 to 67 percent in June 2015. Furthermore, water supply coverage in 19 regional headquarters increased from 84 percent in 2009 to 86 percent in 2010/11; maintained up to June 2015. Also, the number of households connected to Water Supply and Sewerage Systems increased from 196,619 households in 2007/2008 to 311,213 households in 2012/13. However, large disparities persist between urban and rural areas, with regard to access and quality of water and sanitation facilities and services. There are widening inequities between rich and poor regions in the services provided by LGAs. Inadequate financial allocations and human resources remain the primary challenges hindering further achievements in the provision of quality water, health and education services. Other challenges in human development indicator dimensions include, in education, school dropouts, mismatch between quality and qualifications of graduates and needs of the labour market; and quantity and quality of teachers as well as low appreciation of the value of education in some segments of society. With respect to health, disparities and limited access across regions and socio-economic groups; poor quality of medical services, inadequate numbers of qualified workers, and weak rural health systems are primary impediments to better health outcomes. Low access to safe water sources and improved sanitation is mainly caused by dilapidated infrastructure, weak policy and institutional arrangements for sanitation; limited coordination between different entities, and climate change impacts. With regard to Social Protection, the proportion of population covered by formal social protection frameworks including pensions and health insurance, increased by eight percent between 2005 and 2014 due to implementation of a number of Social Protection initiatives. Further initiatives aimed at increasing health insurance access through increasing community health funds and promotion of supplementary schemes for the informal sector are expected to increase coverage to about 40 percent by 2020. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 14 2.6 Fertility, Population Growth, and Urbanization Total fertility rate (TFR) remained relatively high, at 5.4 children per woman in the 15-49 child bearing age group. The rate was 6.1 percent in rural areas compared to 3.7 percent in urban areas. TFR in Tanzania is higher than in comparator countries in the region such as Kenya and Rwanda (4.6), as well as other sub-Saharan African countries. Since 1991, this rate only declined by 13 percent in Tanzania, against 26 and 31 percent in Rwanda and Kenya, respectively. About 27 percent of women in Tanzania were using modern contraceptives in 2010, compared with 39 and 26 percent in Kenya and Rwanda, respectively, in the same year. The relatively high TFR is a major trigger for high population growth rate. Persistent high birth rate poses a risk for Tanzania to fall into a demographic trap and fail to reap the demographic dividend. The relatively high TFR is mainly due, in part, to low usage of modern family planning methods. Other factors contributing to this status are: (i) early motherhood: about 44 percent of Tanzanian women are either pregnant or mothers by the age of 19; and (ii) early marriages: the median age at first marriage in 2010 being 18.8 years in Tanzania compared, for example, to 20.0 for Kenya and 21.4 for Rwanda in same year. In rural areas, factors that further account for high fertility rate include: (i) low level of education for women relative to their counterpart in urban areas; (ii) limited access to employment opportunities for women; (iii) relatively high incidences of poverty in families, which thus attach more value to children’s support in work; and (iv) high mortality rate: due to high death risk of children in rural areas with families tending to plan for many children to hedge the high risk of death of a child. Trends in population growth and urbanization change, risk derailing some of the developmental gains made. The population of Tanzania is growing at 2.7 percent per annum, which is more than twice the global average (1.2 percent) and above the average in Africa (2.5 percent). The population of Tanzania is expected to double in 26 years. At the same time, urbanization is accelerating at an annual rate of 5.2 percent, more than twice the world average (2.1 percent) and higher than the average for Africa (3.5 percent). Dar es Salaam, the commercial capital, is growing at 5.6 percent annually, becoming one the fastest growing cities in Africa. Squatters dominate Dar es Salaam city. Urbanization is already putting intense pressure on basic services and urban infrastructure at a time when emerging cities still lack the resources and institutions to provide citizens with access to productive jobs, decent housing, and basic services. Traffic congestion in large urban areas, particularly Dar es Salaam, is getting worse as it takes over 2.5 to 3 hours to make round trip by private and public transport means respectively. 2.7 Good governance and Accountability The Government has continued to uphold democratic principles as evidenced by the past four competitive, free, fair, and peaceful multi-party general elections. This trend has been well acknowledged by global governance indices. Tanzania is ranked 15 out of 52 countries in the Mo Ibrahim Index of African Governance (IIAG) with an overall score of 56.7 (out of 100) in 2014, which is higher than the African average of 50.1, and also higher than East Africa’s regional average of 44.3 (Figure 2.6). Over the past decade, increasing freedom of speech and expression, political participation, positively changing social values and rapid urbanization have combined with enhanced democratic values to raise public expectations and demand for accountability. Such demand has led to a matching response by the Government by ensuring that its actions address needs and aspirations of the citizenry in terms of both quality and time. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 15 Figure 2.6: Tanzania: Performance in IIAG’s Governance Indicators, 2014 Source: IIAG, 2014. The Government also made headway in a number of areas including, reforming public finance management systems (internal and external audits), improving service delivery systems (health and education), strengthening institutional development (regulators, policies and laws), and enhancing accountability, autonomy capacities of LGAs in determining their own development priorities, and in raising and managing their own resources. Moreover, reforms to enhance economic freedom and improve business and investment environment are advancing. Despite such developments, four major challenges hinder further progress on governance aspects. These include occurrences of grand and petty corruption, weak accountability and as a result, poor quality of public services delivery; weak public systems, processes and procedures; and, sub-optimal public finance management system. 2.8 Financing Financing is one of the key elements to consider in implementation. Inadequate financing (underfunding and bad timing of disbursements) is one of the challenges that have impacted negatively implementation of development plans in the country. For example, FYDP I implementation required TZS. 8.9 trillion each year. Out of this, TZS 2.9 trillion was to be sourced from the Government and the remaining TZS 6.0 trillion from the private sector and development partners. However, there was no clear strategy for soliciting the finances required for implementing the Plan. As a result, the required level of financing was not achieved because new sources to expand the conventional/traditional sources, along with identification of new innovative instruments, were not implemented fully. Moreover, PPP arrangements have not been successful and Dar es Salam Stock Exchange (DSE) remains undeveloped to be reliable and significant source of investment capital. Weak performance in financing the development budget during FYDP I period can be partly explained by the rapid increase in recurrent expenditure in relation to domestic resource mobilization (Figure 2.7a). 30 Trends in population growth and urbanization change, risk derailing some of the developmental gains made. The population of Tanzania is growing at 2.7 percent per annum, which is more than twice the global average (1.2 percent) and above the average in Africa (2.5 percent). The population of Tanzania is expected to double in 26 years. At the same time, urbanization is accelerating at an annual rate of 5.2 percent, more than twice the world average (2.1 percent) and higher than the average for Africa (3.5 percent). Dar es Salaam, the commercial capital, is growing at 5.6 percent annually, becoming one the fastest growing cities in Africa. Squatters dominate Dar es Salaam city. Urbanization is already putting intense pressure on basic services and urban infrastructure at a time when emerging cities still lack the resources and institutions to provide citizens with access to productive jobs, decent housing, and basic services. Traffic congestion in large urban areas, particularly Dar es Salaam, is getting worse as it takes over 2.5 to 3 hours to make round trip by private and public transport means respectively. 2.7 Good governance and Accountability The Government has continued to uphold democratic principles as evidenced by the past four competitive, free, fair, and peaceful multi-party general elections. This trend has been well acknowledged by global governance indices. Tanzania is ranked 15 out of 52 countries in the Mo Ibrahim Index of African Governance (IIAG) with an overall score of 56.7 (out of 100) in 2014, which is higher than the African average of 50.1, and also higher than East Africa’s regional average of 44.3 (Figure 2.6). Over the past decade, increasing freedom of speech and expression, political participation, positively changing social values and rapid urbanization have combined with enhanced democratic values to raise public expectations and demand for accountability. Such demand has led to a matching response by the Government by ensuring that its actions address needs and aspirations of the citizenry in terms of both quality and time. Figure 2.6: Tanzania: Performance in IIAG’s Governance Indicators, 2014 Source: IIAG, 2014. The Government also made headway in a number of areas including, reforming public finance management systems (internal and external audits), improving service delivery systems (health and education), strengthening institutional development (regulators, policies NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 16 31 and laws), and enhancing accountability, autonomy capacities of LGAs in determining their own development priorities, and in raising and managing their own resources. Moreover, reforms to enhance economic freedom and improve business and investment environment are advancing. Despite such developments, four major challenges hinder further progress on governance aspects. These include occurrences of grand and petty corruption, weak accountability and as a result, poor quality of public services delivery; weak public systems, processes and procedures; and, sub-optimal public finance management system. 2.8 Financing Financing is one of the key elements to consider in implementation. Inadequate financing (underfunding and bad timing of disbursements) is one of the challenges that have impacted negatively implementation of development plans in the country. For example, FYDP I implementation required TZS. 8.9 trillion each year. Out of this, TZS 2.9 trillion was to be sourced from the Government and the remaining TZS 6.0 trillion from the private sector and development partners. However, there was no clear strategy for soliciting the finances required for implementing the Plan. As a result, the required level of financing was not achieved because new sources to expand the conventional/traditional sources, along with identification of new innovative instruments, were not implemented fully. Moreover, PPP arrangements have not been successful and Dar es Salam Stock Exchange (DSE) remains undeveloped to be reliable and significant source of investment capital. Weak performance in financing the development budget during FYDP I period can be partly explained by the rapid increase in recurrent expenditure in relation to domestic resource mobilization (Figure 2.7a). Figure 2.7(a): Resource gap Figure 2.7(b) Volatility Figure 2.7: Trends in Resource Gap (in TZS Billion) and volatility in budget deficit (Budget deficit % of GDP). Sources Figure 2.7(a) MKUKUTA Review and 2.7 (b) URT Source: Bank of Tanzania (2015). Financial Stability Report, September 2015. As of 2015, the expenditure to GDP ratio stood at 28.8 percent, slightly above FYDP I target 0.0 5,000.0 10,000.0 15,000.0 20,000.0 Actual Domestic Revenue collection in Billion of TZS Actual Expenditure in Billion of TZS 2.6 4.9 5.2-5.3 4.5-4.5 4.9-4.9 3.9 3.5 3.3 3.5 3.7 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 Figure 2.7(a): Resource gap Figure 2.7(b) Volatility Figure 2.7: Trends in Resource Gap (in TZS Billion) and volatility in budget deficit (Budget deficit % of GDP). Sources Figure 2.7(a) MKUKUTA Review and 2.7 (b) URT Source: Bank of Tanzania (2015). Financial Stability Report, September 2015. As of 2015, the expenditure to GDP ratio stood at 28.8 percent, slightly above FYDP I target of 28 percent of GDP. The fiscal position remained unstable over the 2003- 2015 period as revealed by trends in the budget deficit to GDP ratio (Figure 2.7b). The recurrent and development expenditures (with the latter accounting for roughly 27 percent of the total budget) followed a similar pattern. Most of the challenges in the management of fiscal policy are public finance management related. They range from weak budget control (internal and external), mismatch between approved budgets and expenditure outturns, misuse of public finances as frequently revealed by reports of the Controller and Auditor General (CAG), weak enforcement of procurement and financial regulations, internal accumulated arrears and inadequate financial allocations to the development portion of the budget. As such, three fiscal risks merit further attention during FYDP II implementation. These are: (a) financial distress especially in the energy sector; (b) arrears, including those involving pension funds; and (c) excessive non-concessionary borrowing. It is apparent from Figure 2.7 that the Government faces challenges in finance its development projects using its own revenues only. One of the solutions to this challenge is to start using domestic Development Finance Institutions (DFIs) i.e. TIB and TADB to leverage government revenues and to facilitate access to other sources of finance. The viability of establishing other DFIs particularly for Construction and SMEs sectors should be explored. 2.9 Debt Sustainability National debt stock stood at US$ 19.10 billion equivalent to 34.7 percent of GDP by the end of June 2015 having increase by 73 percent from US$ 10.96 billion recorded in March 2011. The level of Tanzania’s public debt (expressed as a percentage of GDP) is relatively high compared to the average for the EAC region or the median for SSA and LIC countries. As at end of June 2015, the stock of public debt consisted of external debt stock valued at USD 12,987.0 million and domestic debt, which includes claims by domestic suppliers of goods and services, pension funds liabilities, valued at USD 6,049.2 million. Increases in the debt stock (both domestic and external) have resulted from two factors. First is new domestic and foreign borrowing (both concessional and non-concessional NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 17 loans) to finance development projects and interest arrears. Second is the depreciation of the Tanzanian Shilling, which has effects on the accumulation of arrears in servicing external debt. Tanzania’s 2015 Debt Sustainability Analysis (DSA) results show that public debt remains sustainable in the short, medium and long term. However, analysis of debt service shows that a weighted average interest rate of the existing public debt portfolio is 3.8 percent, driven mainly by domestic debt at 7.1 percent against 1.4 percent for external debt. High interest rate on domestic debt partly reflects relatively high rate of inflation and inefficiency in the domestic financial markets since the risk on credit extended to Government has remained relatively stable over the past decade or so. 2.10 Monitoring and evaluation A key factor for effective implementation of plans is establishment of a robust monitoring and evaluation framework. Various efforts were taken by Government to improve its Plan implementation at two fronts – at strategic initiative (projects) and at operational levels (government service delivery) by institutionalizing robust M&E systems in MDAs, RSs and LGAs. Implementation of NSGRP II was monitored through MKUKUTA Monitoring Master Plan, which had a diverse set of indicators, some of which were tracked annually and others at specific designated periods. FYDP I initiated the Big Results Now (BRN) as one of its tools for M&E, particularly for tracking and ensuring implementation in designated key result areas (KRAs). BRN was inspired by Malaysia’s Big Fast Results approach. The methodology is premised on the concept that, by implementing key innovations at critical points in the way Government operates, the existing system can be propelled to deliver more effectively and efficiently. Delivery is monitored through the identified National Key Result Areas (NKRAs), concrete actions, and clear milestones and indicators carefully identified through a robust analysis and consensus building (lab) processes. M&E in general and BRN system face several challenges including: weak prioritisation, with new NKRAs being added while existing ones have not been implemented effectively; under-disbursement of the funds even to selected NKRAs; non ring-fencing of funds for the selected priority areas; etc. Implementation effectiveness requires results of M&E to be associated with rewards and sanctions. However, the existing systems seem to have moved less in this direction. 2.11 Science, Technology and Innovation (STI) and ICT STI is an important enabler of economic and social development as it can facilitate faster and more efficient production of material goods and services. Tanzania has resolved to set aside one percent of its GDP for STI-related activities annually, exclusive of private spending for the same. However, the implementation of this resolve has not been satisfactory as the Government expenditure on R&D (as a percentage of GDP) stood at only 0.4 percent (2014/15). In addition, Tanzania makes low usage of advanced and modern technologies, primarily due to high costs of sourcing and updating to modern technology; restrictive patent rights acquisition, and limited knowledge on new technologies. There is also limited contribution of the private sector to R&D, mainly due to weak incentives to invest in R&D, low understanding and appreciation of the financial and economic advantages of adopting new technologies, and weak multi-stakeholder platforms and partnerships. Another important dimension of technology is information and communication (ICT). This is one of the critical enablers of socioeconomic development and transformation. In order to provide a sound base for advancements in the use of ICT, Tanzania has completed the National ICT Infrastructure Backbone Project, by laying 25,954 kilometres of optic fibre cable (OFC) backbone covering 24 regions of Mainland Tanzania. OFC provides a solid base for scaling up the broadband access, connectivity and the provision of efficient services nationally and in the region and ultimately provide 40 percent of the communications services availed to land-locked countries in the region as had been outlined in NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 18 FYDP I. Connectivity to submarine cables (EASSy & SEACOM) and cross-border connectivity with neighbouring countries namely Kenya, Uganda, Rwanda, Malawi, Burundi and Zambia has been successfully implemented. However, limited education level and human resources to adapt, manage and operate new technologies, weak monitoring of quality and standards of hardware and software, low awareness and usage of open-source software are among the challenges facing the sector. Instances of vandalism on infrastructure have also been reported, though rarely. 2.12 Labour Force and Skills Size of the working age population is expanding and is mostly composed of rural residents. It stood at 25.8 million persons in 2014 compared to 21.0 million persons in 2006. About 87 percent of the working age population is economically active. About two thirds (66.9 percent) of the employed persons are agricultural workers, followed by elementary occupations (10.9 percent), and service and shop sales workers (9.8 percent). The overall unemployment rate in 2014 was 10.3 percent; being highest in Dar es Salaam (21.5 percent) and lowest in rural areas (8.4 percent). Labour force is growing at around 2.3 percent per annum, with new entrants to the labour market estimated at between 650,000 and 750,000 every year. Labour force in the agriculture sector is growing at an annual rate of about 2.1 percent. Tanzania has recorded a modest annual growth of 3 percent in aggregate labour productivity over 2007-2013 (using the rebased national account data) and 3.5 percent over 2010-2013 (using the old national account data). Such growth rates are more than twice as high as in neighbouring Kenya and Uganda (Figure 2.8). Over the period 2007-2013, agricultural productivity exhibited the fastest growth in labour productivity at an annual rate of 3.3 percent, while the productivity in the manufacturing sector rose to 1.0 percent, over the 2010-2013 period. Two thirds of productivity change was due to structural change and a third due to within sector change. More efforts are therefore needed to raise productivity in the Manufacturing sector, an important sector that presents better opportunities for economies of scale and absorbing resources reallocated from agriculture. In addition, it is necessary to ensure that the industrial transformation goes hand in hand with efforts to create decent employment, reduce income poverty and improve human wellbeing. In the medium to long term, Tanzania will continue enhancing its stock of skills in order to facilitate utilisation of the country’s comparative advantages and building of competitive advantages by targeting more technology-intensive and internationally competitive, transformed domestic production system and an increasingly diversified export basket. 34 percent), and service and shop sales workers (9.8 percent). The overall unemployment rate in 2014 was 10.3 percent; being highest in Dar es Salaam (21.5 percent) and lowest in rural areas (8.4 percent). Labour force is growing at around 2.3 percent per annum, with new entrants to the labour market estimated at between 650,000 and 750,000 every year. Labour force in the agriculture sector is growing at an annual rate of about 2.1 percent. Tanzania has recorded a modest annual growth of 3 percent in aggregate labour productivity over 2007-2013 (using the rebased national account data) and 3.5 percent over 2010-2013 (using the old national account data). Such growth rates are more than twice as high as in neighbouring Kenya and Uganda (Figure 2.8). Over the period 2007-2013, agricultural productivity exhibited the fastest growth in labour productivity at an annual rate of 3.3 percent, while the productivity in the manufacturing sector rose to 1.0 percent, over the 2010 2013 period. Two thirds of productivity change was due to structural change and a third due to within sector change. More efforts are therefore needed to raise productivity in the Manufacturing sector, an important sector that presents better opportunities for economies of scale and absorbing resources reallocated from agriculture. In addition, it is necessary to ensure that the industrial transformation goes hand in hand with efforts to create decent employment, reduce income poverty and improve human wellbeing. In the medium to long term, Tanzania will continue enhancing its stock of skills in order to facilitate utilisation of the country’s comparative advantages and building of competitive advantages by targeting more technology-intensive and internationally competitive, transformed domestic production system and an increasingly diversified export basket. Figure 2.8: Decomposition of labour productivity change in Tanzania, Kenya and Uganda Source: SET / ODI / REPOA Background Paper 2.13 Gender and Women Economic Empowerment Tanzania has made commendable progress towards attaining gender balance, including access to primary and Ordinary Level (O level) secondary education; proportion of women in Figure 2.8: Decomposition of labour productivity change in Tanzania, Kenya and Uganda Source: SET / ODI / REPOA Background Paper NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 19 2.13 Gender and Women Economic Empowerment Tanzania has made commendable progress towards attaining gender balance, including access to primary and Ordinary Level (O level) secondary education; proportion of women in decision-making level; and representation in the National Parliament. For example, gender parity was achieved in transition to secondary education with 257,465 male students and 257,127 female students joining secondary school education in 2012/13. Also, the proportion of women in senior positions in different levels of decision-making increased from 33 percent during 2010/11 to 41 percent during 2014/15. Furthermore, women have benefited from a decade of economic transformation in Tanzania through increased access to new employment opportunities in higher productivity sectors such as manufacturing, trade, hotels and food services. Also, expansion of public services made possible by a decade of growth has increased the education of women and hence their participation in and contribution to the labour force as well as increasing life expectancy. Despite this progress, some disadvantages have persisted. For example, the yields per hectare in agriculture are still lower on land worked primarily by women compared with that on land worked by men. As such, women are relatively poorer in the society compared to men. While men’s time taken up by household chores is low; for women, it is high. This burden begins as early as at the age of 10 years for females. Young women still marry before the age of 18 and start raising families soon after, thus reducing their education and employment options in the future. Interventions to ensure gender balance are needed to unleash women’s potentials to contribute to the envisaged social economic transformation; and more importantly as a matter of human rights. 2.14 Status of flagship projects Most of the incomplete flagship projects identified for implementation in FYDP I, particularly in infrastructure,) have been carried over to FYDP II, given their strategic importance in facilitating the realization of FYDP II goals. The status of these projects is outlined below: 2.14.1 Construction of a new Central Railway Line to Standard Gauge The Central Railway line comprises of the railway network operated by Tanzania Railway Limited (TRL). It has three (3) branches and covers a distance of 2,707 kms: Dar es Salaam – Tabora – Kigoma (1,251 kms); Tabora – Mwanza (379 kms); and Kaliua – Mpanda (210 kms). Under FYDP I it was intended that preparatory work for upgrading the existing railway network into Standard Gauge be completed and new lines constructed such as: Isaka – Rusumo (371 kms), Mpanda – Karema (150 kms) and Uvinza – Msongati (200kms). The aim remained to improve passenger and cargo transportation between Dar es Salaam and the central and western parts of Tanzania as well as serving the neighbouring land locked countries of Democratic Republic of Congo (DRC), Rwanda, Burundi and Uganda. These plans have not been fully implemented. Tanzania, Rwanda and Burundi entered into agreement under EAC to implement the Dar Isaka – Kigali – Keza-Musongati (DIKKM) project. The project involved construction of a standard gauge railway (SGR) from Dar es Salaam to Isaka (970 kms) and a new line from Isaka-Kigali and another at Keza-Musongati (702 kms). The project cost was estimated at USD 4.03 billion. The Government of Tanzania under financial support from AfDB engaged CANARAIL of CANADA to undertake a detailed engineering study of the route. This was completed in April 2013. After the commissioning of the detailed engineering study CPCS – Transcom was engaged as the Transaction Advisor to package the project and prepare the bankable proposal. About 19 companies showed interest to invest in the project and after a critical analysis, 12 companies were asked to submit their Request for Proposals (RFPs). Ten (10) companies preferred affermage arrangement while the remaining companies preferred Design Build Own Operate and Transfer (DBOOT) NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 20 and Build Operate and Transfer (BOT) arrangements. However, this project is facing a number of challenges as follows: (i) Financing for the project: The funding arrangement for DIKKM is still not clear among member states. The Government of Tanzania on its own initiative appointed Citibank to be a lead arranger for mobilising funds and appointed Rothschild bank as transaction advisor to propose the best model for PPP arrangement; (ii) There is no decision on appropriate PPP modality for SGR; (iii) The study for Dar-Isaka-Kigali-Keza-Musongati (DIKKM) has been completed and is awaiting the decision to award a private partner. 2.14.2 Establishment of Bagamoyo Special Economic Zone and development of a new Port In 2006, the Government decided to establish special economic zones for investment with the aim of attracting investments that would facilitate the establishment of industries which will use local inputs to supply the local market. Bagamoyo Special Economic Zone was evaluated in 2008 and about 5,742.52 hectares out of 9,800 hectares that were earmarked had been compensated. About 2,500 hectares area was reserved, with about 1,700 hectares set for construction of port and other related infrastructure. When the project was initiated, there were some challenges which led to delays in the project commencement. Since the project involved construction of a port, Tanzania Ports Authority being the authority that manages all ports in the country, sought to have the project fall under its jurisdiction. On the other hand, EPZA asserted the need for it to be responsible given that it involved establishment of a SEZ. Moreover, compensation to project affected people (PAPs) has taken long time due to lack of funds. In addition, the promise of resettlement of the PAPs by the government was not clearly set on how the situation was to be handled. 2.14.3 Kurasini Trade and Logistics Centre Kurasini Trade and Logistics Centre is a Tanzania-China joint venture for setting up a modern logistics trade and logistic centre at Kurasini in Dar es Salaam. The project includes construction of a modern trade hub in an area covering about 60.4 hectares in Kurasini, thus producing what is expected to be the largest of such centers in East and Central Africa. The project will be implemented under PPP model by the Export Processing Zones Authority (EPZA) on behalf of Tanzania and Yiwu Pan - African International Investment Corporation for China. The early stages of the project involved compensation to PAPs in the project area. Though the government had set aside funds for compensation, only a portion of the amount set was used for compensation and the rest of the money diverted to fund other activities. Furthermore, for those who were compensated, there were some who did not accept the compensation package and subsequently filed court cases to review the package. This further delayed completion of the compensation process and hence the project commencement. 2.14.4 Mchuchuma and Liganga Projects Mchuchuma coal project is set to produce three million tonnes of coal per annum (t/a) open cast. The project will generate 600MW, of which 300MW will be for Liganga Iron Project and the remaining 300MW will be fed into the national grid. The Liganga project intends to produce 2.9 million tonnes per annum (t/a) of iron ore and 1.0 million tonnes per annum (t/a) of steel. The Mchuchuma and Liganga projects were planned to be developed by a Tanzania-China joint venture company. Necessary steps that have been completed for NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 21 the projects include a feasibility study, land demarcation for the project sites and issuing of title deeds, transferring of mineral and land rights from National Development Corporation (NDC) to the company and water testing. Environmental and Social Impact Assessment (ESIA) was done in 2014. While the geological report for Mchuchuma has been submitted, the report for Liganga had not. Despite accomplishing a number of the necessary steps for the development of Mchuchuma and Liganga projects, implementation of the project stalled due to the following reasons: (i) The road (from Itonyi) to facilitate movement of goods to-and- from the project has not yet been constructed. (ii) The government is yet to pay the resettlement money for relocating PAPs from the project sites for resettlement elsewhere. 2.15 Overall Assessment Tabl e 2.1 summarizes the progress made towards the national targets for 2015/16. The assessment, which covers the implementation of FYDP I and MKUKUTA up to December 2015 showed that overall performance was 50 percent based on achieved indicators. Due to the increased flow of funds disbursed to strategic projects since the Fifth Phase Government came into power, it is estimated that FYDP performance will reach 60 percent by June 2016. Table 2.1: FYDP I and MKUKUTA II Progress Against Targets Target Area FYDP I and MKUKUTA II Target Progress Comment Average annual growth 8 % 6.7% over 2011-2014 Below target Global rank of Tanzania in World Bank’s doing business surveys Improving to below 100 131 in 2015 and 130 in 2014 Below Target Manufacturing sector GDP contribution Increasing sector contribution to 12.9% by 2015/16 Constant at 7% over 2007 2013 (rebased data) and 5.2% in 2015 Below target Manufacturing sector employment Growing from 120,000 people 2010 to over 221,000 people by 2015/16 615,323 in 2014 (ILFS) Well above target Tertiary enrolment rate Increased from 1.5 to 4% 4% in 2012 On target Manufacturing share in total country's export Accounting for 19.1 % by 2015/16 27.1% in 2014/15 Above target Mineral sector GDP 3.7 % 4.0% in 2015 Above target Fisheries Sector GDP 5% in 2015/16 2.0% in 2015 Below target Increased share of Tanzania in world trade From 0.022 % in 2010 to 0.1% by 2015/16 0.048% in 2014/15 Below target Increase contribution of trade to GDP From current 16 to 20% by 2015/16 19% (exports/GDP) in 2014/15 Marginally below target Agriculture growth From 2.7 % in 2010 to 6-8 % in 2015 2.3%in 2015 Below target Rural /Local Roads in Good and Fair Condition (%) From 56 % to 63% 5.7% in June 2014 Below target Net enrolment at Pre-primary level From 37.5% to 100 % 33.4% in June 2014 Below target Net enrolment rate, Primary From 95.4% to 100 % 84.4% in June 2014 Below target NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 22 Target Area FYDP I and MKUKUTA II Target Progress Comment Percent of cohort completing STD VII From 53% to 90% 56.3% in June 2014 Below target Annual enrolment in technical educational training From 50,173to 113,393 116,160 in June 2014 Above target Annual enrolment in Vocational educational training From 72,938 to 166,132 164,077 in June 2014 On target DTP-HpB-Hib coverage (%) 91% to 85% 91% Below target % of persons with advanced HIV infection receiving ARV combination therapy From 7.6% (Children) to 80% for all 67% (Adults) 29 % (Children) Below target Water supply service coverage – rural From 46.5 to 65 %t 51% in 2014 Below target Water supply service coverage – urban areas From 85 to 86% 86% in 2014 On target Sources: 1. SET / ODI / REPOA Background Paper 2. FYDP I and MKUKUTA II Implementation Reviews, 2016 This performance record has prompted FYDP II to emphasize industrialisation and openness to regional and global trade than previously by articulating efforts to build and reorganize domestic productive capacities while also ensuring sustainability of a conducive environment for doing business and investing. The envisaged industrialisation, has to be based, among others factors, on the country’s comparative advantages and on upgrading innovativeness with a view to integrating into and realising greater benefits from regional and global value chains and pursuing competitive industrialization. 2.16 General Factors that Beset Implementation of FYDP I and MKUKUTA II Implementation of FYDP I and MKUKUTA II faced a number of inhibiting factors, which, if not adequately mitigated, may pose risk to successful implementation of FYDP II. These include: i. Sub optimal mobilization of adequate financial resources anticipated for implementation of respective activities both in terms of amount and timing of disbursement of the resources. The development budget for the whole period of the Plan was set at TZS 44.5 trillion, equivalent to TZS 8.9 trillion per annum, with the government contributing TZS 2.9 trillion and the rest expected from the private sector and development partners. Actual mobilisation fell short of all the targets and in some cases allocations were not strictly targeting priority areas. These shortcomings need to be addressed in order to avoid similar hurdles in the implementation of FYDP II. ii. Unsettled Land issues: successful implementation of FYDP I was premised on the assumption that earmarked tracts of land would have been transformed through a shift from traditional to commercial use. This was to be done through facilitation and promotion of contracts between large scale farmers and out-growers in partnership with nuclear farmers. Large tracts of land were to be availed to commercial farmers and industrialists. However, this did not happen, and most of the planned projects, which required relatively large tracts of lands, have not been fully developed.iii. Delays in decision making: in a fast changing and dynamic global market, time is of the essence as projects feasible today may easily lose viability if there are delays in taking off. BRN initiative was introduced to fast track key decisions pertaining to implementation of some of the projects through enhanced coordination of actors. However, there were key projects which hade not taken off simply because a decision somewhere within the government machinery had not been made in time. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 23 iv. Un-facilitative institutional arrangements: implementation of both FYDP I and MKUKUTA II assumed that the institutional arrangements would facilitate national interest to override institutional and individual interests. However, institutional clashes continued and hampered implementation of several projects, e.g. the Eco-energy Project in Bagamoyo and the expansion of Dar es Salaam seaport. v. Incomprehensive M&E : implementation of the two frameworks assumed that M&E systems would go beyond physical visits to projects, to providing fast, clear implementation feedback in order to allow mitigation measures and the required adaptations to be taken swiftly once it became clear that a project was facing implementation hurdles. In the absence of a rapid feedback mechanism, poorly performing projects were not identified in time for substantive corrective measures to be taken. This led to wastage of financial, human and time resources. vi. Inadequate prioritization: previous frameworks had prioritized projects and interventions. However, this was later defeated by the pressure to spread resources to all areas. This seemingly egalitarian culture limited management of inter-temporal and spatial trade-offs leading to initial priorities focusing on increasing the national productive capacity in the short to medium term being diluted. With resources being spread too thinly, key investment targets aimed at unleashing latent growth potentials were missed. 2.17 Key Messages for Choosing and Implementing Strategic Interventions The following messages can be sifted from the analysis of the present economic structure and implementation of FYDP I and MKUKUTA II for onward incorporation in strategic choices and interventions of FYDP II. Message 1: Macroeconomic performance has been good but volatility is an emerging concern Economic growth is gradually becoming pro-poor. FYDP II needs to sustain high rates of economic expansion by addressing a number of growth constraints outlined in this Chapter. Despite years of good track record in maintaining macroeconomic stability, there are emerging signs of instability. These have begun to manifest in episodes of instability in inflation rate, domestic revenue collections missing the targets set, rising national debt, volatilities in public expenditure and the resultant budget deficit, etc. These signs call for FYDP II to promote strengthening of accountability systems and institutions responsible for management of fiscal policy as well as attendant procedures and mechanisms for fiscal management. Message 2: Achievements in social sectors have been modest but quality and sustainability concerns are mounting Disparities in growth rates between fast growing services sectors (communication, finance, insurance and construction) with less potential to reduce poverty; and slow growing productive sectors with high potential for reducing poverty (agriculture and manufacturing) call for (i) rekindling growth in sectors where the poor participate more to derive their livelihoods, (ii) pursuing policies and strategies that raise the contribution of the service sectors to poverty reduction, and; (iii) industrializing through trade. There have been significant achievements in the areas of social service delivery and outcomes during implementation of MKUKUTA II. However, population pressure, weak fiscal policy, and rapid urbanization risk derailing some of the gains. In the backdrop of huge demand for prioritizing quality delivery of education and health services, the country’s rapid population growth demands that further investments be made in social infrastructure including classrooms, health centres, and facilities such NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 24 as teaching equipment, textbooks, ICT etc.; and infrastructure. Rapid population growth has also resulted in poor management of urbanization and this has implications on the environment in terms of increasing stress. Message 3: Infrastructure holds the key to transformation Significant investments have been made in both hard and soft infrastructure during implementation of FYDP I. However, infrastructure gaps still exist mainly in power and transport sectors. Given the importance of adequate infrastructure to support industrialisation and to foster the desired economic transformation, these gaps need to be closed in order to satisfy growing infrastructural demands for FYDP II implementation. Message 4: Decentralization and Local Economic Development have not sufficiently empowered local communities Effective service delivery requires efficient decentralised systems that respond to local needs in a timely manner. Likewise, decentralisation is key to ensuring that growth is broad-based and inclusive of all communities and larger part of the country’s population (including small holders, small and micro businesses etc.). FYDP II strategically incorporates spatial disparities in development through decentralization based on the principle of subsidiarity, which empowers the local communities and LGAs to sustainably utilize resources in their localities for inclusive socio-economic development. Message 5: Prioritization of resource allocation is key to achieving maximum impact Opportunity-based planning was envisaged in implementing FYDP I and MKUKUTA II. Quest to implement everything often resulted in weak resource prioritization and allocation and risks to successful implementation as outlined in section 2.16. Thus, FYDP II focuses on few high return investments, effective policy coordination and implementation, and a robust Monitoring and Evaluation (M&E) system, for attaining the intended development outcomes. Message 6: Weak Implementation is a Persistent challenge that needs to be addressed Weak implementation has been a persistent setback for realizing results in implementing projects in Tanzania. A number of reasons caused this setback; including incoherent policies and procedures, weak prioritization and sequencing of interventions, vested interests, weak engagement of stakeholders at planning and implementation stages, weak resource mobilization strategies as well as poor supervision, monitoring and evaluation. In general, issues inhibiting effective implementation can be categorized under the following main areas: Weak Institutional Capacities; Poor Governance and Accountability; Un-conducive Legal and Regulatory Enforcement; Corruption; Challenges in Coordination and Organization; Inadequate Financing; and Weak Monitoring and Evaluation systems. A number of interventions and reforms on the policy, regulatory, legal institutional fronts are outlined in FYDP II with a view to addressing these and other challenges. Message 7: M&E systems exist but need to be refined A number of reforms have been implemented in the area of M&E with the objective of ensuring a robust M&E framework. However, challenges remain in tracking progress and key results. A more robust M&E system has been developed to suit FYDP II M&E needs, namely: additional data requirements; facilitating learning as well as quick feedback and adaptation mechanism; and embedding incentives and sanctions. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 25 Message 8: There are major impediments to human development, economic transformation and industrialization that need to be addressed The impediments include (i) inadequate financial, human and technical resources (ii) weak business and investment environment (iii) low productivity (iv) poor and inadequate infrastructure facilities (v) limited linkages between economic sectors (vi) limited macro-micro linkages (vii) weak implementation of national and sector development plans and subsequent activities. The effects of climate change reinforce some of these impediments, e.g. distractions of infrastructure, loss of productivity in agriculture, and disease outbreaks. Addressing financing constraints, shortage in skills, weak business and investment environment, low productivity, inadequacy in infrastructure, have been considered critical in FYDP II. Message 9: Conducive Business and Investment Environment has been created but needs further improvement The private sector remains the engine of growth, poverty reduction and the driver of economic transformation. The three roles cannot be effectively played if the business and investment environment is unsupportive and/or unfriendly (see also section 2.4). Improving the business and investment environment is key for leveraging an effective private sector leadership role. Large, small and micro businesses need to strive and become effective partners in the development process. Making smallholder farmers, micro and small businesses part of the growth process, is an effective means to achieving inclusive growth. Message 10: Financing of the planned projects, including the use of PPP arrangements though established, remained weak. Weak Plan implementation reflects inadequate financing both from the public sector and the private sector. Inadequate financing from the public sector was due to weak domestic and external resource mobilization. The finances from the private sector were lower than the expectation partly because of the challenges related to weakness in the PPP legal framework, unsolved land issues and inadequate understanding and operationalization of PPP concepts. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 26 STRATEGIC REPOSITIONING FOR IMPLEMENTATION OF FYDP II3 3.1 Overview This Chapter presents the modality of repositioning the framework for implementation in light of FYDP II orientation (industrialization and human development focus); and in the context of domestic, regional and global dynamics. Economic transformation and human development are not new issues in Tanzania’s development agenda and discourse. They have been central in most previous planning frameworks. This Chapter addresses the critical aspects that constitute the difference or “business unusual” approach, drawing lessons behind unsatisfactory past state of affairs and avoiding such outcomes this time round. The Chapter begins with a brief account of early attempts on transformation of both industrial and social development in Tanzania, with a view to identifying lessons to be considered to inform the chosen path of FYDP II (as outlined in Chapter four). The Chapter also presents assessment of the terrain in which late industrializing countries are faced with, taking into consideration the increased move for trade liberalization and economic globalization. It also enlists experiences from some comparator countries and ends by delineating the key criteria for selecting priority areas for both industrial and social interventions. 3.2 Attaining Higher Economic Growth The average annual growth rate of GDP of 7 percent so far attained in the past decade, while impressive, is lower than the targeted rate of 8-10 percent deemed necessary to eradicate absolute poverty and to put the country on a right path to realizing objectives of TDV 2025 as illustrated in Figure 3.1. The challenge of realizing the projected per capita nominal income of US$ 3,000 by 2025, requires that economic growth be maintained at a rate of at least 8 per cent per annum up to 2020 and beyond. This can only be achieved with a shift to higher value addition production processes than is currently the case, where production and trade of raw primary products is predominant. This requirement has prompted FYDP II to emphasize industrialisation and openness to regional and global trade than previously. This will require concerted efforts to build and reorganize domestic productive capacities and at the same time ensuring a conducive environment for doing business and investment. The envisaged industrialisation, has to be based, among other factors, on the country’s comparative advantages and on upgrading innovativeness with a view to integrating and deepening into regional and global value chains and pursue competitive industrialization. As depicted in Figure 3.1, there are driving factors necessary to cause the industrial “jump”, including catch up in technology and innovation, and development of critical mass of industrial and trade infrastructure, focusing on maximising on obtainable country’s comparative advantages and trade opportunities to heighten economic growth to the envisaged level. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 27 43 Figure 3.1: Required Change in Economic Growth Trajectory for MIC Target Key MIC= Middle Income Country; LIC= Low Income Country 3.3 Record of Structural Transformation and Social Development in Tanzania Two developments are examined in this subsection, namely industrialization and human development and social transformation. 3.3.1 Record of Industrial transformation The envisaged path is informed with the fact that industrialization promotion has remained high in Tanzania’s development agenda since the early days of independence. The approach however had not been stable, being much influenced by changes in the socio-economic landscape. The early phase of industrialization in Tanzania (1961-1966) followed the colonial approach, focusing on industrial promotion through Import Substitution Industrialization (ISI) strategy; which was largely simple processing of consumer goods for the elite urban consumers) Between 1961 and the Arusha Declaration in 1967, there were 186 establishments, most of which were labour intensive, providing about 200,000 employment opportunities and constituting four percent of GDP. The establishments included Coca-Cola, East African Breweries, Tanganyika Packers, British American Tobacco, Metal Box all privately owned. Industrial production was unbalanced largely being import net and of limited scale. In terms of ownership structure the establishments were foreign dominated. Table 3.1 shows development of the industrial sector over time. The Tanzania’s Vision to attain MIC status by 2025 remains; however, must be a shift to higher Value and Faster Growth Path Industrial Figure 3.1: Required Change in Economic Growth Trajectory for MIC Target Key MIC= Middle Income Country; LIC= Low Income Country 3.3 Record of Structural Transformation and Social Development in Tanzania Two developments are examined in this subsection, namely industrialization and human development and social transformation. 3.3.1 Record of Industrial transformation The envisaged path is informed with the fact that industrialization promotion has remained high in Tanzania’s development agenda since the early days of independence. The approach however had not been stable, being much influenced by changes in the socio economic landscape. The early phase of industrialization in Tanzania (1961-1966) followed the colonial approach, focusing on industrial promotion through Import Substitution Industrialization (ISI) strategy; which was largely simple processing of consumer goods for the elite urban consumers) Between 1961 and the Arusha Declaration in 1967, there were 186 establishments, most of which were labour intensive, providing about 200,000 employment opportunities and constituting four percent of GDP. The establishments included Coca Cola, East African Breweries, Tanganyika Packers, British American Tobacco, Metal Box all privately owned. Industrial production was unbalanced largely being import net and of limited scale. In terms of ownership structure the establishments were foreign dominated. Table 3.1 shows development of the industrial sector over time. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 28 Table 3.1: Evolution of Industrial Establishments in Tanzania Selected Sub-periods, 1961-2013 Period Pre-1961 1961 1970 1971 1980 1981 1990 1991 1995 1996 2000 2001 2005 2006 2010 2011 2013 Number of Establishments 61 125 411 1,188 1,176 3,430 5,153 12,849 50,656 Source: NBS, 2016 The second phase of industrialization had, as core, promotion of local ownership of the tertiary sectors of the economy. The declared policy of socialism and self-reliance as enshrined in the Arusha Declaration of 1967 led to championing of industrialization through state created entities. Existing industries were nationalized and new ones established to be managed by parastatal organizations. During the period, foreign investors participated mainly through management agreements and as suppliers of machinery and equipment. The period also witnessed an increased role of government in setting, implementing and monitoring monetary and exchange rate policies. The National Development Corporation was reorganized and further strengthened as a special purpose vehicle to drive implementation of the Arusha Declaration with regard to industrialization and ensuring local ownership. In earnest, however, industrialization followed the same strategy of import substitution. It was not until 1975 that a shift of paradigm towards structural change was articulated as a long-term agenda in Basic Industry Strategy (BIS, 1975-1995). BIS was intended to be a 20 year Plan (1975-95), to be implemented in four phased five year plans. This strategy emphasized industrial activities that could transform the economy so that most of the industrial demand would be met primarily from domestic sources using resources that are available in the country. Industrial goods were to meet basic needs of the population and intermediate and capital goods were to be produced to meet domestic industrial demand. Moreover, a number of industrial support institutions were established and resources allocated for R&D. The foreign exchange crisis that began to be felt in late 1970s due to a combination of factors including global oil crisis impacted negatively ability to import intermediate inputs and capital goods thus adversely affecting manufacturing performance. Furthermore, the direct control and regulation measures introduced by the government, including import licensing, exchange controls and price controls, created a business environment that did not facilitate the manufacturing sector to build capabilities to compete. Following persistence of the economic crisis, and unsuccessful home-grown reforms programmes, NESP and SAP, Tanzania adopted full fledged policy package in the form of Economic Recovery Programme (ERP I) in 1986 and subsequent ERP II in 1989, with the objective of restoring economic stability and accelerating structural reforms in order to create sustainable position of the country’s balance of payments, correcting budget deficits, cutting down inflation, reforming macroeconomic framework of policies and increasing incentives to agricultural producers. ERP II (also termed Economic and Social Actions Programme) or “adjusting with a human face”, had elements of human development. The economic reforms and industrial restructuring assumed that enterprise level inefficiencies are a reflection of distorted or inappropriate macroeconomic policies. In the same vein, trade liberalisation was adopted to allow policy space for enterprises to compete with imports. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 29 Thereafter, the state controlled industrialisation was gradually paving way to market led industrialization exhibiting trade liberalisation and privatisation. Initially however, structural adjustment programmes led to premature de-industrialisation as reforms eroded several industrial capacities (for example, by 1990, about 22 out of 24 textile factories had closed) and several industries were forced to undertake massive employee retrenchment thus adding to number of unemployed in the economy. Since mid-1990s the policy stance changed and industrial development was brought back to the development agenda in the context of market orientation and private sector led development. In 1996, a 25 year Sustainable Industrial Development Policy for Tanzania (SIDP 2020) was formulated and implemented with the aim of fostering sustainable development of the industrial sector. In 2010, the Integrated Industrial Development Strategy was adopted, targeting among others, export-led industrialization. The government’s intention for the period 1996-2020 was to achieve sustainable growth in the industrial sector in order to create favourable levels of employment, economic transformation, equitable development, import substitution and export promotion. Manufacturing sector is key to providing employment opportunities and exporting. However, this has not been the case, with the sector growth fluctuating widely mainly due to challenges in infrastructure especially energy; and unfair competition from imported consumer substitutes. Partly due to improvement in availability of energy and favourable policies and increased investments, growth of Manufacturing gradually improved, mostly in production of textiles, steel products, food and beverages, cigarettes, agro-processing cement, and other construction materials. During this period, manufacturing sector has been constituting about 7 percent of GDP. Table 3.2: Selected Indicators of Manufacturing Sector Performance, 2005-2015 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Sector growth (%) 9.6 8.4 11.5 11.4 4.7 8.9 6.9 4.1 6.5 6.8 6.0 Share in GDP (%) 7.3 7.5 7.0 7.0 6.9 6.9 7.6 7.5 6.4 5.6 5.2 Source: NBS, 2016 According to Census of Industrial Production, (CIP, 2013), Tanzania had 49,243 establishments, majority being micro and small-scale as indicated in Table 3.3. Regional wise, the establishments were distributed as follows: Dar es Salaam 7,705 (15.2 percent); Mara 3,573 (7.1 percent); Ruvuma 3,517 (6.9 percent), Morogoro, 3,302 (6.5 percent) and Mbeya, 2,864 (5.8 percent). As for large (10+) establishments, numbering 1,322, the results show that, the largest five concentration regions were Dar es Salaam, 389 establishments (29.4 percent); followed by Manyara, 167 establishments (12.6 percent); Arusha, 89 establishments (6.7 percent), Kagera 77 establishments (5.8 percent) and Mbeya 73 establishments (5.5 percent). Sector-wise in terms of employment, there were about 20,228 persons (39.9%) engaged in food and agro processing; 13,758 persons (27.2%) in textile and 7,071 persons (14.0%) in furniture making. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 30 Table 3.3: Distribution of Establishment by Number of Employees, 2015 Number of employees Number of Firms % 1-4 41,919 85.1 5-9 6,002 12.2 10-19 493 1.0 20-49 412 0.8 50-99 170 0.3 100 - 499 199 0.4 500+ 48 0.1 Total 49,243 100.0 Source: Industrial Strategy 2016. Following the policy move to privatization adopted in early 1990s, the Government privatized 196 entities. Out of these, only 34 have had satisfactory performance in terms of production, profitability and contribution to tax revenues. Such success cases include Tanzania Portland Cement Company, Minjingu Phosphate Company Ltd, Metalbox Tanzania Limited, Kibo Paper Industries Ltd, Auto Mech Limited, Kilombero Sugar Company, Tanga Cement, Mbeya Cement and Tanzania Breweries LTD. About 33 of the 196 privatized entities have been loss-making. They include Ubungo Spinning Mill, Musoma Textile Mills Limited, Keko Pharmaceutical Industries Ltd, Tanzania Pharmaceutical Industries Ltd, Concrete Roof Tile Plant, Giraffe Extract Company (T) and Moshi Leather Goods Ltd. About 39 of the total privatized entities closed production. These include Leather industries, Iron and steel, Cashew-nut processing, Farm Implements, as well as Soap and Edible oil factories. Others include CMSC, Tanzania Bag Corporation LTD (Moshi), Kisarawe Brick Manufactures Ltd, Mbeya Ceramics Company Ltd, Steel Rolling Mills; Tanganyika Packers Ltd (Shinyanga Meat Plant), Ubungo Garments Ltd, Tanzania - China Friendship Textile Mills, and Arusha Metal Industries Ltd. The challenges facing the privatized industries include unfair competition from imported products (e.g. cement, processed food); low availability of reliable power supply; and obsolete plant and machinery. Other challenges include inadequate capital and inadequate investment in machinery and buildings; and some investors using the industries as collateral for other forms of businesses at the expense of sustaining manufacturing. The challenges that the manufacturing sector faces generally include: inadequate representation of local private industrialists; existence of mutual mistrust between holders of political power and the private sector, etc. Mutual trust is key if the government has to play the role of a developmental state. The manufacturing sector also suffers from weak domestic value chains, -caused mainly by weak linkages between the sector and the rest of the economy; and weak diversification due to inadequate skills and capabilities to utilize the diverse natural resource base of the country (forestry, agricultural products, minerals and fisheries). In addition, the sector is characterized by low productivity, occasioned largely by: weak access to finance, modern technologies and technical knowhow; a challenging business environment (excessive time and resources spent on interacting with tax and regulatory authorities, nuisance taxes and business unfriendly laws and regulations); unstable and unreliable supply of water and energy; underdeveloped transport infrastructure; and weak incentives for both the private and public sectors to prioritize R&D activities. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 31 These challenges manifest themselves in low growth and informal nature of most of the small scale-manufacturing firms, which operate in household backyards due to lack of industrial parks. This has also made it difficult for the development and sustenance of formal linkages between small, medium and large-scale firms. 3.3.2 Record of Social Transformation The immediate post-independence period was characterized by inadequate social services provision and near absence of skilled human resources. Identified as one of the ills (enemies) to development, ignorance was especially singled out to be addressed vehemently. The Arusha Declaration of 1967 can be credited as the first attempt towards social transformation. This was done through aggressive policies, which included nationalization of private education and training infrastructure making it possible for the government to chart out its manpower development plan. There was an unprecedented literacy campaign that involved training within the country and abroad, for managerial and industrial skills. The burden of the economic crisis of the late 1970s to mid 1980s fell squarely on the provision of social services as the government could no longer sustain the funding required for safeguarding the early achievements, both in terms of quantity and quality. Various forms of cost sharing modalities were introduced in the provision of education, health and water services. Given the general poverty level, affordability became the main challenge and reversals in past achievements were evident. During mid 1990s the Government implemented a number of measures to revamp social services provision, including promoting private sector providers. Such measures included policy reviews, for instance, the Education and Training Policy of 1995, which introduced student loans in higher education, etc., with a view to stepping up enhancing human resources capacity and development of skills. The lessons learned from Tanzania’s earlier attempts to socio-economic transformation are: i. Need to foster linkage and coordination between the manufacturing sector and other sectors (especially those that produce key inputs, services & requisite skills for industrialization); ii. Unfriendly business environment stifles the growth and competitiveness of domestic industry and frightens FDI; iii. SMART interventions by the state has a potential pivotal role in catalysing industrialisation; iv. Industrialisation plans need to be supported by appropriate strategies that will be followed through; v. There is need to ensure alignment and coherence between country’s industrial policy and trade policy; and vi. Successful attempts to industrialise need to be backed up by adequate investment in infrastructure (energy, transport, water, communication) 3.3.3 Industrialization and Human Development Lessons from Other Countries A common lesson running through selected reference countries such as Malaysia, Singapore, China, India, Vietnam, etc. is the importance of taking deliberate measures aimed at promoting industrial development and transformation. China, for example, had NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 32 a breakneck industrialisation program dubbed ‘The Great Leap Forward’, which led and facilitated the country’s industrial transformation. Other countries such as India progressively oriented industrial production primarily to satisfy the huge and diverse domestic market for basic needs. As such, irrespective of their ideological orientations, industrialisation was considered essential for fostering development. These countries also embarked on national industrialisation programs that opened up and integrated their domestic production with global markets, but with variations that factored in the local initial conditions, and whatever else that was peculiar to the domestic environment. Investments were made to ensure strong linkages between industry and other sectors of the economy and to enhance general productivity. The experiences of individual countries are further elaborated in Annex III. These diverse experiences can be summarized as follows: (i) Strategic management of development financing: Discipline in domestic resource mobilization and management of development financing (as was observed in Singapore lessons), is key for effective implementation of development plans. Managing development financing through national development financing institutions (DFIs) (e.g. using syndicated loans) provided avenues for expanding fiscal space beyond one which is provided by government revenue collections. Since industrialisation is generally a capital-intensive endeavour, it is important to have specific strategies to bolster resource mobilization for its financing. (ii) Strategic country partnering for investment and technology transfer: Most of the countries which have transformed strategically selected one economically advanced country “a big brother” or a “backup partner” to partner with, in important issues of technology transfer, strategic investments, and trade. Such strategic partnerships made it easy and efficient for firms to forge strong horizontal and vertical linkages in the domestic economy and globally through international trade and investments. Technology and innovation were critical for productivity improvement, as per experiences of Malaysia and Japan. (iii) Blending private domestic and foreign investment through shareholding in state owned enterprises: the domestic private sector was encouraged and empowered to buy shares in state-owned enterprises (SOEs) through creating and supporting vibrant stock exchanges. SOEs on the other hand entered into partnerships with external investors to boost capital and to acquire strategic technologies. (iv) Complementarities of industrial policy and trade policy: Experience shows that successful countries such as Malaysia, Singapore, and China were able to apply strategic industrial policies for some key products. One of the common policies in use was restriction of exports of raw materials in order to ensure domestic value addition. Selective but careful protection of some industries and export support programs for other industries or goods were used. It is noted that, successful industrialisation requires smart developmental state role to spearhead strategic industrialization using various mechanisms including state procurement. Moreover, targeting niche markets including integrating into regional and global value chains is important. As such, linking trade and industrial policy smoothens the industrialization path. It is also noted that export drive and promotion of domestic and foreign private investments play an important role in bolstering productive and financing capabilities for industrialization. (v) Promoting agriculture to promote industrial development: Investment in the agriculture sector was made with a view to not only producing raw materials but also to ensuring food security in order to control upward movements in food prices and subsequently to reduce labour costs in urban and industrial areas. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 33 (vi) Improving business environment, including speeding up government decision making: Creating a conducive business environment, including readily available quality infrastructure and services, stable macroeconomic environment and discipline, predictable policies and transparent processes and procedures and strengthening safety and security, are key ingredients for successful industrialisation and transformation. Above all, speed in making government decision on strategic investment was paramount. (vii) Human resources development: Human capital development and uplifting the country’s skills profile is imperative for industrialization. Some countries such as Singapore were able to raise the quality of human capital because fertility declined as a result of improvements in the quality of social services. Highly skilled human resources coupled with changes to positive work attitudes enabled Singapore to accelerate its economic transformation which in turn led to social transformation and human development. (viii) Clear consensus and vision between the Government and private sector: In some countries, the public and private sectors forged consensuses around policies as well as the strategic direction of the economy and the attendant transformation path, which helped to build mutual trust and solid effective platforms for engagement. (ix) Reduction in poverty rate during industrialization needs complementary policies: Social policies were used to ensure inclusion of the sections of the society which were left behind during industrialization processes. Examples include establishment of banks for social policy as a tool for poverty reduction. 3.4 Fundamental Considerations Underlying the Orientation of FYDP II 3.4.1 The Industrialisation Imperative Earlier sections of this document/Plan, emphasized the need to promote higher economic growth and faster socio-economic transformation; increase national income, productivity and employment opportunities; enable higher standards of living; facilitate structural changes in production and trade patterns; stimulate progress in other sectors, and widen scope for technological progress, FYDP II thus mobilizes national efforts towards industrialisation based, among other factors, on the country’s comparative advantages, its strategic geographic location, its labour endowment and the need to empower the private sector to participate effectively as the lead player in the industrialisation efforts. These factors are elaborated further below. Tanzania’s Comparative Advantages Tanzania’s strategic comparative advantages lie in (i) abundance of natural resource endowments, particularly agricultural land, water for irrigation and fishing, forests, minerals (gemstones, iron ore, coal, tin, phosphate, uranium, salt, soda ash etc, as well as gas), large fresh water lakes and ocean resources which not only support water service supply and irrigation but also allow development of fisheries, including deep sea fishing as well as other marine resources, and unique tourism resources and destinations (wildlife, mountains, long coastline and pristine beaches, rich cultural heritage, etc.,); (ii) a young, growing population which offer growing labor-force and human resources; (iii) rapid urbanisation and the opportunities associated with it; and (iv) country-wide ICT backbone infrastructure. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 34 Geographical Location Advantage FYDP II recognizes the need to take advantage of Tanzania’s strategic geographical location. Having direct access to the Indian Ocean with a long coastline (approximately about 1,424 km including Zanzibar and Pemba) and located at the centre of the east coast of the African continent, Tanzania has the potential to become the least-cost trade and logistics facilitation hub of the Great Lakes Region as it links up with global markets. However, this will hinge on building adequate physical and soft infrastructure (transport, energy, ICT) and getting transit policy issues right. Tanzania is, by its location, a traditional bridge, being the place of physical intersection of the transport corridors which link the markets of the Tripartite EAC, SADC and COMESA regional economic groupings. Figures 3.1 and 3.2 illustrate these advantages. 50 fresh water lakes and ocean resources which not only support water service supply and irrigation but also allow development of fisheries, including deep sea fishing as well as other marine resources, and unique tourism resources and destinations (wildlife, mountains, long coastline and pristine beaches, rich cultural heritage, etc.,); (ii) a young, growing population which offer growing labor-force and human resources; (iii) rapid urbanisation and the opportunities associated with it; and (iv) country-wide ICT backbone infrastructure. Geographical Location Advantage FYDP II recognizes the need to take advantage of Tanzania’s strategic geographical location. Having direct access to the Indian Ocean with a long coastline (approximately about 1,424 km including Zanzibar and Pemba) and located at the centre of the east coast of the African continent, Tanzania has the potential to become the least-cost trade and logistics facilitation hub of the Great Lakes Region as it links up with global markets. However, this will hinge on building adequate physical and soft infrastructure (transport, energy, ICT) and getting transit policy issues right. Tanzania is, by its location, a traditional bridge, being the place of physical intersection of the transport corridors which link the markets of the Tripartite EAC, SADC and COMESA regional economic groupings. Figures 3.1 and 3.2 illustrate these advantages. Figure 3.2: Strategic International Shipping Gateway and Trade Impact Area of Tanzania A number of African countries’ commodities/goods and services imports and exports can access the rest of the World through the gateway seaports of Tanzania, provided there is appropriate and adequate supply of multi-modal transportation infrastructure and modal exchange with efficient services. Tanzania is, therefore, an ideal location for market-seeking industries that target the emerging African market especially EAC, SADC and COMESA markets. Mainland Tanzania is favourably situated halfway between the Horn of Africa in the North Figure 3.2: Strategic International Shipping Gateway and Trade Impact Area of Tanzania A number of African countries’ commodities/goods and services imports and exports can access the rest of the World through the gateway seaports of Tanzania, provided there is appropriate and adequate supply of multi-modal transportation infrastructure and modal exchange with efficient services. Tanzania is, therefore, an ideal location for market-seeking industries that target the emerging African market especially EAC, SADC and COMESA markets. Mainland Tanzania is favourably situated halfway between the Horn of Africa in the North East and the Cape of Good Hope to the South (Figure 3.2). Thus, it is naturally poised to become the leading multi-modal transportation and logistics hub with wide scope for regional and global trade facilitation, presented with advantages for shipping, warehousing and bulk storage, serving a number of countries in the hinterland. The logistics cluster would act as natural magnet to attract manufacturing and processing industries that would readily supply the co-located trading enterprises for transportation and distribution of goods to markets. It has been estimated that by the year 2050, about 60 percent of aggregate global trade in all commodities including energy and minerals will be shipped through the Indian Ocean. Tanzania should seize the unfolding opportunity based on her competitive advantage of a long coastline to position herself among emerging maritime economies. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 35 51 East and the Cape of Good Hope to the South (Figure 3.2). Thus, it is naturally poised to become the leading multi-modal transportation and logistics hub with wide scope for regional and global trade facilitation, presented with advantages for shipping, warehousing and bulk storage, serving a number of countries in the hinterland. The logistics cluster would act as natural magnet to attract manufacturing and processing industries that would readily supply the co-located trading enterprises for transportation and distribution of goods to markets. It has been estimated that by the year 2050, about 60 percent of aggregate global trade in all commodities including energy and minerals will be shipped through the Indian Ocean. Tanzania should seize the unfolding opportunity based on her competitive advantage of a long coastline to position herself among emerging maritime economies. Figure 3.3: Tanzania’s Geographic Location in Relation to International Maritime Shipping Routes to Asia and Middle East via the Indian Ocean Tanzania is pursuing greater openness and integration that fosters closer collaboration with the rest of the world with a view to tapping into regional and global markets. This, coupled with improved cross-border trade and foreign direct investments, would stir and catalyse the industrialization drive as per FYDP II. This however, places a premium on collaborative cross-border issues. For example, rather than duplicating efforts by having separate customs facilities for inspecting goods twice as they cross borders, efforts need to be made to forge further customs collaboration and harmonisation, with officials working side by side, trained to common standards and procedures, and operating transparently under a common roof. This has already begun in the EAC but needs to be extended to other trading partners that Tanzania shares borders with. Positive Demographic Dynamics for Demographic Dividend Tanzania offers a growing and dynamic labor force for envisaged industrial economy. About 44 percent of the population comprises under-15 year age group. It is estimated that, Tanzania’s labor force is growing at around 2.3 percent per annum and there were 25.8 million persons in the working age group in 2014 compared to 21.0 million persons in 2006. Of these, 87 percent are economically active. Furthermore, prospects for sectoral labor shift in favour of industrial labor are high given that 66.7 percent of the employed persons were Figure 3.3: Tanzania’s Geographic Location in Relation to International Maritime Shipping Routes to Asia and Middle East via the Indian Ocean Tanzania is pursuing greater openness and integration that fosters closer collaboration with the rest of the world with a view to tapping into regional and global markets. This, coupled with improved cross-border trade and foreign direct investments, would stir and catalyse the industrialization drive as per FYDP II. This however, places a premium on collaborative cross-border issues. For example, rather than duplicating efforts by having separate customs facilities for inspecting goods twice as they cross borders, efforts need to be made to forge further customs collaboration and harmonisation, with officials working side by side, trained to common standards and procedures, and operating transparently under a common roof. This has already begun in the EAC but needs to be extended to other trading partners that Tanzania shares borders with. Positive Demographic Dynamics for Demographic Dividend Tanzania offers a growing and dynamic labor force for envisaged industrial economy. About 44 percent of the population comprises under-15 year age group. It is estimated that, Tanzania’s labor force is growing at around 2.3 percent per annum and there were 25.8 million persons in the working age group in 2014 compared to 21.0 million persons in 2006. Of these, 87 percent are economically active. Furthermore, prospects for sectoral labor shift in favour of industrial labor are high given that 66.7 percent of the employed persons were agricultural workers in 2014. In addition, overall unemployment rate in 2014 was 10.3 percent whereby Dar es Salaam had 21.5 percent rate of unemployment. Future prospects for demographic dividend are also high. Review of Tanzania’s mortality and fertility data show that Tanzania is in the second stage of the demographic transition with falling mortality rates and persistently high birth rates, leading to increase in the supply of labour force (estimated at around 800,000 new entrants per year). The Role of the State in Empowering the Private Sector to Lead the Industrialisation Process The role of Government is mainly to facilitate the private sector to harness the country’s comparative and competitive advantages. This facilitative role should be in terms of providing overall vision, translating such vision into short and medium term Plans, policy and regulatory frameworks and supportive infrastructure, e.g. acquisition of surveyed land NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 36 for industrial development, which is integrated with urban planning. This is in addition to the traditional roles of providing public goods, maintaining law and order and ensuring peace and security. In empowering the private sector, the role of the state will be as follows: i. Defining Strategic Direction: The Government must provide leadership and support all other stakeholders to direct their efforts towards the common goal. For the objective of pursuing more proactive role of state in economic management, the Government will ensure that the scarce resources are allocated in ways that aim at achieving optional outcomes through addressing incomplete or missing markets, high transaction costs and coordination failures. Such allocation of resources is made possible through a variety of non-market instruments available to the state to optimize the functions of markets in resource allocation and to develop vibrant private sector. ii. Implementing Social contract: states in general are expected to perform core functions related to defining national visions, establishing institutions that develop plans and strategies and implement them, while enabling market institutions to operate effectively and efficiently. States are also responsible for maintaining macro economic stability and ensuring good governance. However, in countries at low levels of development and initial conditions that limit economic growth and social progress, states must play development roles more proactively in order to address bottlenecks and unlock potentials for progress. In the context of Tanzania, the initial conditions set out by history and its resulting international division of labour, economic structure and limited technological advancement, it is necessary for the state to deliver to the citizenry. iii. Strategic Implementation: To be effective in economic management, the state will have to carry out its functions with additional energy, and in some cases employ non conventional but legal tools to drive development actors in a desired direction. The following must be the key ingredients of strategic implementation: (i) Strong political leadership and implementation mechanism that transcend political boundaries to retain long term horizon in development planning, supported by a competent and committed cadre of merit-based and well remunerated civil servants. (ii) Aligning implementing institutions and incentive systems to create a working synergy between government institutions, the private sector, and the market and regulatory institutions. State institutions must be ready and have the capacity to provide incentives for the results-oriented performance, which include not only induced innovation and new investments, but also reduced losses and minimized misuse of resources. The state should also strive to promote strong national market players, without succumbing to patronage and capture but maintaining a competitive environment among them. Institutional oversight of markets is necessary, and would need effective interaction of market and non-market institutions. iv. Solving Constraints for its Impact Area: The major challenges in this area relates to human resources and financial resources that might be envisaged as the role of state increases. However, appropriate institutional reforms and rationalization of resource use can potentially address the resource problem overtime. The institutional design and entrenched culture that prevents effective interactions between market and non market institutions towards a common goal could be a limiting factor, and needs to be addressed through massive awareness for change in attitudes. v. Strengthening Coordination: While increased role of the state in economic governance is called for, it does not suggest that market institutions should be replaced. Markets must continue to develop, but interact more effectively with non market institutions to deliver development outcomes, including domestic production NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 37 of high quality products, more employment and skills development, and increased public revenue. 3.4.2 Linking Industrialization and Human Development Conceptualization: One of the challenges facing Tanzania is to attain inclusive growth that ensures equity in the society. Non-inclusive growth manifests itself in several respects, such as increasing unemployment (particularly, youth unemployment), high and pervasive rural poverty and increasing income inequalities in the midst of high economic growth. Promoting growth with equity requires a holistic sustainable human development (SHD) policy framework that is pro-people, pro-jobs, and pro-nature (environment). Economic growth and human development are to be linked through several channels, including (i) markets for produce – whereby the majority of poor Tanzanians who are farmers are able to sell their produce; (ii) obtaining inputs from domestic industries at relatively low prices; (iii) securing direct and indirect be employment in the industrial sector. (iv) SMEs whether formal or informal being linked to formal large industries. In the context of the challenges faced by the private sector entities as discussed in Chapter 2, it is of critical importance to maintain access to sustainable mechanisms and tools that allow comprehensive solutions both for small, medium and large private sector enterprises, as well as ensuring stable linkages within and between these entities and along the industrial value chains. The Tanzania Industrial Upgrading and Modernization Project (TIUMP) has demonstrated sustainable results in the short time frame that are applicable to different industrial sectors of the country using the Upgrading and Clustering Methodology (UCM) as a tool for SME development. The envisaged transformation in Tanzania Development Vision 2025, is a process that is industry/manufacturing sector-led, facilitates building of a diversified competitive economy and yields desirable human development outcomes. FYDP II as the lynchpin to this process builds the foundation for the requisite structural change and socially inclusive development process. FYDP II does this by embracing the symbiotic link between industrialization and human resources development, which, respectively were the characterizing focuses of MKUKUTA II and FYDP I (Figure 3.4). The two dimensions interact dynamically in a synergetic manner, which is requisite for structural change and socially inclusive development. For example, while on the one hand, industry provides testing ground for skills, which is one of the components emphasized in the human development realm; on the other, skills take industry to a higher level of technological progress. The spiral thus grows to higher level as this interaction deepens. In terms of progress towards TDV 2025 aspirations, the link from industry to skills enables further human resource development through movement towards skill targets such as linking with apprenticeship, on-job industrial training etc. This enables the shift from low to high skills. The link from skills to industry enables sophistication of industry to move from low tech to high tech diversification through technological innovation, tailored training curricular, technological transfer/favourable international conditions, etc. The end result of these two mutually reinforcing links is increased growth and ultimate improvement of human welfare) In this conceptual underpinning, fast results are achieved if these interactions take place in an environment of factor and skill endowments (i.e. Tanzania’s comparative advantage) and appropriate technologies which reflect the capability of an economy to create greater wealth and distribute it across different segments of the population. This greater wealth NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 38 will improve human development if it is used to fulfil individual and collective needs by expanding human capabilities and extending human freedoms. 54 MKUKUTA II and FYDP I (Figure 3.4). The two dimensions interact dynamically in a synergetic manner, which is requisite for structural change and socially inclusive development. For example, while on the one hand, industry provides testing ground for skills, which is one of the components emphasized in the human development realm; on the other, skills take industry to a higher level of technological progress. The spiral thus grows to higher level as this interaction deepens. In terms of progress towards TDV 2025 aspirations, the link from industry to skills enables further human resource development through movement towards skill targets such as linking with apprenticeship, on job industrial training etc. This enables the shift from low to high skills. The link from skills to industry enables sophistication of industry to move from low tech to high tech diversification through technological innovation, tailored training curricular, technological transfer/favourable international conditions, etc. The end result of these two mutually reinforcing links is increased growth and ultimate improvement of human welfare) In this conceptual underpinning, fast results are achieved if these interactions take place in an environment of factor and skill endowments (i.e. Tanzania’s comparative advantage) and appropriate technologies which reflect the capability of an economy to create greater wealth and distribute it across different segments of the population. This greater wealth will improve human development if it is used to fulfil individual and collective needs by expanding human capabilities and extending human freedoms. Figure 3.4: Conceptual Framework: Industrialization - Human Development Link Successful transformation ensures that economic growth forms part of a virtuous circle of TDV 2025 Goal: To attain sustainable human development Competitive Economy Social Wellbeing Sustainable Environment Base for transformation Infrastructure (e.g. energy, railways, roads); Skills; and Supportive Institutions Growth, Social wellbeing Good Governance and Accountability Economic Transformation MKUKUTA Feedback effect skills composition Health labor force, etc. Unleashing Growth potential Infrastructure, HR, etc. Human Development FYDP Well functioning Institutions Industrial development, Human Development, Business Environment, implementaBon effecBveness Sector shares in GDP, employment, exports, sources of revenues, etc. Increase in incomes, employment, formality, social security, access to social services, etc. F YD P II Drive to CompeBBve Export led Economy FY D P III Figure 3.4: Conceptual Framework: Industrialization - Human Development Link Successful transformation ensures that economic growth forms part of a virtuous circle of cumulative causation that accentuates productivity, and income convergences between agriculture and non-agricultural sectors including service industry. This is important in the context of Tanzania’s economy, which is largely agrarian in nature, in particular in terms of its concentration of the labour force; through a gradual shift in the sector composition of GDP away from agriculture, which has begun to emerge. At the local level, the transformation will have sizeable and sustainable impact on the reduction of poverty and improvement in quality of life (trickle down) if small-scale farmers and MSMEs are well linked to large-scale enterprises in manufacturing, construction, tourism, and other priority areas of FYDP II. Small-scale farmers and MSMEs should be availed opportunities to supply inputs to industry as well as act as markets for industrial outputs. Effective engagement of the former will depend on the extent to which they are organized and coordinated, e.g. through cooperatives, associations and groupings for aggregating their procurement or their produce. An effective way to organize small-scale farmers and MSMEs is through Local Economic Development (LED) approach, which tailors local plans to respective local contexts and comparative advantages. Another important aspect of socio-economic transformation is urbanization. However, most of the urbanization and poverty discourses consider urbanization in a general and aggregate manner while there are indications that the composition of urbanization (small towns vs. major towns or cities) matters because the poor may find it easier to reach jobs NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 39 in nearby small towns. Thus, while it is important to harness agglomeration economies associated with urbanization, realization of trickle down effects of urban growth requires careful consideration of opportunities, which opens for the poor, e.g. through provision of affordable housing to immigrants or efficient commuting services to allow them to take decent jobs away from their homes. In this case, Local Economic Development (LED) are required to ensure wide participation of the local communities in policies formulation to address factors that foster job creation and their participation, e.g. land use planning which facilitate development of agricultural value chains, retention of high skilled labour, and infrastructure development (electrification, ICT, rural roads) for the poor and excluded in secondary towns. Implications The analysis of Chapter 2 and the conceptualization presented in this Chapter lead to the following implications. As Tanzania sets to nurture industrialization, there are enormous opportunities, some of which are already captured in specific sector value chains and markets. What is required at this particular phase is to start moving from a shallow process of industrial growth towards an inclusive and sustainable structural transformation process. This calls, among others, for decisive actions in the following areas: i. Interventions that halt and reverse the observed declining trends in productive capacity such as in gross fixed capital formation and capital goods imports, and poor quality in secondary and tertiary education as well as industrial research. ii. While targeting few strategic large scale industries, FYDP II re-engineers and reorganizes the technology infrastructure with a view to scaling-up and boosting efficiency and product quality among micro, small and medium-sized enterprises (MSMEs) which are directly linked to majority of Tanzanians. iii. Supporting light manufacturing industries including food, beverages and tobacco, furniture and textiles, which account for greater proportion of manufacturing jobs so that they continue to play a critical role in creation of further employment opportunities, thus directly linking industrialization to reduction of income poverty and ultimately human development. iv. Improving working condition and jobs formalization as critical elements for poverty reduction. FYDP II addresses this, hand in hand with the overall industrial and technological deepening and productivity growth in the non-formal sector. v. Development of industrial capabilities and creation of more and decent jobs for Tanzania to fully exploit and maximize her comparative advantage towards a more inclusive and sustainable industrialized economy. vi. Skills development to meet the human resource requirements for industrialisation. 3.4.3 Regional and Global Socioeconomic Environment Tanzania’s future growth efforts will be influenced by a number of regional and global developments. These include:(i) the slowdown of economic growth in a number of Tanzania’s key strategic trade and investment partners, including China; and end of the commodity super-cycle which will have potential adverse effects on Tanzania’s exports; (ii) climate change which is already affecting agriculture, human health and well being as well as water sources; (iii) Dipping global and national trend of ODA flows at a time when investments to bridge the gap in infrastructure is highly required; and (iv) increasing competition for investment flows in the region with emergence of strong competitors such as Rwanda, and economically well to do countries like Kenya; performing relatively better NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 40 than Tanzania in improving the environment for doing business. These notwithstanding, some developments are showing encouraging prospects, e.g., from countries such as China rebalancing and the decline in oil prices. With deepening globalization, Tanzania is increasingly becoming part of the global economy and international and regional trade is becoming an important driver of the economic growth. Tanzania’s exports continued to increase at an annual average rate of 9.5 percent from 2011 to date. Agricultural exports account for about 20.4 of total exports while manufacturing for 27.2 percent in the same year. The bulk of Tanzania’s manufactured exports are destined for the African region, accounting for approximately 72.4 percent of the total value of Tanzania’s manufactured exports in 2014. Exports destined for markets in the East African Community (EAC) region accounted for 46.6 percent and for the Southern Africa Development Community (SADC), about 47.1 percent. With the signing of the SADC-COMESA - EAC Tripartite agreement, the share is expected rise due to opening up and easing of trade barriers. In order to increase international trade performance regionally and globally, building the necessary productive and export capabilities and infrastructure facilitates harnessing competitive advantage and opportunities in such markets. There are also opportunities for accelerating economic co operation and integration among African countries under New Partnership for Africa’s Development (NEPAD). In addition, Tanzania has a number of preferential trade windows to exploit such as the African Growth and Opportunity Act (AGOA) of the United States (US), Everything but Arms (EBA) –of the European Union (EU), and bilateral agreements with several countries in a bid to expand her export trade. However, exploiting these potentials requires significant investments to improve transport and energy infrastructures as well as skilled human resource to enable commensurate expansion of domestic productive and delivery capacities. There are other new fora of solidarity such as Tokyo International Conference on African Development (TICAD) with Japanese Government and the Forum of Cooperation between Africa and China (FOCAC) of Chinese Government, as well as Memorandum of Understanding (MoU) with Vietnam that present substantial financial pledges to support development. Tanzania has aligned herself strategically to these new developments in order to benefit from the ensuing opportunities. There are other regional initiatives that complement the industrial orientation of FYDP II. In particular, is the East African Community Strategy to implement Industrialization Policy (2012-2032) premised on the collective commitment of Partner States to enhance structural transformation through industrialization and diversification of their economies in order to fast track equitable and sustainable development for the majority of their peoples. The Region’s overriding objective is to create a modern, competitive and dynamic industrial sector, fully integrated into global trade frameworks. The strategy is in line with orientation of FYDP II, and emphasizes the following: (i) Diversifying the manufacturing base and raising value addition of locally available resources prior to exports to 40 percent by 2032, from the base value of 8.62 percent; (ii) Strengthening national and regional institutional frameworks and capabilities for industrial policy design and implementation; and delivery of support services to ensure sustainable industrialization in the region; (iii) Strengthening R&D, Technology and Innovation capabilities to facilitate structural transformation of the manufacturing sector and upgrading of production systems; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 41 (iv) Increasing the contribution of (i) intra-regional manufacturing exports relative to total manufactured imports in the region from a baseline of 5 percent to about 25 percent by 2032 and (ii) growing extra regional manufacturing exports from a base of 32 percent to over 50 percent by 2032; and, (v) Transforming Micro, Small and Medium Enterprises (MSMEs) into viable and sustainable business entities capable of contributing up to 50 percent of manufacturing GDP. Similarly, SADC Industrialization Strategy and Roadmap 2015 – 2063 recognizes that for trade liberalization to contribute to sustainable and equitable development for the populace of the respective countries, concerted efforts have to be taken to build the requisite productive and trade capacities. The Strategy is anchored on three pillars namely; industrialization as a champion of economic and technological transformation; competitiveness as an active process to move from comparative advantage to competitive advantage; and regional integration and geography as the context for industrial development and economic prosperity. There are also a number of processes and outcomes that Tanzania has ratified, which have also influenced the orientation and interventions outlined in FYDP II. These include the following: (i) Africa Mining Vision (AMV) 2050: a pathway on how mining can drive continental development and tackle the paradox of great mineral wealth existing side by side with pervasive poverty; with emphasis on value addition industries on minerals and creating inclusive employment opportunities; (ii) Africa’s Agenda 2063: Africa, as a continent, is looking ahead towards the next fifty years with a vision of an integrated, prosperous and peaceful Africa, driven by its own citizens and representing a dynamic force in the global arena; supported by the Addis Ababa Action Agenda (AAAA) on Financing for Development; (iii) SADC Regional Indicative Strategic Development Plan which is a comprehensive development and implementation framework guiding SADC’s regional integration agenda over a period of fifteen years (2005-2020). It aims at deepening integration, accelerating poverty eradication and attaining other economic and non-economic development goals; (iv) Agenda 2030: This is a global development agenda succeeding the Millennium Declaration of 2000 which contained the Millennium Development Goals (MDGs) that had 2015 as terminal year. World leaders endorsed Agenda 2030 at a September 2015 Summit; to be implemented up to year 2030 with Sustainable Development Goals (SDGs) as core. A set of 17 SDGs was adopted and covers issues of ending poverty in all its forms, everywhere; promoting economic and social prosperity, fighting inequality and injustice, and tackling climate change. For most part the SDGs align well with the orientation of FYDP II. They include Goals 1: ending poverty; 2: agriculture and food Security; 3: Health; 4: Education; 5: gender equity. Likewise, industrialization will place a huge demand on utility supplies e.g. energy and water, so naturally Goals 6: water and sanitation, 7: energy supplies and 9: infrastructure and industrialization as well as 17: Strengthening the means of implementation and revitalize the global partnership for sustainable development are relevant for realization of FYDP II. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 42 3.5 Selection of Priority Areas and Interventions Based on lessons drawn from implementation of FYDP I and MKUKUTA II as well as lessons from successful comparator countries’ industrialization experiences as well as assessment of Tanzania’s comparative advantages; four groups of interventions are adopted in FYDP II: (a) interventions for growth and industrialization; (b) interventions for fostering human development and social transformation; (c) interventions for improving environment for enterprise development; and (d) interventions for getting implementation right. 3.5.1 Interventions for growth and industrialization Industrialization that is envisaged in FYDP II focuses on realizing the country’s aspirations, and is anchored on current and future lynchpin drivers of the economy especially the country’s current and future niches; fostering innovation and technological adaptation; and strategically repositioning the country to maximize on the global and regional economic dynamics. In view of these, the following criteria were used to inform the selection of priority industrial activities and interventions in FYDP II: (i) Potential for Contributing to Development Aspirations An activity or intervention so selected must be relevant to, and be in line with realization of goals articulated in Tanzania Development Vision 2025, particularly that of propelling Tanzania to a semi-industrialized middle-income country by 2025. This criterion implies that the selected intervention should have large impact on set targets, especially on economic growth, employment creation, poverty reduction, national security. (ii) Anchored on Tanzania’s niches and Comparative Advantages An intervention or activity that leads to harnessing the country’s niches or comparative advantages, both current and future, including (a) abundant natural resource endowments, (b) strategic geographical location; (c) regional integration; (d) rapid urbanization; (e) human resources and (f ) country-wide ICT backbone infrastructure. (iii) Market demand and dynamics An intervention/activity selected on the basis of promoting particular products and services taking into account demand in the domestic, regional or global markets. In particular, products and services with growing demand in targeted markets will be prioritized. Access to a growing market demand plays a vital role in driving industrialization. While all markets will be targeted, products that will allow Tanzania to quickly integrate into regional and global markets will be accorded high priority. Activities that have great potential to boost foreign exchange earnings or facilitate its savings will also be prioritized. (iv) Sustainability of the Transformation Process An activity/intervention that sustains the transformation process envisaged in Tanzania Development Vision 2025. Unfinished activities from FYDP I which are fundamental for the transformation process have been carried over in FYDP II, which in turn prepares the ground for the formulation of FYDP III in order to sustain the transformation process. (v) Technology Appropriateness This criterion emphasizes innovation and competitiveness for driving productivity and to reach the targeted economic growth. Priority is on activities that contribute to the development of domestic technological capabilities and deliver win-win-win solutions on growth, environmental considerations and social considerations. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 43 Based on the above criteria, particularly those of comparative advantage and access to markets, four scenarios evolve for Tanzania’s industrialization and export specialization (Figure 3.5.). These are: a. Products where both Tanzania’s Comparative Advantage and world demand are growing - Zone 1 in Figure 3.5. Such products include cashew nuts, cereals (excluding. those which have been hulled); cocoa beans, whole/broken, raw/roasted; coconuts; gold (including gold plated with platinum); oil seeds and oleaginous fruits; oil-cake and other solid residues; precious stones (excluding diamonds) and semi-precious; and sesame seeds. Efforts of both public and private sectors are directed at supporting specialization on the production and trade of these products. Many of these products are familiar, as they constitute the main exported products. However, others may not have been captured and should thus constitute opportunities for further specialization. Besides the commodities, tourism is also considered in this group. b. Products where Tanzania’s Comparative Advantage is falling but world demand is rising – Zone 2 in Figure 3.5. Tanzania has commodities the comparative advantage of which is declining but there is a growing world market for them. These are vegetable fats and oils; tanned/crust hides and skins of bovine; sunflower seed/safflower oil; palm kernel/babassu oil; iron and non-alloy steel in primary forms; footwear with outer soles and uppers of rubber/plastic; foliage, branches and other parts of plants; boxes, cases, crates and similar articles; beer made from malt; articles for the conveyance/packing of goods. These are products where Tanzania’s competitors might be presenting better production and trade conditions. As such, Tanzania loses efficiency in production relatively to other products being exported by Tanzania. Although in some of these products, Tanzania’s exports are growing, they are growing at a slower rate than world demand. With smart market interventions, there is potential for growth in this area. c. Products where Tanzania’s Comparative Advantage is growing but world demand is falling – Zone 3 in Figure 3.5. For some products Tanzania’s comparative advantage is increasing but world market demand is falling. This concerns products such as ceramic sinks, wash basins; containers for transportation; filters (i.e., optical elements); jute and other textile bast-fibres; parts suit; etc. These products present certain risks as they suggest that specialization is moving towards products where demand is weak. Although Tanzania, in this way, will be capturing market share, it will be in products where world demand is losing interest. d. Products where both Tanzania’s Comparative Advantage and world demand are falling – Zone 4 in Figure 3.5. This category includes wooden furniture of a kind used in offices; wood sawn/chipped lengthwise, sliced/peeled; T-shirts, singlet sand other vests; electrical transformers (excluding dielectric); durum wheat; bars and rods of iron/non-alloy steel; angles, shapes and sections of iron/non-alloy steel; and aerials and aerial reflectors of all kinds. Tanzania should, unless for strategic reasons, avoid directing efforts to this category of products. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 44 60 b. Products where Tanzania’s Comparative Advantage is falling but world demand is rising – Zone 2 in Figure 3.5. Tanzania has commodities the comparative advantage of which is declining but there is a growing world market for them. These are vegetable fats and oils; tanned/crust hides and skins of bovine; sunflower seed/safflower oil; palm kernel/babassu oil; iron and non-alloy steel in primary forms; footwear with outer soles and uppers of rubber/plastic; foliage, branches and other parts of plants; boxes, cases, crates and similar articles; beer made from malt; articles for the conveyance/packing of goods. These are products where Tanzania’s competitors might be presenting better production and trade conditions. As such, Tanzania loses efficiency in production relatively to other products being exported by Tanzania. Although in some of these products, Tanzania’s exports are growing, they are growing at a slower rate than world demand. With smart market interventions, there is potential for growth in this area. c. Products where Tanzania’s Comparative Advantage is growing but world demand is falling – Zone 3 in Figure 3.5. For some products Tanzania’s comparative advantage is increasing but world market demand is falling. This concerns products such as ceramic sinks, wash basins; containers for transportation; filters (i.e., optical elements); jute and other textile bast-fibres; parts suit; etc. These products present certain risks as they suggest that specialization is moving towards products where demand is weak. Although Tanzania, in this way, will be capturing market share, it will be in products where world demand is losing interest. d. Products where both Tanzania’s Comparative Advantage and world demand are falling – Zone 4 in Figure 3.5. This category includes wooden furniture of a kind used in offices; wood sawn/chipped lengthwise, sliced/peeled; T-shirts, singlet sand other vests; electrical transformers (excluding dielectric); durum wheat; bars and rods of iron/non-alloy steel; angles, shapes and sections of iron/non-alloy steel; and aerials and aerial reflectors of all kinds. Tanzania should, unless for strategic reasons, avoid directing efforts to this category of products. Fig. 3.5 Scenarios for Tanzania’s Industrialization and Export Specialization (L OW ) C om pa ra tiv e Ad va nt ag es (H IG H) (LOW) Markets (HIGH) Zone 3 Strategically worth the effort to enhance/create market niche Zone 1 Strategic quick wins industries Zone 4 Not worth the effort Zone 2 Strategically worth the effort to enhance compeKKveness Fig. 3.5 Scenarios for Tanzania’s Industrialization and Export Specialization It is apparent from the analysis that the demand side and market issues as well as production and supply side should be accorded equal weights in selecting strategic intervention for industrialization. With readily or growing markets, the private sector is expected to come forward and invest in these industries once the government has addressed the institutional and policy constraints on the supply side. In other areas however, incentive should be devised targeting production or aiming at stimulating demand and strengthening the supply systems. 3.5.2 Interventions for fostering human development and social transformation The following are criteria for selection of priority areas for human wellbeing and social development. a. Potential to Contribute to the Realization of the medium and long term National Development Aspirations. An intervention/activity is selected on the basis of significantly contributing to the development objective of social and economic transformation and thus achievement of Tanzania Development Vision 2025 aspirations. b. Consolidating, Safeguarding and Sustaining Social Development Achievements An intervention is selected because it aims at consolidating, enhancing and sustaining attainments in the human development. A number of social indicators once achieved need to be consolidated and sustained to avoid slippage. Such achievements include immunization coverage and improved health services leading to reduction in mortalities in the health sector; enrolment rates in education, water coverage, etc. c. Improving co-ordination and delivery services An intervention that leads to improving coordination for quantity and quality of service delivery to the communities with a view of enhancing their productive potential and capabilities is thus selected. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 45 d. Social Protection An intervention in social protection is selected for its ability to target social groups that have either been excluded or with no support at all. Such groups include the vulnerable and disadvantaged such as people with disability, and aged people who cannot support themselves. Social protection is a broad area that encompasses wide range of social groups. The interventions should focus on developing these peoples’ capabilities to lift themselves out of poverty; enhance their productive capacity and increase their resilience. e. Contribution to quality of human wellbeing A social intervention potentially contributing to a desired state of human wellbeing will be prioritized. This includes interventions that facilitate the development of appropriate skills and good health. Quality of life is one of the desired conditions among the aspirations of Tanzania Development Vision 2025. 3.5.3 Interventions for improving business environment FYDP II embraces existence of a conducive environment for doing business and investing in the country as a key ingredient in achieving the desired transformation. Thus, priority is accorded to interventions that boost both quantity and quality of infrastructure and services as well as policy and institutional reforms aimed at facilitating start-ups and sustaining businesses. These include timely provision of business permits, including construction permits and permits for employing foreign experts; acquiring utility connections, including getting electricity; registering property; getting credit and accessing finances; protecting investors; paying taxes; cross-border trading; enforcing contracts; and resolving insolvency. Equally important, is a set of interventions that guarantees and protects employers and employees’ rights. 3.5.4 Interventions for getting implementation right Interventions in this area aim at achieving implementation effectiveness and efficiency. Experiences of FYDP I and MKUKUTA II implementation showed risks of implementation revolving around inadequacy of finances; difficulties of transferring land rights from traditional use to modern and commercial use; delays in decision making; clashes in institutional interest which undermine national ones; weak M&E systems which focused on physical inspection only rather than on rapid corrective feedback; pressure to spread resources thinly and inadequate prioritization. In essence, implementation effectiveness hinges on the availability of financial, human and institutional capacities that can facilitate timely and well-coordinated execution of initiatives outlined in FYDP II. This will require efficient and effective decision-making processes, and adequate systems and frameworks for organising and coordinating implementation as well as monitoring and evaluation. In this regard, FYDP II thus prioritizes reforms that: (i) Enhance mobilization of finances required for its implementation; (ii) Enhance efficiency, effectiveness and transparency in policies, including in taxes, incentives, land administration and access to collateral and government guarantees for facilitating business start ups; (iii) Ensure effective institutional organization and coordination to ensure timely and quality public services delivery; (iv) Eradicate corruption and ensure good leadership, governance, accountability and transparency; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 46 (v) Entrench positive work culture and attitudes especially in public service; (vi) Ensure that effective strategies for implementation of FYDP II Flagship projects are in place; (vii) Re-activate the developmental role of the State in economic management and governance; (viii) Ensure effective and efficient working decentralization for local economic development (LED) based on the principle of subsidiarity. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 47 STRATEGIC INTERVENTIONS FOR INDUSTRIALIZATION AND HUMAN DEVELOPMENT4 4.1 Introduction This chapter presents the strategic interventions aimed at rallying the society behind the implementation and realization of FYDP II targets, and in so doing, contribute to the attainment of Tanzania Development Vision 2025 objectives. The Chapter outlines the interventions strategically chosen to ensure the desired outcomes in the four priority areas of the Plan are realised. The four areas are: (i) promotion of growth and industrialization for economic transformation; (ii) enhancement of human development; (iii) improvement of the enabling environment for enterprise development; and (iv) improving implementation effectiveness. For each strategic intervention, performance targets have been set to provide basis for effective implementation, monitoring and evaluation, as well as reporting. For clarity of presentation, the Chapter provides broad interventions in each of the four select priority areas, while more detailed specific interventions are outlined in Annex B and respective implied costs are presented in Annex F. 4.2 Interventions for Fostering Economic Growth and Industrialization Globally, industry is broadly defined to cover Mining and quarrying (International Standard Industrial Classification (ISIC)) revision 4 (Section B); Manufacturing, (Section C); Electricity, gas, steam and air conditioning supply, (Section D); Water supply, sewerage, waste management and remediation activities, (Section E) and Construction, (Section F). Industry, so broadly defined is targeted in Tanzania, to account for about 23.7 percent and 25.0 percent of GDP by years 2020 and 2025 respectively. Within industry, Manufacturing is identified as leader of industrialization process for a number of justifications. Historically the sector has been an important driving force to economic development; has been most knowledge-intensive sector of the economy and recipient of technological progress; exhibits higher productivity and scope for innovation; and that competitiveness of manufacturing is one of the basic determinants of long-run sustainable growth. FYDP II interventions have been set, taking into account aspirations of Tanzania Development Vision 2025, as translated into actionable programmes and projects by the Tanzania Long Term Perspective Plan, 2011/12-2025/26(LTPP). FYDP II has set the following targets for both Industrialization and Manufacturing in particular. Table 4.1: Overall Industrial Sector Performance Targets S/N Indicator/Target 2015 2020 2025 0.1. Real growth rate (%) 9.1 10.6 10.5 0.2. Share of GDP (current prices) (%) 21.1 23.7 25.0 0.3. Share of total Exports (%) 27.1 27.5 31.1 0.4. Share of total employment (%) 8 12.5 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 48 4.2.1 Manufacturing Subsector Key targets by 2020: Real growth rate of 10.5%; GDP share, 12.5%; share of total employment; 5.4% share in total exports; proportion of medium and high tech manufacturing value added (MVA) share in total manufacturing 15%; number of exporting firms (729) proportion of medium and high tech exports in total export of Manufactures 30%; of which high tech 6%. Key interventions: (i) Creating an enabling environment and strong systems to support the variety of manufacturing planned activities envisaged in the Plan. This will entail the following: a) Establishing Special Economic Zones and Export Processing Zones; b) Creating a logistics center; c) Industrial parks; and d) Strengthening R&D institutions. (ii) Promoting MSMEs and local content; (iii) Developing productive capacities in the following industries: petro and chemicals, pharmaceutical, building and construction, agro and agro-processing (cotton to clothing, textiles and garment, leather) coal, iron and steel. Targets for the Manufacturing sub-sector during implementation of the Plan period up to 2025 are indicated in Table 4.2. Table 4.2: Manufacturing Sub-Sector Targets S/N Indicator/Target 2015 2020 2025 1. Manufacturing 1.1 Share of GDP (at current prices) % 5.2 12.5 18.0 1.2 Real growth rate (%) 6.5 10.5 12.2 1.3 Share of total employment (%) 3.1 (2014) 5.4 12.8 1.4 Edible oil production (000 tonnes) 100 250 600 1.5 Share of resource based (%) 69(2010)* 55 38 1.6 Share of low tech (%) 17(2010)* 29 39 1.7 Share of medium tech (%) 11(2010)* 24 32 1.8 Share of high tech (%) 2(2010)* 6 8 1.9 Number of exporting firms 247 729 2114 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 49 Attainment of the manufacturing sub sector targets is predicated on the implementation of the following industrial activities: (a) Establishment of SEZs/EPZs, Industrial parks, logistics centre(s) and strengthening R&D institutions. This will be supported by a conducive environment and strong support systems for manufacturing processes as articulated further under the section on Enabling Environment in this Chapter. (b) Automotive Industry Tanzania is fully reliant on imported automotive products (passenger cars, light commercial vehicles, heavy trucks, buses, vans, and motor cycles), while potential markets exist for establishing assembly plants and spare parts for its domestic and regional markets. Under this sector the strategic choices are made in the following areas: Commercialization of Tanzania Automotive Technology Centre (Nyumbu), revamping General Tyre-Arusha, developing a plant for tractors and agricultural inputs at CARMATEC, -Arusha and establishing a motorcycle assembly plant in Dar es Salaam. (c) Petro, Gas and Chemical Industries Discoveries of natural gas, soda ash, and other minerals place Tanzania at an increasing comparative advantage in petrol, gas, and chemical industries. The following strategic investments are earmarked under this sector: Construction of a liquefied natural gas (LNG) plant in Lindi, construction of a petro chemical industrial complex in Mtwara, and improvement of the petrochemical laboratory at TIRDO and TEMDO. (d) Pharmaceutical industries Box 4.1 Development of Pharmaceutical Industries The Plan targets pharmaceutical industries because industrial production of health supplies can improve health care, which is necessary for a healthy, productive population. The Plan notes that, local production can enhance access to medicines. Currently the share of local supplies in the domestic markets is declining, having dropped from 35% in 2009 to less than 20% in 2015, and exports are flat-lining. Thus, even though the East African health supplies market is large and expanding, it has not benefitted locally based manufacturers of pharmaceuticals. There is high demand for items such as: medicines, diagnostic test kits; medical supplies, such as syringes and needles, gloves and cotton wool, infection control items; medical equipment such as microscopes, blood pressure machines, glucometers; laboratory supplies such as reagents and slides; infection control items e.g. disinfectants; bed nets, bed sheets, and medical furniture. The local share of medicines market is declining due to rising barriers to market entry for local firms; a prohibitive tax structure (on one hand discouraging local production and on the other, encouraging imports); increasing price-based competition from imports, most having been subsidised in their countries of origin; power and infrastructure constraints; skills constraint; delays in registration; and unfavourable procurement procedures. Other challenges facing the firms in this industry include the constant upgrading that is required to meet competitive and regulatory standards; and low quality and availability of locally made inputs. It is noted that despite these challenges there has been considerable success in the local production and supply of insecticide-treated bed nets, where lessons for revamping the local pharmaceutical industry can be gleaned. The interventions under this sector will target the construction, rehabilitation NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 50 and providing requisite support to strategic pharmaceutical industries including Agave Syrup Factory (sponsored by Public Service Pension Fund (PSPF)) in Tanga. (e) Building and Construction Materials Industries These include the following; Ceramics, Cement, and Kisarawe Kaolin. (f ) Coal for Industrial and Household use: as a source of industrial energy and household fuel to provide an alternative to biomass-based fuel and in so doing also preserve forests. (g) Iron and Steel. Emphasis is on development of Iron and Steel technologies from locally available ore deposits and revamping privatized industries. (h) Agro-Industries and Agro-processing: Adding value to agricultural, livestock, forestry and fisheries products depends on the existence of agro-processing industries in Tanzania. The Plan earmarks the following interventions: Revamping the textile, garment and clothing industries (Box 4.2); establishing leather industries in Dodoma and Singida (Box 4.3); developing edible oils industries. More specifically, the Plan also targets palm oil production at Kimala Misale, Coastal Region; construction of Metal Silos for small holder farmers; establishment of food processing training cum production centres in Morogoro and Dar es Salaam; and sisal processing in Morogoro and Tanga. (i) Sugar industry: Tanzania produces about 300,000 tonnes of raw sugar annually, (2014/2015 figures) leaving a demand gap of about 220,000 tonnes to be met through imports. Although there is potential to double production in the medium to long term, the Plan identifies several challenges, which should be addressed. These include addressing low cane yield due to short growing period and over- reliance on rainfall; poor harvesting logistics and governance issues, especially involving out-growers, low priced sugar imports which distort the domestic market thus reducing profitability of millers and out-growers. The Plan takes forward the identified sugar production projects and targets of FYDP I and the Big Results Now Labs. (j) Edible Oil: Tanzania spends more that US$ 150,000 annually to import edible oil. Lack of modern mechanical extraction equipment and ineffective way to increase productivity in agriculture has situated Tanzania to rely on imported edible oil. Tanzania has sunflower, cotton, groundnuts, soya beans, and palm, which, with increased production, and productivity can be used to anchor a competitive edible oil industry in the country and regional market. In 2015, the country required 300,000 tonnes of edible oil; 40 percent of which was sourced from within and the rest was imported. The focus in FYDP II is to reduce dependence on imports by increasing domestic edible oil production. This can be achieved through increasing utilization of existing capacity, estimated at 376,000 tonnes per year in 2015 (cotton and sunflower only). The amount of edible oil produced is below 100,000 tonnes annually. Plan interventions include increased research, availability of quality seeds, incentives, deepening of potential value chain on oil seeds. (k) Food and Beverages: This sector includes manufacturing, processing, and preservation of meat, fish, fruit, vegetables, oils and fats; manufacture of dairy products; manufacture of grain mill NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 51 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Manufacturing 2339.12 20991.93 554.01 24256.26 416.439 5736.544 5854.75 5672.554 5429.824 products, starches and starch products and prepared animals feeds; manufacture of other food products (e.g. bread, sugar, chocolate, pasta, coffee, nuts and spices); and the manufacture of bottled and canned soft drinks, fruit juices, beer, and wines. Tanzania is identified as one of the 20 countries in the near future that will offer the most opportunities for consumer goods companies globally, particularly for food and beverages. However, reliable market information is limited and the sector business environment is considered to be one of the most complicated ones. The Plan has set broad strategic interventions to ensure enabling environment, including that which will support the food and beverages sector. Financing in manufacturing sector: (Tshs billion) Box 4.2 Developing Textile, Garment and Clothing Industries 1. Cotton to Clothing (c2c) Cotton is one of the world’s most important raw materials and a stimulus for economic growth and industrialization throughout history. In Tanzania, cotton is grown by between 350,000 and 500,000 smallholder farmers, providing income for some 40% of the Tanzanian population. Cotton regions and their contributions to total cotton production are: Shinyanga (60%), Mwanza (25%), Mara (8%), Tabora (4%), and Kagera (2%) – constituting the Western Cotton Growing Zone. Annual export growth has averaged 9.8 % since the turn of the century. The top five markets for Tanzanian cotton are China (24%), Indonesia (24%), Vietnam (12%), Thailand (11%) and India (9%). Increasing labour costs in most of these countries opens up possibilities for Tanzania to compete in the world market for cotton and textile products. Moreover, in Tanzania the c2c sector has enjoyed considerable growth stimulated by support from the Government and preferential access to American and South African markets for textile and clothing (T&C) products. It is estimated that, the adoption of improved cottonseeds and other crop husbandry in the Lake Zone could lift 302,500 - 600,000 people out of poverty and expand the Lake Zone economy by 4.9% - 12%. With C2C, the impact will be even larger. However, one of the major challenges facing the industry is poor agronomic practices. Under the current arrangement, extension officers are employed by District Councils (Local Government Authorities) and are deployed to ward level. However, extension services remain poor and inefficient since the officers do not have adequate supportive resources (transport, finance, etc). Moreover, the monitoring processes in this sub-sector are weak. Other challenges include lack of sustainable mechanisms for timely delivery of improved inputs to farmers; low quality of cotton lint; spread of diseases which further reduce yields and quality; and uncertainty over prices, based loosely on international markets, but negotiated each year. 2. Textile and Garment Industry Textile industry is one of the most labour intensive industries. In 2015 the industry employed directly about 8000 workers in textiles and about 5000 workers in garments in the country. With the right policies, infrastructure and strongly coordinated investment promotion efforts, the industry can create up to 10,000 new jobs and annual exports worth US$1billion from both cotton and synthetic garments in the next ten years. However, the industry faces a number of challenges such as: erratic power supply; endemic smuggling or under-declaration of imported competing fabrics; difficulty in recruiting locally trained personnel; difficulty in sourcing yarn and fabric; customs procedure delays; difficulty in finding new markets and customers; difficulty in diversifying fabric type from traditional only; unsupportive taxation regime; and high cost of work permits as well as limits on authorised stay for foreign experts. The Government adopted a strategy for the textiles and apparel sector to tackle challenges facing the industry, which have caused persistent decline of the sector. As a key part of the Strategy, a Textile Development Unit (TDU) was established within the Ministry of Industry, Trade and Investment in order to facilitate the development of the required infrastructure, business environment, and requisite skills to drive up investment and stimulate growth of the textiles and apparel sector. Tanzania could be an attractive investment destination for textile and garment industry given its large cotton production, improving port performance, stable government and improving energy supplies. To make this happen, over the period of the Plan, the Government will take the following measures:- (i) Revitalize operating textile firms to increase and diversify production; (ii) promote targeted investments in textiles and garments through establishing dedicated serviced industrial zones; (iii) improve the business environment by clarifying Further elaboration of the interventions and costs in this sub-sector are provided in Annex Table B1. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 52 Box 4.3 The Leather Sector Tanzania tanneries industry has a total annual capacity to process 3.6 million hides and 12.8 million skins. The total installed capacity in the country is equivalent to 104 million square feet per year, with actual capacity utilization at around 86 % for hides and 61 % for skins of total annual processing capacity. The Tanzanian tanning industry produces mainly wet-blue leather. Crust and finished leather account for a smaller share of production. There are no tanneries producing high-fashion finished leather. The sector is estimated to employ about 1,000 people directly. It is estimated that, only five small firms produce leather footwear in the country and less than 200 workers are employed in the leather footwear sector (excluding micro / small enterprises employing less than 10 people). There are around 40 micro, small and medium-size enterprises; and two large enterprises, which are involved in the manufacture of leather products and footwear. These account for the entire Tanzanian exports of finished leather. Some of these firms are also vertically integrated in the tanning sub-sector. Domestic and international markets for leather and leather products are growing. A stable demand for leather from large importing markets (United States, China, etc.) has been a key driver for expansion of the sector in the country. The expanding middle class in emerging countries (Brazil, the Russian Federation, India, China and South Africa - BRICS) add to this demand on Tanzanian leather products which in turn will prompt further expansion of the leather industry. The leather sector, however, remains weak and most of the exports are in the form of traditional products, such as raw and wet-blue hides. A low degree of product diversification over the last decade reflects weak technology adoption, limited access to finance and a number of supply-side constraints. Challenges facing tanneries are also associated with unproductive investments where investments are made in equipment without a concomitant increased level of production, owing to the inadequate quantities and quality of raw hides and skins (H&S). Tanneries are therefore operating well below installed capacity. Other challenges include growing requirements in terms of environmental compliance and standards, chemical controls (including the Registration, Evaluation, Authorization and Restriction of Chemicals Regulation) and weak customer service when dealing with the delivery requirements of buyers (e.g. grades, timing, etc.). However, the expanding domestic and international markets point to immense investment potential for this sector. Efforts need to be made to increase the domestic supply of raw materials by among others, increasing the capability and scale of the small-scale industry to provide secondary markets for large firms and by supporting local entrepreneurs. 4.2.2 Mining and Metals Key targets by 2020: Real growth rate of 5.3%; GDP share, 3.2%; share of total employment, 1.9%; share of total exports, 10.4%. Key interventions (i) Minerals beneficiation; (ii) Minerals value addition; (iii) Establishment of bourses; (iv) Hire purchase; (v) Conditional partnerships (foreign-local; large-small); (vi) Infrastructure support (transportation - rail, road; energy); (vii) Training and skills development. Mining has placed Tanzania in the higher ranks of African economies in terms of attracting FDIs. The progressive liberalisation of the economy that began in mid 1980s helped to investment incentives, improving customs efficiency (iv) ensuring reliable and affordable power; (v) establish Tanzania’s reputation as a preferred sourcing destination, with appropriate environmental, labour and work place standards combined with improving local skills and productivity; (vi) enhance the capability and scale of the small scale industry to provide secondary markets for large firms and to support local entrepreneurs. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 53 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Mining Sector Real growth rate (%) 6.9 5.3 4.5 Share to GDP, current prices (%) 3.4 3.2 4.6 Total foreign exchange earnings (TShs. billion) 2,621 4,204 12,678 Of which of raw export (TShs. billion) Of which beneficiated (TShs. billion) Share of foreign exchange earnings (%) 14.6 10.4 12.0 Of which of raw export (%) Of which beneficiated (%) Share of total employment (%) 1.1 (2014) 1.9 4.5 leverage the role of the private sector enabling it to play a more active role in several sectors and to become a dominant player in some, including mining and tourism. Tanzania is endowed with a variety of industrial minerals and precious metals as well as gemstones. These include iron ore, soda ash, coal, clay soil, uranium, gold, diamond and tanzanite, a rare gemstone so far found only in Manyara region in Tanzania. However, most of these resources are being exported in their raw form without being processed; thus denying the country jobs that would have been created had some of the beneficiation and value addition activities been undertaken in the country; in addition to lower earnings. FYDP II seeks to promote resource-based industrialization in order to add value to these resources that Tanzania is well endowed with. The targets that have been set for mining subsector over the Plan period and beyond are summarized in Table 4.3. Table 4.3: Indicators and Targets for Mining Sector SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Mining 104.04 3912.3 - 4016.34 808.97 980 980 980 979 Interventions that will facilitate the realisation of the targets set for this subsector will mainly comprise of initiatives to facilitate adding value to and beneficiation of mining products as appropriate. Strategic interventions under this sub sector include the following: processing of precious metals and gemstones; putting establishing a caustic soda refinery plant in Engaruka; production of iron ore and steel in Liganga; processing of nickel in Kabanga; and extracting Uranium in Mkuju. Further elaboration of the specific interventions identified towards realization of these targets are further elaborated Annex Table B2. Financing of Mining sector:(TShs. billion) 4.2.3 Construction Key targets by 2020: Real growth rate of 9.6%; GDP share, 11.8%; share of Tanzanian companies, 60%; share of total employment, 3.7%. Key interventions (i) Strengthening capacity of Tanzanians to participate (hire-purchase; specialized bank; special Financing window; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 54 S/N Indicator/Target 2014/15 2020/21 2025/26 1.1 Average growth rate (%) 13.3 9.6 9.6 1.2 Share of GDP (%) 10.4 11.8 11.8 1.3 Share of domestic companies (%) 40 60 80 1.4 Share in total employment (%) 2.1 3.7 8.7 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Construction 94.44 50 50 194.44 22.44 70 52 50 (ii) Training and field attachments; (iii) Conditional partnerships (foreign-local; large-small). Construction is one of the key economic activities in the country and is increasingly growing. The gross value of annual investment into the construction industry has been around TZS 4 trillion in FYDP I period. In terms of value, foreign companies dominate the sector. Foreign contractors account for over 60 per cent of the value even though they constitute less than 10 per cent of registered contractors in the country. Therefore, the Plan will focus on strengthening the participation of domestic companies in order to enable them to get a fair and equitable share in the gains of the anticipated construction boom associated with industrialisation and to ensure that it builds enough capacity to compete in the domestic and ultimately in regional and global construction markets. The interventions are aimed at promoting local Construction companies’ participation in the Industry by improving access to equipment and skills development. Targets set for the industry in this regard are as indicated in Table 4.4. Table 4.4: Performance Indicators and Targets for Construction Sub-Sector Specific and details of interventions to be taken towards realization of the set targets are outlined in Annex Table B3. Financing in the construction sector: (TShs. billion) 4.2.4 Agriculture Key targets by 2020: Real growth rate of 7.6%; GDP share, 24.9%; share of total exports, 24.9%; share in total employment, 56.5%. Key interventions i. Increased use of modern technologies including ICT and extension services in order to increase productivity; ii. Lengthening and deepening value chains; iii. Skills promotion along the value chains; iv. Commercialization; v. Quality and standards; vi. R&D and innovation; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 55 S/N Indicator/Target 2015 2020 2025 1. Agriculture (Overall) 1.1. Real Growth rate (%) 3.4 7.6 13.1 1.2. Share of GDP (current prices) (%) 29.7 29.4 32 1.3. Share of total export earnings (%) 20.4 24.9 36.7 1.4. Share of total employment (%) 66.9 (2014)* 56.5 41.2 1.5. Productivity (% growth) 3.3 4.0 4.0 2. Crops Subsector 2.1. Average growth rate (%) 4.0 9.5 16.6 2.2. Share of GDP (current prices) (%) 16.3 16.7 21.4 2.3. Share of total export earnings (%) 8.8 9.6 14.8 2.4. Share of total employment (%) 62.5(2014)* 52.7 38.5 2.5. Hectare under irrigation 461,376(2014)* 700,000 1,000,000 3. Livestock Subsector 3.1. Average growth rate (%) 2.2 5.2 8.0 3.2. Share of GDP (current prices) (%) 7.4 6.0 4.8 3.3. Share of total export earnings (%) 3.5 4.8 6.3 3.4. Share of total employment (%) 3.4(2014)* 2.8 2.1 4. Forestry 4.1. Average growth rate (%) 5.17 6.85 7.53 4.2. Share of GDP (current prices) (%) 3.2 3.5 3.0 4.3. Share of total export earnings (%) 5.9 6.2 6.5 4.4. Share of total employment (%) 0.2 (2014)* 1.0 2.0 vii. Improved infrastructure (transportation, energy, water supply and irrigation, warehousing including cold chains); viii. Promotion of producer groups; ix. Alternative products and promoting marketing; x. Improved access to financial services; xi. MSMEs; The sector of Agriculture remains central to Tanzania’s industrialization as it provides markets for industrial products and raw materials for industries. Agriculture employs the majority of Tanzanians, estimated at about 67 percent of the employed population. The performance of agricultural sector, though improved, remains far short of Vision 2025 set targets and objectives. For the Plan period, efforts will be directed at consolidating and further scaling up of the achievements so far recorded, including strengthening agricultural marketing to ensure profitability. Table 4.5 indicates the targets for the sector over the Plan period and beyond. Alongside the revival and strengthening of the aforementioned industries, deliberate efforts will be made to develop out growers to complement the sources of raw materials for the industries as appropriate; upgrading technologies in use and greater application of ICT. Table 4.5: Agricultural Sector Performance Targets NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 56 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Agricultural 2989.71 3937.58 2909.43 9101.86 2716.671 2314.986 2298.356 2294.446 2281.296 Crops: The prioritized products are maize, rice, sunflower, pulses, floriculture, cotton, sisal, grape, and simsim. Interventions for acceleration of growth of the sector include: expansion and improvement of irrigation systems; improvement of R&D in crops cultivation; improvement of extension services; improving agricultural land use plans; and enhancing availability of markets. Other strategic interventions include development of Mkulazi Agricultural City, and strengthening of SAGCOT initiative. Livestock: the prioritized products include Beef, Dairy, Chicken, Hides and Skins. Interventions for acceleration of the sector include among others, increasing availability and utilization of livestock inputs and implements, extension services; improvement of research and training activities in livestock subsector; improving livestock related infrastructure as well as enhancing the availability of livestock markets. Fisheries and marine resources: the prioritized activities include fresh water fishing, sea and deep sea fishing, fish farming and aquaculture. Interventions for acceleration of the sub sector include, among others, improvement of research and training activities in fisheries subsector; increasing availability and utilization of fisheries inputs and implements, extension services, empowering fishers through subsidies to facilitate fishing activities and strengthening control of fisheries resources and trade of fisheries products in marine and inland waters with better management of the respective environment. Forestry: Most of the interventions are covered under the section on natural resources and environment management. Interventions identified for realization of the set targets over the Plan period and beyond are elaborated further in Annex Table B4. 4.2.5 Trade Trade and industrialization are basically two sides of the same coin. Industrialization facilitates trade, and trade also facilitates industrialization. Industrializing through trade emphasizes the role and place of trade in fostering industrial development and upgrading along all types of value chains. During implementation of FYDP II, efforts will be directed at increasing contribution of trade to GDP as well as increasing Tanzania’s share in World market in a bid to decrease share of imports in total trade hence improve trade balances. This will also entail finding new markets, particularly trading more 5. Fisheries 5.1. Average growth rate (%) 3.1 4.6 6.1 5.2. Share of GDP (current prices) (%) 2.9 3.3 2.8 5.3. Share of total export earnings (%) 3.7 4.1 4.0 5.4. Share of total employment (%) 0.8 (2014)* 1.5 2.0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 57 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Exports 1.1. Share of exports in GDP (%) 19.0 22.0 28.0 1.2. Share of manufactured goods in total exports (%) 27 35 40 1.3. Share of services in total exports (%) 40 45 50 1.4. Share of exports in world market (%) 0.048 0.1 0.15 1.5. Share of exports to EAC (%) 1.5.1. Of which manufactured goods (%) 4.0 7.0. 10 1.5.2. Of which services (%) 1.6. Share of exports to SADC (%) 14.2 22 30 1.6.1. Of which manufactured goods (%) 1.6.2. Of which services (%) 2. Imports 2.1. Share of imports in GDP (%) 27.3 32 23 2.2. Share consumer goods in total imports (%) 18.6 15 12 2.3. Share of intermediate goods in total imports (%) 29.5 32 23 2.4. Share of imports from EAC (%) 5.2 7.5 11 2.5. Share of imports from SADC (%) 5.7 10 10 with EAC, SADC, BRICS and unexplored potential markets. Initiatives have been taken to develop the boarder markets to simplify and formalize trade across the borders. Further, cross border trade will be improved through enabling traders fully utilize the opportunities of the EAC & SADC markets. This will facilitate the expansion of trade and develop Micro, Small and Medium Enterprises (MSMEs). Key targets by 2020: Exports to GDP, 22%; Manufactures in total exports, 35%; Services in total exports, 45%; World market share, 0.1%. Key interventions (i) Promoting value addition through processing and manufacturing. (ii) Utilizing abundant and diverse resources including agricultural and mineral resources. (iii) Increasing volume and value of exportable items; (iv) Fostering effective trade-induced industrialization; (v) Increasing exports of services; (vi) Reducing both volume and value of imports. Targets for the Trade sector over the period of implementing FYDP II are listed in Table 4.6 below Table 4.6: Indicators and Targets for the Trade Sector The interventions proposed here basically aim at improving external balances. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 58 4.2.6 Natural Resources Management, Environment and Climate change Key targets by 2020: Share of GDP accrued from sustainable utilization of forest, water and marine resources (10%) Proportion of energy derived from renewable green energy (50 %) Increased natural forest cover by130,000 Ha; 100 million trees planted country wide; 60% reduction in charcoal consumption in urban areas, increasing the proportion of districts with climate change and disaster risk reduction strategies to 60%. Key interventions (i) Interventions to strengthen natural resource management: e) Conservation of natural resources; a) Reversing deterioration of aquatic systems for better and healthy ecosystem services as well as human health; b) Conserving and sustainably using Lakes, rivers, oceans, seas and marine resources for sustainable development; c) Protecting, restoring and promoting sustainable use of terrestrial ecosystems; sustainably managing forests, combating desertification, and halting and reversing land degradation and halting biodiversity loss. d) Enhancing community-based natural resource management systems (ii) Interventions to prevent environmental degradation a) Promotion of renewable green energy technologies (biogas, liquefied petroleum gas (LPG), solar energy), as well as geothermal, wind; b) Enforcement of environmental impact assessments (EIAs), strategic environmental impact assessments (SEIAs) and other environmental laws (iii) Climate Change related interventions a) Combating climate change and its impacts; by putting more emphasis on emission reduction. b) Integrating, harmonizing and coordinating environmentally sustainable policies and strategies for growth in key growth sectors, including climate change adaptation and mitigation; c) Mitigating and adapting to climate change, including supporting research programs to improve and develop new technologies, quality seeds, pest control, and agronomic practices e.g. tillage, soils and water conservation techniques and irrigation measures and livestock management practices, information collection and dissemination for early warning; Tanzania is endowed with rich and diverse natural resources from whence it derives its economic and social livelihood. Managing such resources sustainably is therefore an imperative. Wildlife for instance, is the cradle of Tanzania’s burgeoning tourism sector. As such, protecting wildlife will be one of the areas that the Plan will focus on, in order to arrest increasing invasion and encroachment of wildlife habitats. During implementation NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 59 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Natural Resource Management 1.1. Share of GDP accruing from sustainable utilization of forest, water and marine resources (%), current prices TBD 10% 20% 1.2. Proportion of energy derived from renewable green energy (%) 36% 50% 70% 1.3. Area of natural forest cover (Ha) 240,000 130,000 200,000 1.4. No. of important natural water sources in the 9 natural ecosystem/water Basins identified and protected 158 1000% 10000% 1.5. Proportion of operational national programes or sector plans incorporating sustainable production and consumption of environment and natural resources standards (%) TBC 70% 100% 1.6. Reduction in incidences of illegal fishing in lakes and marine ecosystems (%) 80% 60% 0% 1.7. No. of deaths and missing persons affected by natural disasters 3,547 2,837 2,128 2. Environment 2.1. No. of ha of commercial forest plantations established 554,000 925,000 1,850,000 2.2. Reduction in charcoal consumption in urban areas (%) 90% 60% 30% 2.3. Proportion of large projects complying with approved EIA and audit regulations (%) TBC 60% 90% 3. Climate Change 3.1. Proportion of districts with climate change and disaster risk reduction strategies (%) 0 60% 100% of FYDP II efforts will be directed at raising the proportion of large projects complying with approved Environmental Impact Assessment (EIA) and audit regulations; having in place participatory climate change adaptation measures at catchment/ water user association level; introducing and adopting crop and livestock varieties suited to adverse conditions brought about by climate change; strengthening climate change projection and early warning and natural disaster response, coordination frameworks. As part of the overall sustainability strategy of this Plan, monitoring environmental quality through use of environmental sustainability index (ESI) will be adopted. Table 4.7 indicates the implementation targets pertaining to natural resource management, environmental conservation and dealing with climate change. Table 4.7: Targets for Natural Resources Management, Environment and Climate Change SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Environmental and Natural Resources 50 - 133.74 183.66 38.12 37.62 37.93 35.24 34.635 In general, interventions geared towards the realization of the targets aim at promotion of renewable green energy technologies (biogas, LPG, Solar Energy), climate change adaptation, enforcement of EIA and SEIA; conservation of natural resources and strengthening the contribution of natural resources and products to poverty reduction and economic growth. More details on these interventions are provided in Annex Table B5. Financing of Natural Resources Management, Environment and Climate Change: (Tshs Bill) NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 60 4.2.7 Tourism Key targets by 2020: Real growth rate of 6.2 %; GDP share, 18.3%; share of total exports, 21.4%; and share of total employment at 12% Key interventions i. Aggressive promotion and marketing of Tanzania as a unique tourist destination; ii. Diversification of tourism products (southern circuit, identification of new areas, heritage tourism); iii. Infrastructure improvement (roads, airports, sea ports); iv. Improving training and skills development; v. Encouraging local tourism; and vi. Improve enabling environment for tourism sector Tanzania is the only country in the world that has allocated more than 25 percent of its total area for wildlife and other resources’ conservation (National Parks, Game Reserves, Protected Areas, etc.). There are 16 National Parks, 28 Game Reserves, 44 Game Controlled areas, 1 Conservation area and 2 Marine Parks. Tanzania wildlife resources are considered among the finest in the world and have been widely known for many years. Other tourist natural attractions include the sandy beaches north and south of Dares salaam, the Spice Islands of Zanzibar and excellent deep -sea fishing areas at Mafia and Pemba Island. Olduvai Gorge in the interior Rift valley is the site of discoveries of the trace of earliest man. To the tourist, Tanzania also offers interesting culture and art. Tanzania’s tourism industry, which accounts for about 24.0 percent of exports of goods and services continues to be among the key sectors in GDP contribution (17.2%) and in generating foreign exchange. The industry continued to grow in 2014 as exhibited by increase in the number of international tourist arrivals to 1,140,156 from 782,699 recorded in 2010. As a result, tourism earning increased to USD 2006.32 million from USD 1254.50 in 2010. However, there are challenges facing tourism sector as follows: lack of qualified personnel, infrastructure development, lack of diversification of tourism products, inadequate promotion and marketing, lack of specified areas for tourism investment, poor quality of services and low state of technology. These challenges hinder the development of tourism sector in general and the specific interventions outlined in the Plan will endeavour to address these. Table 4.8 outlines the targets set for the Tourism subsector in the period of the Plan. Table 4.8: Overall Performance Indicators and Targets for Tourism Sector S/N Indicator/Target 2014/15 2020/21 2025/26 1. Tourism 1.1. Contribution to GDP (%), current prices 17.2 18.3 19.5 1.2. Real growth rate (%) 1.3 6.2 6.5 1.3. Number of tourists 1,140,156 1,759,750 2,468,141 1.4. Average number of nights spent by tourist 10 12 15 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 61 1.5. Average expenditure per tourist per day (non-package/ package) (US$) 201/ 372 300/ 400 400/ 500 1.6. Employment (number) 1,337,000 1,255,400 1,695,000 1.7. Share of total employment (%) 12.2 12.0 11.5 1.8. Share of foreign exchange earnings (%) 21.9 21.4 21.1 1.9. Earnings from tourists (US$ billion) 2 3.6 4.2 Specific interventions geared towards the realization of the targets are as follows: Promotion and marketing of Tanzania’s as a tourist destination, diversification of tourism products and services, identification of the areas for tourism investments, infrastructure improvements especially state of roads towards tourist attractions and improvement of training offered in tourism and hospitality Institutes. Details are provided in Annex Table B6. Financing in Tourism sector:(TShs. billion) SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Tourism 553.82 2953 52.68 3559.5 711.659 714.589 711.86 711.2 710.02 4.2.8 Science Technology and Innovation Key targets by 2020: Proportion of R&D expenditure in GDP, 1.0%; proportion of R&D expenditure by Public Sector, 68.3%; by Private Sector, (15%); R&D institutions with foreign partner institutions (22); Proportion of science and engineering students in tertiary and higher learning accessing student loans, 56%. Key interventions i. Increasing Research and Development (R&D) expenditure; ii. Government support to private sector R&D; iii. Public support to universities and research centres; iv. Securing international scientific and technical cooperation agreements) v. Promotion of new products, processes, patenting (innovation); vi. Strengthening STI capabilities (training in related STI disciplines- STEM; infrastructure backbone, increasing ICT application in production; industrial R&D institutions). Technological change is widely acknowledged as one of the main drivers of long-term growth. Technology change happens in all spheres of human life and different sectors of economies, albeit, at different speed. SDGs, particularly goal number 9, place technology change and innovation high on the global development agenda. Implementation of Goal 9 (“build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation”) and other goals such as 17 on promoting partnerships, require improved ways of implementation including strengthening research and development (R&D) components. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 62 S/N Indicator/Target 2014/15 2020/21 2025/26 1. R&D Expenditure 0.71 1 1.5 1.1. Share of R&D expenditure in GDP (%) 1.2. Total Expenditure (TShs. billion) 40.7 90.2 1.2.1. Of which on agriculture (%) 38.6 38.8 40.0 1.2.2. Of which on manufacturing (%) TB 40.0 42.8 1.2.3. Of which on mining, construction & utilities (%) TB 13.5 10.6 1.2.4. Of which % on services 7.6 8.5 6.6 2. Institutional Technological Capabilities 2.1. R&D expenditure by public sector (%) 58 68.3 72 2.2. R&D expenditure by private sector (%) 9 2.3. Number of qualified researchers 6,355 9,556 12,639 2.4. R&D institutions with ISO Certifications 2.5. R&D institutions with foreign partner institution 11 22 32 2.6. Number of firms participating in TIUMP 19 80 200 2.7. Number of firms practicing KAIZEN 42 70 140 2.8. share of engineers in total tertiary government disbursements for training programmes 2.9. Share of creative industry in total employment (%) 2.10. Proportion of businesses using high speed mobile internet, 3G (and higher) Technology makes production processes more efficient, thereby increasing the competitiveness of countries and reducing their vulnerability to market fluctuations, structural change, etc. However, if the transition from a labour-intensive to a technology intensive production frontier is not implemented in a well-guided approach, it can drive masses of labour, especially unskilled, out of their jobs. Technological change also requires the labour force to be prepared to use increasingly complex machinery and equipment, which widens the inequality between highly skilled and unskilled workers in terms of wage distribution. It is also imperative, that, as countries seek to undertake economic upgrading through technological advancement and innovation, in a bid to reduce the income gaps they have to acquire the necessary capabilities to deal with the adverse impacts of these advancements. During implementation of FYDP II, emphasis will be on accumulation of internal sciences, technology and innovation (STI) capabilities through investing in human capital, institutions, improving innovation systems and upgrading in industrial clusters and global value chains. Technological capabilities are expanded in developed countries through tinkering with the frontiers of science and technology and in developing countries by acquiring and adapting technologies created elsewhere. Table 4.9 indicates the indicators and targets set in tracking the development in this area. Table 4.9 Indicators and Targets for Science Technology and Innovation Capabilities Development. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 63 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Entertainment Industry 1.1. Real growth (%) 12.5 13.2 14.1 1.2. Share of GDP (current, %) 0.3 0.7 1.0 1.3. Number of registered training institutions 2 2 2 1.4. Number of students registered for entertainment industry training education 100 380 900 1.5. Number of registered individuals engaged in creative industry, 621 1404 2908 1.6. Number of art groups registered 3252 3894 4545 1.7. Number of companies registered in creative industry 1184 1484 1975 1.8. Share of total employment (%) 0.1 0.2 0.4 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Science Technology and Innovation 102.5 162 137 428 85.6 85.6 85.6 85.6 85.6 One way of monitoring progress in the interventions will be through “e-Intensity Index”. Financing for Science, Technology and Innovation: (TShs billion) Details on the specific interventions are covered in Annex Table B7. 4.2.9 Creative Industry Key targets by 2020: Real growth 13.2%; Share of GDP, 0.7%; share of total employment, 0.2%. Key interventions vii. Promoting investments in creative industry (establishment, maintenance, sponsorship etc.); viii. Protecting works of art (IPRs, patents, copy rights, etc.). The entertainment industry is one of the rapidly growing tertiary economic activities in Tanzania, attracting massive youth labour force in particular. The industry, sometimes known as show business or show biz, is part of the tertiary sector of the economy and in Tanzania is broadly defined to include a large number of sub-industries devoted to entertainment. In the popular dialect, the term show biz in particular connotes the commercially popular performing artists, especially musical theatre, vaudeville, print, comedy, film, and music, cinema, television, radio, animation, gaming and visual effects, internet advertising, sports other forms of cultural entertains. Tanzanians, particularly urban dwellers, are increasingly spending more time and money on entertainment and projections for the coming years with a steady growth in their disposable income, suggests entertainment industry in Tanzania and the regional market of East and Central Africa to expand by 12.5 percent annually over the Plan period. The industry is however still at its infancy stage and it needs carefully nurturing to reach its fullest potential. This is a key endeavour in FYDP II. Table 4.10 identifies the performance indicators and targets for the entertainment industry over the Plan period. Table 4.10 Indicators and Targets for Creative Industry NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 64 Financing creative industry (TShs billion) S/N Indicator/Target 2015/16 2020/21 2025/26 1. Human Development 1.1. Human Development Index (HDI) 0.52 0.57 0.60 2. Poverty Reduction 2.1. Proportion of population below Basic Needs Poverty line (National) 28.2 (2012) 16.7 12.7 2.2. Proportion of population below Basic Needs Poverty line (rural) 33.3 19.7 15.0 2.3. Proportion of population below basic needs poverty line (urban) 21.7 12.8 9.7 2.4. Proportion of population below food poverty line (national average) 9.7 5.7 4.4 2.5. Proportion of population below food poverty line (rural) 11.3 6.7 5.1 2.6. Proportion of population below food poverty line (urban) 8.7 5.1 3.1 2.7. Multi-dimension Poverty Index (MPI), Poverty Head Count 64 38.4 29.2 3. Inequality 3.1. Income Inequality (National) 0.34 0.34 .34 3.2. Income Inequality (rural) 0.29 0.29 0.29 Annex Table B8 identifies strategic interventions to be undertaken to promote the entertainment industry in Tanzania over the Plan period. 4.3 Interventions for Human Development Key targets by 2020: Human Development Index (HDI) value, 0.57; Unemployment rate, 6%; Proportion of population below food poverty line (national average), 5.7% People’s development is the lynchpin objective of any development plan in Tanzania. Industrialization and transformation are the trusted means to the realisation of the central objective of human development. They have to provide expanded freedom of choice for every Tanzanian citizen, in both rural and urban areas, through ensuring access to means of production, consumption and employment opportunities. The freedom of choice is fostered by education, appropriate skills and health conditions of an individual and society at large. With this understanding, besides interventions in the various production sectors, the Plan seeks to raise both availability and quality of services, social and otherwise, required by an individual and society at large for sustained welfare improvement. In order to ensure realization of these objectives, during implementation of FYDP II human development will be monitored alongside interventions that target specific objectives. Table 4.11 shows indicators that will be used to track progress in human development during implementation of the Plan. Table 4. 11: Indicators and Targets for Human Development SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Creative industry 344.86 - - 344.86 0 80.75 80.99 81.03 81.04 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 65 4.3.1 Education and Capability Development Key targets by 2020:Net Enrolment Ratio: pre-primary, 50%; primary, 100%; secondary, 50%; higher education gross enrolment rate, 6.9%; Proportion of schools with electricity: primary, 30%; secondary, 85%; Percentage of pupils/students passing: Primary 75%; Form Four 90%; Form Six 100%. Key interventions i. Improving qualified teacher-pupil/ student ratios at all levels; ii. Improving teaching and learning environment (class rooms, desks, text books, latrines/toilets ratios; boarding for girls; etc.); iii. Increasing access to student loans at tertiary level; iv. Expanding use of ICT in teaching and learning at all levels; v. Improving working environment for teaching staff at all levels (commensurate remuneration, housing in close proximity to work premise. In this context, education has been referred to as the total process of imparting knowledge and starts at early ages in families, through childhood development, adolescence, to lifelong learning, and inclusive of all social groups. Education and skills development are major inputs to human development in terms of building human capability. Furthermore, education and training are essential for economic transformation by providing skills and generation of technology and workforce that can be deployed to change country’s endowments from comparative advantages to competitive advantages. On the contrary, decline in the quality of education has negative implications for human development and reduces the contribution of human capital to growth. Thus, policies towards securing access and improved quality in all levels, i.e. early learning, basic education, vocational and technical, tertiary and high education in an inclusive way needs to be designed in such a way that it becomes a means of retooling human capital to transform the economy in a sustainable manner. FYDP II addresses the quality of education through interventions that ensure that its provisions are well aligned with, and tailored to meet needs of both the local society and competition in the domestic, regional and global economies. The quality of education delivered depends on two related aspects. It is directly related to the quality of the recipient and is influenced by the teaching and learning environment. Quality of the recipient is determined by the mental health and extent of preparedness, developments of which are crucial during the early 1,000 days of livelihood. At the same time, the teaching and learning environment need to be friendly and enticing to include appropriate teaching materials. The role of teachers in improving the quality of education is crucial and therefore it is vital to improve the professional competencies of teachers and to raise their morale by improving the quality of teaching environment. 3.3. Income Inequality (urban) 0.37 0.37 0.37 3.4. Income growth of the bottom 40 % of the population 4. Employment Opportunities 4.1. Unemployment rate 10.3 8.0 6.0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 66 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Early Learning 1.1. Gross Enrolment Ratio (%) 36.9 95 100 1.2. Net Enrolment Ratio (% of eligible) 33.4 50 95 1.3. Pupil/qualified teacher ratio (PTR) 77:1 50:1 25:1 1.4. % number of qualified teachers 13,600 15,400 17,200 2. Primary Education 2.1. Gross School Enrolment Ratio 93.3 100 100 2.2. Net Enrolment Ratio (% of eligible) 84.4 100 100 2.3. Percentage of cohort passing PSLE 57 75 90 2.4. Pupils/Teacher Ratio 43:1 40:1 40:1 2.5. Pupils/Text Book ratio 3:1 1:1 1:1 2.6. Pupils/Classroom Ratio 75:1 50:1 40:1 2.7. Pupils/Latrine Ratio (Boys) 56:1 25:1 25:1 2.8. Pupils/Latrine Ratio (Girls) 58:1 20:1 20:1 2.9. Pupils/desk Ratio 4:1 1:1 1:1 2.10. % of Schools with clean water 40 60 2.11. % of Schools with electricity 18.3 30 50 2.12. Transition rate from Std Seven to Form One 55.5 80 100 2.13. Adult literacy rate 77.9 85 93 3. Secondary Education 3.1. Gross enrolment ratio in lower secondary schools (%) 41.7 43 48 3.2. Net enrolment ratio (% of eligible) 32.9 50 90 3.3. Pupils/teacher ratio in lower secondary schools by subject 24:1 20:1 20:1 3.4. Pupils/classroom ratio in lower secondary schools 43:1 40:1 40:1 3.5. Pupils/latrine ratio in lower secondary schools 29:1 20:1 20:1 3.6. Proportion of schools with electricity (%) 77.3 85 90 3.7. Students passing Form IV examination (%) 69.8 80 90 3.8. Transition rate from Form Four to Form Five (%) 10.5 20 20 Comprehensive early learning is important to prepare children for requisite formal education. The Government recognizes that effective learning at primary level and beyond has its foundation on early child development (ECD), including pre-school learning which children start to be introduced to disciplines and positive attitude towards learning. ECD starts with parents being prepared to be mothers and fathers as well as family bearers; with a vision for and responsibility of fulfilling the aspirations of development and growth of their children. Poor child health at birth, and poor child growth eventually leads to low productivity at adulthood. Table 4.12 outlines the targets envisaged by the Plan with regard to education and capacity development. Table 4.12: Overall Performance Indicators and Targets for Education and Capacity Development NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 67 Financing Education sector: (TShs. billion) Annex Table B8 provides details of the strategic interventions for education. 4.3.2 Skills Development SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Education 4498.92 19.66 448.61 4967.19 992.94 992.94 994.03 993.6 993.62 4. Higher Secondary Education 4.1. Gross Enrolment Ratio (%) 5.7 6.9 10 4.2. Net Enrolment Ratio (% of eligible) 2.0 4.2 8 4.2.1. Of which male (%) 1.1 2.2 4 4.2.2. Of which female (%) 0.9 2.0 4 4.3. Percentage of students passing Form VI examinations 98.3 100 100 5. Higher Education 5.1. Higher education enrolment rate (%) 3.3 6.9 10 5.1.1. Of which male (%) 2.1 3.6 5 5.1.2. Of which female(%) 1.2 3.3 5 5.2. Loan/Grant to science subjects (%) 30 50 70 5.3. Increase high skills 3 5 12 5.4. Increase medium skills 13 20 34 5.5. Low skills 84% 60% 54% Key targets by 2020: proportion of working population with: high level skills, 12.1%; middle level skills, 33.7%. Key interventions i. Development of appropriate curricular; ii. Training at different levels of skill requirement such as formal and entrepreneurial; iii. Extending ICT applicability at all levels of skills training and learning; iv. Promoting employable skills particularly for youth, women, and people living with disabilities. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 68 Skills Development is about developing a set of abilities, knowledge and attitudes of the national labour force for the purpose of improving productivity, performance and competitiveness. “Skills development” is inclusive of any abilities, which are useful for making a lawful, living. These go beyond those transmitted in education and training programmed for particular occupations. The term is not confined to institutional-based training but also includes industry and labour market training which may occur in different settings covering a full range of applied learning at all skills levels – professionals, technical and vocational. The 2014 Integrated Labour Force Survey for Tanzania revealed the following as being the main skill gaps or concerns: (i) Tanzania employees generally have appropriate education qualifications but have, either low levels or lack of soft or behavioural skills, which affect labour productivity negatively; (ii) About 80 percent of the occupations available, including occupations that will be in demand in next three to five years, are based on science and mathematics related subjects, while pass rates in Form IV and VI were lowest in mathematics and science related subjects; (iii) Another dimension of the skills gap is with regard to expectations of graduates, where, about 79 percent of graduates aspire for wage employment upon completion of their basic training and only 17 percent consider self-employment, clearly jeopardizing the goal of promoting self-employment, despite the fact that only about 44 percent of graduates get employed in a year; (iv) There have been growing aspirations to acquire degrees or equivalent qualifications and many institutions responsible for technical/tertiary education have been converted into higher learning institutions with far reaching implications on the balance of ratios between engineers and technicians and artisans. With the notable skills gap in the country, the approach to skills development during FYDP II will focus on bridging these gaps. Furthermore, FYDP II incorporates ethical formation of the youth through peer learning systems, encouraging young people to take on duties and creating in them a mental and moral behaviour based on virtues. The Plan calls for efforts to inculcate and support soft values of human work, whereby virtues of greater social justice and practice, solidarity and care for others in rendering service and, showing compassion towards those who are less endowed, can be created. The Plan supports interventions beyond vocational education training (VET), which provides the bridge in skills development between primary and secondary school and initiation into adulthood life. The targets set for skills development in FYDP II are indicated in Table 4.15. Table 4.15: Indicators and Targets for Skills Development, 2015/16 – 2025/26 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Tertiary Education 1.1. Tertiary gross enrolment rate (%) 3.0 4.5 6.0 1.2. Annual number of students graduating from tertiary/higher education 40,000 80,000 120,000 1.2.1. Of whom science and engineering students (%) 30 56 63 1.2.2. Of whom women/girls (%) NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 69 Financing skills development:(Tshs Bill) SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Skills development 1073 - 635.54 1708.54 350.588 351.588 351.588 351.588 353.188 1.3. Tertiary and higher learning students with access to student loans 45.6 80 90 2. Vocational Training 2.1. Average annual number of graduates from vocational schools 150,000 700,000 1,000,000 3. Other Training 3.1. People with skills obtained through informal system learning for six priority sectors (annually) 20,000 200,000 250,000 3.2. Internship training or graduates at work places (annually) 10,000 230,000 300,000 3.3. Apprenticeship training for students at work places (annually) 1,000 20,000 30,000 4. Skill Levels 4.1. Working population with high level skills (%) 3.6 12.1 12.1 4.2. Working population with middle level skills (%) 16.6 33.7 33.7 4.3. Improvement in satisfaction of employers with quality of local employees (%) 44 60 70 Specific interventions proposed for ensuring availability and quality of skilled labor force are annexed as Annex Table B10. 4.3.3 Health Key targets by 2020: Under five Mortality Rate per 1,000 births, 45; Maternal Mortality Rate per 100,000 live births, 250; life expectancy at birth, 66 years; prevalence of HIV and AIDS, 3%. Key interventions i. Strengthening health systems (primary and referral); ii. Equipping district, regional and referral hospitals with modern equipment; iii. Training health staff (short and long courses); iv. Management of Non-communicable diseases (NCDs); v. Improving working environment for health personnel (commensurate remuneration, housing in close proximity to work premise); vi. Speed up comprehensive health care, focusing on proactive preventive medicines and timely and effective control of epidemic diseases. Health is an aspect with many dimensions including home-based care outside the context of everyday usage of the term. While it is an end in itself (e.g. reduced deaths, increased NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 70 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Healthy 6997.36 - 1011 8008.36 1606.166 1601.81 1599.81 1599.31 1600.82 longevity, etc.), providing quality health care ensures that people are fit to participate in productive economic activities. Tanzania has made significant process in reducing child mortality, combating malaria, addressing non-communicable diseases, among others. These gains must be consolidated and sustained. In some areas, e.g. maternal mortality, progress has been slow and more efforts are required. During implementation of FYDP II, emphasis will be on strengthening of health service delivery system with service delivery geared towards improving the health of mothers and children; addressing commonly prevalent illnesses such as malaria and HIV and AIDS and Non-communicable diseases (NCDs) which are major causes of deaths as well as addressing the human resource crisis which constrains provision of adequate health care. Indicators and targets for the development of the health sector over the Plan period and beyond are indicated in Table 4.16. Table 4.16 Indicators and Targets for the Health Sector S/N Indicator/Target 2014/15 2020/21 2025/26 1. Health 1.4. Infant Mortality Rate per 1,000 births 43 42 40 1.5. Under five mortality rate per 1,000 births 67 45 40 1.6. Births attended by a skilled health worker (%) 51 75 90 1.7. Maternal mortality rate per 100,000 432 250 220 1.8. Life expectancy (Years) 61 (2012) 66 70 1.9. National HIV prevalence rate (%) 5.1 3 1.5 1.10 Access to safe water and sanitation in urban areas (% of total) 86 90 95 1.11 Access to safe water and sanitation in rural areas (% of total) 67.7 80 90 1.12 Share of Government expenditure (%) 8.1 15 15 1.13 People reported to travel a long distance to health services facilities (%) 36 25 15 Financing Health Sector: (Tshs Bill) 4.3.4 Water Supply and Sanitation Services Key targets by 2020: Access to safe water in rural areas, 85%; regional centers and Dar es Salaam, 95%. Proportion of rural households with improved sanitation facilities, 75%; regional centres, 50% and Dar es Salaam, 40%. Non-revenue water (NRW) for regional centres, 25%; for Dar es Salaam, 30%. Key interventions i. Conservation and protection of water resource, water sources; ii. Construction of water harvesting infrastructure including rain water harvesting; water points, intake, storage, transmission pipes, distribution networks, water laboratories); NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 71 SS/N Indicator/Target 2015/16 2020/21 2025/26 1. Water and Sanitation a. Rural population with access to piped or protected water as their main source (%) 72 85 90 b. Proportion of the households with improved sanitation facilities in rural areas (%) 25 75 85 c. Population with access to piped or protected water as their main source in regional centres (%) 86 95 100 d. Households connected to convention public sewer systems in regional centres (%) 20 50 70 e. NRW for regional centres (%) 37 25 20 iii. Construction of sewerage treatment plants, storage, treatment ponds, sewer lines; iv. Rehabilitation of water supply; v. Rehabilitation of sewerage infrastructure; vi. Capacity building/skills development of staff at all levels of requirement (harvesting, transmission, distribution, billing). Water is one of the vital natural resources that touch all aspects of human life; from domestic, agricultural and industrial development to cultural and religious values embedded in societies. In that respect, water is a very important resource for socio-economic development in any country. Availability of adequate clean, safe and affordable water and sanitation services in a country has impact on improving the standard of living of people as well as contributing to economic growth and environmental sustainability through ecosystems regenerations. The Government continues to invest in the development of water resources and increasing affordable access to safe and clean water as part of a broader development strategy. In this regard, various interventions aimed at protecting and conserving natural ecosystems as water sources are considered in FYDP II in line with efforts to ensure efficient utilisation of water resources for agriculture, industry and improving access to water supply and sanitation services in rural and urban households. The Government is as well cognisant that meeting these objectives calls for huge investments in water supply infrastructure in both rural and urban areas. Added to this, are increasing multi sector demands, environmental and water resources degradation (due to pollution, over extraction, poor land use practices and encroachment of land for agriculture, urbanization and industrial development) all of which increase pressure on water resource. Therefore, aspirations of increasing water supply services for domestic, industrial, irrigation and other socio-economic needs have to be accompanied by increased investments in water sources and resources management in order to ensure that water resources are available and utilized in an environmentally sustainable manner. Although commendable gains were recorded in the past first five years, a lot more is needed to ensure that the majority of Tanzanians have access to clean, affordable and safe water within 400 metres. The challenges are surmountable, as was highlighted in Chapter two of this document. In 2015, a total 21.8 million people (equivalent to 72 percent) and 86 percent of people living in urban centres, about 72 percent in Dar es Salaam had access to safe and clean water services. Table 4.17 summaries the targets to be achieved. Table 4.17 Indicators and Targets for Water and Sanitation NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 72 Financing water sector: (Tshs Bill) f. Population with access to piped or protected water as their main source in district capitals and small town areas (%) 60 70 85 g. Dar es salaam population with access to piped or protected water as their main source (%) 72 95 100 h. Household connected to conventional public sewer systems in Dar es Salaam (%) 10 40 60 i. NRW for Dar es Salaam (%) 47 30 25 j. Number of water sources demarcated and gazetted for protection and conservation 59 161 250 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Water sub sector 2477.1 - 3517.59 5994.649 1198.98 1199 1199.528 1199.141 1198 Annex Table B12 provides detailed strategic interventions. 4.3.5 Urban Planning, Housing and Human Settlements Development Key targets by 2020: Number of regularised properties in unplanned settlements, 400,000; Proportions of villages with Land use plans, 20%; Percentage of property tax payers, 40%; serviced urban settlements with functioning town planning procedures, 25%. Key interventions i. Formalization of (informal) settlements; ii. Increased revenue from new sources (buildings, basic infrastructure including for water and sewerage; especially for LGA’s own source revenue); iii. Implementing Integrated Land Management Information System (including establishment of land bank); iv. Institutionalizing Land use conflict solving framework; v. Developing satellite cities including secondary townships. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 73 S/N Indicator/Target 2015/16 2020/21 2025/26 1. Number of Towns with up-to-date general planning schemes (Master Plans) 25 45 2. Number of regularized property in unplanned settlements 380,000 480,000 670,000 3. Number of property owners in unplanned settlements with residential licenses 230,000 300,000 420,000 4. Land covered by informal Settlements (%) 66 50 40 5. Population Density from the CBD (people per sq. km) 20,000 40,000 60,000 6 Household Density (Houses per hector in peri-urban areas) 20 30 50 7. Average number of persons per sleeping room 2.7(2014)* 2.5 2.0 8. Households which own houses they live in*(%) 76.4(2014) 77 79 9. Land surveyed (%) 11 20 50 10. Villages with land use plans (%) 12 20 30 11. Number of allocated plots 952,516 2,952,516 4,952,51 12. Number of allocated farms 5,078 5,400 6,000 13. Land demarcated for industrial use (%) 1.8 5 10 14. Land demarcated for commercial use (%) 2.6 4 5 15. Property tax payers (%) 20 40 60 Tanzania’s urban areas and cities are characterised by low levels of productivity. Moreover, most of the enterprises in urban areas are small, informal, and are usually bypassed by the benefits associated with the process of urbanisation due to low urban density and limited trickle down effects of urbanisation economies. As such, inadequate urban infrastructure and basic services constrain the potential economic benefits to be derived from the growth of cities due to disconnections between people, industries, and markets. FYDP II is informed by the fact that the majority of Tanzanians will continue to live in urban areas in the foreseeable future and therefore has designed interventions to enable Tanzania to capitalize on this and develop thriving, efficient cities that function well by providing people and firms with quality basic services, including providing productive job opportunities. Without such interventions, Tanzania risks having poor quality urbanisation, which will leave Tanzania with a poorly planned and serviced cities. The strategic direction of FYDP II is to ensure that, increasingly, Tanzania is characterized by planned and serviced urban settlements with functioning town planning procedures, including improved solid and liquid waste management, use of sustainable transport and cleaner energy. The Plan also addresses critical implications of rapid urban population growth on settlements. Achievements of these objectives will be monitored through the indicators and targets outlined in Table 4.18. Table 4.18: Indicators and Targets for Urbanisation, Housing and Sustainable Human Settlements NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 74 Financing Urban Planning, Housing and Human Settlement: (Tshs Bill) Annex Table B13 provides details on the strategic interventions. 4.3.6 Food Security and Nutrition SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Urban Planning, Housing and Human Settlement 3621.96 - - 3621.96 724 724.3 725.09 724.29 724 Key targets by 2020: Food Self Sufficiency Ratio (140 percent); prevalence of stunting in children aged 0 – 59 months, 28%; prevalence of anaemia among women of reproductive age, 30%; Prevalence of vitamin A deficiency among children aged 6 – 59 months, <25%. Key interventions i. Early Childhood Development; ii. Training of health services providers especially community workers; iii. Knowledge building on importance of food security and nutrition (families); iv. Institutionalizing monitoring and tracking system at LGAs level for nutrition. The immediate causes of malnutrition, which are diseases and inadequate quality food, are exacerbated by poor maternal and childcare practices and inadequate access to health care. The malnutrition-infection relationship is the most obvious and understood with inadequate dietary intake causing weight loss and hence growth faltering and hence vulnerability to infections and morbidity. Diseases also alter metabolism, nutrient absorption and loss and lack of appetite, hence weight loss, growth faltering and hence malnutrition. Poor nutrition affects health outcomes and vice versa. Poor nutrition affects health outcomes, with micronutrients deficiencies depressing the immune system, poor pregnancy outcome and susceptibility to infections, and severity of infectious diseases. Poor health affects nutrition outcomes with infections resulting in micronutrient deficiencies, depleting of body nutrient stores, suppressing appetite and limiting the ability of a woman to care for a child. However, improved nutrition contributes to reduction of extreme poverty; improves educatability of children; reduces gender inequality; further reduces child deaths, contributes to reduction of maternal mortality and reduces the risk of developing communicable and non-communicable diseases and enhances recovery from illness. Interventions to scale up improved nutrition outcomes include; breastfeeding, promotion and support, complementary feeding promotion and support, hand washing and hygiene NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 75 S/N Indicator/Target 2015/16 2020/21 2025/26 1. Food Self Sufficiency Ratio 2. prevalence of stunting in children aged 0 – 59 months 34.7 % 28% 15% 3. Wasting (weight for height) of Under-fives 3.8 <5 <5 4. Prevalence of anaemia among women of reproductive age (haemoglobin concentration <11g/dl) 40% 30% 20% 5. Proportion of households accessing adequately iodized salt 64% 80% 90% 6. Prevalence of Low Birth Weight (LBW) among Children (Out of 53 delivered in a health facility) 7% 5.7% 3.99% 7. Rate of EBF 41.8 50% 60% 8. Prevalence of vitamin A deficiency among children aged 6 – 59 months (serum retinol level < 20 µg/dl) 33% <25% <20% SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Food and nutrition 254.54 23.31 407.8 685.65 161.88 161.88 161.98 162.88 161.68 behaviours, Vitamin A supplementation de-worming, therapeutic zinc, iron and folic acid (for pregnant women), multiple micronutrient powders, prevention and treatment of severe and moderate acute malnutrition. The identified interventions will: reduce micronutrient deficiencies among vulnerable groups, reduce prevalence of anaemia in pregnant and lactating women and children 0-24 months, achieve optimal breastfeeding and complementary feeding practices (increase EBF rates), reduce low birth weight, moderate and severe wasting (impacting on morbidity and stunting levels). These interventions will involve capacity development of health technical staff to deliver on selected interventions coupled with strengthened, strengthening facilities and monitoring systems for effective nutrition and health outcomes. Targets for the proposed interventions are presented in Table 4.19. Table 4.19: Indicators and Targets for Food Security Interventions Financing Food Security and Nutrition: (TShs. billion) Annex Table B14 provides details on the strategic interventions for food security and nutrition. 4.3.7 Social Protection Key targets by 2020: Coverage of health insurance scheme, 50%; coverage of the social security scheme, 40%. Key interventions • M&E framework for tracking vulnerability; • Mobilizing resources (financial and human) for health insurance; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 76 S/N Indicators 2015/16 2020/21 2025/26 1. Coverage of health insurance scheme (%) 2. Coverage of the social security scheme (%) 34.7 % 28% 15% 3. Youth in vulnerable employment (%) 3.8 <5 <5 4. Proportion of children with disability attending primary school (%) 40% 30% 20% 5. Children aged 5-17 engaging in child labour (%) 64% 80% 90% SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Social protection 493.4 - 404.69 899.09 179.802 179.802 679.802 679.802 675.802 • Promoting and protecting human rights for all, and particularly poor and PLDs. Social protection interventions fall into four major areas: (i) social security which includes health insurance, pensions and unemployment benefits, (ii) social assistance, which includes interventions provided to the poor and vulnerable groups including people with disabilities to address lifecycle risks, (iii) productive inclusion; with interventions aimed at enabling individuals to engage more productively in livelihoods and employment. They include agricultural input subsidies, public works, financial inclusion programs, livelihoods and youth development programs, and (iv) social services, which are benefits and facilities provided by the Government and private sector to build the human capital foundation of long-term prosperity. Social Protection is part of the larger agenda of FYDP II, in terms of reducing poverty; addressing social and economic risks, deprivation and vulnerability; protecting human rights and improving capabilities and labour market results. Table 4.20 shows some of the proposed targets for the realization of the Plan with regard to social protection. Table 4.20: Indicators and Targets for Social Protection Financing of Social Protection:(TShs. billion) Annex Table B15 provides details on strategic interventions on social protection. 4.3.8 Good Governance Key targets by 2020: Number of corruption cases convicted as a percentage of total number of investigated cases sanctioned for prosecution (23%); Proportion of births registered within 90 days after birth (90%); proportion LGAs posting public budgets, revenue and actual expenditures on easily accessible public notice boards (100%). Key interventions i. Ensuring systems and structures of governance to uphold the rule of law and are democratic, effective, accountable, predictable, transparent, inclusive and corruption-free at all levels; ii. Improving public service delivery to all, especially the poor and vulnerable, including access to justice; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 77 S/N Indicator/Target 2014/15 2020/21 2025/26 1. Number of corruption cases convicted as a percentage of total number of investigated cases sanctioned for prosecution 10.39 23 33 2. Country Policy and Institutional Assessment (CPIA) transparency, accountability, and corruption in the public sector rating (1=Low to 6=High) 3.8 4.0 4.5 3. Proportion of births registered within 90 days after birth 6.04 90 95 4. Seats of Women in Parliament (% of total) 36.5 44 50 5. Proportion LGAs posting public budgets, revenue and actual expenditures on easily accessible public notice boards 86 100 100 SUBSECTOR GOVT. PRIV. DPs Total 2016/17 2017/18 2018/19 2019/20 2020/21 Good Governance 2095.93 - 70.81 2166.74 433.232 433.232 433.232 433.808 433.232 iii. Promoting and protecting human rights for all, particularly for poor women, men and children, the vulnerable groups; iv. Ensuring national and personal security and safety of properties; v. Promoting and preserving culture of patriotism, hard work, moral integrity, and self confidence. The Government of Tanzania has continued to accord high priority to governance and accountability as means of tackling mismanagement of public resources, corruption, poor service provision, tax evasion, and unnecessary bureaucratic snags, which have negative impact on the achievement of developmental objectives. Realization of such objectives and targets of the Plan, therefore, hinges on the existence of good governance and effective accountability. These are essential elements to ensuring good use of resources, effective participation of the private sector in developing industries and enterprises that spur economic growth and creating jobs, and effective participation of citizens in demanding accountability and respecting the rule of law. While governance covers broad spectrum of areas, this FYDP II focuses on key components considered necessary for achieving its main objectives. These are (i) Effective use of the rule of law (ii) Enhanced democracy, political and social tolerance (iii) peace, security and political stability (iv) Good corporate governance, and (v) Developmental role of state in economic governance1.Table 4.21 summarizes some of the envisaged targets to the realization of the Plan with regard to good governance. Table 4.21 Indicators and Targets for Interventions Related to Good Governance Financing Good Governance: (TShs. billion) Annex Table B16 presents details of the strategic interventions for good governance. For a broader assessment of governance and accountability across the government, including LGAs, new indicators are introduced. A baseline study will be conducted to establish the status quo and will be part of the monitoring framework for FYDP II. The new indicators are as follows: 1 The use of “state” here refers to the government and public institutions responsible for public administration, regulations, and provision of economic and social services NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 78 4.4 Enabling Environment Recognition of the important role of the private sector in the implementation of FYDP II underscores the importance of an enabling environment for establishment and operation of enterprises. Time tested factors that are key in creating an environment in which enterprises thrive include: a stable macroeconomic environment; availability of land for investments; availability of basic infrastructure and quality services (e.g. availability of reliable and affordable energy and transport services); a pool of labour with skills commensurate with the requirements of the envisaged industrialisation path; availability of long-term development financing; effective institutional framework of R&D; development of STI and ICT as anchors for industrialization and competitiveness; continuous strengthening of the environment for doing business; and smart intervention by the state in and as required to enhance realisation of priority projects, informed by, among other things, strategic, continuous engagement with the private sector regarding developments pertinent for the implementation of the Plan. This section dwells on interventions that ensure a stable macroeconomic environment, availability of requisite infrastructure and related services and improved environment for doing business. Some of the issues have been addressed in previous sections (e.g. skills and STI), and some will be addressing in subsequent Chapters such as Financing (5). 4.4.1 Macroeconomic Stability Key targets by 2020: Real GDP growth, 10.0% with per capita GDP of US$1500 current prices; inflation rate contained at 5%; domestic revenue to GDP ratio at 19 percent; Nominal Exchange Rate (TZS/USD 1), 2,185.62. Key interventions i. Pursuing and sustaining non- inflationary/ prudent fiscal and monetary policies such as restricting budget deficit and bank borrowing; ii. Strengthening productive capacity in order to meet the challenges of imported inflation; iii. Ensuring preparedness in addressing exogenous shocks such as increases in oil prices, food, currency volatility; iv. Addressing the import side prudently in order to reduce the import bill. Interventions in this area relate to promoting consumption of locally produced goods and services i) Percent of court cases that have not been disposed of for more than 24 months as a percentage of all court cases (criminal and civil cases); ii) Proportion of population reporting to be satisfied with delivery of basic government services; iii) Percent of those contacting a service provider that paid a bribe, by sector (Lands, Education Health, Judiciary systems, Police, Tax administration) within the last year; and, iv) Percent of villages that have functioning village office (Functioning village office refers to an office that has a physical address comprising at least a room, a meeting space, a filing system, basic office furniture such as desk and chairs; basic office materials such as pens, paper and envelopes; and a wheather proof notice board to which the public have ready access to). NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 79 to out-compete imports, and curtailing dumping of imports, such as counterfeits known to be of poor quality and in some cases unfit for human consumption; v. Strengthening external market opportunities, especially regional, in order to create more export opportunities; vi. Strengthening economic diplomacy at regional and global levels; vii. Undertaking export drive, including aggressiveness in transit trade and trade logistics for regional and global markets; viii. Pursuing prudent foreign exchange operations; ix. Conducting Bank of Tanzania’s Open Market Operations in a prudent manner; x. Deepening financial sector reforms through full implementation of Financial Sector Reform Programme; xi. Implementing measures that minimize borrowing risks (such as through insurance schemes), especially in strategic sectors such as agriculture and MSMEs; xii. Improving revenue yield out of expected recovery of both global and domestic economies through improving efficiency in tax administration; Besides infrastructure and other regulatory frameworks, sustainable economic growth requires a stable and predictable macroeconomic environment. This environment includes fiscal policy, domestic sterilization, exchange rate management and consistency in the various elements of the macro policy framework. Macroeconomic stability requires interventions, which address balance in fundamental macro variables such as inflation rate, exchange rate, interest rate, balance of payments, fiscal deficit and external debt as well as promotion of external trade. Effective management of both demand side and supply side can ensure stability. Targets and indicators for the macroeconomic stability and related variables are shown in Table 4.22. Table 4.22: Targets and Indicators for Macroeconomic Stability S/N Indicator/Target 2015/16 2020/21 2025/26 1. Economic Performance 1.1. Economic Growth, real (%) 7.0 10.0 10.3 1.2. Per capita GDP, nominal (US$) 1005 1500 2567 2. Monetary Policy 2.1. Inflation (%) 5.1 5 5 2.2. Nominal Exchange Rate (TZS/USD 1) 1985.39 2185.62 2686.62 2.3. Foreign Exchange Reserves (months of imports) 4.8 4.0 4.0 2.4. Current account balance as % of GDP -7.35 -20.78 -18.06 3. Fiscal Policy 3.1. Budget (TShs. billion) 14,604 32,663 62351 3.1.1. Of which recurrent (%) 74.5 67.2 59 3.1.2. Of which development (%) 25.4 32.8 41 3.1.3. Of which allocated to RS and LGAs 3.2. Total Revenue Collection (TShs. billion) 10958 35168 86434 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 80 4.4.2 Provision of Adequate Infrastructure and Services 3.2.1. Of which Tax revenue (%) 90.27 93.2 93.2 3.2.2. Of which non-tax revenue (%) 9.72 6.8 6.8 3.2.3. Of which revenue from RSs and LGAs (%) 3.3. Total revenue to GDP (%) 14.3 18.3 18.5 3.3.1. Tax revenue to GDP (%) 12.1 17.1 17,3 3.3.2. Non-tax revenue to GDP (%) 1.5 3.1 5.0 4. Finance 4.1. Finance (domestic vs. external) 4.2. Population with bank accounts (%) 4.3. Firms with bank accounts (%) 4.4. Share of loans to private sector in (GDP) (%) 17 59 70 4.5. Interest rate spread 5.64 5.81 7.4 Key targets by 2020: Infrastructure (Position in Global ranking out of 189 countries), 102, with roads ranking at 106 and railways at 84; electricity generation of 4,915 MW; electricity – national grid length 9511 km; electricity – per capita consumption 377 KWh; Proportion public institutions connected to e-Government, 100%. Key interventions i Improving availability and reliability of electrical power, particularly in both rural and urban areas; ii Construction and rehabilitation of railways, roads, bridges, ports, airport infrastructures; iii Acquisition of new air and water crafts to revamp air and marine transportation; iv Equipping SEZ, EPZs industrial parks and logistical/centres with the requisite infrastructure and other pertinent logistical services to facilitate establishment of viable production units for goods and services, mainly by the private sector. Expansion and modernization of infrastructure – energy, railways, water ways, water supply, ICT, etc.; rural roads to support agriculture; seaports, airports, railway systems, are needed in order for the country to realize its full potential for accelerating growth and increasing incomes. Table 4.23 shows the indicators and targets for monitoring performance in terms of infrastructure development. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 81 Table 4.23: Performance Indicators for Infrastructure and Services Development S/N Indicator/Target 2014/15 2020/21 2025/26 1. Infrastructure (Position in Global ranking, out of 189 countries) 102 102 100 2. Roads 2.1. Road position in global ranking 112 106 102 2.2. Proportion of paved roads in total road network (%) 6.8 10 15 3. Railways 3.1. Railway position in global ranking 88 84 78 3.2. Length in Km of standard gauge 0 1,341 2,000 4. Ports 4.1. Ports position in global ranking 106 100 98 4.2. Cargo freight (‘millions of tons per year) 15.4 28 84 4.3. Share of total foreign exchange earnings (%) 5. Electricity 5.1. Electrical Power (generation in MW) 1501 4,915 10,000 5.2. Electricity – Regions connected to national grid 19 23 26 5.3. Electricity – national grid length (in km) 4901 9511 13,165 5.4. Electricity – Per capita consumption (KWh) 108 377 490 5.5. Reduced Power losses (%) 19 14 12 6. Telecommunication 6.1. Population with access to telephone services (%) 57.29 66.64 80 6.2. Population using internet (%) 22 66.64 80 6.3. Proportion public institutions connected to e-Government 30 100 100 In order to achieve these targets, the following interventions will be made: (a) Power Increasing power generation by 2,899.3 MW from a mix of fuel sources – gas, hydro, geothermal, wind and coal; enhancing power transmission by constructing 3,119.3 km of 400 kV and 549 km of 220 kV in various parts of the country; enhancing rural electrification; and improving power distribution for Arusha, Dar es Salaam and Mwanza Cities. (b) Railways: Construction of the central railway line to Standard Gauge; Mtwara – Mbamba bay and braches to Mchuchuma to standard gauge; and Tanga - Arusha - Musoma railway. (c) Roads Dar es salaam - Chalinze - Morogoro Express way, (200 km); Arusha - Moshi - Himo (105 km); Kidahwe (Kigoma) - Ilunde - Malagarasi – Kaliua, (88km); Itoni – Mkiu – Ludewa – Manda (211.42 Km); Bagamoyo – (Makurunge) – Saadan – Tanga, (178km) (d) Special Economic Zones (SEZs) and Export Processing Zones (EPZs) Development of Special Economic Zones and Export Processing Zones will be given priority NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 82 as a means of promoting investments and trade in industrial activities and products. The following are the identified priority SEZs/EPZs: Bagamoyo SEZ, Kurasini Logistic Centre, Mtwara SEZ (free port zone), Kigoma SEZ, Tanga SEZ, Ruvuma SEZ, Dodoma and Manyoni SEZ (See also Annex AI). (e) Industrial Parks Development of industrial parks is aimed at facilitating industrial development. Industrial parks will be developed in the following areas: Tanga-Kange, Kilimanjaro Machine Tools Company (KMTC), Mtwara, Lindi, Songea, Sumbawanga, Dodoma, Kagera, Mara, Manyara, Njombe, Katavi, Geita, Simiyu, Shinyanga and Morogoro. (See also Annex AI). (f) Industrial Parks targeting MSMEs This sector is very important for the development of the industrial sector and for creating jobs particularly for the youth. Therefore, facilitation of this sector will be done through the development of parks. Strategic interventions are as follows: industrial parks infrastructure will be developed in regions of Mtwara, Lindi, Songea, Sumbawanga, Dodoma, Singida, Shinyanga, Kagera, Mara, Manyara, Njombe, Katavi, Geita, Simiyu and Morogoro (See also Annex AI). It should be noted that with the exception of the projects under Flagship category, implementation of Special Economic Zones, Export Processing Zones, and Industrial Parks will focus on acquisition and setting aside land and government laying out primary facilitating infrastructure and facilities such as roads, electricity and water supply, warehouse facilities. 4.4.3 Ease of doing Business Key targets by 2020: Ease of Doing Business (Global Ranking) 100/189 of which ranking in getting credit, 113/189; Time to export, between 12 and 15 days with only 8 documents required for exporting. Key interventions: (i) Enhancing measures to promote conducive and enabling business environment in line with the roadmap and reduction in the cost of doing business, including business environment, legal and regulatory reform, easing registration and license requirements in order to promote both domestic and foreign investors (amend laws, simplify regulations, improve the workings of courts and land registries); (ii) National and regional measures that support business and reduction in the cost of doing business; legal and institutional reforms as well as promotion of public-private partnerships nationally and regionally; (iii) Enforcing Property Rights and legal instruments; (iv) Ensuring availability of start up capital. Over the past 5 years, Tanzania has improved its business regulatory landscape and that has been able to create a relatively conducive environment for investments. However, more needs to be done, especially since the 2016 edition of Doing Business Report issued annually by the World Bank indicates that Tanzania is slipping down the ranks with declining global ranking on most key business environment indices. The decline in global rank suggests that in relative terms other countries have been doing much better compared NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 83 to Tanzania. As such, future undertaking to improve business environment for Tanzania, requires a new and more effective approach, targeting the specific factors that cause such less satisfactory performance in the respective indicators. Table 4.24 indicates the targets in the Plan that are to be achieved. The indicators are directly related to factors that influence Doing Business Ranking. Table 4.24: Targets and Indicators for Improving Performance in Ease of Doing Business S/N Indicator 2015/16 2020/21 2025/26 Ease of Doing Business 1.1. Ease of Doing Business (Global Ranking) 139/189 100/189 95/189 1.1.1. Staring Business 129/189 111/189 91/189 1.1.2. Dealing with Construction Permits 126/189 100/189 87/189 1.1.3. Getting Electricity 83/189 44/189 29/189 1.1.4. Registering Property 133/189 94/189 55/189 1.1.5. Getting Credit 152/189 113/189 100/189 1.1.6. Protecting Investors 122/189 83/189 40/189 1.1.7. Paying Taxes 150/189 121/189 92/189 1.1.8. Trading Across Borders 180/189 141/189 102/189 1.1.9. Enforcing Contracts 64/189 25/189 14/189 1.1.10. Time to export 12 to 15 days 12 to 15 days 1.1.11. Cost to export (US$) 1,009 600 –800 1.1.12. Documents to export 11 8 <5 Further details on the specific interventions to improve Tanzania’s global position on the indices for doing business are outlined in Annex Table B17-B19. 4.5 Flagship Projects of the Plan Out of the interventions that will be undertaken in the four broad priority areas of the Plan, a few flagship projects have been identified and singled out. These are projects, which are deemed critical and/or their implementation has large positive multiplier effects to the rest of the economy and particularly for the areas that can catalyse the aspired transition towards Tanzania’s industrialization and socio-economic transformation. It is anticipated that their implementation will yield clear, and in some cases rapid tangible positive results in relation to the set objectives and targets of the Plan. As such, the choice of these projects is based on their potency to propel Tanzania’s supply structure to a higher level of growth, sophistication and competitiveness. This in turn will make it possible for Tanzania to effectively align with and benefit from the evolving market dynamics nationally, regionally and globally. In addition, the selected flagship projects fulfil the basic criteria for selection outlined in Chapter 3. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 84 It should be noted that some of the interventions outlined in the Plan are packaged and aligned along development corridors, zones and clusters to provide investors with economies of conglomeration with the coordination and sequencing of their implementation done strategically to spur synergies, complementarities, and high impact and to facilitate proper strategic sequencing of the interventions such that each set of required interrelated interventions/activities is completed at the appropriate time for maximum utilisation and impact. Some the selected flagship projects are located in such corridors/ zones/clusters. Such Flagship Projects are listed within their respective corridors/clusters/zones. The seven Flagship Projects under FYDP II are delineated here under: 4.5.1 Stand alone Flagship Projects (1) Reviving the national air carrier. (2) Mass training for development of rare and specialized skills for industrialization and human development and fostering science, technology and innovations. Some of the interventions earmarked in this project include: a) Completion and operationalization of Mlonganzila and Dodoma Schools of Medicine; b) Strengthening the training and scholarship provision fund for scientists, engineers and other rare professionalisms; and c) Increasing budget allocation for research and development activities. 4.5.2 Flagship Projects associated with Development Corridors I. Development of the Central Development Corridor, with it comprising the following projects: a) Construction of a new Central Railway Line to Standard Gauge b) Development of the proposed new Bagamoyo Port; c) Expansion and modernisation of the Dar es Salaam, Mwanza and Kigoma Ports; d) Establishment of Special Economic Zones in Bagomoyo, Kigoma Ruvuma and Mtwara; e) Establishment ofthe Kurasini Trade and Logistics Centre, f ) Establishment of Dodoma Trade and Logistics Centre, g) Establishment of the Agricultural City of Mkulazi; and h) Development of Machinery and Automotive Assembly Industries. II. Development of the North-West Corridor of Tanga, with which the following projects have been identified: a) Expansion and modernization of Tanga Port; b) Development of Tanga Special Economic Zone; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 85 c) Rehabilitation and revitalization of operations in the Ruvu –Tanga – Moshi spur of the Central Railway Line; d) Construction of the Arusha – Musoma Road; e) Construction of the Lake Albert (Uganda) – Tanga oil-pipeline; and f ) Soda Ash Refinery and development of associated chemical and glass sheet industries. III. Development of the Mtwara Development Corridor, involving the following projects: a) Coal and Iron Ore Mining and Iron and Steel Complex Plant (Mchuchuma and Liganga); b) Preparatory works for the construction of Liquefied Natural Gas Plant; c) Expansion and modernization of Mtwara Port; d) Mtwara Petrochemical Special Economic Zone; e) Preparatory works for establishment of the gas-based Fertilizers Plant f ) SAGCOT g) Preparatory works for construction of Mtwara – Liganga - Mchuchuma Railway Line to standard gauge. 4.6 Expected Outcomes Adherence to the implementation performance indicators indicated above and realization of specific sector interventions as elucidated in the respective Tables under Annex A I are expected to yield the outcomes pertaining to economic growth and economic transformation as well as social wellbeing delineated hereunder. It is expected that some of these outcomes will be realised in the intermediate period, while some will be realised towards the end of the implementation period. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 86 Economic growth and transformation i) Annual economic growth rate increasing from 7.0 percent realized in 2015 to 10.5 percent by 2021; ii) GDP per capita increasing from US$ 1,043 attained in 2014 to US$ 1,500 in 2021; nominal terms iii) Improved environment of doing business thus FDIs projected to surge from US$ 2.14 billion in 2014 to over USD 9.0 billion by 2021; iv) Government annual tax revenue collection rising from 12.1 percent of GDP in 2014/15 to 17.1 percent in 2020/21; v) Electrical power generation capacity increased from 1,501MW available in 2015 to 4,915MW by 2020 and correspondingly connectivity to electrical power improved to 60 percent of population in 2020 as compared to 36 percent in 2014/15; vi) Manufacturing exports increasing from share of 24% to 30% in 2020 out of total country’s exports; vii) Improved food self sufficiency by grain equivalent, sugar, and edible oils from 125 to 135, 70 to 110 and 40 to 70 percents in 2014 and by 2020 respectively; viii) Self sufficiency in uniform supplies (cloths and shoes) to the armed forces and primary and secondary school students; and ix) Number of tourists rising from 1,140,156 in 2014 to 2,000,000 by 2020 whilst proceedings thereof increasing from US$ 2 billion to US$3.6 billion respectively. Social Wellbeing x) Basic needs poverty reduction from 28.2 percent recorded in 2011/12 to 16.7 percent in 2020/21 with a reflection on improvement for national human development index from t 0.52 (2014) to 0.57 by 2021; xi) Number of graduates from higher education increasing from 40,000 (2014) per annum to 80,000 per annum with those graduating from folk, vocational and technical education surging from 150,000 (2014) to around 300,000 by 2020/21; xii) Under five mortality rate reduced from 81 deaths per 1,000 live births recorded in 2014/15 to around 45 deaths per 1000 live births by 2020/21; xiii) Maternal mortality ratio reduced from 432 deaths per 100,000 live births in 2014/15 to 250 deaths per 100,000 live births by 2020/21; xiv) Access to clean and safe water in rural areas improved from 67 percent in 2014/15 to 80 percent by 2020/21; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 87 FINANCING STRATEGY5 5.0 Overview Successful implementation of FYDP II hinges, among other factors, on the national capacity to mobilize financial resources, from both domestic and external sources, as well as ability to utilize those resources effectively and efficiently. Financing of public spending in Tanzania has relied largely on capability to mobilise from the so-called traditional domestic and external sources (government revenue, borrowing, grants, donations and private as well as non-governmental financial flows). Compelled by the need to address recurring budget deficits, disbursement for both recurrent and development finances has been done through cash budgeting with adverse effects on the timely implementation of development projects. This Chapter identifies ways to deal with such a situation, based on lessons from implementation of preceding plans, and particularly the fact that development budgets and projects have always been first victims of budget cuts following unforeseen emergency expenditures and shortfalls in resources mobilisation. The Chapter therefore proposes complementary measures for effective and efficient budget execution and for fostering predictability of financial resources in order to enhance delivery on the Government’s financial obligations to the Plan. The combined effect of the two measures has the potential to increase Government fiscal space in general and space for development spending in particular. It also identifies new approaches for augmenting financing from traditional sources, including through enticing increased participation of private sector, either single handed or through public private partnership arrangements. Taking into account the fact that economies develop to the levels permitted by their financial sectors, propositions on how Tanzania’s financial sector can be augmented and further developed, are also put forward. 5.1 Past Financing Trends Changes and shifts in the development finance landscape have created new opportunities and options for developing countries to access external finance for their development priorities. They have also created new challenges and risks for managing development finance flows. Therefore, the financing strategy of FYDP II has been developed taking into consideration changed patterns in the flows of key components of financing sources, namely: tax revenue; net official development assistance; domestic and international borrowing; international public finance, domestic and international private finance, and partnership between public and private sectors. Analyses of trends for Tanzania reveal that there has been a declining influence of international sources of finance relative to domestic sources (Figure 5.1). Aid flows (net ODA) as a proportion of gross national income (GNI) have declined, while FDI flows (which are increasing significantly in absolute values) have more or less remained stable when measured as a percentage of GDP. Both tax revenues and gross fixed capital formation (GFCF) by private sector have, as percentages of GDP, increased sharply over the period. This demonstrates that their potential to be dependable sources of development finance is high. This pattern clearly shows that, dependency on aid as a source of development financing can be reduced, and more efforts directed at mobilising more domestic sources hand in hand with strategies to increase the capacity of tapping into investment resources from the private sector. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 88 102 from the private sector. Figure 5.1: Comparison of Trends in Selected Domestic and International Public and Private Financial Flows in Tanzania, 2000 - 2013 Source: SET / ODI / REPOA Background Paper for FYDP II, 2015. 5.2 Financial Requirements of the Plan The estimated cost of implementing the Second Five Year Development Plan is estimated at Tanzanian Shillings 107 trillion, slightly over twice the amount of TZS 48 trillion that were needed to implement FYDP I (Table 5.1). In order to adequately meet the financial requirements of FYDP II implementation, traditional sources of financing development in Tanzania need to be revamped, otherwise risks will be posed to successful implementation of the Plan. As such, securing additional funds from a range of sources is a priority for both the government and the private sector, particularly for implementing the identified core resource-intensive infrastructure, productive and social services-related industrial undertakings of the Plan. As detailed in Table 5.1, out of TZS 107 trillion required to execute the Plan, public sector is expected to contribute TZS 59 trillion, which translates to an annual spending of average of TZS 11.8 trillion. Public contribution includes also ODA and official borrowing, both from within and outside the country. This is equivalent to around 40.2 percent of the projected national budget over the Plan period, on average. This suggests that, the government will still carry a heavier financial obligation in implementing the Plan. Overall the private sector is expected to contribute TZS 48 trillion, at an average of TZS 9.6 billion annually. The relatively high Government obligation is largely attributed to the need to take on board backlog of unfinished activities from preceding plans, particularly in infrastructure, key agricultural industrial activities and human development, and undercapitalization of its development financing institutions. In this regard, a number of strategies and reforms have been proposed in FYDP II to facilitate acquisition of requisite financing for the planned development activities and general public services delivery from both domestic and external Figure 5.1: Comparison of Trends in Selected Domestic and International Public and Private Financial Flows in Tanzania, 2000 - 2013 Source: SET / ODI / REPOA Background Paper for FYDP II, 2015. 5.2 Financial Requirements of the Plan The estimated cost of implementing the Second Five Year Development Plan is estimated at Tanzanian Shillings 107 trillion, slightly over twice the amount of TZS 48 trillion that were needed to implement FYDP I (Table 5.1). In order to adequately meet the financial requirements of FYDP II implementation, traditional sources of financing development in Tanzania need to be revamped, otherwise risks will be posed to successful implementation of the Plan. As such, securing additional funds from a range of sources is a priority for both the government and the private sector, particularly for implementing the identified core resource-intensive infrastructure, productive and social services related industrial undertakings of the Plan. As detailed in Table 5.1, out of TZS 107 trillion required to execute the Plan, public sector is expected to contribute TZS 59 trillion, which translates to an annual spending of average of TZS 11.8 trillion. Public contribution includes also ODA and official borrowing, both from within and outside the country. This is equivalent to around 40.2 percent of the projected national budget over the Plan period, on average. This suggests that, the government will still carry a heavier financial obligation in implementing the Plan. Overall the private sector is expected to contribute TZS 48 trillion, at an average of TZS 9.6 billion annually. The relatively high Government obligation is largely attributed to the need to take on board backlog of unfinished activities from preceding plans, particularly in infrastructure, key agricultural industrial activities and human development, and undercapitalization of its development financing institutions. In this regard, a number of strategies and reforms have been proposed in FYDP II to facilitate acquisition of requisite financing for the planned development activities and general public services delivery from both domestic and external sources. Need has also been spelt out for devising ways of channelling the obtaining resources in order to support implementing public, private and other actors. Table 5.1 stipulates possible sources and the magnitudes expected to be mobilized from each source. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 89 Revenue projections are based on the following assumptions: Real GDP will grow at 7.8 percent, on average, annually. Implementation of prudent fiscal reforms will unlock new revenue sources and reduce leakages. FDI in the gas sector to begin flowing in during 2018/19. Table 5.1: Resource Envelope for the Plan (TZS million) RESOURCES FOR FINANCING FYDP II 2016/17 2017/18 2018/19 2019/20 2020/21 TOTAL (5YRS) A. TOTAL RESOURCES FOR FYDP II 18,709,290 19,614,887 20,555,790 23,319,300 25,453,577 107,652,844 40% OF GOV’T BUDGET 11,815,841 12,176,953 12,645,573 12,988,051 13,480,395 63,106,813 TOTAL BUDGETARY RESOURCES 29,539,603 30,442,383 31,613,932 32,470,127 33,700,986 157,767,032 Tax 15,105,100 18,126,120 21,751,344 24,143,992 25,592,631 104,719,187 Non Tax (Including LGA) 3,358,433 3,760,817 4,127,879 4,655,159 4,962,637 20,864,925 Grants 1,423,055 938,123 833,891 775,284 643,954 4,614,308 Borrowing 9,653,015 7,617,323 4,900,817 2,895,692 2,501,764 27,568,611 Foreign 4,278,747 2,950,751 2,298,822 1,205,491 1,220,766 11,954,577 Concessional 2,177,752 1,505,808 1,233,678 639,631 659,846 6,216,715 Nonconcessional 2,100,995 1,444,943 1,065,144 565,860 560,920 5,737,861 Domestic 5,374,269 4,666,572 2,601,994 1,690,202 1,280,997 15,614,035 Newborrowing 1,597,156 1,701,129 1,119,273 800,569 687,909 5,906,036 Rollover 3,777,112 2,965,443 1,482,722 889,633 593,089 9,707,998 B. PRIVATE RESOURCES 6,893,449 7,437,934 7,910,217 10,331,249 11,973,182 44,546,031 Domestic 2,437,430 2,849,907 3,049,907 3,262,384 3,380,533 14,980,162 FDI 4,456,019 4,588,027 4,860,310 7,068,865 8,592,649 29,565,870 GDP at current market prices 109,387,950 125,083,042 138,981,888 155,056,881 160,988,606 Tax to GDP ratio 13.8% 14.5% 15.7% 15.6% 15.9% Non Tax to GDP ratio 3.1% 3.0% 3.0% 3.0% 3.1% Domestic Revenue to GDP ratio 16.9% 17.5% 18.6% 18.6% 19.0% Source: MACMOD Simulation, May 2016 5.3 Policy Changes and New Financing Strategies The Government has made a decision to spend in the margins of 30-40 percent of government budget for development activities, starting with TZS 11.8 trillion during FY 2016/17, with expectations that this figure will rise up to TZS 13.5 trillion during FY 2020/21 with improved resources mobilization. Accordingly, the Plan introduces new financing policies and strategies in order to: (i) scale up domestic revenue mobilisation; (ii) increase private sector participation, singularly or in partnership with the public sector; (iii) ensure that priority investments secure smooth and full funding in order to ensure results; (iii) develop the domestic financial market and in particular long-term development financing syndication and mutual financing/funding; (iv) leverage public sector resources to entice private sector participation in financing priority development projects (v) build strong debt management NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 90 and negotiation capacities in the Government with a view to reducing borrowing costs, including leveraging guarantees from multilateral financial institutions and developing the domestic debt market. The policy shifts will entail: i. Clear separation/categorization of the nature and viability of the development projects such that projects which are commercially viable are to be marketed for private sector undertaking, either wholly, or in collaboration with the Government. The working principle is that “commercially viable projects should be left to the private sector”, unless there is strong justification for doing otherwise. ii. Strategic projects/investments, and gradually many other development projects, will be packaged so that they can also be financed through borrowing. The resultant debts will be serviced using future government revenue collections and/or (mainly) streams of income associated with the projects, or earmarked revenue sources. These financing mechanisms should be developed and strengthened so that over time, only recurrent expenditure will be financed by direct revenue collections, with development expenditures increasingly being financed using these other innovative channels. The above-mentioned policy shifts imply that the Government prepares and compiles a list of bankable projects as per the Public Investment Operational Manual (PIM-OM) and stores such information in a project databank that is easily retrievable for potential investors to access. For purposes of implementation of the Plan, it is proposed that all large and strategic projects, including Flagship Projects, which cumulatively account for about 80% of the costs of the Plan, be subjected to the above procedure. The indicative list of projects to go through this procedure includes: i. Construction of a new Central Railway Line to Standard Gauge at TZS 16,720 billion. ii. Construction of the Liquefied Natural Gas Plant – Mtwara at TZS 66,000 billion. Implementation of this project however goes beyond the Plan period. iii. Construction of Mtwara – Liganga - Mchuchuma Railway Line to standard gauge at TZS 16,060 billon. This goes beyond the Plan period. iv. Construction of Liganga industrial park at TZS 8,800 billion. v. Construction of Mtwara Petrochemical Special Economic Zone at TZS 11,000 billion. vi. Construction of Bagamoyo Special Economic Zone at TZS 22,000 billion. The Ministry of Finance and Planning will coordinate special teams that will be formed to work on establishing cash flows, any potential new source of financing earmarked for these projects and their projected debt servicing obligations. Settling financing issues for these projects will reduce significantly one of the key challenges that pose potential risk to effective implementation of the Plan. 5.4 Sources of Finance 5.4.1 Government Revenues The Government will invoke and pursue domestic revenue mobilization measures relentlessly. These measures include clamping down on all forms of actions and behaviours that cause revenue leakages, widening the tax base, tackling corruption, modernising revenue collection methods to enhance real time revenue collection and management. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 91 5.4.1.1 Tax revenue Efforts will be made to raise annual tax revenue collection from TZS 15,105,100 million during FY 2016/17 to TZS 25,592,631 million during FY 2020/21, which translates into an increase in tax revenue to GDP ratio of 15.9 percent by 2020 (from ratio of around 13 percent during 2014/15). In order to achieve these targets, the Government will ensure that the tax system is transparent and fair; and address the current anomaly, whereby about a third of income tax revenue is collected from the salaries of less than two percent of Tanzania’s total number of workers. The Government needs to close loopholes leading to revenue leakages and take deliberate actions to further reform the taxation system and step up revenue collection by encouraging voluntary compliance while expanding the tax base. This will involve measures geared to: (i) Strengthening collection of various taxes such as import duties, excise duties, VAT and other taxes using maximum automation in order to reduce potential (negative) human influences out of physical contact. This measure will go hand in hand with building capacity to monitor transfer pricing and invoice mispricing within TRA; (ii) Strengthening tariff collections at Dar es Salaam port, all border posts and all inland container terminals in the country so as to curb tax evasion and avoidance. This requires strengthening the capacity of tax collection bodies and establishing systems to track cargo and speed up tax collection procedures; (iii) Expanding the tax net by bringing in the informal sector and taxing incomes that are not channelled through the payroll. The strategies in this regard include finding ways to link the taxpayer identification system (TIN) and the national identification (ID) system, quantifying the size of the informal economy and enforcing compliance; (iv) Broadening the geographic distribution of the tax base and diversify sector contributions, including strengthening the taxation of property; (v) Developing a framework for taxing mobile money transactions for revenue collection from electronic payments; (vi) Intensifying mining inspections including verification of quantities, contents of mineral production and regular auditing of mining company transactions; maximizing collection of both taxes and royalties from mineral resources; and strengthening the capacity of Tanzania Minerals Audit Agency (TMAA) and Tanzania Extractive Industries Transparency International (TEITI); (vii) Ensuring corruption temperance in all aspects of revenue collection across all MDAs and LGAs; (viii) Reviewing tax holidays, tax exemptions and tax relief systems as incentives to investors in order to minimise their abuse and thus increase tax collection. TRA will be strengthened through building on new initiatives introduced since elections in October 2015, – including efforts to improve TRA relations with taxpayers, close loopholes leading to revenue leakages, legally enforcing requirements for businesses to pay unpaid tax charges (e.g. taxes due for unpaid container charges) and improved monitoring – to boost tax compliance. All tax reforms will be implemented with a view to achieving high revenue collection without stifling private sector development. As measures to increase revenue collection are strengthened and deliver, efforts will further be directed at minimizing the application of tax exemptions, building on existing reforms under VAT Act of 2014, and following through on government plans to reduce the value of tax exemptions to 1% of GDP by 2017/18 from 2014/15 level of around 1.5%. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 92 For implementation effectiveness, the Government will continue to earmark some tax revenues for specific investment of national interest and continue strengthening existing sources such as: (i) Road Fund The road fund is collected through fuel levy and is the primary source of road projects financing in the country. (ii) Rural Energy Fund The Rural Energy Fund (REF) is a mechanism for financing rural electrification. This Fund will explore opportunities provided by facilities such as Climate Change Fund that encourage renewable energy sources. (iii) Railway Development Fund The fund serves as facility for railway investment and financing. The fund is projected to invest at least 70 percent of its capital in railway projects. (iv) Skills Development Fund Government has resolved to earmark the funds so generated to skills development in the country. The portion of the funds, which goes to support higher education, will be reviewed in tandem with reforms to making the Higher Education Student Loan Board (HESLB) run on loan recovery with some modest interest rate. Studies in other countries show that private returns to higher education are higher enough to enable graduates service the education loan on semi-commercial basis. The Government has imposed an environmental levy or tax on second hand vehicles of over certain age (e.g. eight in 2015). The best earmarking options will be explored to ensure that there is a match between this source and interventions related to environment and industrialization, e.g. support to development of Automobile sector. 5.4.1.2 Non-tax revenue (NTR) Non-tax revenue is an area where potentials have not adequately been exploited. Under FYDP II, non-tax revenue collection is targeted to increase from TZS 3,358,433 million during 2016/17 to TZS 4,962,637 million during 2020/21 or about 3 percent of GDP. The government will enhance collection of non-tax revenue from all potential sources (agencies, public assets, etc.) in order to augment tax revenue. The sources will include: (i) Rents, concessions, and royalties; (ii) Dividend from state-owned enterprises; (iii) Revenues from sales of state assets; (iv) Revenue (including interest or profit) from investment funds (collective investment schemes); (v) Fines and asset forfeitures collected as a penalty; (vi) Fees for the granting or issuance of permits or licenses; (vii) User fees for the use of public services and facilities; (viii) Donations and voluntary contributions; and (ix) Tribute and/or indemnities. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 93 Some aspects of revenue collection function will be outsourced to private sector to reduce public administration transaction costs and to increase collection efficiency. As for MDAs, the Government will review existing retention schemes with a view to harmonizing them and introducing incentives for MDAs to actively pursue sustainable growth in NTR. Furthermore, the Government will set-up appropriate schemes that would incentivize MDAs to pursue revenue collection as a key performance indicator, both for individual officers and for relevant departments. The immediate and medium term measures to raise NTR include following: (i) Focus on Natural Resources The major categories of the natural resources that are earmarked include: forestry, wildlife (tourism and hunting blocks), fishery (including deep sea fishing), mining (all major categories). Use of ICT in collection is emphasized. (ii) Government Agencies These organizations are instrumental to mobilizing capital finance through equity and debt instruments. For some lines of Agencies/parastatals, Government will review the legal and operational status of executive agencies and create robust entities capable of operating commercially and generating surpluses for the national exchequer. (iii) Property tax Government will actively facilitate LGAs to put institutionalize mechanisms and practices to elevate property tax as key source of revenue by establishing comprehensive valuation rolls, setting realistic rates and reviewing them regularly; instituting performance linkages between enforcement of property taxes and transfers from the centre, e.g. Global Property Guide (GPG) to incentivize LGAs to treat property taxes as principal source of revenue. (iv) Sale of shares and Non-core Public Assets Revenues collected from the sale of shares owned by the Government in public enterprises or privatization as well as dividends/retained earnings from those enterprises. FYDP II emphasizes that an effective collection of NTR requires ICT-based automation, which is well aligned to the legally allowed retention scheme. Alongside this, a specialized department will be established within TRA to manage collection of non-tax-revenues. 5.4.1.3 Domestic borrowing The Government will continue to borrow from the domestic financial market for financing its expenditure, particularly investment expenditure on infrastructure development. In FYDP II, a new approach is included which allows pooling of infrastructure financing together in order to reap economies of scale. 5.4.1.4 Innovative Domestic Sources (i) Natural Resources Fund Tanzania has intensified exploitation of non-renewable natural resources especially after year 2000. The Natural Resources Fund (NRF) will be formed to assure intergenerational equity i.e., benefits to both current and future generations of the country, or vertical and horizontal equity objectives. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 94 In order to generate resources for the Fund, the government accords special oversight over strategic natural resources (e.g. the Mining Sector) in order to enhance revenue collections through continued improvements in mining inspections, verification of quantities and contents of mineral production and regular auditing of mining company transactions. Besides setting up the natural resource fund, the Government will continue to implement BRN measures for resource mobilization from natural resources, including auctioning of licenses for hunting blocks and harvesting of forest lots and thus abandon practice of royalties paid for natural resources and fixed by the Government (generally below the market price of the resource). Other measures include: i. Decentralizing enforcement of natural resource rent compliance; ii. Holding open auctions of forest harvesting lots; iii. Enforcing up-front payment of forest royalty and 50% upfront payment of quota utilization; iv. Improving accuracy and completeness of data management for tracking hotels, tour operators, etc. requiring licenses; v. Continuous review of licensing procedures; and vi. Increasing fines charged on illegal extraction of natural resources. (ii) Local Revenue Development Bonds Regional and local governments will be permitted to borrow for their qualifying potential projects guaranteed by their own potential revenues, without collaterals. Borrowing will be made specifically for profit making projects from which debt servicing and amortization can be derived. In this regard, it is proposed that regions and local authorities be assisted to establish their own development corporations to act as commercial and development think tanks. Management and governance of the corporations have to base on meritocracy and shielded from local political interferences. 5.4.1.5 ODA, Other Official Flows (OOF) and Other External Resources The Government recognizes that external support needs to be re-thought beyond the traditional definition to include private-private financial flows; private-government flows; technology transfers; and aid-for-trade approach. Thus, the Government will continue to attract Official Development Assistance (ODA) in the form of grants and loans. The source of Foreign Financing will include among others: issuing sovereign bonds and soliciting concessional loans. Borrowing will mainly be on concessional terms, while non-concessional debt will be limited to projects with a high economic rate of return, especially for energy, transport and infrastructure. In view of increased financing requirements, Tanzania will continue working with all multilateral financial institutions such as African Development Bank, World Bank, IMF, BADEA and others as well as bilateral development partners. 5.4.2 Possible New Sources of Finance Besides the traditional external sources of finance, FYDP II harnesses from the following innovative sources: i. Funds from Foundations and philanthropies The government will access these funds and support other actors in their initiative to access these funds. The focus will be on facilities such as Belinda & Gate Foundation. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 95 ii. Foreign market bonds The Government will issue commercial debt (sovereign bonds) to tap on international capital market resources for financing. In this regard country rating to determine credit worthiness for borrowing from international financial markets is an important facilitation factor that is prioritized. iii. National Climate Fund National Climate Fund created to access and manage global climate change finance (including Green Climate Fund - GCF, Least Developed Countries Fund LDCF etc.) such as done in by Brazil, China, and Indonesia. There is room for additional resources by maintaining forest and wetland cover and trading the associated carbon credits. Another potential is indirect ‘carbon tax’ based on the carbon content of the oil, coal and natural gas as source of additional financial source for development expenditure. A National Climate Change Financing Mechanism is important for facilitating access to Global Climate Fund under GEF; with appropriate national institutional framework. iv. Debt-to-Health Swaps This Global Fund initiative was established to fight HIV/AIDS, tuberculosis and malaria. The Debt to Health initiative aims at channelling resources of indebted countries from debt repayment towards health development. v. Diaspora Bonds Tanzanians living and working abroad are encouraged to repatriate money and invest in the country through Diaspora bonds. A conducive environment will be designed to facilitate the Diaspora to invest. This will include creation of special savings instruments for this purpose, improvement in the banking processes, reduction in costs of money transfers to Tanzania, securitization of remittances, and facilitating the inflow of remittances as well support to an in-country Real Estates Industry that motivates and incentivises Tanzanians living and working in the diaspora. vi. Regional Economic Arrangements and South-South Cooperation Within the framework of regional integration, Tanzania is a member of two regional blocks in the sub-continent, the East African Community (EAC) and Southern African Development Community (SADC). Within these regional blocks, member countries have forged effective financing mechanisms for the joint financing of economic infrastructures to link their economies. Also through the Treaties and Protocols, member states have agreed to cooperate in various areas including industrial development. In EAC the proposed financing mechanisms include; regional industrial fund within the framework of the EAC Development Fund; PPPs; development partners; foreign direct investment; portfolio investments; and EAC financial and capital markets. In SADC a number of instruments such as the Finance and Investment Protocols, Guidelines and Fiscal Framework for Tax Incentives, National Investment Policy and Promotion Instruments, and PPPs have been developed. 5.4.3 Use of Public Private Partnerships The public sector, through public-private partnerships, is encouraged to maximize synergies between the public and private sectors in mobilizing and deploying resources. PPP approach has been widely used in other countries to finance infrastructure and other long-term investment projects. PPP is a way to amalgamate public and private capital and NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 96 expertise for public projects in which the private sector has interest in sharing ownership. PPP Act (2010) and PPP Regulations (2011) give areas of collaboration, which comprise of investment capital, managerial skills and technology. During FYDP II implementation, the Government will address the challenges which beset operationalization of PPPs, namely: i. Lack of clarity in the legal and institutional frameworks, guidelines and procedures for development and implementation of PPPs; ii. Lack of realistic and comprehensive technical, socio-economic and commercial feasibility analysis which leads to poor project design; iii. Insufficient capacity for negotiations, procurement, implementation and management of PPPs; and, iv. Inadequate enabling environment, which includes lack of long-term financing instruments and appropriate risk sharing mechanisms. PPP Fund will be strengthened further in order to ensure that feasible PPP pipeline projects which reflect FYDP II Priorities are fully funded. The Plan will undertake both solicited and unsolicited projects including a possible review of PPP policy framework to streamline aspect of the unsolicited projects which is hitherto not clarified. Policies for mobilizing public finances are summarized in Table 5.2 in four categories of sources of finance introduced above (domestic public finance, international public finance, domestic private finance and international private finance). For this, the Plan has also considered how to ensure that these resources are used effectively in the context of FYDP II, including careful consideration of fiscal risks (implementation, debt sustainability, roll over, exchange rate and macroeconomic risks) associated with a sovereign bond issue. Table 5.2: General policies to enhance mobilization and optimum utilization of public finance Category Policies to mobilize finance Policies to use finance effectively Domestic public finance Reforms to the tax system • Minimize the application of tax exemptions • Build capacity within TRA to monitor transfer pricing and trade mispricing • Broaden the geographical distribution of the tax base by improving the capacity of LGAs to collect taxes and introduce modern tax revenue administration systems in LGAs • Diversify sector contributions to the tax base through, for example, strengthening taxation of property • Ensure more effective taxation of the informal sector by effectively identifying taxpayers (complete integration of the national ID system with TRA’s Tax Identification Numbers; enlisting the support of ward, Mtaa and village executives to identify and register businesses) • Develop mobile money payment options to effectively facilitate electronic payment of taxes Enhance public financial management systems • Implement guidelines to prevent accumulation of arrears • Develop plan to gradually reduce the existing debt stock • Reduce the use of expenditure floats at fiscal year end • Ensure timely compilation of fiscal outturn data More influential role for Tanzania’s DFIs together with regional and international development banks • DFIs such as TIB Development Bank to play a more influential role in designing and structuring development projects associated with FYDP II, and linking these projects to funding opportunities (e.g. arranging and leveraging funds for investment; developing bankable projects; managing project funding and implementation) NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 97 Category Policies to mobilize finance Policies to use finance effectively Deepening fiscal decentralization • Ensure better coordination of revenue collection across spheres of government • Empower LGAs to generate their own revenue International public finance Tie development objectives to climate change targets • Tap into new sources of climate-related funding Broaden the partnership base • Focus on South-South cooperation to expand relations with large southern donors (e.g. China, India, Brazil, Saudi Arabia, Turkey, South Africa). Sovereign bonds • Map fiscal risks (implementation, debt sustainability, roll-over, exchange rate and macroeconomic risks) associated with a sovereign bond issue Support tax administration reforms. 5.4.4 Non-Governmental Resources Implementation of FYDP will, to a large extent, depend on the capacity of the non government sector (private sector, CSOs, individuals and groups of individuals) to mobilize financial resources as the lead investor. As such, a large part of the investments will be made by the private sector, using own funding, private credit provided by domestic banks, market capitalization, and capital formation. The Government will also facilitate access and growth of new and innovative sources of private sector financing instruments and institutions. The instruments include the following: i. Debt instruments These include debentures and secured bonds and commercial papers issued by the private sector for purposes of mobilizing resources from the market. Potential lenders are then attracted to provide resources to investors in industries and other sectors. Players in the market such as UTT AMIS, pensions and social security institutions as well as insurance companies have to be more vibrant and scale up such operations in the priority areas identified for investment. Issuance of bonds for purposes of raising capital from the market will involve both secured instruments and unsecured ones, in order to widen access to resources. Debentures and commercial papers, for example, are not secured by physical assets or collateral. These instruments are backed only by the general creditworthiness and reputation of the issuer. They are important instruments for mobilization of loan resources especially where there are no readily available collaterals. It is thus important to inculcate social trust and values; at the same time, in the event of default ensure speedy judicial process in providing resolutions to such commercial disputes. i. Finance lease and hire purchase These instruments provide resources outside own sources. Institutions that are ready to provide these financing alternatives should be encouraged to expand by providing NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 98 appropriate conducive environment for their establishment and development. Through finance lease lessor will, for example, purchase equipment at agreed periodic payments from the lessee in exchange for the use of the asset. At the end of the lease term, the lessee will obtain ownership of the equipment upon successful offer to buy the equipment. Other modalities include investor buying equipment on instalment payments and ownership becomes fully transferred when the agreed price is fully paid. Like in the case of debt instruments, functioning of the lease and hire purchase is also premised on trust and proper understanding of the lessees. Social trust and values are important. ii. Venture capital Tanzania has increasingly been attracting foreign venture capitalists to risky high potential investments for seed capital funding. Venture capital is usually a pooled financing option whereby a number of investors may want to put capital in a newly planned project and to also venture in management and control functions until it pays back; and then the project graduates as the venture capitalist(s) withdraws for it to be fully owned and operated by the initial owners. Although venture capital as a source of financing is not commonly used in Tanzania, there are institutions that have pioneered to offer venture capital opportunity, including Tanzania Venture Capital and Private Equity Project (TVC) - a joint project between Tanzania Private Sector Foundation (TPSF) and TMS Consultants Ltd. One characteristic of this financing option is that it requires prospectively profitable areas such as high tech investments, high growth Small and Medium Enterprises (SMEs), etc., for venture capitalists to be attracted. iii. Foreign Direct Investment and Other Private Sector Financial Flows For a foreseeable future, capacity of the private sector in Tanzania to mobilize adequate investment capital to finance the country’s development programs will need to be supplemented by foreign private sector financing. This could take the form of foreign direct investments and portfolio private sector investments. The complementary inflows include international private transfers, including private development assistance (PDA), remittances, Foreign Direct Investments (FDIs) and other international private capital flows, such as bank lending and equity and bond portfolio inflows. In order to facilitate private sector finances, the Government will implement a range of measures to reduce borrowing costs, including support to the development of the domestic debt market, fostering regional cross-border participation in T-bill market, and leveraging guarantees from multilateral financial institutions to attract private investments and sovereign loans. 5.5 Strengthening Domestic Development Financing Institutions The private sector will need increased access to industrial capital. Specialized development finance institutions are key in this regard. Existing development finance institutions will play important role and newly specialized ones will be established to widen sources of development financing space. Some actions will be taken to strengthen the existing institutions, including recapitalization and capacity building for these institutions to adequately execute their functions with utmost competence. Both technical and financial capacities of finance development institutions will be enhanced. While ensuring adverse impact on macroeconomic stability is mitigated, generally, the Plan will encourage national DFIs to organize Loans Syndications as an alternative non-tax financing opportunity as some banks join together to finance a large public project under a specific agreed arrangement. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 99 5.5.1 Tanzania Investment Bank (TIB) and Infrastructure Development Fund TIB Bank’s core objective is to provide debt finance at the long-term end of the market. Such loans assist enterprises in setting up new and expanding existing projects to increase productive capacity. TIB Bank places special emphasis on projects that are export oriented and on those, which utilize local resources. Although the bank operates on a commercially sustainable basis, it does at the same time, have a responsibility of contributing to the development of the country in terms of empowering SMEs, increasing employment, and other important socio-economic considerations of human development. This means TIB is engaged in financing for both economic transformation and poverty reduction. Following these objectives and the nature of functions TIB which are aligned to the goals of FYDP II, the Government has resolved to implement reforms intended to enable TIB to carry out project financing for some projects of national priority. TIB does not provide subsidized loans from its ordinary resources but can manage funds on an agency basis for special and specific considerations. This is the window the Government will use to accomplish project financing of some earmarked projects as a way of minimizing risks and harnessing available expertise. To enable TIB carry out this function effectively, the Government is committing TZS 1.0 trillion to its share in the bank. FYDP II proposes establishment of Infrastructure Development Fund with TIB designated Sponsor specific mandate to manage the Fund. However, fund mobilization exclusively by a local institution may constrain the confidence necessary for accessing global markets. With the additional mandate, TIB will therefore need to conclude a Joint Venture arrangement with a credible global player for the purpose. Organizational management of the proposed Fund is elaborated in Figure 5.2. TIB will work out a collaborative arrangement with UTT Asset Management and Investor Services Plc (UTT AMIS) in order to ensure local participation. UTT AMIS has a credible track record in managing Collective Investment Schemes and experience in enabling local participation in investment in such schemes. UTT AMIS will be instrumental in facilitating and empowering local citizens to invest in the Infrastructure Fund 113 the Government has resolved to implement reforms intended to enable TIB to carry out project financing for some projects of national priority. TIB does not provide subsidized loans from its ordinary resources but can manage funds on an agency basis for special and specific considerations. This is the window the Government will use to accomplish project financing of some earmarked projects as a way of minimizing risks and harnessing available expertise. To enable TIB carry out this function effectively, the Government is committing TZS 1.0 trillion to its share in the bank. FYDP II proposes establishment of Infrastructure Development Fund with TIB designated Sponsor specific mandate to manage the Fund. However, fund mobilization exclusively by a local institution may constrain the confidence necessary for accessing global markets. With the additional mandate, TIB will therefore need to conclude a Joint Venture arrangement with a credible global player for the purpose. Organizational management of the proposed Fund is elaborated in Figure 5.2. TIB will work out a collaborative arrangement with UTT Asset Management and Investor Services Plc (UTT AMIS) in order to ensure local participation. UTT AMIS has a credible track record in managing Collective Investment Schemes and experience in enabling local participation in investment in such schemes. UTT AMIS will be instrumental in facilitating and empowering local citizens to invest in the Infrastructure Fund Figure 5.2: Proposed Organizational Structure for Management of Infrastructure Development Fund Further opportunities for funding infrastructure can be explored with United Nations Capital Fund Development (UN CDF); to benefit LED approach as well. SPONSOR/MANA GER JOINT VENTURE OF TIB &GLOBAL ARRANGE R PROSPECTU S/ OFFER DOCUMENT INVESTORS DOMESTIC/ FOREIGN INVESTMENTAC COUNT REVENUEACC OUNT PROJEC T A PROJEC T B PROJEC T C PROJEC T D REPAYMENTPROCEEDS DEBT SERVICE In the event of Sub funds, the Investment and Revenue Accounts will be replicated by the number of projects THE FUND P R O JE C T FI N A N CI N G TRANSACTION ADVISERS Figure 5.2: Proposed Organizational Structure for Management of Infrastructure Development Fund NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 100 Further opportunities for funding infrastructure can be explored with United Nations Capital Fund Development (UN CDF); to benefit LED approach as well. 5.5.2 Tanzania Agricultural Development Bank (TADB) The primary objective of Tanzania Agricultural Development Bank (TADB) for which the bank is established is to provide short, medium to long-term financing to agricultural sector. The bank is an apex agricultural financing bank, and catalyst to agro-financing activities through institutions like commercial banks, community banks, savings and credit cooperative societies (SACCOS), and microfinance institutions (MFIs) that are active in lending to the agricultural sector and poor sections of the populations. In view of this, the Government will support TADB to enable agriculture deliver. The Government, through TADB, will directly finance large projects mainly in infrastructure development for irrigation, storage and transport. This will be done in collaboration with commercial banks by the way of credit extension to the private sector engaging in agriculture and individual small holders as well providing a window for social policy banking targeting the poor. The operational model will be agreed between the Government, Central bank and Commercial banks. In order to enable TADB carry out this function effectively, the Government is committing to increase its capital to TZS 3.0 trillion over the next five years to entice other shareholders. 5.5.3 National Development Corporation (NDC) NDC was established in 1962, a year after independence to fill the gap in the country in preparation and promoting financing of strategic development projects. In the context of FYDP II, this role implies the need for further strengthening of NDC capacity in order to enable it continue with the role of identifying, promoting and implementing strategic industrial development projects on its own, or in partnership with private sector in the form of PPP. The Government will channel its funding of industries through NDC or guaranteeing access to financial borrowing as an institution that is statutorily mandated to lead the country’s industrialization strategy. NDC will take a lead role in soliciting collaborative private investors with whom to share in the establishment of strategic industries of significant impacts to the transformation of the economy. FYDP II underscores the fact that, effectiveness of national DFIs and PPP arrangements requires development of bankable projects and institutional legal and regulatory legitimacy. For this, the Plan will support the review and amendment of NDC functions; along with the Government Loans, Grants and Guarantee Act in order to enable NDC execute its functions in the new setting and ensure that this entity is fully functional. 5.5.4 Social Security Schemes Social Security schemes have historically been dependable investors in various areas, by utilizing locally mobilized funds in the form of member contributions. In line with the Social Security Schemes Investment Guidelines (2015) issued by Bank of Tanzania in collaboration with the Social Security Regulatory Authority; the schemes will actively participate in opportunities available to invest in existing and new industries through syndicated loans; corporate bonds or equity. The Social Security Schemes shall work closely with other relevant institutions including the Capital Markets and Securities Authority; TIB Development Bank; Tanzania Agricultural Development Bank; and National Development Corporation. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 101 5.6 Other Potential Development Financing Institutions 5.6.1 MSMEs Development Bank Micro, Small and Medium Enterprises are facing different challenges compared to large scale enterprises especially in accessing credits. Seldom are they listed into capital markets. Most MSMEs operate outside recognized premises thus assessed to have high institutional risk when they approach financial institution for credit. Measures thus need to be taken to nurture SMEs to grow into large businesses. One possible way to achieving this is through establishing specialized financing mechanisms for MSMEs funding. Financial institutions that render services to MSMEs in Tanzania include Finca (Tanzania) Ltd and PRIDE Tanzania, which have recently graduated from microfinance institution to fully licensed microfinance bank. There are also a number of Funds that render services to MSMEs and special groups e.g. National Enterprises Development Fund (NEDF), Presidential Trust Fund, SELF Microfinance Fund, Youth Development Fund, Women Development Fund, etc. These are mostly small with limited competencies and capabilities. There thus need to constitute a specialized SMEs Development Bank that is vibrant. Modalities of operationalization of such a bank need thorough analysis. 5.6.2 Social Policies (BSP) Banks for social policy as a tool for poverty reduction have become successful interventions in a number of East Asian countries. Among other functions, BSP provides softy loan arrangements for poor households for income generation activities, disadvantaged students for purposes of social equity and access to quality education service. BSPs are in most parts state-owned. BSP in Tanzania could initially be incubated within a DFI, and start as a dedicated department, later to become a subsidiary company and finally an independent entity. 5.6.3 Cooperatives and Community Banks Cooperative and community banks will be supported to spearhead development at the local and regional levels. These are banks that are close to the people and can cater for financial needs of specific groups in a specialized manner. Cooperative and community banks are well known to inspire saving and investment behaviour at community levels. 5.7 Government Role in Supporting Private Sector Development Financing In order for the private sector to effectively mobilize finances to develop industries and participate in investments in flagship and other projects, the government will support the private sector in a number of areas as presented in Table 5.3. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 102 Table 5.3 Government Interventions to Support the Private Sector Development Financing Category Policies to mobilize finance Policies to use finance effectively Domestic private finance Expanded role for the private sector through PPPs • Greater private sector involvement in development-focused investments (e.g. transport and energy infrastructure investments) • Transfer some government spending responsibilities to the private sector • Articulate more specific PPP policy and market PPP modality effectively to potential investors. • Clarify the perquisites and guidelines for the unsolicited projects to ensure a firm framework for their implementation • Improve the quality of the business climate (combat corruption; predictable government policy; macroeconomic management and stability) in order to attract more private sector investments Improve financial intermediation to bolster private sector access to credit • Support development of Tanzania’s capital market • Step up removal of obstacles to lending • Support greater competition in the banking system • Target sector approaches to loosening constraints in accessing credit (e.g. for agriculture) Further develop the market for government securities Technical assistance to government and the private sector in the preparation of bankable PPP projects International private finance Improve the quality of the business climate Explore options for additional non-concessional borrowing and borrowing on commercial terms NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 103 5.8 Rationalizing Public Expenditure FYDP II implementation is strengthened through a number of measures that ensure at least 40 percent of the national budget is allocated to development component; ring-fenced funds for flagship projects; selectively doing away with cash budget for strategic projects; revisiting the basis of cash budget in some strategic projects; and exploring scope of earmarked sources of revenue for some strategic choice projects. As for the recurrent expenditure, the Government will continuously invoke appropriate measures aimed at improving the cost-effectiveness of public expenditure and elimination of all unnecessary spending, including rationalization of expenditure of all MDAs, RS, and LGAs. Improvement in the level of efficiency and discipline in expenditure management under the Plan period will involve stick adherence by all MDAs, RS, and LGAs to realistic budget estimates as well as realist and accurate estimates of revenue and overall resource envelop. Furthermore, the development projects to be included in the annual budget estimate will be selected only if approved by the MoFP in line with the Public Investment Management (PIM) criteria. Each MDA will be required to submit annual budgets with procurement plans and cash flow forecasts in order to improve execution efficiency. Disbursement to spending units will be on a quarterly basis in order to improve budget execution. Resource predictability will be achieved through the following: • The Government will introduce a set of transparent rules for cash rationing of the appropriated budget when revenue and grants are under-collected. • The Government will develop a prudent Medium Term Fiscal Framework as a basis for the formulation of annual budgets. The government will continue with bulk purchases of goods and services directly from producers or continuing with single source procurement of government vehicles through GPSA after approval by the Prime Ministers’ Office. It will oversee Public Procurement Act in order to curb all loopholes emanating from weak management of public funds. Furthermore, the Government will strengthen Monitoring and Evaluation of budget execution especially for ensuring that projects are on budget and on time to maximise value for money at all levels of government. The Public Expenditure Tracking system will be strengthened and will address all Internal Audit recommendations as part of budget execution. In similar spirit, the government will control non-productive expenditures by government agencies through conducting regular monitoring and evaluation exercise with the view to ascertaining their economic viability for national development. The following are some of the reforms to contributed to expenditure rationalization efforts: (i) Reviewing pay and allowance system for civil service in order to establish clear links between performance and rewards and ultimately promote higher levels of productivity. (ii) Adopting a financing strategy to liquidate arrears and to prevent build-up of further arrears in the future. (iii) Taking appropriate actions in the case of officials who breach PFM laws, regulations, or guidelines, as revealed by findings as reported in Internal Auditor reports, CAG (special) audits and procurement audits. (iv) Consolidating the Integrated Financial Management Information System used in central government with a similar system used by LGAs for budget execution data (revenue and expenditure), and for related financial asset and liability data. (v) Extending use of Tanzania Interbank Settlement System (TISS) and Electronic Funds Transfer (EFT) to LGAs (currently covering all MDAs and RASs). (vi) Introducing an e-procurement system for purchase of goods at Medical Stores Department (MSD) and Government Procurement Services Agency (GPSA). NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 104 IMPLEMENTATION STRATEGY6 6.1 Overview Clarity on the roles of the different actors and stakeholders is paramount for effective implementation of FYDP II. The private sector will play a key role in the implementation of the Plan by undertaking the bulk of actual investments and projects that have been identified as part of strategic interventions to bring about the intended socio-economic transformation over the Plan period. For most part, the Government will playa facilitative role and provide the requisite oversight to ensure the Plan is implemented effectively. The Government will be directly involved in the implementation of the Plan in those areas that are critical for its successful implementation but unviable to private sector and to the extent that it enables the Government to play its facilitative and supervisory as smoothly and as effectively as possible. For instance, the Government will ensure that proper physical infrastructure is in place, macroeconomic stability is maintained, quality human capital is built, rules of the game are set and enforced, etc. The Government may also support the selected or priority industries and collaborate with the private sector through PPPs. At the outset, this chapter outlines implementation challenges that have been inhibiting the implementation of our plans and subsequently outlines measures that will be taken in order address challenges in a bid to strengthen implementation effectiveness. It also elaborates the institutional framework for implementing the FYDP II and lays out roles of other key stakeholders in addition to the Government and the private sector. 6.2 Key Challenges for Implementation Effectiveness The challenges of implementation largely relate to institutional capacities required to ensure that good governance, accountability, and enforcement of the legal and regulatory frameworks. The challenges also reflect weak institutional capacity to coordinate and organize efforts to mobilise finance, monitor and evaluate implementation of planned activities as well as bureaucracy red tape that hinders timely investment decision-making, especially those in which the private sector is involved. Some of these challenges are elaborated further below. 6.2.1. Policy incoherence, instability and unpredictability There is weak alignment of policies, procedures, planning, and institutional coordination, reflected in lack of consensus among key stakeholders and sometimes ultimately leads to policy reversals, e.g., hikes in land charges and compensation rates, and the enactment and subsequent enforcement of VAT Act of 2014, which despite its good intentions of curbing revenue loses, erodes some of the incentives that were availed to strategic investors. Change in the examination results grading system in the education sector is another example of recent policy reversal. Policy incoherence also results in multiplicity of taxes and institutional charges and cumbersome procedures for acquisition of land, particularly in the villages even as the nation strives to promote commercial farming and rural industrialisation. Furthermore, incoherency makes institutions strive to promote their own mandates with little or no regard to national aspirations leading to a plethora of priorities as well as incompatible implementation sequencing and misalignment of allocated resources. As a result, the NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 105 intended benefits from the attendant initiatives are compromised by incomplete projects and programs, pressure for further policy reversals increases, giving rise to substandard outcomes (if any) from development initiatives. 6.2.2. Corruption Progress and efforts made by the Prevention and Combating of Corruption Bureau (PCCB) notwithstanding, Tanzania lags behind a number of countries in term of combating corruption, as illustrated in the case of the construction sector in (Figure 6.1). Corruption manifests itself in the low level of value for money and shoddy works in some Government funded projects, with projects missing their original planned time and budgets. Corruption inflicts immense costs to the society in terms of incomplete, delayed projects, increased maintenance costs, low quality service delivery, frequent unplanned rehabilitation, renovation, and in some cases, re-construction. Figure 6.1: Indicator of corruption in the construction sector for Selected Countries 119 further policy reversals increases, giving rise to substandard outcomes (if any) from development initiatives. 6.2.2. Corruption Progress and efforts made by the Prevention and Combating of Corruption Bureau (PCCB) notwithstanding, Tanzania lags behind a number of countries in term of combating corruption, as illustrated in the case of the construction sector in (Figure 6.1). Corruption manifests itself in the low level of value for money and shoddy works in some Government funded projects, with projects missing their original planned time and budgets. Corruption inflicts immense costs to the society in terms of incomplete, delayed projects, increased maintenance costs, low quality service delivery, frequent unplanned rehabilitation, renovation, and in some cases, re-construction. Figure 6.1: Indicator of corruption in the construction sector for Selected Countries 6.2.3. Weak Prioritisation Tanzania has struggled to adhere to principles of prioritisation, mostly during the design stage where almost everything is felt to be “priority” also the implementation stage where political pressure has oftentimes triumphed over evidence-based expert opinions. The resultant outcomes and impacts are weakened by incomplete and shoddy works, which in turn are caused by thinly, spread resources with meagre resources available being allocated to myriad of initiatives. The main causes for this predicament are first, the low state of development of the country, which implies the society is unable to meet a significant number of needs, which make the societal demands for these needs to assuage legitimate. Second is the unwillingness to make inter-temporal choices and to sequence initiatives in a way that ensures that priority is given first to areas that yield the highest impacts and have highest potential to create additional capacities for addressing the remaining pressing issues. 6.2.4. Inadequate Mobilisation and Inefficient Utilisation of Financial Resources There has been little innovation towards boosting resource mobilisation. The Government continues to fund most of the development projects mainly from its budget, disbursements of which has often times been done on a cash-budget basis, a system which was adopted as an interim macro-economic stabilization measure over two decades ago. Both the level of 6.2.3. Weak Prioritisation Tanzania has struggled to adhere to principles of prioritisation, mostly during the design stage where almost everything is felt to be “priority” also the implementation stage where political pressure has oftentimes triumphed over evidence-based expert opinions. The resultant outcomes and impacts are weakened by incomplete and shoddy works, which in turn are caused by thinly, spread resources with meagre resources available being allocated to myriad of initiatives. The main causes for this predicament are first, the low state of development of the country, which implies the society is unable to meet a significant number of needs, which make the societal demands for these needs to assuage legitimate. Second is the unwillingness to make inter-temporal choices and to sequence initiatives in a way that ensures that priority is given first to areas that yield the highest impacts and have highest potential to create additional capacities for addressing the remaining pressing issues. 6.2.4. Inadequate Mobilisation and Inefficient Utilisation of Financial Resources There has been little innovation towards boosting resource mobilisation. The Government continues to fund most of the development projects mainly from its budget, disbursements of which has often times been done on a cash-budget basis, a system which was adopted NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 106 as an interim macro-economic stabilization measure over two decades ago. Both the level of funding and the mode of disbursement constrain implementation of development projects. Government-owned Development Finance Institutions, such as TIB and TADB are ill capitalized and are unable to exercise their mandates to raise syndicated loans to finance projects upfront. Other challenges to development financing in Tanzania include low competitiveness and efficiency of the financial sector; low quality and narrow variety of financial services and products; shallow capital market; low tax effort owing to a narrow tax base and inadequate collection capacity of TRA and LGAs; tax exemptions, holidays, waivers and similar preferential facilities; delays in releasing concessional loans and grants; and inhibitive financial regulations. 6.2.5. Inadequate Decentralization and Localization of National Priorities The decentralization by devolution (D-by-D) that was intended to transfer implementation of national development issues to the local governments has not gone full length. Some central Ministries still exercise significant authority and control implementation of local development activities. While there have been more budgetary resources going directly to LGAs, their capacity in many other aspects has not been addressed. As a result, LGAs and Lower Level Governments (LLGs) have not been able to fully assimilate the national development priorities in atypical local context (Local Economic Development – (LED) approach). Inadequate devolution and decentralisation constrains LGAs from adequate planning, implementation and monitoring of local level interventions and they have tended to rely on the central MDAs for financial resources, directions and guidance. Inadequate assimilation of the national development priorities at the local level partly explains the failure of Tanzania to translate its high economic growth into substantial reduction poverty as well as in income and spatial inequity. Experiences in other countries and regions have shown that local and regional economic development strategies (LED) have become a necessary and viable complement to traditional development strategies. LED approaches lead to many significant social benefits by promoting and facilitating participation and sustainable development initiatives in LGAs and regions. Therefore, for LED approaches to be effective, capacity strengthening at LGA and LLG levels is a matter of priority. 6.2.6. Weak system for follow-up, monitoring and evaluation The implementation of previous plans was characterised by inadequate systems for monitoring progress and evaluating value for money as well as outputs, outcomes and impacts. This has compromised effective delivery of services due to missed opportunities towards instituting corrective measures in a timely manner. One of the main challenges has been insufficient funding of M&E activities, which has resulted in reliance on auditing approaches, which are procedure-based, weak on assessing value for money; and are oftentimes done too late to correct mistakes. 6.2.7 Delayed decision-making Lengthy and slow Government decision-making processes have been among the issues the private sector has been complaining about. The length of time it takes the Government to make decision discouraged a significant number of potential investors, especially international investors who have several other investment destinations to choose from. Related challenges under this area include lengthy procedures for acquiring land for investments; weak enforcement of property rights; poor land use planning, administration and management; and lengthy and inhibiting process for obtaining access and connections to utility services. All these factors are crippling current players through reduced profit margins deterring new entrants resulting in the low private sector participation and NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 107 contribution in the implementation of development Plans. Furthermore, they suppress emergence of the would-be investors. 6.3 Reforms to Facilitate Effective Implementation A number reform is required to address implementation challenges and ensure effective implementation of FYDP II. New reforms and refinements as well as finalisation of existing core reforms will have to be undertaken, reviewed, mainstreamed, accelerated and deepened as appropriate with a view to creating an enabling environment for the all stakeholders to contribute and participate effectively in bringing about the desired economic growth and human development. Reforms will target weaknesses in public service management; public finance management; public goods and services delivery systems; Local Central government relations; business and investment environment; citizens’ participation; access to legal and judicial services; citizens and corporate responsibility; and enforcement of rule of law and order with view addressing the key implementation challenges identified as well emerging ones as outlined in the sections that follow. 6.3.1 Reforms to Eradicate Corruption and Promote Strong Leadership In recognition of the status of corruption as one of the leading vices that hinder the country’s development efforts, the Government will continue with a comprehensive approach to tackling corruption and improving governance. The performance measures will be devised for effective monitoring progress. The focus will be on: i. Zero tolerance to corruption: Reforms to make institutions and agencies that oversee the fight against corruption and the enforcement of ethics in public service and in the private sector to deliver effectively; ii. Promoting effective governance: reforms focusing on three issues: fast-tracking decision-making processes, enhancing commitment to the implementation of development goals by the civil servants, and having proactive government leadership; iii. Proactive and pro-business Government: reforms that will address institutional dis functioning through weeding out indiscipline, inefficiency, lack of accountability and immorality; iv. Corporate Governance: Competent and well-functioning Boards of Directors of state owned enterprises: reforms that ensure that Boards fulfil their oversight functions appropriately and are directly accountable to the performance of their institutions; v. Making effective and profitable public investments in state-owned enterprises: reforms that empower the Treasury Registrar to oversee state-owned enterprises and become the key organ in supporting the Government to making strategic decisions related to public investments in these organizations. 6.3.2 Entrenchment of an Implementation Culture Effective implementation requires inculcation of discipline, hard work, and recourse to business unusual strategic interventions. BRN has generated good lessons, which warrant scaling up with a view to entrenching working culture, and attitudes that will engender high productivities. It is proposed that the departments responsible for Policy and Planning in each MDA be empowered to become delivery units, and will link up with respective departments responsible for FYDP II delivery in the Ministry of Finance and Planning. Specifically, the Plan propositions are the following: i. Reforms to make governing institutions effective in pursuing their functions; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 108 ii. Reforming public and private institutions with aim to foster transparency, responsibility and accountability. These should be the key features that must be part and parcel of each institution in the country; iii. Effective coordination of all functions and records of key outcomes of all government institutions, including LGAs; iv. Establish and enforce mechanisms with respect to national level strategic projects, which involve several actors and bold decisions, to refer to the Cabinet for implementation guidance; and v. Introducing a special window in the procurement process to deal with national strategic projects. Based on the experience from BRN implementation, the Ministry of Finance and Planning will host a full fledged FYDP II Delivery Unit with highest possible political support from the top leadership; adequate operational funds; establish a rigorous inter-institutional coordination, mainstream the BRN’s innovative approach to problem identification and solving. The FYDP II Delivery Unit will coordinate BRN labs for strategic projects of the Plan. More generally, the civil service management will be required to make appointments and promotions open, competitive, and merit-based for vacancies below the level of Permanent Secretary - mainly principal officers, heads of section and departments, and executive directors of independent parastatals and agencies. FYDP II proposes an expanded use of Human Capacity Management Information System (HCMIS) for strategic staffing decisions in the public sector and for improving performance management within the delivery units. 6.3.3 Reforms for Improved Business Environment The efficiency and effectiveness of the agencies is key for effective implementation of FYDP II, particularly for soliciting the full and effective participation of the private sector. Among others items that will be addressed, are efforts being directed at reviewing strategic agencies, which hold the key for successful implementation of FYDP II interventions. Such agencies include TANESCO, regulators of standards (e.g. Tanzania Bureau of Standards (TBS), Tanzania Food and Drugs Administration (TDFA), etc.). For TANESCO, this will entail the Cabinet to finalising discussions regarding de-bundling TANESCO and have separate operators in the production, transmission and distribution of electricity. In the reform, the role and mandate of the electricity regulator will be expanded to include projection and determination of national demand and inviting independent power producers to compete. The Government will also pilot selective LGA to take responsibility of electricity distribution as well as establishment of an independent manager in charge of transmission lines. The entrenchment and inculcation of BRN like culture in these agencies will be an integral part for envisaged reforms in order to enhance their pro-business and pro-private sector supportive role. Generally, the effective implementation of FYDP II will also require legal reviews aimed at eliminating conflicting laws and regulations, as well as, regulations which retard decision-making. 6.3.4 Reforms for Specific Flagship Projects Besides the general reform requirement for FYDP II, the five sets of Flagship projects will require special and tailored reforms for their effective implementation, as follows: (i) Reforms to facilitate zoning and clustering of some economic activities (productive sector, economic services, and social services) to flourish along the selected corridors in which Flagship Projects are contained; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 109 (ii) Establishing a special office to coordinate the corridors and Flagship Projects in the Ministry of Finance and Planning. (iii) For improving availability and reliability of electrical power, the institutional reforms for power generation, transmission and distribution reforms and improving operations of TANESCO as indicated in the afore section will have to be effected; (iv) In respect to mass training for development of rare and specialized skills, particularly those that are key for the envisaged industrialisation process, the following will be critical, (a) Increasingly allocating revenue generated from the skills development levy (SDL) to skills development, particularly for skills required in priority industries; (b) Establishing a mechanism that will allow the private sector to participate in determining their demand for skills and quantities as well as in shaping the requisite interventions for effective and efficient provision of technical education and vocation training, (c) Having clear strategies for availing scholarships and other support for higher education and rare skills related to priority areas and industries, (d) Behind successful training in specialized skills is quality education at primary and secondary levels gradual review of school administrations at pre primary trough to secondary levels is envisaged in order to ensure quality management and delivery of education services. For, a piloting of public school administrations based on professional management approach, where school managers are granted power to oversee staff incentives and general behaviour is proposed. 6.3.5 Land Administration Reforms Land use planning and management are a key variable for unlocking the potential for growth by making land accessible for productive uses in rural and urban areas. Land policy, as governed by the two Acts, namely, the Land Act 1999 and Village Land Act 1999, is not capable of facilitating industrialization. Renewed focus on formalization of land ownership and commercialization can be combined to solve land disputes including those between investors and existing landholders and users. The acquisition of land for investment is currently a complicated and lengthy process. The bureaucracy and procedures involved in acquiring land for investment are cumbersome, raise transaction costs to potential investors and are thus a deterrent. Reforms are required to address the following specific issues in the current land policy regime: i) Enabling surveyed land to be a good source of sustainable income for the government (during titling and extraction of rent in strategic locations) but more importantly, as incentive to attract investment as well as key to capital finance and collateral in accessing finances. This will include formalizing unplanned urban settlements and increasing the number of surveyed villages and delivering Certificates of Customary Right of Occupation (CCRO). This also requires strengthening of MKURABITA programme/concept and implementation; ii) There is a need to have a strong one-stop centre for land issues in which, for investors requiring a sizeable land have to deal with. There will be land referral centres for investors requiring land size that is in the jurisdiction of RS and LGAs. iii) At the national and LGA levels there is need to have a land bank specifically designated for industrial development, with the necessary services (title deeds, irrigation schemes, feeder roads, power, etc.); NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 110 iv) Strengthening the Land Compensation Fund by providing adequate finances to effect prompt compensation for land being identified and valued in order to allow investments. v) With the view of the above, there is need to review the Village Land Act No 4 and Land Act No 5 to support the envisaged industrialisation and socio-economic transformation, with a view to eliminating conflicts with other laws; vi) Ensuring proper land use planning and management to avoid settlement development to take place in arable and reserved land. vii) Ensure proper management of settlements, including development of cities, towns, and secondary towns; viii) Carrying out reforms in land sector, including formalisation of unplanned urban settlements and increasing the number of surveyed villages; ix) Ensuring environmental sustainability in development of townships, towns, and cities, including strengthening national and sub-national (LGAs) land development planning; and x) Establishing an effective land registry. The Government will review the national development planning system in order to have land use planning as an integral part of implementation in order to ensure coordination and harmonization in the priority interventions. This will involve forging close links between the Ministry of Finance and Planning and the ministry responsible for land administration. 6.3.6 Reforms to Facilitate Formalisation Tanzania’s economy is predominantly informal, making it difficult to account for locations and activities that the population are engaged in. Informality constrains development of infrastructure due to unplanned settlements; hinders growth of business due to limited scope of contractual enforcement; and increases costs of social service provisions and revenue collection. Without concrete data bases on production pillars, i.e. people, their entitlements to locations, and their activities in general, the economic transformation process can be rendered futile since the planning process and attendant policies will be based on incorrect data. FYDP II embeds efforts to formalize the economy, including (i) instituting a robust national identification system for the country; (ii) preparing comprehensive land use plans and making the same accessible; and (iii) maintaining a comprehensive transaction based businesses registration database. As an interim measure towards formalization, informal operators will be allowed to continue operating in special designated areas, either on full time or part time basis, depending on the nature of premises or public infrastructure the respective local authority grants permission to operate at. 6.3.7 Reforms to Facilitate Government Effectiveness (i) Building an integrated Government Other sets of reforms will focus on ensuring government institutions work in an integrated manner and with increased transparency (opening-up government business) with ICT (e-government) being a major vehicle in achieving both goals. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 111 (ii) Effective use of Rule of Law Necessary measures must be taken to ensure equal access to timely justice for all people. These measures will include, improving the capacity and efficiency of justice providing institutions through investing in human resource development and streamlining processes and procedures as well as improving court infrastructure (including construction of new primary courts). In addition, there will be measures to enhancing independence of the judiciary and improving efficiency of adjudication of cases; further deepening of legal sector and law reform; and strengthening measures for monitoring and evaluation of the judiciary. (iii) Enhanced equity, democracy and political and social tolerance Deepening of democracy and participation will be accelerated through: (a) Investing further in the improving and modernising the electoral process and expanding freedom of expression, transparency, and access to information; (b) Promoting domestic accountability, enhancing effectiveness of watchdog and oversight institutions, and putting in place mechanisms for strict follow up as well as administering rewards and sanctions as appropriate; (c) Ensuring separation of powers and effectiveness of the three pillars of the State, including enhancing the institutional and human resource capacity of each pillar for proper execution of their respective functions; (d) Designing interventions to promote the culture of hard work, self-confidence, self esteem, creativity, and innovation and moral integrity among the youth from early childhood; (e) Enhancing gender equity through affirmative action, as well as, in accordance with international commitments and existing policy and legal frameworks; (f ) Participating effectively in regional and global diplomacy, including economic diplomacy, regional geo-politics diplomacy with a view to fostering stability, expanding trade and promoting investments. (iv) Safety, peace, security and social stability For growth and transformation to take place social stability must prevail. With this in mind, a number of strategic reforms for ensuring peace, individual security and safety of property and general social stability will be undertaken to include: (a) Enhancing and integrating border control and immigration systems, and checking inflow and outflow of fire arms; (b) Strengthening capacity (physical, human, and financial) of law enforcement agencies and mechanisms for arbitration and conflict resolution among and within communities. (c) Finalising the national identification process and strengthening vital registrations from grassroots level, both in urban and rural areas; and (d) Expanding civic education and public awareness on the importance of national unity and curbing tribal and religious polarization and sectarian sentiments. (v) Good Corporate Governance Several legislations aimed at reforming and providing reasonable level of sound corporate governance are in place, including the Companies Act, (Cap 212) and the Capital Markets and Securities Act of 1994. The Public Corporations Act (1992) provides the regulatory NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 112 framework for corporate governance in public companies. Strategic reforms to enhance corporate governance will cover areas, including: (a) Addressing remaining bottlenecks inhibiting the creation of conducive business environment for investment and profitable business operation; (b) Promoting strategic acquisitions, mergers, or joint ventures between public and private companies, and between domestic enterprises and multinational companies in order to foster diffusion of technological innovation and managerial skills, aimed at increasing national competitiveness; (c) Promoting effective public-private engagement and ensuring implementation of agreed milestones. Existing forums such as Tanzania National Business Council (TBNC) will be strengthened further in order to facilitate effective public-private dialogue and adequate monitoring of the implementation of the agreed milestones; (d) Using open data dashboards as key instrument for government interactions with citizens in the areas of policy making, monitoring, and implementation; (e) Sustaining annual service delivery surveys to determine levels of citizen satisfaction with priority social services; (f ) Leveraging technology to facilitate mobile and e-service delivery: This should include the appropriate use of m-health applications, one-stop e-services for businesses, and citizen feedback mechanisms to enable citizens to provide feedback on matters such as teacher absenteeism, lack of staff, and shortage of essential drugs at health facilities. (g) Enhancing compliance to Corporate Social Responsibility (CSR) requirements. (vi) Active role of state in economic governance In order to be effective in economic management, the state may undertake additional and specific time-bound actions, and in some cases employ “business unusual” but nonetheless legal non-conventional tools to drive development actors in the desired direction. The following areas targeted for reforms will be the key ingredients of strategic implementation: (a) Demonstrating strong political leadership and instituting implementation mechanisms that transcend political boundaries and with capacity to provide adequate oversight over implementation of long term horizons in development planning, supported by a competent and committed cadre of merit-based and well remunerated civil servants; (b) Aligning implementing institutions with the incentive systems that create a working synergy between government institutions, the private sector, the market and regulatory institutions; (c) Promoting strong national market players, without succumbing to patronage and policy capture, where few elite sway the national development policies; (d) Ensuring that macro-economic policy is well aligned with the development agenda, so that there are mutually supportive combinations of macro, messo, and micro outcomes; (e) Facilitating industrial development by overcoming constraints, particularly infrastructure gaps, concessional sources of financing, and human resource development in priority industries; (f ) Promoting knowledge creation, and facilitating R&D to foster innovation and adoption of new technologies in major sectors; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 113 (g) Establishing a special fund for project development, including PPP projects as outlined in Chapter 5. The fund will be used for all national strategic concepts and proposals. (h) Continuation of the Government’s role in promoting the private sector, through ensuring enjoyment and protection of all human rights as well as workers and consumers’ rights in accordance with existing legal and regulatory frameworks. 6.3.8 Strengthening Local Participation through Local Economic Development (LED) Approach In order to ensure effects both from economic growth and service delivery permeate to local levels and households, FYDP II supports further decentralization of the Government system in order to respond to local needs in a timely manner. Local government must be increasingly empowered to make planning decisions in line with the priorities of FYDP II. This localization of FYDP II will also provide avenues to domesticate and localize the SDGs. This entails shifting mandates and resources to the local level as follows: (i) Reforms to strengthen LED initiatives Reforms be instituted for the transformation enhancement through greater decentralization, accountability and transparency. This has to go hand in hand with further entrenching BRN methodology at local levels. Along with, efforts are to be directed at ensuring that there is effective coordination among actors in MDAs, RSs, and LGAs in order to deliver conducive business environment/enablers for private sector to participate and thrive. This also entails implementing the unfinished business of the Local Government Reform Program which includes administrative (human resources management) and fiscal decentralization; as well as harmonization of laws at lower local government authorities (LLGA). The role of LGAs in regard to this approach is critical for issues related to provision of land for investment, development of SME clusters, support of LED initiatives, etc. The core aim of LED in FYDP II is to ensure that practical approaches are used by RSs, LGAs, and communities in designing and implementing locally customized interventions. Effective LED planning ensures that priority issues are addressed and limited resources are well targeted to promote local growth and poverty reduction. In order for growth and impacts of other interventions to reach and benefit the grass-root, FYDP II needs to be localised. But localization needs strong capacities at local levels. In recognition of the inadequate capacity of LGAs, FYDP II recommends that their capacity be built and strengthened in line with the following key LED strategies: i. Regions and LGAs tendering and procurement procedures are designed to favour small contractors and emerging businesses; ii. Marketing of LGAs’ investment opportunities to local and international businesses, including supporting service centres that provide assistance and information to businesses that want to start operations in their respective areas of jurisdiction; iii. Forge local alliance, which focuses on building institutions within LGAs and exploiting private sector resources that can foster and support policy reform for private sector development; iv. Supporting the so called the Living Laboratory, which are demonstration centers aimed at providing practical demonstrations of what works better in respective localities and creating sustainable jobs and real community benefits; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 114 v. Supporting communities to develop their own economic solutions, including exploring new ideas for improving the creation of and distribution of work to disadvantaged groups and minorities; vi. Ensuring that the local investment climate is functional for supporting local SMEs and encouraging new enterprises as well as attracting inward investments; vii. Investing in physical (hard) infrastructure by improving roads, sewerage systems, airports, etc. for businesses; investing in soft infrastructure including human resource development, institutional support and regulatory issues; viii. Supporting the growth of business clusters that target particular geographical areas for regeneration or growth (i.e. areas or spatial targeting as well as disadvantaged groups of the communities); ix. Supporting primary specialized cooperatives, to be used to aggregate produce from small scale farmers or manufacturing MSMEs or assist in joint procurement as a way of ensuring forward and backward linkage and its attendant trickledown effects and poverty reduction. FYDP II recognizes that effective development and poverty reduction need to be community driven as well as LGA supported. A community begins LED strategy planning process by identifying the people, public institutions, businesses, community organizations and other groups with interests in the local economy. The skills and resources that each of these stakeholders bring to the strategy planning process provide a critical foundation for success. LGAs and RAs will be responsible for ensuring conducive local business environment, particularly for MSMEs is in place. Progress in this aspect will be evaluated through Local Business Enabling Environment (BEE) Survey The Government will facilitate redress of challenges related to financing LED, since most LGAs often have limited resources to deliver on LED services. Through FYDP II, the Government will increase resources allocation to LGAs. This will also entail a need to devise an appropriate formula for LGAs subventions from central Government sources and putting up mechanisms of safeguarding LED expenditure from being out-competed by other expenditure items in order to ensure LGA LED becomes a vehicle for local transformation. Sources of funding for LED initiatives include: (a) Local authority revenue raised from the usual own sources, with care being taken to avoid falling into the trap of introducing nuisance taxes; (b) Central government transfers, e.g. the TZS 50 million for each village; (c) Donor grants – including international NGOs, foundations, e.g. those aligned environmental conservation; (d) Private sector funding such as funds from corporate social responsibility; (e) Foundations, especially for environmental conservation and improvements, human resource initiatives and poverty alleviation; (f ) Where applicable, LGAs and other actors at the local level will be encouraged to introduce own initiatives to access financial resources beyond the subventions from the central government; and (g) Introducing regional development corporations as legal entities with similar functions to NDC in order to mobilize finances for projects in their areas of jurisdiction. In order to ensure effective monitoring and evaluation of LED initiatives, LGAs will be facilitated to conduct the Local Business Enabling Environment (BEE) Surveys in order to NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 115 obtain information on citizens’ perceptions of local conditions and regulations that affect them and local businesses, with the goal of informing policies and practices that hinder business development; as well as identifying key concerns and issues facing their localities. The Ministry of Finance and Planning in collaboration with the President’s Office Regional Administration and Local Government will develop a guide for rolling out LED approach. The guide will include, among others, approaches to measuring performance of local initiatives being implemented at Regional and LGA levels so that the citizenry can be informed of their local development status. Local Business Enabling Environment (BEE) Survey will be one of the tools for evaluating local implementation performance. Effective performance of LED will, in aggregate, diversify the economies and revenue sources of respective governments and gradually, therefore, reduce over dependence from the centre. Increased pace of development in local areas will also reduce push factors of rural-urban migration and thus relieve pressure on provision of urban social amenities and infrastructure. (ii) Reforms to link LGAs with research and training institutions In a bid to build the capacity of LGAs (as well as LLG) management, the government will support internships and volunteering of graduates with a bias on rural and/or local government-related training programs offered by colleges like Hombolo Local Government Training Institute; Institute of Rural Development Planning, LITI and MATI. Even as they build the capacity of LGAs and LLGs, this arrangement will also provide the participants with an opportunity to learn actual local development challenges and devise workable solutions, which will make them effective players in the development process of the nation. (iii) Specific LGA Reform – Dar es Salaam City Dar es Salaam city is hub of the national economy and a base for social transformation in terms of revenue collection, growth of the private sector, job creation, markets, etc. However, performance of the city is constrained by its administrative structure, which has implications on management of the city’s development process. There are overlapping mandates of the city’s district municipals, city municipals (LGAs), and Regional Secretariats (RS) which undermines regional coordination. As a result, major services such as transportation, land use planning, water and waste management are not coordinated on a metropolitan-wide basis. FYDP II proposes: (a) Reforms of the institutional and governance arrangements of Dar es Salaam City in order to improve coordination, accountability, and service delivery. The reforms aim at triggering the evolution of Dar es Salaam into an efficient metropolitan area by redefining the roles and functions of Dar es Salaam City Council (DCC) and, in particular, to provide clear mandates requiring the municipal councils to coordinate services on a metropolitan-wide basis. (b) Reforms to allow and pilot measures to assess DCC’s capacity to raise revenues commensurate with expenditures and instil systems that ensure that the City council is accountable to citizens. 6.4 Implementation Framework The institutional and coordination arrangement for implementation of the Plan is two ways and follows closely the one outlined in the PIM. At the local level, the process starts from identification of projects based on the local circumstance through participation of local people and entities and agreeing on common needs or programmes that will address shortcomings or constraints faced by the local community. This is what has been described as a LED approach and as it can be noted is not different NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 116 from the normal Opportunities and Obstacles to Development (O&OD) approach. From there, all agreements will follow PO-RALG channels with only a dotted line, suggesting for consultation with the Ministry of Finance and Planning (Figure 6.2). For the rest of the projects, the process picks from FYDP priority interventions. Later, programmes and projects are consolidated by Ministry of Finance and Planning and submitted to the Cabinet Secretariat for review. The Cabinet approval process begins with Cabinet Secretariat, through the Inter – Ministerial Technical Committee (IMTC) and Cabinet with appropriate recommendations. Figure 6.2: Instructional Arrangement for FYDP II Implementation 6.4.1 Planning and Implementation Coordination Implementation of FYDP II is streamlined through a coherent planning process, whereby all actors are aligned to the set objectives and targets. Since implementation involves a myriad of key stakeholders, institutions and priorities the following steps are adopted: (i) Annual Development Plans FYDP II priorities will be further articulated and implemented through Annual Development Plans (ADPs). Identification of annual priorities and sequencing will be done through a consultative process using the dialogue structure that will be established. ADPs will be derived from reviews of an implementation matrix of FYDPII, which also lays out the status of implementation of preceding year’s targets. The Ministry of Finance and Planning NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 117 will spearhead and coordinate this process including the formation of a dialogue structure and production of ADPs. (ii) Budget Guidelines The Budget Guidelines will further translate ADPs into a financeable programme to guide actors on issues related to measures for resources mobilisation, expenditure management and budget resources allocation. Budget guidelines will scale up program approach and financing in order to provide interface with all actors involved in project implementation. (iii) Annual Plan and Budgets Based on the national Annual Development Plans (ADPs) and Budget Guidelines, MDAs and LGAs will develop Institutional Annual Plans and budgets that will be tabled for further budget scrutiny carried out by committees that are coordinated by the Ministry of Finance and Planning. (iv) Budget Scrutiny Budget proposals will be scrutinized through a transparent and iterative process. The aim is to facilitate further prioritisation and sequencing of interventions including identifying areas of synergies and cross sector collaboration. The Ministry of Finance and Planning will coordinate this process. 6.4.2 Institutional Arrangements The institutional framework presented in this section responds to the thrust of FYDP II, which is to build a high productivity industrial economy and to effect a socio-economic transformation process with high and quality social services delivery. While guided by the focus of the FYDP II, the institutional framework intends to achieve the following key implementation objectives: (i) Ensuring coherence of policies and implementation; (ii) Strengthening vertical chains of intra- agency/ministerial accountability and inter ministerial coordination; (iii) Strengthening horizontal coordination; (iv) Creating strong state-business/investor relationship at the national and sectoral levels; (v) Strengthening the coordination of the national innovation system, which brings together individuals, business organizations, government, academia, and research institutions; and (vi) Facilitating adoption of a relatively more problem-driven and flexible approach to implementation. As stated earlier, the focus of FYDP II is to build an industrial economy. To the largest extent possible, private sector is expected to participate fully and play the central role in implementing and financing the Plan. The State will play a smart and active role to catalyse and support the private sector play its designated role more productively, profitably, efficiently and transparently. This section outlines the roles and responsibilities, and the modes and structures of interaction, collaboration and dialogue for the various key stakeholders of the Plan. The aim is to create a structure flexible enough to facilitate timely responses to problems as they arise in the process and adjust thereto. The key stakeholders and their roles include the following; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 118 (i) Central government While central Ministries will be responsible for overall coordination of implementation of FYDP II, the Ministry of Finance and Planning, in particular, will: (a) Be the providing central point for coordinating, developing, planning, synchronization and prioritization of public investment projects for funding; (b) Issue ADPs and budget guidelines; (c) Set up M&E framework including performance targets, indicators with associated timeframes and timelines; (d) Monitor and evaluate the implementation of plans; (e) Facilitate dialogue and engagement between investors and sector Ministries and/or thematic agency to address issue at hand; (f ) Mobilize financial resources and allocate resources to selected priorities and other government operations; (g) Ensure prudent use of financial resources by undertaking project monitoring missions, expenditure tracking and reviews, and; (h) Ensure macroeconomic stability and predictability. (ii) Sector Ministries and Thematic Agencies (a) Provide the sectoral level focal point for coordination of sector projects; (b) Provide real time solutions/guidelines to issues related to investment in sectoral areas; (c) Maintain and safeguard the national stock of capital; (d) Facilitate acquisition of needed infrastructures for private sector investment in their respective sectors; (e) Provide and enforce sectoral standards for services delivery; (f ) Provide technical support and backstopping to LGAs and Regional Secretariats, and Business sector such as land acquisition for initiatives in the respective sectors; (g) Promote industries based on the national comparative advantages in the sector and to invest in commercially viable PPP projects, (h) Undertake feasibility studies and prepare sector project documents; and (i) Undertake collection of data on the performance of interventions under their jurisdiction. (iii) Regional Secretariat and LGAs: (a) Facilitate the business sector in developing businesses in their respective jurisdictions; (b) Facilitate acquisition of facilities and availability of relevant utilities for investment and businesses; and (c) Collect regular data about the progress of interventions at the regional and LGA levels. (iv) Private sector: (a) Engaging with the government and forming consensuses around the strategic direction of the economy and the path of structural transformation; (b) Establish businesses for creating wealth; NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 119 (c) Develop bankable projects and undertake attendant investments in line with FYDP II priority areas; and (d) Implement corporate social responsibility (CSR) requirements (v) Academia: (a) Build capacity and quality of the national stock of human capital; (b) Train graduate engineers in challenges of society that require technology solutions to be applied; (c) Train technicians and skilled labour for use in the industrial sector, agriculture, and services sector; (d) Backstop Government and private sector needs for informed expertise requirements. (e) Undertake focused research to contribute to the R&D process as part of the overall Research Agenda for promoting innovative solution. (vi) Industrial Research Institutions: (a) Lead research in industrial innovation for national economic development; (b) Propose assimilations and adaptations of technology for application to the local environment; (c) Lead research to find technology solutions to economic challenges; (d) Link and coordinate research in academia with industrial research institutions locally and abroad. (vii) Financial Institutions: (a) Provision of financial services and intermediation to industry sector; (b) Conduct project appraisals and confirm commercial sustainability before physical implementation. (viii) Labour: For any initiative proposed herein will require labour for its effective execution. Labour has to be adequately prepared to avail the necessary and essential skills and positive attitude to work. With the fact that labour preparation requires ample time, the Ministry of Finance and Planning will require each main public sector actor (agency) and other implementing partner, for each of the strategic projects, to submit a detailed work plan, with all necessary details of the quantity and skills of labour for its proper planning. 6.5 Envisaged Risks and Mitigation Measures The world we live in is fraught with inherent risks that may impact negatively on the present and the future implementation of plans. Development of FYDP II recognizes this fact. Reality has shown that the higher the risk, the higher the rewards. It is therefore prudent that rather than refraining from undertaking interventions as a way to avoid risks, mitigation plans for confronting inherent risks and thus ensuring successful delivery be devised. Two sets of risks are envisaged: 6.5.1 External risks and their mitigation The greatest external risk to successful implementation of FYDP II relates to the risks posed by the rapidly changing global, regional and sub-regional environment (which on the other hand also provides a number of opportunities). The risks include the following: NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 120 a) Risks to trading generated at global, regional and sub-regional levels: These can be generated by global and regional economic shocks, e.g. Financial. Crises in such areas will lead to reduction of demand for Tanzanian goods and services, which in turn will lead to reduce foreign exchange earnings which are one of the key sources of financing FYDP II. A decrease or high volatility in this source of financing will derail implementation. Devising a sound plan for diversifying both products and market destinations is therefore in order. The same holds for unfavourable changes in terms of trade (TOT). b) Unfavourable geo-politics including wars and conflicts: these may also impact negatively on FYDP II implementation given that such occurrences disturb trade market conditions as well as sources of investible funds in Tanzania. Active participation in global, regional and sub-regional efforts to prevent such occurrences as well as active participation in resolving such conflicts when they occur will contribute to successful implementation of FYDP II. c) Risks generated whims of nature, which can impose heavy cost to Tanzania: Examples of these include global warming and climate change, the impacts of which are felt in sectors such as agriculture and energy (by decreasing water volumes and hence reduced hydro power generation). These are bound to affect the delivery of FYDP II given the strong link between the performance of such sectors and the successful development of industries. Local actions to contribute in mitigating such impacts will be needed. The Plan has detailed actions to undertake in this view and while measures are in place to augment country’s in accessing global and regional facilities that have been set up to mitigate such risks. 6.5.2 Domestic risks and their mitigation At the domestic level, implementation of FYDP II may face risks in the following spheres: (i) Lingering weak implementation syndrome: The Plan proposes several reforms to cause a departure from business as usual syndrome. Reforms to be undertaken, which as much as possible, will be targeted, particularly to get rid of unsupportive ways of implementation such as delayed decisions attitude, attitudes against hard work and weak mobilisation of financial resources. Such negative attitudes need to be undone to give way to business unusual to embed, embracing hard work, accountability through mitigation measures and deliberate campaigns. (ii) Inadequate resources (financing and human): Successful implementation of FYDP II also hinges on timely, availability of adequate of financial resources as well as the right mix and quality of human resources. In the absence of these attributes, the implementation of FYDP II cannot be assured. On the financing side, moving beyond traditional mechanisms of financing development to innovative ones such as creating special financing windows for financing construction, MSMEs and re-engineering the roles of supportive institutions such as NDC, SIDO coupled with strengthening roles of DFIs, will help reduce risk of FYDP II not being implemented successfully. Targeted training for skills required in priority areas of the Plan has been proposed to address the risk of shortage in human resources. (iii) Lengthy decision making processes and inappropriate sequencing of initiatives: Time is always of essence and is a critical resource, which is often not recognised as such (“time is money”). The risk to FYDP II implementation lies in inefficient decision making process (delay, fragmentation, etc.) since the implementation of NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 121 FYDP II is premised on a given time frame and requires the several decisions to be made at the right time and in the right sequence, that is there is need for proper coordination and appropriate “decision tree”. (iv) Poor prioritization and sequencing: The desire to achieve fast results on a large number genuine developmental needs in least developing countries like Tanzania often carries with it a long wish list of agendas for implementation. This increases risk of having limited resources spread too thinly across to many items with the end result being none of the items being accomplished effectively enough to deliver the desired outcomes, if any, and ultimately amounting to a waste of scarce resources. Prioritisation and therefore, smart management of various types of trade-offs that will ensue, will have to be a key guiding principle in implementing FYDP II. At the same time sequencing initiatives in a way that will ensure that prioritized activities follow a critical path for efficiency of results is also important. (v) Land ownership and management conflicts: The evaluation of FYDP I implementation showed that some planned projects were severely delayed due to issues related to land acquisition and ownership. Legal and procedural bottlenecks in the acquisition and management of land for various types economic activities (most of which have been pointed in previous sections of the Plan) need to be removed in order to facilitate the effective implementation of FYDP II. (vi) Incomprehensive M&E: Findings of various reports on implementation have revealed that weak M&E is another factor that undermines effective implementation through allowing inefficient use of resources (no value for money) and other warning signs of problems during implementation to go undetected, and ultimately leading to non completion of projects. During FYDP II implementation, M&E should facilitate adequate tracking of processes and outcomes, in both physical and monetary terms. It should also be designed to facilitate quick feedback between problem areas and units responsible for resolving them and interoperability of monitoring systems with clear oversight mechanisms. (vii) Conflicts of interest: Experiences with past implementation have revealed inadequacies such as uncoordinated implementation, individual and institutional interests overriding national interest, etc., all of which ultimately lead to costly results of shoddy, inefficient, ineffective, and incomplete execution of projects, and in some cases, the projects not being implemented at all. Successful implementation of FYDP II requires all stakeholders and key actors to be committed to and to focus on the national agenda. A well-designed supportive institutional framework is thus imperative to manage such conflicts of interest. (viii) Slow response of the private sector: The successful transformation program of FYDP II is premised in the active participation of the private sector as investors in actual industries. If they do not respond quickly and start developing industrial projects, transformation will be derailed. A constant dialogue between the Government and business sector to deal with problems is embedded in the Plan to spar and foster implementation and incentivise the private sector to invest actively. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 122 MONITORING AND EVALUATION7 7.1 Overview This Chapter outlines the M&E framework for the implementation of FYDP II. The proposed M&E framework for FYDP II involves general and specific objective indicators and targets to be realised at macro, sector and project or intervention levels. It also spells out institutional arrangements, roles and responsibilities as well as assumptions underlying an effective FYDP II M&E system. 7.2 Monitoring and Evaluation Framework The proposed M&E framework for FYDP II emphasises the importance of availability of reliable data in gauging quantitative and qualitative performance indicators. It further emphasises the importance of having in place analytical capabilities in order to generate new insights for policy makers and to distil reliable information to be communicated to the citizenry on progress being made and gaps to be filled, so as to evoke commitment and consistency in efforts directed towards the realisation of FYDP II objectives. Generally, the framework and institutional arrangement for monitoring and evaluating the FYDP II is embedded in the prevailing Government-wide Monitoring System (GMS) as indicated in Figure 7.1. The experiences and lessons from implementation of existing M&E framework have sharpened the proposed design of the FYDP II M&E framework with a view to enhancing implementation efficiency and effectiveness. Figure 7.1: Conceptual Framework for FYDP II Monitoring and Evaluation Framework 136 CHAPTER SEVEN MONITORING AND EVALUATION 7.1 Overview This Chapter outlines the M&E framework for the implementation of FYDP II. The proposed M&E framework for FYDP II involves general and specific objective indicators and targets to be realised at macro, sector and project or intervention levels. It also spells out institutional arrangements, roles and responsibilities as well as assumptions underlying an effective FYDP II M&E system. 7.2 Monitoring and Evaluation Framework The proposed M&E framework for FYDP II emphasises the importance of availability of reliable data in gauging quantitative and qualitative performance indicators. It further emphasises the importance of having in place analytical capabilities in order to generate new insights for policy makers and to distil reliable information to be communicated to the citizenry on progress being made and gaps to be filled, so as to evoke commitment and consistency in efforts directed towards the realisation of FYDP II objectives. Generally, the framework and institutional arrangement for monitoring and evaluating the FYDP II is embedded in the prevailing Government-wide Monitoring System (GMS) as indicated in Figure 7.1. The experiences and lessons from implementation of existing M&E framework have sharpened the proposed design of the FYDP II M&E framework with a view to enhancing implementation efficiency and effectiveness. Figure 7.1: Conceptual Framework for FYDP II Monitoring and Evaluation Framework The framework identifies and defines main M&E components and sets the scope of the M&E processes, which follows a public value chain approach. The framework delineates clear roles for control, inspection, review, monitoring and evaluation. The roles and responsibilities of each node as assigned to institutions are spelt out in Section 7.4.2. Financial auditing Yearly performance reporting Performance auditing Mid-term and final evaluation Impact Evaluation Review Evaluation Outcome and impact monitoring C o n tr o l Socio-economic trasformation Input indicators Activity indicators Output indicators Outcome and Impact indicators Progress towards TDV2025 Inspection Financial control Follow-up & Inspection Financial implementatio n Physical implementation monitoring Monitoring The framework identifies and defines main M&E components and sets the scope of the M&E processes, which follows a public value chain approach. The framework delineates clear roles for control, inspection, review, monitoring and evaluation. The roles and responsibilities of each node as assigned to institutions are spelt out in Section 7.4.2. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 123 7.3 Objectives of the M&E Framework The overall objective of M&E Framework is to avail space for constructive engagement with stakeholders. At macro level, the framework uses an integrated approach that combines outcomes reported by MDAs, LGAs, other public institutions and the private sector, the latter of which is the key implementer of strategic projects, and interventions to gauge outcomes and impacts felt using macroeconomic development indicators. At the meso (sectoral and cross-cutting interventions) level, reporting will be on the overall objective targets and transformational changes attained in relation to the set sector and project/intervention targets. At the micro (project/intervention) level, reporting is designed to inform achievements and identify gaps in relation to the expected timeline targets, milestones and runs in terms of time and costs as stipulated in the action plans. Specifically, the objectives of FYDP II M&E framework are to: i. Track progress and demonstrate results of FYDP II interventions over the short, medium and long term, including reporting on regional and international targets such as SDGs that are integrated into national development frameworks; ii. Coordinate and facilitate MDAs, LGAs, private sector and other stakeholders to regularly and systematically track progress of the implementation of priority initiatives of FYDP II; iii. Assess performance in accordance with the agreed objectives and performance indicators and targets in order to support management for results (i.e. evidence-based decision making), compliance with Government policies (accountability) and constructive engagement with stakeholders (policy and implementation dialogue); iv. Dispense an Early Warning System for potentially challenging issues or processes in relation to implementation of FYDP II, which may need urgent corrective measures; v. Provide continuous learning ground for MDAs, LGAs and other M&E stakeholders during implementation of FYDP II; vi. Facilitate the setting of a research agenda, detailed analysis of data on growth, transformation and human development trends and dissemination of the findings to inform a wide range of stakeholders; and; vii. Continue the institutionalisation and harmonisation of the use of M&E information in policy formulation, planning and budgeting in the public sector in particular and the economy in general, including sustained technical support and training for entrenchment of an M&E culture in Tanzania especially at sub national levels. 7.4 Strategy for FYDP II M&E Although there are monitoring and evaluation systems within MDAs, there have been concerns that establishment and use of M&E tools in Tanzania has been relatively slow, sporadic and largely limited to monitoring and reporting on targeted activities. Moreover, there is absence of a comprehensive and integrated framework and whole-of-government M&E system to provide overall guidance on the development and application of M&E across sectors. The lack of an integrated and effective M&E system is an impediment to measuring actual impacts of development initiatives and their attendant results on human development. This makes it difficult to flag areas of risk or identify critical issues that need deeper analysis and policy responses in a timely manner. Most critically, there is lack of capacity to synthesize information that is collected for timely strategic decision-making and accountability. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 124 Overall, there is insufficient capacity with respect to staffing and specific technical expertise to identify and disaggregate available data (such as by locality and socio-economic groups; at sub national levels), and adequately coordinate, manage and report new data among the multiple partners that are involved in implementing the national development agenda and policies. This has led to over reliance on national surveys and censuses conducted by the National Bureau of Statistics (NBS) as the main source of authentic data for national, public sector, private sector and local Government M&E systems. Survey data are only available at specific periods as per Tanzania Statistical Master Plan (TSMP) calendar, in most cases over five (5) year periods; thus making it difficult to track progress in implementation on a yearly basis. FYDP II M&E strategy, therefore, aims at building a system that is robust, comprehensive, fully integrated, harmonized and well-coordinated to monitor the implementation of national development initiatives as well as evaluating their outcomes and impacts. Equally important, it intends to strengthen implementation, monitoring and evaluation (including impact assessment) and reporting during implementation of FYDP-II. It will also mean ensuring full coordination and operationalization of the monitoring, evaluation and reporting systems as articulated in the Medium Term Strategic Plan and Budgeting Manual. FYDP II M&E will also adhere to the principles of monitoring and strategic issues as stipulated in the Public Investment Management Operational Manual (PIM-OM) and strategic issues for monitoring. Efforts to improve management of existing routine data systems will continue, being of critical importance in enhancing monitoring and evaluation of the priority areas embedded in FYDP II. The framework of routine data systems is being implemented under the Tanzania Statistical Master Plan (TSMP). The most efficient features of routine data are their availability at little cost and in a timely manner. The value attached to routine data is vital in terms of data production in a short period of time or high frequency generation such as price data. The National Bureau of Statistics has a legal mandate to provide guidelines to all Ministries, Departments and Agencies on how to retrieve administrative data from their respective sectors. These features and developments in routine data have informed the design of the FYDP II M&E evaluation framework. For all MDAs, LGAs and other implementing agencies, a five-year medium- term programme will be developed to reflect the priority areas. The programme will identify clear terms involved in developing data systems, coupled with sector databases starting from lower levels up to the national level. Issues that have been considered during development of the system include: accuracy of the data, precision, completeness, timeliness, coverage, analysis, accessibility, confidentiality, as stipulated in the principles and standards of official statistics. Stakeholders’ analysis will be conducted, and results incorporated in the programme. Governance and leadership, as well as, financing frameworks for generating and disseminating routine data systems have been developed. New sources of financial streams for supporting M&E have been identified bringing on board new stakeholders. 7.4.1 Approach In order to ensure effective tracking, evaluation and feedback on FYDP II implementation, a well-coordinated government-wide M&E system will be required. In this regard, MDAs, LGAs, CSOs, private sector, research and academic institutions will be involved in formulation and implementation of M&E activities in an integrated approach that entails involvement of all key actors and primary stakeholders. This will enable all key actors to fully internalise and own the system as well as utilise the results to inform and shape requisite intermediate interventions. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 125 7.4.2 Institutional arrangements The governance arrangements for FYDP II M&E will be set out in the FYDP-II M&E Master Plan. The key features include: i. An institutional framework that is inclusive in that it brings together all relevant stakeholders to carry out data generation (Survey and Routine Data), research and analysis, communication and feedback mechanism and linking to relevant Government policy, decision making bodies and users; ii. An indicator framework that tracks FYDP II implementation and results, specifying data sources, frequency of reporting, and institutional responsibility, among others; iii. A survey calendar to be implemented by the National Bureau of Statistics (NBS) to provide estimates for key FYDP II indicators, including mid-term review of trends in poverty reduction; iv. A calendar of planning, budgeting and reporting; v. Defined outputs of FYDP II M&E, including survey reports, analytical and implementation progress reports; and vi. A funding mechanism and a budget for monitoring and evaluating FYDP II. At the operational level, FYDP II Delivery Unit will, in collaboration with lead MDAs, prepare and publish a clear and comprehensive implementation roadmap and set Key Performance Indicators and targets for all Flagship Projects based on the experience from BRN. The consolidation of these key features will deepen the integration of FYDP II strategic interventions into the budget process, financing options and the public expenditure review (PER) process. It will also strengthen the alignment of strategic plans of MDAs, LGAs and other strategic implementing agencies to FYDP II interventions in order to ensure that plans priorities, implementation of action plans, sequencing and reporting on implementation of FYDP II is enhanced. In order to streamline coordination and organization for effective implementation as well as monitoring and evaluation of FYDP II, the Inter-Ministerial Technical Committee of Permanent Secretaries will constitute a special sub-committee that will oversee implementation of FYDP II. This Committee will be backstopped technically by the Ministry of Finance and Planning and will be required to report monthly to IMTC and quarterly to the Cabinet. 7.4.3 Roles and Responsibilities In assigning roles and responsibilities, FYDP recognizes earlier efforts of institutionalizing M&E functions in Government, including establishment of M&E units in the directorates of policy and planning in all Ministries. In absence of national policies and laws to backup M&E requirements, incentives and sanctions, only Government directives have guided these. During implementation of FYDP II, the Government will review this environment and introduce M&E policy and legislation as shall be deemed appropriate. Meanwhile, in order to avoid overlaps, personal interests, conflict of interest, conflicting roles and uncertainty in the monitoring and evaluation function during the implementation of FYDP II, roles and responsibilities of key actors are clearly delineated, thus providing guidance for the activities and outputs that will be coordinated at the national, sector and NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 126 sub sector levels, and in other relevant institutions. These will be elaborated in accordance with the Plan and Budgeting Manual for the whole of Government. The roles and responsibilities of key institutions are as follows: i. MoFP: MoFP will have the overall responsibility of coordinating the implementation of FYDP II M&E framework/Master plan including funding mechanisms. Specifically MoFP will do the following key activities: a) Coordinate the implementation of the M&E framework including Monitoring and Evaluation activities undertaken by various actors; b) Mobilizing financial resources particularly in fund government stake for tracking expenditures for financial accountability c) Coordinate other actors responsible for flagship projects to facilitate the development of 3-feet BRN like work-plan, with implementation milestones and KRAs. This system will constitute a forum for assigning remunerations in line with the performance management system, which was introduced under PSRP. d) MoFP consequently will produce the following key reports i. FYDP II annual implementation/Progress report (APR); ii. Economic Transformation Report (ETR), Produced after every two years; iii. Poverty – Environment Report (P-E) based on LED approach pilot and scale up programs; iv. Engagement Report on dialogues held on policy and the implantation of the various interventions; v. Budget Monitoring and Evaluation Reports, for tracking expenditure and financial Accountability; vi. Mission Reports for project inspection missions and vii. SDGs Performance Reports ii. President’s Office-Public Service Management (PO-PSM): This is responsible for ensuring availability of requisite human resources to operationalise FYDP II and its M&E strategy. This will include recruitment of M&E specialists, socioeconomic analysts and statisticians. It will entail also reviewing organisational structures, manning capacity, analysis and preparing capacity building programmes for M&E sections across the public sector (in collaboration with MoFP) commensurate with capacity needed to deliver on FYDP II and its M&E strategy. iii. MDAs and LGAs: These are key implementing agents and therefore central for reporting day to day and timeline implementation performance as well as reporting on progress against planned milestones. They will also manage and report on time and cost outruns, alignment of plans and budget implementation with their strategic plans, targets as well as attendant interventions in line with their delivery responsibilities set out in FYDP II. LGAs will be responsible for reporting on progress of implementation and achievements of planned outputs at local levels. This involves focusing on implementation constraints including tracking of the implementation specific local economic development (LED) plans for their locality. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 127 iv. Development Partners (DPs): Development Partners can support the M&E strategy by providing financial and technical assistance for its operationalization and assist in capacity building for undertaking effective M&E, and in the effective use of M&E products. v. NBS: The role of NBS will be to provide core statistics and data that are critical for the monitoring and evaluation of FYDP II goals and strategic interventions. It will entail scaling up and deepening of the implementation of the existing Statistical Master Plan. The main objective of the master plan is to strengthen the national statistical system in Tanzania to facilitate the production of quality statistics for decision makers in an objective, timely and cost effective manner. vi. Private sector and other strategic partners: The general thrust of FYDP II has been developed in the ambit of a market-led economic management framework. In this context the private sector and other non-state actors are instrumental in the realisation of the Plan’s priority areas. Their participation can be through undertaking their own initiatives or by partnering with the public sector. Therefore, as key actors, can also ensure its effective implementation by providing information needed for reviewing policy and implementation modalities that enable or hinder the development of businesses and investments. The M&E framework for FYDP II explores mechanisms and tools for capturing policy information from non-state actors, particularly the private sector which is the central and critical player in industrial investments. These actors will be required to provide reliable information on areas of they are interested to invest and levels of financing they are considering to put in the potential investments. For major investments and where support from the public sector is required, they will be obliged to disclose their investment action plans and implementation milestones in order to inform schedule of support actions by the public sector. 7.4.4 Evaluation of FYDP II There will be three categories of evaluations: annual, mid-term and end final at the Plan horizon. As such, there will be two rigorous and comprehensive evaluations, namely, the mid-term and the end of period evaluations. These two evaluations will be undertaken by an independent evaluator outside of Government machinery to observe transparency and objectivity. The details of the evaluations are as discussed hereunder: i. Annual Internal Evaluation: The internal evaluation will involve production of Annual Progress Report (APR), PER and sector Annual reviews in order to stimulate dialogue and inform the plan and budgeting process. ii. Mid-term Evaluation: This will be conducted after two and half years during the Plan’s implementation. This review will be coordinated by MoFP and will address performance against the intended objectives and targets. It will recommend any changes required to square back/return to right trajectory of implementation towards achieving the objective targets set in the original set up of the Plan. The Plan introduces a “FYDP II President’s Summit” at mid-point to see whether and how to adjust the course if deemed necessary. iii. Final Evaluation: This is to be conducted after four-and-a-half years of the Plan’s roadmap of implementation. Although it done by external/independent evaluators, the evaluation will be coordinated by MoFP. The evaluation will assess the overall effectiveness NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 128 of FYDP II against its objectives/goals and targets, and where possible, against outcomes and impacts. It will also constitute parts of the main analytical report to inform ways to coordinate implementation of the subsequent FYDP III. The evaluation plan detailing specific policy and programme evaluation to be conducted during the life span of FYDP II will be contained in an M&E plan. A plan to build capacity in evaluation will have also to be developed as an integral part of M&E strategy. iv. Diagnostic work and data analysis: Besides the three categories of evaluations, for some issues, the M&E framework will allow for detailed diagnostic work to provide more insights to the constraints that economic agents, including men and women face in realising economic opportunities. In some strategic projects, impact evaluation research in areas beyond those provided by overall assessments of FYDP II will be supported. At the local level, the pilot LED initiatives will also be evaluated to establish their scalability. 7.5 Underlying Assumptions for M&E Strategy While M&E strategy is desirably necessary, its effectiveness assumes availability of fundamental success factors, including the following: (i) Strong political will and commitment to transparency, accountability and results-based management; (ii) A coherent institutional framework with surveillance mandates on performance and results monitoring and evaluation with clout to task defaulting implementing agents to remedial actions; (iii) Policy consistency and persistence to ensure that the framework, which defines responsibility, intended targets, outcomes and results of interventions are relevant and holding; (iv) Alignment of roles, responsibilities and sequencing implementation of priority interventions across a spectrum of plans of MDAs and LGAs sharing delivery responsibility of the projects/ interventions; (v) Dedicated resources for monitoring, through the budget and a revitalized Pooled Fund Facility for M&E strategy, including key review of policies, institutional framework, building analytical capacities and availing core statistical data for monitoring and evaluation. 7.6 FYDP-II Results Framework The extended results framework will be presented in a separate M&E Master Plan. The FYDP II result matrix will establish baselines and set targets, disaggregated appropriately by gender, location, etc. The M&E framework will have a results matrix, which among others, will include the following set of indicators: (i) Indicators associated with aspects of industrialization and economic transformation; (ii) Indicators associated with Human development; (iii) Indicators associated with policies that remove constraints to further economic transformation; (iv) Indicators associated with ways of working and institutional development. Aspect (iv) above is related to the quest to improve service delivery as Tanzania strengthens policies and programs to improve quality and efficiency in the face of growing demand. In this regard, new perspectives in surveys should include Client survey data collected regularly, and published private sector and citizen satisfaction disaggregated sufficiently by location and socio-economic groups, including gender. These surveys will cover both traditional human development aspects and other services used by households in the production of goods and services for sale and for household consumption. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 129 Given the importance of industry and the employment channel, data on industrial production, employment, and wage disaggregated by gender and locality will be important for the FYDP II monitoring system. In developing the FYDP II monitoring Framework, efforts will be made to target employment and earnings by gender and vulnerability. Some of the indicators in the results matrix include: (i) Unemployment rate (disaggregated) such as rural vs. urban; farm vs. non-farm, formal vs. informal; wage vs. own incomes; gender; socio-economic groups, etc.; (ii) Labour force participation rate and labour productivity (GDP per worker), GDP per capita disaggregated as far as practically possible along (i) above; (iii) Poverty levels (various indices), and inequities such as proportion of income earned by the bottom quintile; farm yield, disaggregated as far as feasibly possible along (i) above etc.; (iv) Manufacturing Value Added (MVA), exports (as measured in volume and value) showing level of value addition/processing - non-traditional exports); destination and sophistication; (v) Savings and investment rate; data on savings and gross fixed capital formation (the latter disaggregated key sectors) – disaggregated by public sector and private sector categories. Moreover, an SDG indicator framework will adopted and be aligned and integrated with the FYDP II M&E framework after the former has been appropriately domesticated and localized to reflect Tanzanian context and local realities. 7.7 M&E Implementation Plan FYDP II M&E implementation framework will be a detailed separate document, clearly indicating, among others: (i) Links/interfaces with other process such as TSMP; (ii) Links between the Local Economic Development (LED) and the local government M&E systems, such as LGMD and the localized SDGs indicator frameworks; (iii) Roles and responsibilities of all key actors in M&E; (iv) Interventions for strengthening of M&E systems, including the establishment of a national department to coordinate M&E (function, staffing, financing, etc.). NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 130 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s R ea li za ti o n o f th e C en tr al D ev el o p m en t C o rr id o r B ag am oy o SE Z  F u n d s fo r ou ts ta n d in g co m p en sa ti on  F u n d s fo r re se tt le m en t of P an d e an d Z in ga re si d en ce s  F in an ci n g of s u p p or ti n g in fr as tr u ct u re , P or t an d P or ts id e In d u st ri al Z on es  F u n d s to f ac il it at e Jo in t W or ki n g T ea m a n d Jo in t T as k Fo rc e fo r B ag am oy o SE Z  L an d a cq u is it io n a n d c om p en sa ti on  R es et tl em en t of P an d e an d Z in ga R es id en ce  C on st ru ct io n o f su p p or ti n g in fr as tr u ct u re  C on st ru ct io n s of P or t In fr as tr u ct u re  Fa ci li ta ti on o f JW T a n d J T F  D ev el op m en t of P or ts id e In d u st ri al Z on e an d M be ga n i Se a p or t  Po rt c on st ru ct io n t o st ar t by J an u ar y 20 17 a n d a cc om p li sh ed b y 20 20  C om p en sa ti on o f 98 ,0 0h a.  Po rt s id e In d u st ri al z on e fu lly o p er at io n al by 2 02 0.  E m p lo ym en t e st im at ed a t 20 ,0 00 b y D ec em be r 20 20  E st im at ed i n ve st m en t p ro je ct s (f ac to ri es ) to b e at tr ac te d b y 20 20 i s 10 K ig om a SE Z  F u n d s fo r ou ts ta n d in g co m p en sa ti on  F in an ci n g of P ro je ct i n fr as tr u ct u re  L an d c om p en sa ti on  C on st ru ct io n o f P ro je ct i n fr as tr u ct u re  D et ai l d es ig n o f p ro je ct i n fr as tr u ct u re  D ev el op m en t of K ig om a SE Z  O p er at io n al b y Ju n e 20 19 E xp ec te d n u m be r of fi rm s at tr ac te d i s 5  E st im at ed e m p lo ym en t cr ea te d i s 20 0 K u ra si n i L og is ti cs C en tr e  F u n d s fo r ou ts ta n d in g co m p en sa ti on , d em ol it io n , c le ar an ce a n d c h ai n li n k fe n ci n g  Su rv ey a n d p ro ce d u re s fo r re gi st ra ti on o f T it le D ee d  P ro je ct i n fr as tr u ct u re  L an d a cq u is it io n a n d c om p en sa ti on , d em ol it io n , c le ar an ce a n d c h ai n li n k fe n ci n g  R eg is tr at io n o f T it le D ee d  D ev el op m en t of K u ra si n i L og is ti cs C en tr e  O p er at io n al b y Ju n e 20 18 .  20 lo ca l i n d u st ri es s el l i n to t h e zo n e by D ec em be r 20 20  E m p lo ym en t cr ea ti on AN NE XE S 8 A N N E X A : ST R A T E G IC I N T E R V E N T IO N S F O R F L A G SH IP P R O JE C T S NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 131 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s D od om a T ra d e an d L og is ti cs C en tr e  F u n d s fo r co m p en sa ti on , d em ol it io n , cl ea ra n ce a n d c h ai n li n k fe n ci n g  S u rv ey a n d p ro ce d u re s fo r re gi st ra ti on o f T it le D ee d  P ro je ct i n fr as tr u ct u re  L an d a cq u is it io n a n d c om p en sa ti on , d em ol it io n , c le ar an ce a n d c h ai n li n k fe n ci n g  R eg is tr at io n o f T it le D ee d  D ev el op m en t of D od om a T ra d e an d L og is ti cs C en tr e  O p er at io n al b y Ju n e 20 20 .  lo ca l i n d u st ri es s el l i n to t h e zo n e by D ec em be r 20 20 D re d gi n g an d ex p an si on o f th e en tr y to D ar e s Sa la am P or t, D ar e s Sa la am  T h e p ro je ct a im ed a t In cr ea si n g ef fi ci en cy an d t h ro u gh p u t of D ar e s Sa la am P or t. T h e ob je ct iv e of t h is p ro je ct i s to i n cr ea se w at er d ep th f or b er th s n u m be r 1 – 7 fr om t h e cu rr en t d ep th o f le ss t h an 1 0 m et er s to a t le as t 12 .  E xp ed it e p ro cu re m en t of c on tr ac to r  T h ro u gh p u t an d e ffi ci en cy o f th e p or t in cr ea se d . C on ta in er T er m in al B er th s 13 – 1 4 D ar e s Sa la am  T h e ob je ct iv e is t o d ev el op a m od er n te rm in al w it h t w o be rt h s (1 3 & 1 4) t o m at ch t h e in cr ea se t ra ffi c. T h e te rm in al w il l in cl u d e th e qu ay o f m in im u m 7 50 m et er s le n gt h ; m in im u m 1 3 m et er s ch an n el d ep th an d d re d gi n g of t h e p or t en tr an ce .  E xp ed it e p ro cu re m en t of c on tr ac to r  T h ro u gh p u t an d e ffi ci en cy o f th e p or t in cr ea se d . M od er n iz at io n o f K ig om a Po rt  Fe as ib ili ty s tu d y an d d et ai le d d es ig n f or p or t im p ro ve m en t n ot i n p la ce  E xp ed it e th e co n d u ct o f p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n .  K ic k st ar t fi n an ci al n eg ot ia ti on t o ac qu ir e a lo an f ro m p ro sp ec ti ve fi n an ci er s  M od er n is at io n o f K ig om a p or t w il l in cr ea se i ts o p er at io n al e ffi ci en cy p ar ti cu la r se rv in g D R C f re ig h t th ro u gh la ke T an ga n yi ka a n d C en tr al r ai lw ay . C on st ru ct io n a n d re h ab il it at io n o f M w an za S ou th P or t, M w an za r eg io n  Fe as ib ili ty s tu d y an d d et ai le d d es ig n f or p or t im p ro ve m en t n ot i n p la ce  E xp ed it e th e co n d u ct o f p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n .  K ic k st ar t fi n an ci al n eg ot ia ti on t o ac qu ir e a lo an f ro m p ro sp ec ti ve fi n an ci er s  M od er n iz at io n o f M w an za p or t w il l in cr ea se i ts o p er at io n al e ffi ci en cy NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 132 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C om m er ci al iz at io n o f T an za n ia A u to m ot iv e T ec h n ol og y C en tr e (N yu m bu )  W or n o u t in fr as tr u ct u re a n d o u td at ed R D te ch n ol og y ca p ac it ie s  U n d er fu n d in g of R & D a ct iv it ie s  U n ti tl ed la n d  A gi n g ou t sk il le d a n d c om p et en t h u m an re so u rc e  F ai lu re t o co m m er ci al iz e d ev el op ed au to m ot iv e te ch n ol og ie s  R eh ab il it at io n o f in fr as tr u ct u re a n d u p gr ad in g R & D t ec h n ol og y ca p ac it ie s  I n cr ea se R & D b u d ge t  T it li n g of la n d  R ec ru it m en t an d t ra in in g of p er so n n el  So u th S ou th C or p or at io n p ro gr am m e  P P P f or a u to m ot iv e as se m bl y  Im p ro ve d i n fr as tr u ct u re  R & D la bo ra to ry i n p la ce b y 20 20  A n ew f ou n d ry i n p la ce b y 20 20  L an d t it le a cq u ir ed  A p oo l o f sk il le d a n d p er so n n el p ro fe ss io n al c om p et en ce  T ec h n ol og y tr an sf er a n d a ss im il at io n  T ec h n ol og ie s d is se m in at ed t o SM E s by 20 20  D es ig n la yo u t of t h e as se m bl y p la n t  A ss em bl y p la n t re n ov at ed b y 20 20  C om m er ci al iz at io n o f N yu m bu T ru ck b y 20 20 G en er al T yr e (A ru sh a)  W or n o u t p la n t as so ci at ed in fr as tr u ct u re a n d ou td at ed t yr e m an u fa ct u ri n g te ch n ol og y  U n av ai la bi lit y of f u n d s to r ev iv e an d m od er n iz e th e ty re m an u fa ct u ri n g p la n t  R ep la ce m en t of o u td at ed e qu ip m en t an d m ac h in es  F u n d m ob il iz at io n f or c om p le te ly r ev iv al a n d m od er n iz at io n o f th e ty re m an u fa ct u ri n g p la n t.  R es u m e an d i n cr ea se c ap ac it y of t yr e p ro d u ct io n i n t h e co u n tr y  R ed u ce f or ei gn e xp en d it u re t o im p or t ty re s  G ro w th o f in d u st ri al s ec to r fo r co n tr ib u ti on t o G D P  C re at e em p lo ym en t an d t ec h n ol og y tr an sf er t o T an za n ia n C A M A R T E C A ru sh a  In ad eq u at e of a gr ic u lt u ra l i n p u ts r el at ed in d u st ri es  C on st ru ct io n o f tr ac to rs a n d a gr ic u lt u ra l to ol s  In cr ea se i n a gr ic u lt u ra l i n p u ts T ra ct or s as se m bl y p la n t (T A M C O – K ib ah a)  Sh or ta ge o f tr ac to rs a ss em bl y p la n ts  A ss em bl in g tr ac to rs w h ic h w il l b e u se d i n su p p or ti n g ag ri cu lt u ra l g ro w th  In cr ea se t h e n u m be r of t ra ct or s in t h e m ar ke t M ot or cy cl es A ss em bl y P la n t  D is ta n ce o f th e si te f ro m t h e ba si c in fr as tr u ct u re s  C on n ec ti on o f ba si c in fr as tr u ct u re t o th e si te In st al la ti on  I n st al la ti on o f st ep d ow n t ra n sf or m er f ro m 11 kV t o 40 0V  20 0 n at io n al s w il l b e em p lo ye d i n cl u d in g en gi n ee rs , t ec h n ic ia n s, m ar ke te rs , s al es p er so n s, a n d o th er s u p p or ti n g st af fs . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 133 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s M ku la zi A gr ic u lt u ra l C it y, 6 3, 20 0h a.  In co m p le te la n d la yo u t an d d es ig n  L ac k of c or e in fr as tr u ct u re  N o p ro sp ec ti n g in ve st or o bt ai n ed  Sh or ta ge o f w at er a n d i rr ig at io n in fr as tr u ct u re  C on st ru ct io n o f ba si c in fr as tr u ct u re  E st ab li sh ed b as ic i n fr as tr u ct u re i n p la ce by 2 02 0  O bt ai n p ot en ti al i n ve st or s by 2 02 0 C on st ru ct io n o f D ar es S al aa m – I sa ka –R u su m o T ab or a (1 ,3 41 K m s) , c en tr al ra il w ay s ys te m t o St an d ar d G au ge  W ay le av e fo r th e n ew li n e fr om I sa ka – R u su m o  P ro je ct fi n an ci n g  P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct  N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d im p le m en ta ti on o f th e p ro je ct .  F as t tr ac k p ro cu re m en t p ro ce ss f or ac qu is it io n o f co n tr ac to rs  B eg in c on st ru ct io n  H ig h s p ee d – S G R f or s m oo th p as se n ge r an d c ar go t ra n sp or ta ti on b et w ee n D ar – Is ak a D ev el o p m en t o f th e N o rt h W es t C o rr id o r o f T an ga C on st ru ct io n o f 2 4m d ee p M w am ba n i P or t K ig om be a re a, – T an ga  N eg ot ia ti on w it h p ri va te s ec to r / in ve st or s on fi n an ci n g m od e of t h e p ro je ct h as t ak en lo n g ti m e  R ev ie w t h e Fe as ib il it y st u d y & d et ai le d d es ig n r ep or t  E xp ed it e n eg ot ia ti on w it h P ri va te S ec to r/ In ve st or s on fi n an ci n g m od e of p ro je ct  M w am ba n i p or t w il l e n ab le T an za n ia t o ac h ie ve a r ob u st a n d i n cl u si ve e co n om ic gr ow th a s th e p ro je ct i s in tr od u ci n g th e id ea o f V al u e C or ri d or [1 ] ap p ro ac h a s op p os e to e xt ra ct iv e[ 2] co rr id or a p p ro ac h w h ic h i s ex is ti n g at t h e m om en t in T an za n ia . T h er ef or e, h av in g th is k in d of p ro je ct w il l s ti m u la te i n d u st ri al d ev el op m en t al on g th e co rr id or a n ch or to w n s as s p ec ifi ed f ro m t im e to t im e T an ga S E Z  F u n d s fo r ou ts ta n d in g co m p en sa ti on  F in an ci n g of P ro je ct i n fr as tr u ct u re  Fe as ib il it y p la n a n d M as te r n ot d on e  D et ai l d es ig n n ot d on e  L an d a n d c om p en sa ti on  C os t fo r on si te a n d o ff si te i n fr as tr u ct u re  Fe as ib il it y st u d y, m as te r p la n a n d c ad as tr al su rv ey  D et ai l d es ig n  D ev el op m en t of T an ga S E Z  O p er at io n al b y Ju n e 20 19  E st im at ed e m p lo ym en t cr ea te d b y 20 20 is 1 00  5 fi rm s at tr ac te d b y 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 134 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C on st ru ct io n o f T an ga A ru sh a M u so m a ra il w it h br an ch es t o M in ji n gu an d E n ga ru ka  P ro je ct fi n an ci n g  Sp ea rh ea d o bt ai n in g of p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n .  P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct  N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d im p le m en ta ti on o f th e p ro je ct .  Fa st t ra ck p ro cu re m en t p ro ce ss f or a cq u is it io n of c on tr ac to rs  In cr ea se i n e ffi ci en cy o f T an ga P or t.  Fa ci li ta te U ga n d a’s i m p or t an d e xp or t tr ad e w it h T an za n ia .  Fa ci li ta te t ra n sp or ta ti on o f so d a as h a n d fe rt il iz er t o th e m ar ke t, f ro m E n ga ru ka an d M in ji n gu r es p ec ti ve ly . C on st ru ct io n o f th e A ru sh a – M u so m a R oa d  P ro je ct fi n an ci n g  L an d c om p en sa ti on  E xp ed it e va lu at io n o f la n d a n d p ro p er ti es se ct io n o f A ru sh a M u so m a  L an d c om p en sa ti on  B oo st e co n om ic a ct iv it ie s … ... km o f ro ad c on st ru ct ed . C on st ru ct io n o f th e L ak e A lb er t (U ga n d a) – T an ga o il p ip el in e  L an d c om p en sa ti on  L ac k of f ea si bi li ty s tu d y  E xp ed it e va lu at io n o f la n d a n d p ro p er ti es se ct io n o f T an za n ia s id e C au st ic S od a R efi n er y P la n t  In co m p le te e n vi ro n m en ta l c le ar an ce  N ot y et i d en ti fi ed d ev el op m en t p ar tn er  L ac k of f ea si bi li ty s tu d y  C om p en sa ti on t o th e re si d en ts  C on st ru ct io n o f th e re fi n er y p la n t fo r ca u st ic so d a  C ar ry o u t fe as ib il it y st u d y  Fe as ib il it y st u d y ca rr ie d o u t  C om p en sa ti on c om p le te d  P la n t fo r ca u st ic s od a co n st ru ct ed  1 m il li on t on s of c au st ic s od a p er y ea r  R ev en u e of 4 00 b il li on p er y ea r M tw ar a D ev el o p m en t co rr id o r M tw ar a SE Z ( Fr ee p or t Z on e)  P ro je ct i n fr as tr u ct u re  F re ep or t Z on e M as te r P la n n in g an d en vi ro n m en ta l a ss es sm en t  E st ab li sh m en t of f ac il it ie s to s er vi ce t h e oi l an d g as e xp lo ra ti on c om p an ie s  C on n ec ti on o f w at er e le ct ri ci ty a n d t o th e p ro je ct a re a  P re p ar at io n o f SE Z M as te r P la n a n d S E A f or th e w h ol e 11 0 H a.  C on st ru ct io n o f on si te i n fr as tr u ct u re o n 1 0 H a. P h as e 1 ar ea  D ev el op m en t of M tw ar a Fr ee p or t Z on e  In cr ea se d p or t ca p ac it y to h an d le a bo u t 15 2 0 M il li on m et ri c to n s p er a n n u m h en ce i n cr ea se d p or t re ve n u e  E xp ec te d n u m be r of fi rm s at tr ac te d i s 8 E st im at ed e m p lo ym en t cr ea te d i s 25 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 135 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s M tw ar a Pe tr o C h em ic al I n d u st ri es C om p le x  D is ta n ce t o M tw ar a p or t an d g as r es er ve s w h ic h i s a cr it ic al r es ou rc e in p et ro ch em ic al in d u st ri es  C on st ru ct io n o f of fs it e an d o n si te in fr as tr u ct u re f ac il it ie s, e sp ec ia lly u ti li ti es li ke w at er , e le ct ri ci ty a n d g as  D ev el op m en t of t h e co m p le x  In je ct io n o f su bs ta n ti al d om es ti c an d fo re ig n d ir ec t in ve st m en ts  E m p lo ym en t cr ea ti on d u ri n g th e co n st ru ct io n p h as e, a s w el l a s op er at io n an d m ai n te n an ce L iq u id at io n o f N at u ra l G as ( L N G )  L ac k of lo ca l c ap ac it y to m an u fa ct u re g as eq u ip m en t an d d ev ic es s u ch a s ga s cy li n d er s, ga s co ok er s an d g as e qu ip m en t.  A cq u is it io n o f L N G p la n t si te a n d re se tt le m en t  Fa ci li ta ti on o f T E M D O t o d ev el op a n d co m m er ci al iz e su it ab le t ec h n ol og ie s/ p ro ce ss es fo r th e m an u fa ct u re o f ga s eq u ip m en t an d d ev ic es .  Id en ti fy s it e fo r re se tt le m en t an d la n d s u rv ey  Su it ab le t ec h n ol og y/ p ro ce ss f or t h e m an u fa ct u re o f ga s eq u ip m en t an d d ev ic es a va il ab le lo ca lly ;  C ap ac it y to m an u fa ct u re g as e qu ip m en t an d d ev ic es e n h an ce d  G as e qu ip m en t an d d ev ic es m an u fa ct u re d lo ca lly .  L N G s it e id en ti fi ed a n d c om p en sa te d  R es et tl em en t su rv ey ed L N G p la n t in L in d i  L ac k of p la n t to p ro ce ss m as si ve d is co ve re d n at u ra l g as  C on st ru ct io n a n d o p er at io n o f of a jo in t on sh or e L iq u efi ed N at u ra l G as p la n t an d as so ci at ed i n fr as tr u ct u re  C on su lt an t fo r n eg ot ia ti on o f th e H os t G ov er n m en t A gr ee m en t (H G A ) h ir ed  N ec es sa ry n eg ot ia ti on c om p le te d  C on st ru ct io n o f L N G p la n t st ar te d b y 20 20 L ig an ga i ro n o re a n d st ee l  C om p en sa ti on s/ r es et tl em en t n ot s ta rt ed  D el ay ed r oa d a n d r ai lw ay c on st ru ct io n  U n re lia bl e so u rc e of p ow er  Se t as id e bu d ge t to fi n al iz e co m p en sa ti on i n  C on st ru ct io n o f ro ad a n d r ai lw ay  O p er at io n al iz at io n o f th e m in e  40 00 d ir ec t jo bs  L ig an ga p ro je ct o p er at io n al b y 20 18 /1 9 SA G C O T  L ac k of s m al lh ol d er f ar m er s ag gr eg at ed i n to co m m er ci al f ar m er o rg an iz at io n s  Sm al l n u m be r of n u cl eu s fa rm s  L ow v al u e ch ai n s in a gr ic u lt u re  L ar ge s ca le N u cl eu s Fa rm s an d S u st ai n ab le A gr ic u lt u re p ro je ct s fi n an ce d b y T A D B  A t le as t 10 la rg e n u cl eu s fa rm s  50 0, 00 0 sm al lh ol d er f ar m er s ag gr eg at ed in to c om m er ci al f ar m er o rg an iz at io n s by 20 20  L en d in g to a t le as t fo u rt ee n v al u e ch ai n s in t h e ei gh t su b se ct or o f fo cu s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 136 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C on st ru ct io n o f ra il w ay li n e fr om M tw ar a M ba m ba ba y (A m el ia ba y) w it h br an ch es to L ig an ga an d M ch u ch u m a 1, 00 0 km s (s td g au ge )  P ro je ct fi n an ci n g  Sp ea rh ea d o bt ai n in g of p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n .  P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct  N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d im p le m en ta ti on o f th e p ro je ct .  Fa st t ra ck p ro cu re m en t p ro ce ss f or a cq u is it io n of c on tr ac to rs  1, 00 0 km s of r ai lw ay c on st ru ct io n f ro m p or t of M tw ar a w it h t h e co al a n d i ro n fi el d s of M ch u ch u m a an d L ig an ga Im p ro vi n g av ai la b il it y an d r el ia b il it y o f el ec tr ic al p ow er K in ye re zi I E xt en si on – 18 5M W g as fi re d p la n t  P ro je ct fi n an ci n g  E xp ed it e n eg ot ia ti on w it h r es p ec ti ve p ro je ct  fi n an ci er s in cl u d in g th e G oT Z  E xp ed it e ex te n si on o f co n tr ac t  18 5 M W a d d ed t o N at io n al G ri d b y Ju n e 20 18 . K in ye re zi I I – 24 0 M W c om bi n ed c yc le ga s fi re d p la n t (p ro je ct fi n an ce d b y th e G oT Z an d J ap an es e B an k fo r In te rn at io n al C oo p er at io n – J B IC )  A va ila bi li ty o f en ou gh w at er f or c om bi n ed cy cl e op er at io n s  W at er p ro je ct fi n an ci n g  T A N E SC O t o u n d er ta ke w at er s u p p ly s tu d y fo r op er at io n o f K in ye re zi I I, I II a n d I V .  T A N E SC O t o fa st t ra ck i m p le m en ta ti on o f w at er s u p p ly p ro je ct  2 40 M W a d d ed t o th e N at io n al G ri d b y Ju n e 20 19 . K in ye re zi I II – 60 0M W c om bi n ed cy cl e ga s fi re d p la n t, to b e im p le m en te d as P P P p ro je ct i n tw o p h as es ( p h as e I 30 0M W )  P ro je ct fi n an ci n g  T re as u ry R eg is tr ar t o ap p ro va l J oi n t V en tu re A gr ee m en t  T A N E SC O t o ex p ed it e n eg ot ia ti on s of P P A w it h P ar tn er s  E xp ed it e P ro je ct I m p le m en ta ti on A gr ee m en t.  30 0 M W a d d ed t o N at io n al G ri d b y Ju n e 20 20 K in ye re zi I V – 33 0M W c om bi n ed cy cl e ga s fi re d p la n t, to b e im p le m en te d a s P P P p ro je ct  P ro je ct fi n an ci n g  T re as u ry R eg is tr ar t o ap p ro ve J oi n t V en tu re  A gr ee m en t an d s h ar eh ol d in g ag re em en t  Fa st t ra ck f ea si bi li ty s tu d y to b e ap p ro ve d b y M in is te r fo r F in an ce a n d P la n n in g.  33 0 M W a d d ed t o N at io n al G ri d b y 20 20 . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 137 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Si n gi d aG eo w in d P h as e I – M W 5 0 w in d p la n t, S in gi d a  P ro je ct fi n an ci n g  N D C f ai le d t o se cu re lo an  Im p le m en t th e p ro je ct a s P P P.  50 M W a d d ed t o N at io n al G ri d b y Ju n e 20 18 . K il w a E n er gy P h as e 1 – 21 0 M W g as fi re d p la n t, S om an ga F u n gu – K il w a  P ro je ct fi n an ci n g  G ov er n m en t gu ar an te e is n ee d ed t o al lo w so u rc in g of f u n d s fr om p ro sp ec ti ve b an ks i .e . D B SA  C on cl u d e P ro je ct I m p le m en ta ti on A gr ee m en t  C on cl u d e G as S u p p ly A gr ee m en t  21 0M W a d d ed t o n at io n al g ri d b y 20 18 . M al ag ar as i 44 .7 M W h yd ro p ow er p la n t – M al ag ar as i ri ve r K ig om a  P ro je ct fi n an ci n g  P re p ar at io n o f te n d er d oc u m en t  So li ci ti n g fu n d s  44 .7 M W a d d ed t o th e n at io n al g ri d a n d K ig om a re gi on c on n ec te d t o th e gr id b y 20 20 K ak on o 87 M W h yd ro p ow er p la n t – K ag er ar iv er  P ro je ct fi n an ci n g  P re p ar at io n o f te n d er d oc u m en t  So li ci ti n g fu n d s  87 M W a d d ed t o th e n at io n al g ri d b y 20 20 20 0M W c oa l fi re d p ow er p la n t – K iw ir aM be ya  P ro je ct fi n an ci n g  ST A M IC O t o u n d er ta ke t h e fe as ib il it y st u d y  20 0M W a d d ed t o th e n at io n al g ri d b y 20 20 N ga ka 4 00 M W c oa l fi re d p ow er p la n t – N ga ka R u vu m a  P ro je ct fi n an ci n g  U n d er ta ke f ea si bi li ty s tu d y fo r 20 0M W p h as e I an d 2 20 kV t ra n sm is si on f ro m N ga ka to S on ge a  N D C a n d T A N C O A L t o m ob il iz e fu n d s  N eg ot ia ti on f or P P A w it T E N E SC O  40 0M W a d d ed t o th e n at io n al g ri d b y 20 20 M ch u ch u m a 60 0M W co al fi re d p ow er p la n t – N jo m be  P ro je ct fi n an ci n g  F u n d m ob il iz at io n  Ø 6 00 M W a d d ed t o th e n at io n al g ri d b y 20 20 N eg ot ia ti on f or P P A w it h T E N E SC O NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 138 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C on st ru ct io n o f R u su m o 80 M W h yd ro p ow er p la n t to be e qu al ly s h ar ed b y T an za n ia , B u ru n d i an d R w an d a.  C om p en sa ti on o f P ro je ct A ff ec te d P eo p le s  F in an ci n g se cu re d f ro m W or ld B an k fo r p ow er p la n t co n st ru ct io n  F in an ci n g se cu re d f ro m A fD B f or co n st ru ct io n o f tr an sm is si on li n e fr om R u su m o to N ya ka n az i su bs ta ti on  27 M W a d d ed t o th e N at io n al G ri d a n d p ow er t ra d e be tw ee n t h re e co u n tr ie s T an za n ia , R w an d a an d B u ru n d i at ta in ed by J u n e 20 20 . D ev el op m en t of G eo th er m al a n d N go zi 20 0M W G eo th er m al p la n t, N go zi – M be ya  P ro je ct fi n an ci n g  G ov er n m en t to fi n an ce t h e d ee p w el ls d ri lli n g p h as e to e st ab li sh s te am r es er vo ir p ro p er ti es  E xp ed it e P P P p ro ce ss t o ac qu ir e p ri va te p ar tn er .  20 0M W t o be a tt ai n ed b y 20 20 R u ra l e le ct ri fi ca ti on p ro je ct s u n d er R E A (c om p le ti on o f T u rn ke y P h as eI I an d co m m en ce m en t of I II )  P ro je ct fi n an ci n g  R in g fe n ci n g p et ro le u m le vy  In cr ea se e le ct ri ci ty c h ar ge /l ev y fr om 3 % t o 5% a s re qu ir ed b y la w  E le ct ri ci ty c on n ec ti on le ve l i n u rb an a n d ru ra l i n cr ea se d a t le as t 50 % a n d a cc es s in cr ea se d a t le as t 75 % . D ar – T an ga A ru sh a 40 0k V , k m 6 82  P ro je ct fi n an ci n g  co m p en sa ti on o f w ay le av e  E xp ed it e fi n an ci al n eg ot ia ti on s w it h E xi m B an k of c h in a.  E xp ed it e p ay m en t of c om p en sa ti on f or P ro je ct A ff ec te d P eo p le s in o rd er t o ac qu ir e w ay le av e  E xp ed it e p ro cu re m en t of c on su lt an t  E va cu at io n o f p ow er f ro m D ar t o T an ga an d A ru sh ar eg io n s by J u n e 20 20 . T h e p ro je ct w il l e n h an ce a va il ab il it y of re li ab le p ow er i n t h e re gi on s. Si n gi d a – A ru sh a N am an ga 4 00 kV , k m 41 4  C om p en sa ti on o f w ay le av e  va lu at io n a n d c om p en sa ti on s h ou ld b e fa st tr ac ke d  E va cu at io n o f p ow er f ro m S in gi d a to N am an ga v ia A ru sh a al so t h e p ro je ct w il l en h an ce a va il ab il it y of r el ia bl e p ow er i n th e re gi on s an d e n h an ce r eg io n al p ow er tr ad in g. So m an ga fu n gu K in ye re zi 4 00 kV , k m 20 3  P ro je ct fi n an ci n g  fa st t ra ck fi n an ci n g n eg ot ia ti on w it h T an za n ia In ve st m en t B an k (T IB )  U p gr ad e fe as ib il it y st u d y fr om 2 20 kV t o 40 0K v  T h e p ro je ct w il l e n ab le e va cu at io n o f p ow er p ro d u ce d b y K il w a E n er gy ( an in d ep en d en t p ow er p ro d u ce r) a n d f u tu re ga s to p ow er g en er at io n t o re ac h n at io n al gr id a t K in ye re zi C om p le x. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 139 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s M ak am ba ko – S on ge a 22 0k V , k m 2 50  U n ti m el y re le as e of f u n d s is su ed b y Si d a an d co u n te rp ar t fu n d s  E xp ed it e ti m el y re le as e of f u n d s.  T h e p ro je ct i s ex p ec te d t o co n n ec t th e R u vu m a R eg io n t o th e n at io n al g ri d b y Ju n e 20 17 . N or th W es t G ri d 40 0K v –M be ya – Su m ba w an ga – N ya ka n az i – K ig om a, km 1 ,1 48  P ro je ct fi n an ci n g  U p gr ad e fe as ib il it y st u d y fr om 2 20 kV t o 40 0k V  E xp ed it e p ro je ct fi n an ci al n eg ot ia ti on s.  T h e p ro je ct w il l e n ab le t h e re gi on s of K at av i, R u kw a an d K ig om a to h av e re li ab le p ow er s u p p ly w h ic h i s ve ry cr u ci al i n p u t fo r in d u st ri al d ev el op m en t. C h al in ze D od om a 40 0k V , k m 3 50  P ro je ct fi n an ci n g  Fa st t ra ck f ea si bi li ty s tu d y  E xp ed it e fi n an ci al n eg ot ia ti on s.  P ay m en t of c om p en sa ti on  T h e p ro je ct i s ex p ec te d t o ev ac u at e p ow er f ro m K in ye re zi p ow er p la n ts t o lo ad c en tr es h en ce p ro vi d e re li ab le p ow er su p p ly i n t h e re gi on s of M or og or o an d D od om a. B u ly an h u lu – G ei ta – N ya ka n az i 22 0k V , k m 19 9  P ro je ct fi n an ci n g  E xp ed it e co m p en sa ti on o f p ro je ct a ff ec te d p eo p le .  E va cu at io n o f p ow er f ro m B u ly an h u lu – G ei ta – N ya ka n az i an d R u ra l E le ct ri fi ca ti on f or 1 5 vi lla ge s in G ei ta D is tr ic t M as s tr ai n in g fo r d ev el o p m en t o f ra re a n d s p ec ia li ze d s k il ls f o r in d u st ri al iz at io n a n d h u m an d ev el o p m en t C om p le ti on a n d op er at io n al iz at io n of M lo n ga n zi la a n d D od om a Sc h oo ls o f M ed ic in e St re n gt h en in g th e tr ai n in g an d sc h ol ar sh ip p ro vi si on fu n d f or s ci en ti st s, en gi n ee rs a n d o th er ra re p ro fe ss io n al is m s;  In cr ea si n g n u m be r of s tu d en ts w h o n ee d lo an s fo r h ig h er e d u ca ti on t h ro u gh L oa n B oa rd  R ap id c h an ge o f te ch n ol og y  Sh or ta ge o f le ct u re rs i n u n iv er si ti es  E n h an ce L oa n B oa rd t o co n ti n u e is su in g lo an s fo r h ig h er e d u ca ti on  E xp an d u se o f ad va n ce d I C T t ec h n ol og y  T ra in m or e le ct u re r fo r d if fe re n t co u rs es  E li gi bl e st u d en ts f ac il it at ed w it h lo an s fo r h ig h er e d u ca ti on  IC T i n fr as tr u ct u re e n h an ce d  In cr ea se d n u m be r of le ct u re rs NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 140 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s In cr ea si n g bu d ge t al lo ca ti on f or r es ea rc h an d d ev el op m en t ac ti vi ti es  L ow le ve l o f sk il ls a n d c om p et en ce t o ca te r fo r in d u st ri al iz at io n  L im it ed P ro d u ct a n d s er vi ce d ev el op m en t an d t es ti n g fo r m ar ke ts .  sh or ta ge o f fu n d s fo r R & D  In cr ea se d i n ve st m en t in h u m an c ap ac it y bu il d in g at a ll le ve ls i n a cc or d an ce w it h th e N at io n al S ki lls D ev el op m en t St ra te gy (N SD S)  In ve st m en t an d m ar ke ti n g  in cr ea se t h e bu d ge t al lo ca ti on f or R & D ac ti vi ti es  C om p et en t an d c om p et it iv e w or k/ la bo u r fo rc e, d ev el op ed .  In cr ea se d q u al it y an d s ta n d ar d s of p ro d u ct s an d s er vi ce s re ad il y av ai la bl e fo r m ar ke t.  In cr ea se d n u m be r of i n n ov at io n s  in cr ea se i n n u m be r of R & D a ct iv it ie s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 141 A N N E X B : SP E C IF IC S E C T O R I N T E R V E N T IO N S T ab le B 1 : M an u fa ct u ri n g Su b se ct o r St ra te gi c In te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s SE Z /E P Z s st ra te gi c in te rv en ti o n s B ag am oy o SE Z • F u n d s fo r ou ts ta n d in g co m p en sa ti on • F u n d s fo r re se tt le m en t of P an d e an d Z in ga re si d en ce s • F in an ci n g of s u p p or ti n g in fr as tr u ct u re , P or t an d P or ts id e In d u st ri al Z on es • F u n d s to f ac il it at e Jo in t W or ki n g T ea m a n d Jo in t T as k Fo rc e fo r B ag am oy o SE Z • L an d a cq u is it io n a n d c om p en sa ti on • R es et tl em en t of P an d e an d Z in ga R es id en ce • C on st ru ct io n o f su p p or ti n g in fr as tr u ct u re • C on st ru ct io n s of P or t In fr as tr u ct u re • Fa ci li ta ti on o f JW T a n d J T F • D ev el op m en t of P or ts id e In d u st ri al Z on e an d M be ga n i Se a p or t • P or t co n st ru ct io n t o st ar t by J an u ar y 20 17 a n d a cc om p li sh ed b y 20 20 • C om p en sa ti on o f 98 ,0 0h a. • Po rt s id e In d u st ri al z on e fu lly o p er at io n al by 2 02 0. • E m p lo ym en t e st im at ed a t 20 ,0 00 b y D ec em be r 20 20 • E st im at ed i n ve st m en t p ro je ct s (f ac to ri es ) to b e at tr ac te d b y 20 20 i s 10 K u ra si n i L og is ti cs C en tr e • F u n d s fo r ou ts ta n d in g co m p en sa ti on , d em ol it io n , c le ar an ce a n d c h ai n li n k fe n ci n g • Su rv ey a n d p ro ce d u re s fo r re gi st ra ti on o f T it le D ee d • P ro je ct i n fr as tr u ct u re • L an d a cq u is it io n a n d c om p en sa ti on , d em ol it io n , c le ar an ce a n d c h ai n li n k fe n ci n g • R eg is tr at io n o f T it le D ee d • D ev el op m en t of K u ra si n i L og is ti cs C en tr e • O p er at io n al b y Ju n e 20 18 . • 20 lo ca l i n d u st ri es s el l i n to t h e zo n e by D ec em be r 20 20 • 20 00 E m p lo ym en t M tw ar a SE Z ( Fr ee p or t Z on e) • P ro je ct i n fr as tr u ct u re • Fr ee p or t Z on e M as te r P la n n in g an d en vi ro n m en ta l a ss es sm en t • E st ab lis h m en t of f ac il it ie s to s er vi ce t h e oi l an d g as e xp lo ra ti on c om p an ie s • C on n ec ti on o f w at er e le ct ri ci ty a n d t o th e p ro je ct a re a • P re p ar at io n o f SE Z M as te r P la n a n d S E A f or th e w h ol e 11 0 H a. • C on st ru ct io n o f on si te i n fr as tr u ct u re o n 1 0 H a. P h as e 1 ar ea • D ev el op m en t of M tw ar a Fr ee p or t Z on e • I n cr ea se d p or t ca p ac it y to h an d le a bo u t 15 2 0 M il li on m et ri c to n s p er a n n u m h en ce i n cr ea se d p or t re ve n u e • E xp ec te d n u m be r of fi rm s at tr ac te d i s 8 E st im at ed e m p lo ym en t cr ea te d i s 25 0 K ig om a SE Z • F u n d s fo r ou ts ta n d in g co m p en sa ti on • F in an ci n g of P ro je ct i n fr as tr u ct u re • L an d c om p en sa ti on • C on st ru ct io n o f P ro je ct i n fr as tr u ct u re • D et ai l d es ig n o f p ro je ct i n fr as tr u ct u re • D ev el op m en t of K ig om a SE Z O p er at io n al b y Ju n e 20 19 E xp ec te d n u m be r of fi rm s at tr ac te d i s 5 • E st im at ed e m p lo ym en t cr ea te d i s 20 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 142 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s T an ga S E Z • F u n d s fo r ou ts ta n d in g co m p en sa ti on • F in an ci n g of P ro je ct i n fr as tr u ct u re • Fe as ib ili ty p la n a n d M as te r n ot d on e • D et ai l d es ig n n ot d on e • L an d a n d c om p en sa ti on • C os t fo r on si te a n d o ff si te i n fr as tr u ct u re • Fe as ib il it y st u d y, m as te r p la n a n d c ad as tr al su rv ey • D et ai l d es ig n • D ev el op m en t of T an ga S E Z • O p er at io n al b y Ju n e 20 19 • E st im at ed e m p lo ym en t cr ea te d b y 20 20 is 1 00 • 5 fi rm s at tr ac te d b y 20 20 R u vu m a SE Z • F u n d s fo r ou ts ta n d in g co m p en sa ti on • Fe as ib il it y st u d y an d M as te r p la n n ot d on e • F in an ci n g of P ro je ct i n fr as tr u ct u re • D et ai l d es ig n n ot d on e • P ro je ct i n fr as tr u ct u re n ot d on e • L an d a n d c om p en sa ti on • Fe as ib il it y st u d y, m as te r p la n a n d c ad as tr al su rv ey • C os t fo r on si te a n d o ff si te i n fr as tr u ct u re • D ev el op m en t of R u vu m a SE Z • O p er at io n al b y Ju n e 20 19 • E xp ec te d N u m be r of fi rm s at tr ac te d i s 2 • E st im at ed e m p lo ym en t cr ea te d i s 10 0 M ar a SE Z • F u n d s fo r ou ts ta n d in g co m p en sa ti on • Fe as ib il it y st u d y an d M as te r p la n n ot d on e • F in an ci n g of P ro je ct i n fr as tr u ct u re • D et ai l d es ig n n ot d on e • P ro je ct i n fr as tr u ct u re n ot d on e • D et ai l d es ig n • C os t fo r P ro je ct i n fr as tr u ct u re • In ve st m en t b y P ri va te S ec to r in M ar a SE Z • R eg is tr at io n o f T it le D ee d • O p er at io n al b y Ju n e 20 18 • E xp ec te d N u m be r of fi rm s at tr ac te d i s 10 • E st im at ed e m p lo ym en t cr ea te d i s 50 0 M an yo n i SE Z • F u n d s fo r ou ts ta n d in g co m p en sa ti on • Fe as ib il it y p la n a n d M as te r n ot d on e • D et ai l d es ig n n ot d on e • P ro je ct i n fr as tr u ct u re n ot d on e • L an d a n d c om p en sa ti on • Fe as ib il it y st u d y, m as te r p la n a n d c ad as tr al su rv ey • D et ai l d es ig n • P ro je ct i n fr as tr u ct u re • In ve st m en t b y P ri va te S ec to r in M ar a SE Z • O p er at io n al b y Ju n e 20 20 • E xp ec te d N u m be r of fi rm s at tr ac te d i s 1 • E st im at ed e m p lo ym en t cr ea te d i s 20 In d u st ri al P ar k s In te rv en ti o n s T an ga K an ge • L ac k of I n d u st ri al P ar k in fr as tr u ct u re s u ch ad m in o ffi ce , s ew ag e sy st em , i n te rn al r oa d s, co m m u n ic at io n f ac il it ie s, s ta bl e p ow er co n n ec ti on s, e tc . • F u n d m ob il iz at io n / p ro vi si on b u d ge t fo r co n st ru ct io n o f in fr as tr u ct u re f or t h e p ar k • In d u st ri al p lo ts w it h a ss oc ia te d b as ic in fr as tr u ct u re i n p la ce t o at tr ac t d ev el op er s an d o p er at or s. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 143 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s K il im an ja ro M ac h in e T oo ls C om p an y( K M T C ) • C om m er ci al p ro d u ct io n s to p p ed s in ce 19 89 • M ac h in es a re i n g oo d c on d it io n s th ou gh ob so le te a s te ch n ol og y h as c h an ge d tr em en d ou sl y • Po te n ti al i n ve st or s to i n ve st o n 2 30 h a n ot ye t se cu re d • L ac k of d es ig n a n d c ad as tr al s u rv ey / p lo ts d em ar ca ti on d u e to u n av ai la bi li ty o f fu n d • U n av ai la bi lit y of I n d u st ri al P ar k in fr as tr u ct u re s u ch a d m in o ffi ce , w at er , s ew ag e sy st em , i n te rn al r oa d s, co m m u n ic at io n f ac il it ie s, s ta bl e p ow er co n n ec ti on s, e tc . • R eh ab il it at e bu il d in gs a n d o th er a ss oc ia te d in fr as tr u ct u re • C ar ry in g ou t re p ai r an d m ai n te n an ce o f m ac h in es a n d e qu ip m en t as p er p ro d u ct io n te ch n ol og ic al r oo ts , • B u il d n ew i n d u st ry o n a r es er ve d la n d o f 23 0 h a • Se ek p ot en ti al i n ve st or f or d ev el op m en t of th e K M T C u n d er P P P a rr an ge m en ts • In d u st ri al p lo ts w it h a ss oc ia te d b as ic in fr as tr u ct u re i n p la ce t o at tr ac t d ev el op er s an d o p er at or s. • O p er at io n al b y 20 17 • D ev el op ed d ow n st re am i n d u st ri es t h at ca n b e im p le m en te d t o se cu re f u rt h er be n efi ts f ro m L ig an ga i ro n o re a n d s te el lo n g p ro d u ct s • D em ar ca te d p lo ts f or i n d u st ri es co n st ru ct io n s • In d u st ri al c lu st er d em ar ca ti on i n t h e p ar k D ev el op m en t of In d u st ri al P ar ks (M tw ar a, L in d i, So n ge a, S u m ba w an ga , D od om a, S in gi d a, Sh in ya n ga , K ag er a, M ar a, M an ya ra , N jo m be , K at av i, G ei ta , Si m iy u a n d M or og or o) • In ve st or t o d ev el op t h e ar ea n ot y et s ec u re d • L ac k of I n d u st ri al P ar k in fr as tr u ct u re s u ch ad m in o ffi ce , s ew ag e sy st em , i n te rn al r oa d s, co m m u n ic at io n f ac ili ti es , s ta bl e p ow er co n n ec ti on s, e tc . • D ev el op m en t of b as ic i n fr as tr u ct u re ( ro ad w or ks a n d d ra in ag e sy st em , w at er s u p p ly sy st em , e le ct ri ci ty a n d s ec u ri n g th e ar ea ) i n th e ar ea s id en ti fi ed • C on st ru ct io n o f w or ki n g sh ed s/ bu si n es s p re m is es : • C on st ru ct io n o f 5 op er at io n al o ffi ce s • In d u st ri al p ar k in fr as tr u ct u re i n p la ce t o at tr ac t d ev el op er s an d o p er at or s. • W or ki n g sh ed s/ bu si n es s p re m is es i n p la ce by 2 02 0 • O p er at io n al o ffi ce s in p la ce b y 20 20 C ap ac it y en h an ce m en t fo r T E M D O t o d ev el op s u it ab le te ch n ol og ie s (m ac h in er y, e qu ip m en t an d d ev ic es ). • L ac k of lo ca l c ap ac it y to m an u fa ct u re m ac h in er y, e qu ip m en t an d d ev ic es f or u se i n p ro d u ct io n a ct iv it ie s • W or n o u t in fr as tr u ct u re a n d o u td at ed R es ea rc h a n d T ec h n ol og y D ev el op m en t fa ci li ti es • U n d er fu n d in g of R & D a ct iv it ie s • L ac k of s ki lle d a n d c om p et en t h u m an re so u rc e • R eh ab il it at io n a n d u p gr ad in g of R & D in fr as tr u ct u re a n d f ac il it ie s • In cr ea se R & D b u d ge t fo r p ro to ty p e d ev el op m en t • T ra in in g of p er so n n el i n r es ea rc h , d es ig n a n d te ch n ol og y d ev el op m en t • T ec h n ol og y tr an sf er t o lo ca l m an u fa ct u ri n g SM E s • M od er n R & D i n fr as tr u ct u re a n d fa ci li ti es a va il ab le • A d eq u at e bu d ge t fo r p ro to ty p e d ev el op m en t av ai la bl e • Sk il le d a n d c om p et en t h u m an r es ou rc e av ai la bl e fo r te ch n ol og y d ev el op m en t an d t ra n sf er • S u it ab le t ec h n ol og ie s (m ac h in er y, eq u ip m en t an d d ev ic es ) av ai la bl e fo r th e in d u st ri al p ar k in ve st or s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 144 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s D om es ti c C ap ac it y to u ti li ze i ro n a n d s te el U n av ai la bi li ty o f la rg e si ze f ou n d ri es • L ac k of c ok in g co al • In ad eq u at e sk il le d p er so n n el • Sc ar ce i ro n r aw m at er ia ls f or s m el ti n g • L ow q u al it y an d p ro d u ct iv it y of m an u fa ct u ri n g se ct or . • E st ab li sh 3 C om p re h en si ve f ou n d ri es a t L ig an ga , N yu m bu a n d K M T C w it h … to n n ag es • E st ab li sh c ok in g co al p la n t fo r co ke c oa l p ro d u ct io n • E n h an ce t ra in in g to m et al lu rg is ts r el at ed sk il ls • Fa st t ra ck in g es ta bl is h m en t of m et al lu rg ic al co m p le x • Fo u n d ri es o f at N yu m bu , K M T C a n d L ig an ga • C ok in g c oa l p la n t a t L ig an ga / N ga ka • L ig an ga m et al lu rg ic al c om p le x op er at io n al b y 20 19 /2 0 w it h t h an 1 m il li on t on s p er y ea r. St re n gt h en in g m an u fa ct u ri n g en te rp ri se s th ro u gh q u al it y an d p ro d u ct iv it y im p ro ve m en t (K A IZ E N ) p h as e II • D el ay i n i m p le m en ta ti on o f P h as e I • T h e co n ti n u ou s in te rv en ti on t h ro u gh im p le m en ta ti on f or u p gr ad in g th e T an za n ia ’s K A IZ E N m ov em en t to t h e n ex t st ag e. • T an za n ia ’s K A IZ E N m ov em en t im p ro ve d to t h e n ex t st ag e by 2 02 0. Im p ro ve m en t SM E s ac ce ss t o in d u st ri al in fr as tr u ct u re i n M tw ar a, L in d i, So n ge a, S u m ba w an ga , D od om a, S in gi d a, Sh in ya n ga , K ag er a M ar a, M an ya ra , N jo m be , K at av i, G ei ta , Si m iy u a n d M or og or o • L ac k of I n d u st ri al P ar k in fr as tr u ct u re s u ch op er at io n al o ffi ce s, d ra in ag e sy st em , i n te rn al ro ad s, c om m u n ic at io n f ac il it ie s, s ta bl e p ow er c on n ec ti on s, e tc • D ev el op m en t of b as ic i n fr as tr u ct u re ( ro ad , d ra in ag e sy st em , w at er s u p p ly s ys te m , el ec tr ic it y an d s ec u ri n g th e ar ea ) • C on st ru ct io n o f w or ki n g sh ad es /b u si n es s p re m is es • C on st ru ct io n o f op er at io n al o ffi ce • B as ic i n fr as tr u ct u re ( ro ad , d ra in ag e sy st em , w at er s u p p ly s ys te m , e le ct ri ci ty ) in st al le d b y 20 20 . • A re a fo r d ev el op in g SM E s se cu re d • W or ki n g sh ed s/ bu si n es s p re m is es i n p la ce b y 20 20 • O p er at io n al o ffi ce s in p la ce b y 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 145 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Fa ci li ta ti on o f te ch n ol og y tr an sf er • Sc ar ci ty o f t ec h n ol og y d ev el op m en t ce n te rs in D ar e s sa la am a n d M ar a • L ow c ap ac it y of t h e ex is ti n g T D C s in Sh in ya n ga L in d i, I ri n ga , m be ya , A ru sh a an d M os h i • E st ab li sh m en t of n ew t ec h n ol og y d ev el op m en t ce n te rs i n D ar e s Sa la am , Si n gi d a, M ar a an d s tr en gt h en in g se ve n ex is it in g T D C s of S h in ya n ga L in d i, I ri n ga ,M be ya , A ru sh a an d M os h i • D ev el op m en t of i n cu ba ti on s in D ar es s al aa m , S in gi d a, A ru sh a, L in d i , Ir in ga Sh in ya n ga , R u kw a, a n d M w an za f or p ro m ot io n o f te ch n ol og y an d i n n ov at io n • E st ab li sh n ew t ec h n ol og y d ev el op m en t ce n te rs i n D ar e s sa la am a n d M ar a by 20 20 • Se ve n e xi st ed T D C s of S h in ya n ga , L in d i, m be ya , A ru sh a an d M os h i st re n gt h en ed by 2 02 0 • E n h an ce ca p ac it ie s of t h e ex is ti n g bu si n es s in fo rm at io n a n d SM E p ro d u ct s d is p la y ce n te rs i n al l r eg io n s • W or n o u t of e xi st in g bu il d in g st ru ct u re s • L ac k of i n fo rm at io n c ol le ct io n a n d d et er m in at io n f ac il it ie s • R en ov at io n o f 25 e xi st in g bu il d in g st ru ct u re s • P u rc h as e an d i n st al l i n fo rm at io n c ol le ct io n an d d et er m in at io n f ac il it ie s • 25 b u il d in g st ru ct u re s re h ab il it at ed b y 20 20 • In fo rm at io n c ol le ct io n a n d d et er m in at io n f ac il it ie s in st al le d b y 20 20 • Im p le m en t on e D is tr ic t on e p ro d u ct s tr at eg y • W ea k or la ck in g b u si n es s or ga n iz at io n st ru ct u re t o co lla bo ra te w it h • L ow e n tr ep re n eu rs h ip a n d b u si n es s ac u m en • R ev ie w d is tr ic ts p ro fi le s an d d ev el op t ec h n o ec on om ic p ro fi le s • Fa ci li ta te e st ab li sh m en t of n ew s m al l s ca le in d u st ri es • … ..d is tr ic ts p ro fi le a n d d ev el op m en t of te ch n o ec on om ic p ro fi le b y 20 20 • … … N ew s m al l s ca le i n d u st ri es es ta bl is h ed b y 20 20 • SM E s ac ce ss t o fi n an ce • H ig h fi n an ci al i m p li ca ti on I t er m s of w or ki n g ca p it al a n d p er so n n el • L ac k of fi n an ce t o SM E s en te rp ri se • Fa ci li ta te S M E s to a tt ai n T F D A a n d T B S st an d ar d r eq u ir em en t • E n h an ce S M E s cr ed it g u ar an te e sc h em e (N E D F ) • SM E s m et S ta n d ar d r eq u ir em en t of T F D A a n d T B S m et b y 20 20 • SM E s cr ed it g u ar an te e sc h em e en h an ce d by 2 02 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 146 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • C om m er ci al iz at io n of T an za n ia A u to m ot iv e T ec h n ol og y C en tr e (N yu m bu ) • W or n o u t in fr as tr u ct u re a n d o u td at ed R D te ch n ol og y ca p ac it ie s • U n d er fu n d in g of R & D a ct iv it ie s • U n ti tl ed la n d • A gi n g ou t sk il le d a n d c om p et en t h u m an re so u rc e • F ai lu re t o co m m er ci al iz e d ev el op ed au to m ot iv e te ch n ol og ie s • R eh ab il it at io n o f in fr as tr u ct u re a n d u p gr ad in g R & D t ec h n ol og y ca p ac it ie s • In cr ea se R & D b u d ge t • T it li n g of la n d • R ec ru it m en t an d t ra in in g of p er so n n el • So u th S ou th C or p or at io n p ro gr am m e • P P P f or a u to m ot iv e as se m bl y • Im p ro ve d i n fr as tr u ct u re • R & D la bo ra to ry i n p la ce b y 20 20 • A n ew f ou n d ry i n p la ce b y 20 20 • L an d t it le a cq u ir ed • A p oo l o f sk il le d a n d p er so n n el p ro fe ss io n al c om p et en ce • T ec h n ol og y tr an sf er a n d a ss im il at io n • T ec h n ol og ie s d is se m in at ed t o SM E s by 20 20 • D es ig n la yo u t of t h e as se m bl y p la n t • A ss em bl y p la n t re n ov at ed b y 20 20 • C om m er ci al iz at io n o f N yu m bu T ru ck b y 20 20 G en er al T yr e (A ru sh a) • W or n o u t p la n t as so ci at ed in fr as tr u ct u re a n d ou td at ed t yr e m an u fa ct u ri n g te ch n ol og y • U n av ai la bi li ty o f fu n d s to r ev iv e an d m od er n iz e th e ty re m an u fa ct u ri n g p la n t • R ep la ce m en t of o u td at ed e qu ip m en t an d m ac h in es • F u n d m ob il iz at io n f or c om p le te ly r ev iv al a n d m od er n iz at io n o f th e ty re m an u fa ct u ri n g p la n t. • R es u m e an d i n cr ea se c ap ac it y of t yr e p ro d u ct io n i n t h e co u n tr y • R ed u ce f or ei gn e xp en d it u re t o im p or t ty re s • G ro w th o f in d u st ri al s ec to r fo r co n tr ib u ti on t o G D P • C re at e em p lo ym en t an d t ec h n ol og y tr an sf er t o T an za n ia n C A M A R T E C A ru sh a • In ad eq u at e of a gr ic u lt u ra l i n p u ts r el at ed in d u st ri es • C on st ru ct io n o f tr ac to rs a n d a gr ic u lt u ra l to ol s • In cr ea se i n a gr ic u lt u ra l i n p u ts T ra ct or s as se m bl y p la n t (T A M C O – K ib ah a) • Sh or ta ge o f tr ac to rs a ss em bl y p la n ts • A ss em bl in g tr ac to rs w h ic h w il l b e u se d i n su p p or ti n g ag ri cu lt u ra l g ro w th • In cr ea se t h e n u m be r of t ra ct or s in t h e m ar ke t M ot or cy cl es A ss em bl y P la n t • D is ta n ce o f th e si te f ro m t h e ba si c in fr as tr u ct u re s • C on n ec ti on o f ba si c in fr as tr u ct u re t o th e si te In st al la ti on • In st al la ti on o f st ep d ow n t ra n sf or m er f ro m 11 kV t o 40 0V • 2 00 n at io n al s w il l b e em p lo ye d in cl u d in g en gi n ee rs , t ec h n ic ia n s, m ar ke te rs , s al es p er so n s, a n d o th er su p p or ti n g st af fs . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 147 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s P et ro a n d c h em ic al I n d u st ri es S tr at eg ic C h o ic es L iq u id at io n o f N at u ra l G as ( L N G ) • L ac k of lo ca l c ap ac it y to m an u fa ct u re g as eq u ip m en t an d d ev ic es s u ch a s ga s cy li n d er s, ga s co ok er s an d g as e qu ip m en t. • A cq u is it io n o f L N G p la n t si te a n d re se tt le m en t • Fa ci li ta ti on o f T E M D O t o d ev el op a n d co m m er ci al iz e su it ab le t ec h n ol og ie s/ p ro ce ss es fo r th e m an u fa ct u re o f ga s eq u ip m en t an d d ev ic es . • Id en ti fy s it e fo r re se tt le m en t an d la n d s u rv ey • Su it ab le t ec h n ol og y/ p ro ce ss f or t h e m an u fa ct u re o f ga s eq u ip m en t an d d ev ic es a va il ab le lo ca lly ; • C ap ac it y to m an u fa ct u re g as e qu ip m en t an d d ev ic es e n h an ce d • G as e qu ip m en t an d d ev ic es m an u fa ct u re d lo ca lly . • L N G s it e id en ti fi ed a n d c om p en sa te d • R es et tl em en t su rv ey ed L N G p la n t in L in d i • L ac k of p la n t to p ro ce ss m as si ve d is co ve re d n at u ra l g as • C on st ru ct io n a n d o p er at io n o f of a jo in t on sh or e L iq u efi ed N at u ra l G as p la n t an d as so ci at ed i n fr as tr u ct u re • C on su lt an t fo r n eg ot ia ti on o f th e H os t G ov er n m en t A gr ee m en t (H G A ) h ir ed • N ec es sa ry n eg ot ia ti on c om p le te d • C on st ru ct io n o f L N G p la n t st ar te d b y 20 20 M tw ar a Pe tr o C h em ic al I n d u st ri es C om p le x • D is ta n ce t o M tw ar a p or t an d g as r es er ve s w h ic h i s a cr it ic al r es ou rc e in p et ro ch em ic al in d u st ri es • C on st ru ct io n o f of fs it e an d o n si te in fr as tr u ct u re f ac il it ie s, e sp ec ia lly u ti li ti es li ke w at er , e le ct ri ci ty a n d g as • D ev el op m en t of t h e co m p le x • In je ct io n o f su bs ta n ti al d om es ti c an d fo re ig n d ir ec t in ve st m en ts • E m p lo ym en t cr ea ti on d u ri n g th e co n st ru ct io n p h as e, a s w el l a s op er at io n an d m ai n te n an ce Pe tr oc h em ic al la bo ra to ry a t T IR D O • T h er e is n o sp ec ia li ze d la bo ra to ry f or t h e p et ro ch em ic al i n d u st ry i n T an za n ia • M os t of t h e p et ro ch em ic al p ro d u ct s e. g. fe rt il iz er s n ee d t ai lo re d q u al it y as su ra n ce se rv ic es t o en su re q u al it y p ro d u ct s to m ee t bo th n at io n al a n d i n te rn al s ta n d ar d re qu ir em en ts • E st ab li sh a n a cc re d it ed p et ro ch em ic al la bo ra to ry a t T IR D O • E st ab li sh d at ab as e fo r n u tr ie n t re qu ir em en t in e ac h a gr ic u lt u ra l z on es • E st ab li sh q u al it y as su ra n ce s ys te m s in p et ro ch em ic al f ac to ri es • Sp ec ia li ze d a cc re d it ed p et ro ch em ic al la bo ra to ry a t T IR D O b y 20 18 . • D at a ba se o n n u tr ie n t re qu ir em en t in a ll ag ri cu lt u ra l z on es e st ab li sh ed b y 20 19 • Q u al it y as su ra n ce s ys te m s es ta bl is h ed i n fe rt il is er p la n ts i n M tw ar a, T an ga , I ri n ga by 2 02 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 148 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s D ev el o p m en t o f p h ar m ac eu ti ca l in d u st ri es S tr at eg ic C h o ic es A ga ve S yr u p F ac to ry i n T an ga • F in an ci n g of t h e p ro je ct • A va il ab il it y of s ki lls lo ca l p er so n n el • Fo rm J V C • A cq u ir e i n d u st ri al p re m is e • Se cu re c ou n te rp ar t fu n d in g • T ra in in g of lo ca l p er so n n el • T h e Fa ct or y op er at io n al b y D ec 2 01 9 • … D ir ec t em p lo ym en t C on st ru ct io n o f ot h er s tr at eg ic p h ar m ac eu ti ca l in d u st ri es • L an d c om p en sa ti on n ot fi n al iz ed • D el ay s of c om p en sa ti on r es u lt s in to i n cr ea se in c om p en sa ti on c os t d u e to a cc ru ed i n te re st as w el l a s en cr oa ch m en t of t h e ar ea b y ci ti ze n s • Fe as ib il it y p la n a n d M as te r n ot d on e • D et ai l d es ig n n ot d on e • L ac k of a d eq u at e te ch n ol og y • P ay in g co m p en sa ti on • C on st ru ct io n o f th e si te • Se cu ri n g th e in ve st or s • In cr ea se in a cc es si bi li ty o f p h ar m ac eu ti ca l eq u ip m en ts T ex ti le a n d C lo th I n d u st ri es Im p ro ve t h e p ol ic y en vi ro n m en t to r ai se th e ef fi ci en cy a n d co m p et it iv en es s of t h e C 2C v al u e ch ai n . • U n co n tr ol le d i m p or ta ti on o f se co n d h an d cl ot h es • U n re li ab le p ow er s u p p ly • L ac k of r el ev an t sk il ls • Po or la bo u r, e n vi ro n m en ta l a n d s oc ia l co m p li an ce s ta n d ar d s • L ac k of r el ev an t n at io n al q u al it y m an ag em en t in fr as tr u ct u re • L ac k of fi n an ci n g in st it u ti on s • R ed u ce i m p or ts o f se co n d h an d c lo th in g an d im p ro ve C u st om s’ c ap ac it y to e n fo rc e ta x re gu la ti on s • Im p ro ve t h e av ai la bi li ty a n d r el ia bi li ty o f u ti li ti es f or i n d u st ri es • Im p ro ve e xi st in g tr ai n in g an d e d u ca ti on al of fe ri n gs i n li n e w it h t h e T & C i n d u st ry ’s n ee d s • Im p ro ve a w ar en es s ab ou t la bo u r, en vi ro n m en ta l a n d s oc ia l c om p li an ce st an d ar d s • E n su re t h at n at io n al q u al it y m an ag em en t in fr as tr u ct u re r es p on d s to i n d u st ry ’s n ee d s • D ev el op fi n an ci al s er vi ce s ad ap te d t o th e se ct or • In cr ea se d s h ar e of d om es ti c m ar ke t fo r T & C p ro d u ct s. • Im p ro ve d a va il ab il it y an d r el ia bi li ty o f u ti li ti es f or i n d u st ri es • A va il ab le s ki lle d la bo r re le va n t fo r T & C in d u st ry • Im p ro ve d a w ar en es s ab ou t in te rn at io n al la bo u r, s oc ia l a n d e n vi ro n m en ta l co m p li an ce s ta n d ar d s ap p li ca bl e to t h e T & C s ec to r an d t h ei r im p li ca ti on s fo r at tr ac ti n g F D I an d g lo ba l b u ye rs . • qu al it y in fr as tr u ct u re r es p on si ve t o • T & C i n d u st ry • W el l d ev el op ed fi n an ci al s er vi ce s fo r T & C NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 149 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • Im p ro ve t h e co m p et it iv en es s of T & C fi rm s th ro u gh ra is ed p ro d u ct iv it y an d p ro d u ct d iv er si fi ca ti on . • Sk il ls g ap i n T & C v al u e ch ai n f ro m w or ke rs u p t o m an ag er s • U n d er d ev el op ed c ot ta ge a n d h an d lo om se ct or • W ea k li n ka ge b et w ee n f or m al a n d i n fo rm al in d u st ry • L ac k of q u al it y m an ag em en t sk il ls i n li n e w it h r eg io n al a n d i n te rn at io n al s ta n d ar d s • U n d er d ev el op ed b y p ro d u ct s su b se ct or • Im p ro ve t ec h n ic al a n d s u p er vi so ry s ki lls a s w el l a s su p p ly c h ai n p er fo rm an ce • D ev el op t h e ex is ti n g co tt ag e an d h an d lo om se ct or a n d i n cr ea se f oc u s on t h is s eg m en t’s p ot en ti al • Fa ci li ta te li n ka ge b et w ee n f or m al a n d in fo rm al i n d u st ry • E n h an ce q u al it y m an ag em en t sk il ls i n li n e w it h r eg io n al a n d i n te rn at io n al s ta n d ar d s • St im u la te t h e d ev el op m en t of t h e by p ro d u ct s su b se ct or . • A va il ab le s p ec ia li ze d s ki lls i n t ec h n ic al ar ea s w it h fl ow o f te ch n ic ia n s w it h re le va n t sk il ls f ro m e d u ca ti on s ys te m • A d yn am ic s m al l sc al e se ct or p ro d u ci n g br an d ed a rt is an al m er ch an d is e fo r lo ca l, re gi on al a n d n ic h e in te rn at io n al m ar ke ts • A d yn am ic s m al l sc al e se ct or p ro vi d in g a m ar ke t fo r fo rm al s ec to r ya rn a n d f ab ri c p ro d u ce rs • E n h an ce d q u al it y m an ag em en t sk il ls in li n e w it h r eg io n al a n d i n te rn at io n al st an d ar d s • W el l d ev el op ed b y p ro d u ct s su b se ct or • St re n gt h en t h e co u n tr y’ s fo cu s on in ve st m en t as a ve ct or f or g ro w th an d i n te gr at io n i n th e va lu e ch ai n • L ac k of s p ec ia l z on es f or t ex ti le s an d ga rm en ts • U n fa vo ra bl e p ol ic ie s fo r F D I sp ec ifi ca lly f or C 2C s ec to r • W ea k in st it u ti on al c ap ac it y to i d en ti fy a n d at tr ac t th e ap p ro p ri at e in ve st m en ts f or t h e se ct or • A llo ca te s er vi ce d i n d u st ri al la n d i n s u it ab le lo ca ti on s w it h a r an ge o f si ze s of w el l bu il t fa ct or y sh el l b u il d in gs s er vi ce d i n fr as tr u ct u re (w at er , r oa d s, p ow er ) at a c om p et it iv e co st • In tr od u ce n ec es sa ry r ef or m s to i n cl u d e F D I in t h e C 2C v al u e ch ai n a s a p ri or it y • In cr ea se i n st it u ti on al c ap ac it y to i d en ti fy a n d at tr ac t th e ap p ro p ri at e in ve st m en ts f or t h e se ct or • R ea d ly a va il ab le s er vi ce d la n d f or F D I w it h e m p h as is o n s tr on g li n ka ge s to T an za n ia ’s te xt il e va lu e ch ai n a n d co m p li an ce w it h i n te rn at io n al ly ac ce p ta bl e p ra ct ic es • In cr ea se d F D I fl ow f or C 2C s ec to r • In cr ea se d F D I fl ow f or C 2C s ec to r • St re n gt h en t h e ca p ac it y of fi rm s to d iv er si fy m ar ke ts t o ra is e p ro fi ta bi li ty . • L ea st s h ar e of T & C i n t h e re gi on al a n d in te rn at io n al m ar ke t • L ac k of m ar ke t in fo rm at io n f or C 2C in d u st ry • Im p ro ve r eg io n al a n d i n te rn at io n al m ar ke t ac ce ss . • Im p ro ve t h e av ai la bi li ty o f m ar ke t in te lli ge n ce fo r th e en ti re C 2C i n d u st ry . • In cr ea se d s h ar e of T & C i n t h e re gi on al an d i n te rn at io n al m ar ke t • R ea d il y av ai la bl e m ar ke t in fo rm at io n f or C 2C i n d u st ry Su p p or t th e ex is ti n g in d u st ry t o m or e ef fe ct iv el y se rv ic e it s tr ad it io n al m ar ke ts an d d ev el op i n te gr at ed va lu e ch ai n s ex p or ti n g fu ll va lu e ap p ar el a n d p ro d u ct s • W ea k co n tr ib u ti on o f d om es ti c p ro d u ce rs to t h e d om es ti c m ar ke ts d u e to e xi st in g cu st om s p ol ic y • W ea k co n tr ib u ti on o f d om es ti c p ro d u ce rs to t h e d om es ti c m ar ke ts d u e to e xi st in g cu st om s p ol ic y • St re n gt h en th e en fo rc em en t of c u st om s re gu la ti on a n d p ro ce d u re • In cr ea se d c on tr ib u ti on o f d om es ti c p ro d u ce rs t o d om es ti c m ar ke ts NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 150 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Im p ro ve t ex ti le an d a p p ar el r el at ed In fr as tr u ct u re a n d bu si n es s cl im at e • L ac k of T & C i n p u ts • St im u la te lo ca l d em an d f or b u si n es s su p p or t se rv ic es • D ev el op c os t ef fe ct iv e ex p at ri at e em p lo ym en t p ol ic y th at w il l b e im p le m en te d f or s ki lle d te xt il e an d a p p ar el i n d u st ry • E xt en d i n ve st m en t p ro m ot io n f or i n p u ts a n d ac ce ss or ie s • B u si n es s su p p or t se rv ic es a va il ab le t o h el p i m p ro ve r eg u la to ry , s oc ia l a n d en vi ro n m en ta l c om p li an ce , i n d u st ri al en gi n ee ri n g • C om p et it iv e bu si n es s cl im at e in t er m s of e as e bu si n es s re gi st ra ti on , l ic en si n g, ac ce ss a n d c os t of w or k p er m it a n d co m p et it iv e ta x ra te • L oc al a va il ab le i n p u ts s u ch a s d ye s, th re ad s, b u tt on s, z ip s, e tc . t og et h er w it h a d iv er si fi ed r an ge o f co tt on , y ar n a n d fa br ic B u il d T an za n ia ’s re p u ta ti on a s an e th ic al so u rc in g d es ti n at io n • L ac k of i n d u st ri al r el at io n s d is p u te re so lu ti on m ec h an is m • L ac k of c om p li an ce w it h i n te rn at io n al ly ac ce p ta bl e so ci al a n d e n vi ro n m en ta l st an d ar d s • N eg at iv e ex te rn al p er ce p ti on o f th e co u n tr y w it h c om p et it iv e, r el ia bl e an d e th ic al so u rc in g d es ti n at io n • L ac k of i n fo rm at io n o n a va ila bl e in ve st m en t op p or tu n it ie s in T an za n ia • E st ab li sh i n d u st ri al r el at io n c li m at e an d ef fi ci en t d is p u te p re ve n ti on a n d r ec on ci li at io n p ro ce d u re s • E n co u ra ge r ep u ta bl e in te rn at io n al b u ye rs w it h s tr on g so ci al a n d e n vi ro n m en ta l co m p li an ce c re d en ti al s to s ou rc e fr om T an za n ia • D ev el op a c om m u n ic at io n s tr at eg y an d w or k w it h g ov er n m en t, i ts a ge n ci es a n d i n d u st ry st ak eh ol d er s • In fo rm t ar ge te d p ot en ti al i n ve st or s on t h e av ai la bl e i n ve st m en t op p or tu n it ie s an d en co u ra ge t h em t o vi si t T an za n ia • W el l e st ab li sh ed i n d u st ri al r el at io n s d is p u te r es ol u ti on m ec h an is m • H ig h le ve l o f co m p li an ce w it h in te rn at io n al ly a cc ep ta bl e so ci al a n d en vi ro n m en ta l s ta n d ar d s • Po si ti ve e xt er n al p er ce p ti on o f th e co u n tr y w it h c om p et it iv e, r el ia bl e an d et h ic al s ou rc in g d es ti n at io n • In cr ea se d n u m be r of d yn am ic la rg e sc al e te xt il es m il ls p ro d u ci n g a d iv er se ra n ge o f fa br ic s fr om a v ar ie ty o f fi br es , of te n i n te gr at ed i n to s p in n in g an d /o r ga rm en ti n g B u il d in g an d C o n st ru ct io n i n d u st ri es S tr at eg ic C h o ic es • C er am ic s • L ac k of s u it ab le lo ca l t ec h n ol og y fo r th e p ro d u ct io n o f ce ra m ic p ro d u ct s su ch a s ti le s, re fr ac to ry b ri ck s, e tc • Fa ci li ta ti on o f T E M D O t o d ev el op a n d co m m er ci al iz e su it ab le t ec h n ol og ie s fo r p ro d u ct io n o f ce ra m ic p ro d u ct s su ch a s ti le s, re fr ac to ry b ri ck s, e tc . • C on st ru ct io n o f C er am ic f ac to ry i n D ar e s Sa la am • E st ab li sh m en t of s m al l t o m ed iu m s ca le in d u st ri es f or t h e p ro d u ct io n o f ce ra m ic p ro d u ct s • C er am ic p ro d u ct s p ro d u ce d b y 20 19 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 151 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • C em en t • In ad eq u at e ce m en t p ro d u ct io n • C on st ru ct io n o f C em en t Fa ct or y in T an ga • 2 .5 m il li on t on n es p er d ay p ro d u ce d b y 20 20 • K is ar aw e ka ol in • H ig h b u il d in gs c on st ru ct io n c os ts A gr o i n d u st ri es S tr at eg ic C h o ic es • D od om a an d Si n gi d a le at h er in d u st ri al p ar k • N o p ro of o f ex is ti n g re ce n t fe as ib il it y st u d y. • Is su es o f co m p en sa ti on i s st ill u n re so lv ed • T h e p ro je ct c os t n ee d t o be e st ab lis h ed • C ar ry o u t fe as ib il it y st u d y • P re p ar at io n s fo r co m p en sa ti on • M ar ke t an al ys is • V al u e ad d it io n t o m ee t an d s ki n b y 20 20 • St re n gt h en in g of le at h er i n d u st ri es b y 20 20 • M ea t, h id es a n d sk in p ro ce ss in g in d u st ry a t R u vu • Is su es o f co m p en sa ti on i s st il l • L ac k of g ra d in g li ve st oc k p ro d u ct s • L it tl e va lu e ad d it io n i n li ve st oc k • C on st ru ct io n o f m od er n a be tt or a t R u vu ra n ch • L ea th er t an n in g fa ci li ty • A n im al f at te n in g sy st em • W as te m an ag em en t fa ci li ti es • A be tt or m ai n li n e co n st ru ct io n • E d ib le o il s in d u st ri es • L ow p ro d u ct io n a n d p ro d u ct iv it y • L ac k of m od er n t ec h n iq u e of p ro d u ct io n t o m ee t n at io n al a n d i n te rn at io n al d em an d • L ac k of s u p p or t in fr as tr u ct u re a n d in ce n ti ve s to m ak e it o p er at e • L ac k of a p p ro p ri at e te ch n ol og y fo r lo ca lly sm al l s ca le e d ib le o il p ro ce ss in g p la n ts • In st al la ti on o f S u n fl ow er O il P ro d u ct io n a n d P ac ka gi n g Fa ci li ty i n S in gi d a • Fa ci li ta ti on o f T E M D O t o C om m er ci al iz e sm al l t o m ed iu m s ca le e d ib le o il p ro ce ss in g te ch n ol og y (p ro ce ss in g p la n t – cl ea n in g, ex p el li n g, fi lt er in g, r efi n in g an d p ac ka gi n g) 1, 00 0 M et ri c to n s of o il p er d ay • In tr od u ce n ew o il r efi n er y te ch n ol og ie s to T an za n ia • P ro vi si on o f 14 2 d ir ec t an d 1 00 0 in d ir ec t em p lo ym en t. • L oc al ly m an u fa ct u re d o il p ro ce ss in g p la n ts a va il ab le f or u se b y th e sm al l t o m ed iu m s ca le p ro ce ss or s • M ed iu m s ca le e d ib le o il p ro ce ss in g te ch n ol og y fa ci li ta te d a n d co m m er ci al iz ed • O il P al m P ro d u ct io n a t K im al a M is al e C oa st • L ac k of r oa d s co n n ec ti vi ty • D el ay o f p ro vi si on o f la n d t it le d ee d t o N D C • Id en ti fi ca ti on o f ab ou t 10 ,0 00 H a of la n d i n K im al a M is al e fo r P ro je ct i m p le m en ta ti on • C on st ru ct io n o f ba si c in fr as tr u ct u re s u ch a s ro ad s an d p ow er s u p p ly • 10 M W o f el ec tr ic it y • T ot al e m p lo ym en t of 1 ,0 00 e m p lo ye es • A d d it io n al r aw m at er ia ls ( oi l p al m ) w il l b e so u rc ed f ro m lo ca l f ar m er s to be e n ga ge d t h ro u gh c on tr ac t fa rm in g p ro gr am m e. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 152 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • C on st ru ct io n o f m et al s il os f or s m al l h ol d er f ar m er s • L ac k of fi n an ci n g • L ac k of b as ic i n fr as tr u ct u re s on t h e si te • Fe as ib il it y st u d y • C on st ru ct io n o f ba si c in fr as tr u ct u re s • E m p ow er m en t of s m al l h ol d er f ar m er s • B ag am oy o E co E n er gy L td f or Su ga r P ro d u ct io n • L ac k of b as ic s u p p or ti ve i n fr as tr u ct u re s • In ad eq u at e su ga r su p p ly • C on st ru ct io n o f ba si c su p p or ti ve in fr as tr u ct u re s • C on st ru ct io n o f su ga r fa ct or y • 12 5, 00 0 m et ri c to n s of s u ga r, 1 5, 00 0 cu bi c m et er s of e th an ol a n d p ro d u ct io n of 8 5, 00 0M W h p er y ea r. • C om p re h en si ve o u t gr ow er s’ d ev el op m en t p ro gr am , j ob s, t ec h n ol og y an d s ki lls t ra n sf er t o lo ca l f ar m er s, a n d in cr ea si n g G ov er n m en t re ve n u e (d ir ec t an d i n d ir ec t ta xe s) . C o al f o r In d u st ri es a n d H o u se h o ld s St ra te gi c C h o ic es • R u ra l E le ct ri fi ca ti on th ro u gh D ec en tr al iz ed Sm al l t o M ed iu m Sc al e E le ct ri ci ty G en er at io n F ac il it ie s U si n g L oc al ly A va il ab le C oa l a n d B io m as s • R u ra l e le ct ri fi ca ti on i s le ss t h an 5 % • Po or ( el ec tr ifi ed ) se rv ic es f or h ea lt h , s ch oo ls an d w at er s u p p ly • Po or e co n om ic a ct iv it ie s • R am p an t d is ea se s fr om u se o f fu el w oo d • E n vi ro n m en ta l d eg ra d at io n f ro m i n te n si ve u se o f fu el w oo d • P ro vi si on o f cl ea n e n er gy t ec h n ol og ie s fo r el ec tr ic it y ge n er at io n • U ti li za ti on o f lo ca lly a va il ab le c oa l a n d bi om as s m at er ia ls • D ev el op m en t an d d is se m in at io n o f lo ca l te ch n ol og ie s fo r el ec tr ic it y ge n er at io n • A d va n ce d ( el ec tr ifi ed ) d ia gn os ti c se rv ic es . • T o in cr ea se a cc es s an d q u al it y of ed u ca ti on , t h is i s m an d at or y to t h e p er ce iv ed i n d u st ri al iz ed e co n om y. • U se o f ca rb on iz ed co al b ri qu et te s to su bs ti tu te c h ar co al an d fi re w oo d a s co ok in g fu el i n T an za n ia R am p an t d is ea se s fr om u se o f fu el w oo d • E n vi ro n m en ta l d eg ra d at io n f ro m i n te n si ve u se o f fu el w oo d • D ru d ge ry o f w om en i n s ea rc h o f fu el w oo d • D ev el op m en t of c ar bo n iz ed c oa l b ri qu et te s in s u bs ti tu ti on o f fu el w oo d a n d c h ar co al f or h ou se h ol d c oo ki n g • U ti li za ti on o f lo ca lly a va il ab le c oa l a n d bi om as s m at er ia ls • D ev el op m en t an d d is se m in at io n o f lo ca l te ch n ol og ie s fo r h ou se h ol d c oo ki n g • A va il ab il it y of c le an c oo ki n g fu el • R ed u ce d u se o f bi om as s fu el NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 153 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • C om p re h en si ve as se ss m en t of T an za n ia c oa l qu al it y u si n g ac cr ed it ed la bo ra to ry • D es p it e th e ab u n d an t co al d ep os it s, le ss i s on t h ei r qu al it y • D an ge r of u ti liz in g qu al it y (c ok in g) c oa l f or th er m al a p p li ca ti on s • T ec h n ol og y d ev el op m en t is i m p ai re d i n ab se n ce o f co al q u al it y in fo rm at io n • E st ab li sh m en t of c oa l q u al it y d at ab an k fo r T an za n ia • U n d er ta ki n g a d et ai le d s am p li n g an d a n al ys is of T an za n ia c oa l • K n ow n q u al it y of a va il ab le c oa l • E n h an ce d c oa l u ti li za ti on • E n h an ce d c oa l e xp or t • D ev el op m en t of c oa l u ti li za ti on te ch n ol og ie s fo r in d u st ri es , h ou se h ol d s, an d f or c h em ic al i n d u st ry Ir o n a n d S te el St ra te gi c C h o ic es • D ev el op m en t of i ro n a n d s te el te ch n ol og ie s fr om lo ca lly a va il ab le o re d ep os it s • E xi st in g or e d ep os it u n d er u ti liz ed • O ve rd ep en d en ce o n s cr ap m et al f or i ro n an d s te el i n d u st ry • L ow t ec h n ol og ic al c ap ac it y in i ro n a n d s te el in d u st ry • L ow q u al it y of i ro n a n d s te el p ro d u ct s • L ow i ro n a n d s te el p er c ap it al c on su m p ti on an d h en ce lo w G D P • C ap ac it y d ev el op m en t to t h e T IR D O ac cr ed it ed m et al lu rg ic al la bo ra to ry • C ar ry in g ou t ev al u at io n o f ra w m at er ia ls f or ir on & s te el a n d o th er r el at ed i n d u st ri es . • C h ar ac te ri za ti on a n d o p ti m iz at io n o f ra w m at er ia ls a n d d ir ec t re d u ct io n ( D R ) p ro ce ss p ar am et er s fo r p ro d u ct io n o f h ig h g ra d e sp on ge i ro n f ro m e .g . L ig an ga a n d M ag an ga M at it u i ro n o re s • D ev el op a p p ro p ri at e ir on a n d s te el te ch n ol og ie s fo r SM E s T ra n sf er t h e te ch n ol og y of s p on ge i ro n a s m et al li c fe ed st oc k in r ol li n g m il ls a n d f ou n d ri es to r ep la ce c on ve n ti on al s cr ap m et al A ss is t lo ca l i n d u st ri es t o p ro d u ce h ig h q u al it y ir on & s te el p ro d u ct s e. g. h ig h s tr en gt h s te el re in fo rc em en t ba rs . • St re n gt h en t h e in fr as tr u ct u re f or co n d u ct in g ap p li ed R & D a n d t es ti n g ac ti vi ti es i n i ro n & s te el , c oa l, oi l, n at u ra l ga s, a n d a gr o p ro ce ss in g • B es t p ra ct ic es p ro d u ct io n m et h od s in ir on & s te el , c oa l, oi l, n at u ra l g as , a n d ag ro p ro ce ss in g m ad e av ai la bl e to S M E s Im p ro ve d q u al it y of lo ca lly m an u fa ct u re d p ro d u ct s as w el l a s en h an ce d c ap ab il it y an d c om p et it iv en es s of t h e in d u st ry • I n cr ea se d k n ow le d ge a n d s ki lls t o im p ro ve t ec h n ic al c om p et en ce f or su p p or ti n g th e in d u st ry . • Im p ro ve d lo ca l s u p p or t se rv ic es f or in cr ea si n g co m p et it iv en es s an d e n su ri n g su st ai n ab il it y of t h e in d u st ri es • E n h an ce d v al u e ad d it io n o f ra w m at er ia ls i n i ro n & s te el , c oa l, oi l a n d n at u ra l g as • C re at io n o f em p lo ym en t in e m er gi n g SM E s th ro u gh t ec h n ol og y tr an sf er • In cr ea se d f or ei gn e xc h an ge e ar n in gs th ro u gh i m p ro ve d q u al it y p ro d u ct s an d se rv ic es NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 154 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • P ro vi si on o f P ro fe ss io n al C oa l A n al yt ic al S er vi ce s fo r Su p p or ti n g In d u st ri al C oa l U se rs ( C em en t, P ap er M il ls a n d O th er s) a n d th e P ro p os ed T h er m al P ow er P la n ts ( K iw ir a, M ch u ch u m a, a n d N ga ka ) • T an za n ia c oa l i s an al yz ed a br oa d • A br oa d a n al ys is i s sk ep ti ca l a n d i s as so ci at ed w it h d el ay s • T an za n ia c oa l q u al it y is le ss k n ow n w h ic h p os es f or c h ea ti n g in c oa l e xp or t d ea ls • T h er e is a r am p an t re ve n u e lo ss d u e to ad u lt er at ed c oa l q u al it y • S tr en gt h en in g th e te ch n ic al c ap ac it y to t h e co al a cc re d it ed la bo ra to ry a t T IR D O • D ed ic at in g th e T IR D O c oa l l ab or at or y in to a re fe re n ce c oa l l ab or at or y • T ec h n ol og ie s tr an sf er f or i n d u st ri al p u rp os es i n cl u d e ca rb on iz at io n fo r m et al lu rg ic al c ok e p ro d u ct io n ; co m bu st io n ; g as ifi ca ti on , c oa l t o li qu id , d if fe re n t ar ea a n d b le n d in g • D ev el op m en t of c oa l b ri qu et ti n g by t ec h n ol og ie s fo r in d u st ri es a n d h ou se h ol d b y • In cr ea se d h u m an r es ou rc e an d s ki lls • In cr ea se e m p lo ym en t in c oa l i n d u st ri es an d S M E s • Im p ro vi n g co m p et it iv en es s to in d u st ri es t h ro u gh en er gy m an ag em en t • E n er gy c os t to i n d u st ri es c on su m es u p t o 40 % o f to ta l r ev en u e • T h e h ig h e n er gy c os t m ak es i n d u st ri es n ot at tr ac ti ve • T h e h ig h e n er gy c os t m ak es p ro d u ct s n ot co m p et it iv e re gi on al ly a n d i n te rn at io n al ly • In tr od u ce e n er gy m an ag em en t p ra ct ic es t o in d u st ri es • T ra in t h e in d u st ri es t o ad op t th e p ra ct ic es an d e n er gy e ffi ci en t te ch n ol og ie s • E n er gy m an ag em en t sk il ls d ev el op m en t to in d u st ri al is ts • In cr ea se d r ev en u e an d G D P f ro m in d u st ri es • R ed u ce d e n er gy c on su m p ti on • R ed u ce d e n er gy b il ls • In cr ea se d c om p et it iv en es s of i n d u st ri al p ro d u ct s • E n vi ro n m en ta l m an ag em en t • R ev iv al o f p ri va ti ze d i n d u st ri es • M aj or it y of t h e p ri va ti ze d i n d u st ri es a re sa id t o be m ar gi n al ly c on tr ib u ti n g to t h e d ev el op m en t ag en d a • L es s is k n ow n o n t h ei r st at u s • So m e ar e sa id t o h av e sh if te d t h ei r ba si c ro le • U n d er ta ke a n i n d u st ri al a u d it t o es ta bl is h t h e st at u s of t h e p ri va ti ze d i n d u st ri es • U n d er ta ke t h e n ee d s as se ss m en t • E st ab li sh a p ri or it iz ed s tr at eg y by t ak in g in to c on si d er at io n o f em p lo ym en t, G D P co n tr ib u ti on a n d c on tr ib u ti on t o so ci o ec on om ic d ev el op m en t • P ri or it iz e in d u st ri es a n d r es p ec ti ve in te rv en ti on • M it ig at e in d u st ri al p ro bl em s • In cr ea se i n d u st ri es c on tr ib u ti on t o G D P an d e m p lo ym en t • A ss is t T IB i n i n d u st ri al s tu d ie s’ in ve st m en t NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 155 T T ab le B 2 : M in in g Su b se ct o r St ra te gi c In te rv en ti o n L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s M in er al s B en efi ci at io n a n d V al u e A d d it io n S tr at eg ic C h o ic es P ro ce ss in g of p re ci ou s m et al s an d g em st on es • U n or ga n iz ed m ar ke t fo r sm al l s ca le m in in g • U n re li ab il it y ra w m at er ia l s to ck s • H ig h v ol at il e gl ob al c om m od it y p ri ce • E xi st en ce o f bl ac k m ar ke t an d s m u gg li n g ac ti vi ti es • L ac k of M in er al V al u e A d d it io n A ct • L ow a ss ay in g, la p id ar y an d je w el le ry m ak in g sk il ls • L ow g em i d en ti fi ca ti on , s to n e ca rv in g an d la bo ra to ry s er vi ce s • L ow a ct iv it ie s of la p id ar y an d je w el le ry in d u st ry • E st ab li sh in g a ge m st on es /g ol d b ou rs e • B O T s ta rt b u yi n g an d s to ck in g re fi n ed g ol d • E n fo rc e th e re st ri ct io n o f ra w g em st on es ex p or t • E st ab li sh m en t of t in p ro ce ss in g p la n t • Fo rm u la ti on o f m in er al v al u e ad d it io n a ct • In tr od u ct io n o f la p id ar y, g em ol og y, je w el ry d es ig n , j ew el ry m an u fa ct u ri n g, s to n e ca rv in g an d g em i d en ti fi ca ti on s p ec ia li ze d t ra in in g co u rs e at V E T A le ve l a n d a cc re d it at io n b y in te rn at io n al i n st it u ti on s li ke G IA , G IT • In tr od u ce r es tr ic ti on o f go ld e xp or t on ly re fi n ed u p t o bu lli on s • E st ab li sh m en t of la p id ar y an d je w el ry in d u st ri es • In cr ea se d m in er al s va lu e • In cr ea se d s ki lls f or m in er al s va lu e ad d it io n • In cr ea se d e m p lo ym en t a n d n at io n al in co m e C au st ic S od a R efi n er y P la n t • In co m p le te e n vi ro n m en ta l c le ar an ce • N ot y et i d en ti fi ed d ev el op m en t p ar tn er • L ac k of f ea si bi lit y st u d y • C om p en sa ti on t o th e re si d en ts • C on st ru ct io n o f th e re fi n er y p la n t fo r ca u st ic so d a • C ar ry o u t fe as ib il it y st u d y • Fe as ib il it y st u d y ca rr ie d o u t • C om p en sa ti on c om p le te d • P la n t fo r ca u st ic s od a co n st ru ct ed • 1 m il li on t on s of c au st ic s od a p er y ea r • R ev en u e of 4 00 b il li on p er y ea r L ig an ga i ro n o re a n d st ee l • C om p en sa ti on s/ r es et tl em en t n ot s ta rt ed • D el ay ed r oa d a n d r ai lw ay c on st ru ct io n • U n re lia bl e so u rc e of p ow er • Se t as id e bu d ge t to fi n al iz e co m p en sa ti on i n • C on st ru ct io n o f ro ad a n d r ai lw ay • O p er at io n al iz at io n o f th e m in e • 40 00 d ir ec t jo bs • L ig an ga p ro je ct o p er at io n al b y 20 18 /1 9 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 156 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s K ab an ga N ic ke l • U n re li ab le i n fr as tr u ct u re ( p ow er s u p p ly a n d ra il t ra n sp or t) ; • Fa ll of N ic ke l p ri ce i n t h e W or ld m ar ke t • G en er at io n o f en ou gh p ow er t o ru n t h e m in e an d c on st ru ct io n o f st an d ar d g au ge r ai lw ay li n e fr om K ab an ga t o D ar e s Sa la am • St an d ar d g au ge r ai lw ay c on st ru ct ed b y 20 20 • E n ou gh p ow er t o ru n t h e m in e by 2 02 0 • In ve st or s se cu re d b y 20 18 M ku ju U ra n iu m P ro je ct • O bt ai n in g m in in g d ev el op m en t ag re em en t • C u m be rs om e re gu la ti on s to e n te r ga m e re se rv e • W or ld p ri ce a ft er F u ko sh im a in ci d en t • In ad eq u at e fu n d in g fo r m on it or in g ac ti vi ti es • In ad eq u at e tr ai n ed p er so n n el i n r ad ia ti on m on it or in g • L ac k of s p ec ia li se d la bo ra to ry a n d eq u ip m en t • L ow p u bl ic a w ar en es s in r ad ia ti on r el at ed is su es • Sp ec ia liz ed e qu ip m en t fo r su rv ei lla n ce in sp ec ti on s • C ap ac it y to c on d u ct i n sp ec ti on s • O cc u p at io n al e xp os u re d u e to R ad io ac ti ve d u st a n d r ad on g as ) an d e xt er n al e xp os u re (G am m a ra d ia ti on ). • Sa fe d is p os al o f ra d io ac ti ve w as te a ri si n g fr om u ra n iu m m in in g. • Sc ru ti n iz in g th e d rf t M D A a n d s ig n p ro ce ss to t ak e ef fe ct ; • A w ar en es s ca m p ai gn ; • In fr as tr u ct u re d ev el op m en t li ke r oa d s, w at er , el ec tr ic it y, r ai lw ay s et c) ; • M E M t o d is cu ss w it h M in is tr y of N at u ra l R es ou rc es a n d T ou ri sm o n h ow t o w av e re gu la ti on t o op er at e in g am e re se rv e fo r m in in g co m p an ie s; • M in is tr y in c ol la bo ra ti on w it h U N o n eq u ip p in g T A E C la bo ra to ry , s p ec ia li ze d eq u ip m en t fo r su rv ei lla n ce i n sp ec ti on , tr ai n in g of p er so n n el i n r ad ia ti on m on it or in g an d u p gr ad e of D ar p or t to h an d le c la ss s ev en m at er ia l • C ap ac it y bu il d in g; • E st ab li sh m en t of s te er in g co m m it te e w h ic h w il l h av e a m em or an d u m o f u n d er st an d in g be tw ee n m in is tr ie s • M in in g d ev el op m en t 20 16 • 4, 00 0 d ir ec t jo bs d u ri n g co n st ru ct io n p h as e an d t h en 1 ,5 00 o p er at io n NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 157 T ab le B 3 : C o n st ru ct io n S u b se ct o r In te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s E qu ip m en t • W ea k ca p it al • P ro m ot in g h ir e p u rc h as e m ec h an is m • E st ab li sh m en t of c on tr ac to rs a ss is ta n ce f u n d • H ir e p u rc h as e m ec h an is m e n h an ce d • C on tr ac to rs f u n d i n p la ce b y Ju n e 20 20 Sk il ls D ev el op m en t • L ow s ki lls a n d la ck o f ex p er ie n ce • C on d it io n al p ar tn er sh ip s be tw ee n lo ca l a n d d om es ti c co m p an ie s • F ie ld a tt ac h m en t of s tu d en ts t o d om es ti c an d fo re ig n c on st ru ct io n c om p an ie s • T ra in in g of lo ca l c on tr ac to rs • 8, 59 3 co n tr ac to rs t ra in ed b y 20 20 • 3, 50 0 fi el d a tt ac h m en t tr ai n ee s d om es ti c an d f or ei gn c on st ru ct io n c om p an ie s by 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 158 T ab le B 4 : A gr ic u lt u ra l Su b se ct o r In te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C ro p s St ra te gi c C h o ic es M ai ze • L ow p ro d u ct iv it y • H ig h p os t h ar ve st lo ss • L im it ed s to ra ge c ap ac it ie s • In cr ea se u se o f m od er n t ec h n ol og y • C on st ru ct io n o f 15 0 co lle ct iv e w ar eh ou se B as ed M ar ke ti n g sc h em es – C O W A B A M A • In cr ea se m ai ze p ro d u ct io n b y 10 0, 00 0 to n s an n u al ly • Po st h ar ve st lo ss es r ed u ce d R ic e E xp an d ed R ic e p ro d u ct io n P ro je ct (E R P P ) • W ea k ri ce c u lt iv at io n p ra ct ic e • L im it ed i rr ig at io n c ov er ag e • L ow p ro d u ct iv it y • W ea k ri ce c u lt iv at io n p ra ct ic e • L im it ed i rr ig at io n c ov er ag e • L ow p ro d u ct iv it y • P ro je ct f or s u p p or ti n g ri ce i n d u st ry D ev el op m en t in T an za n ia • In cr ea se u se o f m od er n t ec h n ol og y • L in ki n g K P L c om m er ci al F ar m w it h sm al lh ol d er f ar m er s to r ai se p ro d u ct iv it y to w or ld c la ss le ve ls ( M n ge ta a n d K ih an si V al le y) u si n g im p ro ve d i rr ig at io n a n d S ys te m fo r R ic e In te n si fi ca ti on ( SR I) a n d s ta te o f th e ar t ri ce d ry in g an d m il li n g te ch n ol og y • Im p ro vi n g cr op p ro d u ct iv it y th ro u gh ir ri ga ti on a n d c ro p m an ag em en t • In n ov at iv e m ar ke ti n g st ra te gi es • Su st ai n ab le s ee d s ys te m s. • P ro je ct m an ag em en t an d c oo rd in at io n • Im p ro ve d r ic e p ro d u ct io n t ec h n iq u es t h ro u gh (S R I) . • 1. 96 3 m il li on t on s of p ad d y p ro d u ce d p er y ea r by 2 01 8 • SR I p h as e I op er at io n al a n d p ro d u ci n g at le as t 50 ,0 00 t on s (M n ge ta f ar m ) an d 10 ,0 00 t on s (s m al lh ol d er s ou t gr ow er s) p er a n n u m 2 01 8. • te ch n ol og y in st al la ti on L ar ge S ca le Z er o T il la ge M ec h an iz ed f ar m in g in tr od u ce d by 2 02 0 • C re at e at le as t 86 f u ll ti m e jo bs a n d 3 25 p ar t ti m e jo bs d u ri n g SR I p h as e I of p ro je ct d ev el op m en t. • In cr ea se R ic e P ro d u ct io n a n d P ro d u ct iv it y. • E xp an si on o f R ic e m ar ke ti n g • In cr ea se d p ro d u ct iv it y fr om 4 6 M T t o 8 10 M T /h a • In cr ea se d s ee d p ro d u ct io n o n 4 00 h a. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 159 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s A gr ic u lt u ra l S ec to r D ev el op m en t P ro gr am m e II ( A SD P II ) • L an d a n d W at er m is m an ag em en t • Su st ai n ab le W at er & L an d U se M an ag em en t • E n h an ce d A gr ic u lt u ra l P ro d u ct iv it y • R u ra l C om m er ci al iz at io n & V al u e A d d it io n • St re n gt h en in g Se ct or E n ab le rs • I n te gr at ed w at er u se & m an ag em en t fo r cr op s/ ir ri ga ti on & li ve st oc k/ fi sh er y d ev el op m en t • L an d u se p la n n in g an d s u st ai n ab le w at er sh ed & s oi l m an ag em en t • M ai n st re am in g re si li en ce f or c li m at e va ri ab il it y/ ch an ge a n d n at u ra l d is as te rs • A gr ic . r es ea rc h f or d ev el op m en t A R 4D • E xt en si on , t ra in in g & i n fo . s er vi ce s • A cc es s to a gr ic u lt u ra l i n p u ts • A cc es s to m ec h an iz at io n s er vi ce s • St ak eh ol d er e m p ow er m en t & or ga n iz at io n • V al u e ad d it io n & a gr o p ro ce ss in g • R u ra l m ar ke ti n g • A cc es s to r u ra l fi n an ce • Po li cy a n d r eg u la to ry f ra m ew or k in p la ce by 2 01 8 • A SD P 2 se ct or c oo rd in at io n ( p la n n in g & im p le m en ta ti on a t n at io n al , r eg io n al a n d L G A le ve ls ) • M on it or in g & e va lu at io n ( in cl . A gr ic u lt u ra l s ta ti st ic s) . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 160 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s P u ls es • L ac k of c om m er ci al ly a va il ab le i m p ro ve d p u ls e va ri et ie s an d d efi ci en t se ed m u lt ip li ca ti on s ys te m • L im it ed i n te re st f ro m f ar m er s in u si n g im p ro ve d v ar ie ti es b e ca u se o f th e h ig h c os t of s ee d s an d o th er i n p u ts • L ow p ro d u ct iv it y le ve ls r es u lt in g fr om t h e li m it ed a va il ab ili ty o f ag ri cu lt u ra l i n p u ts , tr ai n in g an d s er vi ce s to i m p ro ve p ro d u ct io n an d r ed u ce lo ss es • L im it ed a cc es s to r u ra l fi n an ce f or p u ls e p ro d u ct io n . • L ow le ve ls o f qu al it y as su ra n ce a n d d is ea se co n tr ol i n t h e p ro d u ct io n o f p u ls es • L im it ed a va il ab il it y of e ffi ci en t st or ag e an d w ar eh ou si n g al on g th e va lu e ch ai n • L ac k of m ar ke t in fo rm at io n a n d t ra d e p ro m ot io n • st re n gt h en p ol ic y su p p or t in st it u ¬t io n s, t h at w il l p ro m ot e p u ls es a s a vi ab le a gr ic u lt u ra l cr op , • Im p ro ve q u al it y st an d ar d s an d i m p ro ve i n te r in st it u ti on al c oo rd in at io n . • T ac kl e w ea k¬ n es se s in s u p p ly c on d it io n s ge n er al ly a n d p ro d u ct io n le ve l i n p u ts i n p ar ti cu la r • E ff ec ti ve ly b u il d t h e sk il ls o f st ak eh ol d er s th ro u gh ou t th e d if fe re n t st ag es o f th e va lu e ch ai n , i n o rd er t o en su re t h at p ro d u ct iv it y ri se s, lo ss es f al l a n d p ro fe ss io n al is m i m p ro ve s. • Sc al e u p p ro d u ct io n a n d t ra d e by st re n gt h en in g P P P s fo r se ed d ev el op m en t, ac ce ss t o fi n an ce , a n d t ec h n ol og y tr an sf er a n d fa rm er s u p p or t se rv ic es . • P ro m ot e sk il ls b u il d in g al on g th e va lu e ch ai n to p ro fe ss io n al iz e th e se ct or . • In cr ea se d p ro d u ct io n o f p u ls es t o ca rt er fo r th e i n cr ea se i n d em an d f or le gu m e ba se d p ro te in s • In cr ea se d p u ls e ex p or ts p ar ti cu la rl y to In d ia i n , w h ic h c an b e ex te n d ed w it h br an d in g ; • T o ta p i n t h e h u ge S ou th A si an d ia sp or as i n r eg io n al m ar ke ts , a s w el l as M id d le E as te rn a n d E u ro p ea n m ar ke ts , w h ic h i s a n e xi st in g co n su m er ba se w h ic h r em ai n s u n ta p p ed t o a co n si d er ab le d eg re e by T an za n ia n ex p or te rs ; • In cr ea se d e xp or t of p ro ce ss ed p u ls es f ro m th e U n it ed R ep u bl ic o f T an za n ia d u e to th e ba n o n i m p or ts o f p u ls es f ro m I n d ia . • In cr ea se d I n ve st m en t in t h e co u n tr y op p or tu n it ie s F lo ri cu lt u re • T h e co n st ru ct io n o f gr ee n h ou se s w h ic h is c on si d er ed t o be t h e m os t ex p en si ve ac co u n ti n g fo r m or e th an 5 0% o f to ta l in ve st m en t co st • P u rc h as e of la n d a n d r os e p la n ti n g m at er ia ls , w h ic h r ep re se n t m or e th an 1 8 an d 1 2% , r es p ec ti ve ly • G ro w er s co n si d er t h e p ol ic y as b ei n g to o ge n er al a n d n ot a p p li ca bl e to t h e fl ow er in d u st ry • Se ve ra l i n tr od u ce d m u n ic ip al t ax es w er e af fe ct in g bu si n es s p la n n in g. • R es ea rc h o n c h ea p m at er ia ls f or t h e co n st ru ct io n o f gr ee n h ou se s • D iv er si fi ca ti on o f th e in d u st ry t ow ar d s th e so u th er n h ig h la n d s co u ld f u rt h er e n h an ce t h e gr ow th o f th e in d u st ry • T h e in vo lv em en t of s ta ke h ol d er s i n t h e ac qu is it io n o f in p u ts , r es ea rc h a n d m ar ke t in fo rm at io n • T o fo rm u la te g u id el in es u n d er t h e ex is ti n g N at io n al A gr ic u lt u ra l P ol ic y th at s p ec ifi ca lly an d a ct iv el y p ro m ot es t h e cu t fl ow er i n d u st ry in T an za n ia . • E n ga ge m en t of m u n ic ip al o ffi ci al s as st ak eh ol d er s in fl or ic u lt u re b u si n es s • C os t of g re en h ou se s re d u ce d b y 20 20 • C os ts o f L an d r ed u ce d p ar ti cu la rl y in t h e so u th er n H ig h la n d s • C u t fl ow p ro d u ct io n p ro m ot ed a n d en h an ce d • M u n ic ip al s T ax es r ed u ce d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 161 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C ot to n • Po or c ot to n f ar m in g p ra ct ic es r es u lt i n su bo p ti m al y ie ld s • E xc es si ve p ri ce v ol at il it y li m it s fa rm er m ot iv at io n t o gr ow c ot to n a n d i n cr ea se s p ov er ty • Q u an ti ty a n d q u al it y of c ot to n li n t is u n re li ab le a n d i n ad eq u at e fo r th e d om es ti c te xt il e in d u st ry • L im it ed p ro d u ct iv it y an d v al u e ad d it io n i n th e co tt on b y p ro d u ct s u bs ec to r • In su ffi ci en t p ol ic y su p p or t fo r th e se ct or h in d er s d ev el op m en t • B u rd en so m e ta xe s re d u ce c om p et it iv en es s • T h e im p ac t of c li m at e ch an ge o n c ot to n p ro d u ct io n . • R ai se t h e p ro fi ta bi li ty o f co tt on p ro d u ct io n th ro u gh i n ¬c re as ed p ro d u ct iv it y an d q u al it y co n tr ol . • Im p ro ve t h e p ol ic y en vi ro n m en t to r ai se t h e ef fi ci en cy a n d c om p et it iv en es s of t h e co tt on va lu e ch ai n . • Im p ro ve t h e co m p et it iv en es s of t ex ti le a n d ga m et es fi rm s th ro u gh r ai se d p ro d u ct iv it y an d p ro d u ct d iv er si fi ca ti on . • S tr en gt h en t h e G ov er n m en t fo cu s on in ve st m en t as a v ec to r fo r gr ow th a n d in te gr at io n i n t h e va lu e ch ai n . • St re n gt h en t h e ca p ac it y of fi rm s to d iv er si fy m ar ke ts t o ra is e p ro fi ta bi li ty . • A va il ab il it y of r aw m at er ia ls ( lo ca l c ot to n is a va il ab le a t a d is co u n t of 5 % o f th e w or ld m ar ke t p ri ce ) • In cr ea se d a bi li ty t o ac ce ss t h e P re fe re n ti al m ar ke t in t h e U n it ed S ta te s an d E U m ar ke ts • C h ea p p ro d u ct s p ro d u ce d a s a re su lt o f L ow la bo u r co st s (~ U S $ 0. 40 p er h ou r – si m il ar t o B an gl ad es h a n d a m on g th e lo w es t la bo u r co st s in t h e w or ld ) • In cr ea se d e m p lo ym en t p ot en ti al t o bo th sk il le d a n d u n sk il le d la bo u r • A n a rr ay o f in ve st m en t p ro m ot io n in ce n ti ve s (i n cl u d ¬i n g E xp or t P ro ce ss in g Z on es ( E P Z s) a n d S p ec ia l E co n om ic Z on es ( SE Z s) m an ag ed b y th e E xp or t P ro ce ss in g Z on es A u th or it y (E P Z A ). Si sa l • L ow p ro d u ct io n i n t h e co u n tr y • L ow u ti li za ti on o f th e ab u n d an ce la bo u r • L ow v al u e ad d it io n t o th e ra w s is al fi br e as on ly t h e 2% o f th e si sa l p la n t is u ti li ze d t o p ro d u ce fi br e th e re m ai n in g 98 % b io m as s th at i s th ro w n a w ay a s “w as te ” • L ow le ve l o f re se ar ch • In cr ea se s is al p ro d u ct io n t h ro u gh en co u ra gi n g E st at e fa rm in g, a n d e st ab li sh in g sm al lh ol d er a n d o u t gr ow er s ch em es • In cr ea se d c ap ac it y u ti li za ti on t o p ro d u ce va ri ou s si sa l p ro d u ct s • E n co u ra ge I n ve st m en t in s is al i n d u st ry s o as to u ti li ze t h e ab u n d an ce o f m an ag er ia l, sk il le d an d s em i sk il le d w or ke rs w it h q u al ifi ca ti on s an d e xp er ie n ce i n t h e si sa l i n d u st ry b u il t ov er a p er io d o f m or e th an 1 00 y ea rs o f co m m er ci al p ro d u ct io n . • O p en s u p f u rt h er m ar ke t op p or tu n it ie s fo r si sa l t o p ro d u ce e n er gy , m ed ic in al , c om p os it e an d v al u e ad d ed p ro d u ct s su ch a s p u lp f or p ap er , w h ic h w il l b e ve ry c om p et it iv e. • C ar ry o u t th e ex te n si ve M ar ke t R es ea rc h i n to n ew fi be r ba se d p ro d u ct s th at h as m ar ke t p ot en ti al r u n n in g in to m il li on s of t on s w or ld w id e • In cr ea se d S is al P ro d u ct io n • M or e in ve st m en ts b ot h F D I an d L oc al in s is al i n d u st ry • H ig h le ve l o f p ro d u ct iv it y d u e to u ti li za ti on o f th e ab u n d an ce o f m an ag er ia l, sk il le d a n d s em i sk il le d w or ke rs w it h q u al ifi ca ti on s an d ex p er ie n ce i n t h e si sa l i n d u st ry . • In cr ea se d p ro d u ct io n o f fi be r th at c an b e u ti li ze d i n t h e p ro d u ct io n o f va ri ou s si sa l p ro d u ct s • St re n gt h en ed T an za n ia o n ly s is al R es ea rc h C en tr e in t h e w or ld a t M li n ga n o, T an ga n ow e qu ip p ed w it h a n u lt ra m od er n M er is te m at ic NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 162 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s G ra p e • In su ffi ci en t ag ri cu lt u ra l e xt en si on s er vi ce s • L ow la bo u r p ro d u ct iv it y • H ig h p ri ce o f In p u ts I n se ct ic id es a n d fe rt il iz er • D el ay ed p ay m en t by p ro ce ss in g fi rm s • U n re li ab le m ar ke ts a n d l ow p ri ce s • U n re li ab le r ai n fu l • E m p lo yi n g m or e ex te n si on o ffi ce rs • P ro vi si on o f ag ri cu lt u re t ec h n ol og ie s an d in fo rm at io n /k n ow le d ge • E st ab li sh in g gr ap e B oa rd a n d p ro vi si on o f cr ed it t o gr ap e fa rm er s • In cr ea se b u d ge t fo r su bs id iz ed i n p u ts • W ri tt en c on tr ac t be tw ee n p ro d u ce rs a n d t h e bu ye rs ( P ro ce ss in g F ir m s) • In cr ea se i rr ig at io n t ec h n iq u es • E n co u ra ge la rg e sc al e in ve st m en t in cl u d in g F D I • H ig h y ie ld a s w el l a s qu al it y im p ro ve m en t • L ab ou r p ro d u ct iv it y im p ro ve d • A ff or d ab le p ri ce s of i n p u ts • P ro m p t an d r el ia bl e p ay m en t sy st em • R el ia bl e M ar ke t es ta bl is h ed • M or e yi el d d u e to i rr ig at io n • L ar ge s ca le p ro d u ct io n Su n fl ow er • L ow p ro d u ct io n a n d p ro d u ct iv it y • L ac k of m od er n p ro d u ct io n t ec h n ol og ie s t o m ee t n at io n al a n d i n te rn at io n al d em an d • L ow s ki lls a cr os s th e va lu e ch ai n • L ac k of c oo rd in at io n a n d i n st it u ti on al ca p ac it y ac ro ss t h e va lu e ch ai n • L ow q u al it y of s u n fl ow er p ro d u ct s • Sm al l g ro w th o f th e su n fl ow er s ec to r • In co h er en t p ol ic ie s w it h t h e n at io n ob je ct iv es • In cr ea se s u n fl ow er p ro d u ct io n a n d p ro d u ct iv it y th ro u gh t h e ad op ti on o f m od er n p ro d u ct io n t ec h n iq u es t o • M ee t n at io n al a n d i n te rn at io n al d em an d . • M od er n iz e th e su n fl ow er i n d u st ry t h ro u gh st re n gt h en in g co or d in at io n , i n st it u ti on al ca p ac it y an d s ki lls a cr os s th e va lu e ch ai n . • Im p ro ve t h e qu al it y of s u n fl ow er p ro d u ct s to c om p ly w it h n at io n al a n d i n te rn at io n al st an d ar d s • St im u la te g ro w th i n t h e su n fl ow er i n d u st ry by i m p le m en ti n g co h er en t an d s u p p or ti ve p ol ic ie s in li n e w it h n at io n al d ev el op m en t ob je ct iv es • In cr ea se t h e p ro d u ct io n o f su n fl ow er t o … ..t on s by 2 02 0 • St re n gt h en in g co or d in at io n , i n st it u ti on al an d s ki lls a cr os s th e va lu e ch ai n b y 20 20 • Q u al it y of s u n fl ow er p ro d u ct s im p ro ve d by 2 02 0 • G ro w th i n s u n fl ow er i n d u st ry i m p ro ve d by 2 02 0 M ku la zi A gr ic u lt u ra l C it y, 6 3, 20 0h a. • In co m p le te la n d la yo u t an d d es ig n • L ac k of c or e in fr as tr u ct u re • N o p ro sp ec ti n g in ve st or o bt ai n ed • Sh or ta ge o f w at er a n d i rr ig at io n in fr as tr u ct u re • C on st ru ct io n o f ba si c in fr as tr u ct u re • E st ab li sh ed b as ic i n fr as tr u ct u re i n p la ce by 2 02 0 • O bt ai n p ot en ti al i n ve st or s by 2 02 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 163 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s SA G C O T • L ac k of s m al lh ol d er f ar m er s ag gr eg at ed i n to co m m er ci al f ar m er o rg an iz at io n s • Sm al l n u m be r of n u cl eu s fa rm s • L ow v al u e ch ai n s in a gr ic u lt u re • L ar ge s ca le N u cl eu s Fa rm s an d S u st ai n ab le A gr ic u lt u re p ro je ct s fi n an ce d b y T A D B • A t le as t 10 la rg e n u cl eu s fa rm s • 50 0, 00 0 sm al lh ol d er f ar m er s ag gr eg at ed in to c om m er ci al f ar m er o rg an iz at io n s by 20 20 • L en d in g to a t le as t fo u rt ee n v al u e ch ai n s in t h e ei gh t su b se ct or o f fo cu s C ap ac it y bu il d in g fo r A SD P • Sh or ta ge o f sk il le d p er so n n el o n d at a co lle ct io n , a n al ys is a n d D at a ba se d r ep or ti n g u n d er A SD P • C le ar d em ar ca ti on w it h o th er s ta ti st ic al d at a • P ro je ct s h av e be en c on d u ct ed u n d er t h e ab se n ce o f A SD P b as ke t fu n d w h ic h i s th e m ai n s ou rc e of D A D P s. • L ow c ap ac it y of i rr ig at io n h u m an r es ou rc es p er so n n el • W ea k ir ri ga ti on d ev el op m en t ca p ac it y es p ec ia lly a t lo ca l l ev el • L ow r u ra l a gr ic u lt u ra l d ev el op m en t • D ev el op m en t on D at a co lle ct io n , A n al ys is an d D at a ba se d r ep or ti n g u n d er A SD P : • P ro je ct f or s tr en gt h en in g th e B ac ks to p p in g ca p ac it ie s fo r th e D A D P p la n n in g an d im p le m en ta ti on u n d er t h e A SD P P h as e II • ir ri ga ti on h u m an r es ou rc es d ev el op m en t by s tr en gt h en in g th e ca p ac it y of A ru sh a te ch n ic al c ol le ge • P ro je ct f or c ap ac it y d ev el op m en t fo r th e p ro m ot io n o f ir ri ga ti on s ch em e u n d er D A D P s p h as e 2 • R u ra l a gr ic u lt u ra l D ev el op m en t • Pe rs on n el o n D at a co lle ct io n , A n al ys is an d D at a ba se d r ep or ti n g u n d er A SD P tr ai n ed b y 20 20 • St re n gt h en in g th e li n ka ge b et w ee n fa rm er s an d m ar ke t • In cr ea se i n n u m be r of s ki lle d p er so n n el • 50 5, 00 0 fa rm er s u si n g ir ri ga ti on b y 20 19 • R u ra l a gr ic u lt u ra l e n h an ce d b y 20 20 Ir ri ga ti on s ch em es • U n re li ab le r ai n fa ll • W ea k ir ri ga ti on d ev el op m en t ca p ac it y es p ec ia lly a t lo ca l l ev el li m it ed i rr ig at io n in fr as tr u ct u re a va il ab le • L im it ed i rr ig at io n i n fr as tr u ct u re a va il ab le • W ea k op er at io n a n d m ai n te n an ce o f ir ri ga ti on i n fr as tr u ct u re • p ro m ot io n o f ir ri ga ti on s ch em e D ev el op m en t U n d er t h e D is tr ic t A gr ic u lt u ra l D ev el op m en t p la n p h as e II • co n st ru ct io n o f M w am ap u li i rr ig at io n sc h em e • C on st ru ct io n o f ir ri ga ti on s ys te m f or c ot to n an d h or ti cu lt u re ( 12 ,3 00 h a) • Sm al l S ca le I rr ig at io n D ev el op m en t P ro je ct SS ID • ir ri ga ti on s ch em es s ch em e d ev el op ed b y 20 20 • C on st ru ct io n a n d o p er at io n al iz e of M w am p u li i rr ig at io n s ch em e by 2 02 0 • Ir ri ga ti on s ys te m f or c ot to n a n d h or ti cu lt u re c on st ru ct ed b y 20 20 • ir ri ga ti on a re a In cr ea se b y 37 ,0 00 h a in 20 20 • ra ce p ro d u ct io n i n cr ea se d b y 19 1, 40 0t on s in 2 02 0 • A n n u al i n cr ea se o f ir ri ga te d la n d : 30 ,0 00 h a by 2 01 8 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 164 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Im p ro ve m en t of R & D in c ro p s cu lt iv at io n • C h ro n ic d is ea se s to c ro p s li ke m ai ze , c as sa va et c • Sh or ta ge o f se ed s fo r d if fe re n ce c ro p s • L ac k of t ec h n ol og ie s w h ic h a d d s n u tr ie n ts to s oi l • W ea k re se ar ch i n fr as tr u ct u re • E st ab li sh in g re se ar ch es o n c h ro n ic d is ea se s to cr op s li ke c as sa va m ai ze p ad d y et c. • P ro d u ct io n o f se ed s fo r d if fe re n t cr op s • A n al yz in g d if fe re n t ag ri cu lt u ra l s ys te m s an d p ro vi d in g te ch n ol og ie s w h ic h w il l a d d n u tr ie n t to t h e so il • Im p ro vi n g re se ar ch i n fr as tr u ct u re s an d ca p ac it y bu il d in g to t h e re se ar ch er s • R es ea rc h es o n c h ro n ic d is ea se s es ta bl is h ed b y 20 20 • … .t on s s ee d s fo r d if fe re n t cr op s p ro d u ce d b y 20 20 • So il n u tr ie n ts i m p ro ve d • R es ea rc h i n fr as tr u ct u re i m p ro ve d b y 20 20 E xt en si on o ffi ce rs • Sh or ta ge o f ex te n si on o ffi ce rs • P ro vi d in g tr ai n in g to t h e fa rm er s an d im p ro vi n g cu lt iv at io n p ra ct ic es • in cr ea si n g th e n u m be r of e xt en si on o ffi ce rs • N u m be r of e xt en si on o ffi ce rs i n cr ea se d fr om 1 0, 08 9i n 2 01 5 to 1 6, 22 5i n 2 02 0 A gr ic u lt u ra l l an d u se p la n • E xi st en ce o f la n d • co n fl ic ts • P re p ar in g th e p la n s fo r ag ri cu lt u ra l su st ai n ab le la n d u se t h ro u gh s u rv ey in g th e fa rm s an d p ro vi d in g ow n er sh ip t it le t o th e fa rm er s • Fa rm er s be en a bl e to u se la n d a s a co lla te ra l f or b an k lo an s by 2 02 0 • E li m in at in g la n d c on fl ic ts b y 20 20 W om en a n d y ou th em p ow er m en t th ro u gh ag ri cu lt u re • L ac k of la n d t it tl es • Po or li n ka ge o f fa rm er s w it h fi n an ci al in st it u ti on s • L ow le ve l o f te ch n ol og y u se • In d ic at in g an d s u rv ey in g th e ag ri cu lt u ra l la n d . • C on ti n u in g w it h s u rv ey in g • th e la n d a n d p ro vi si on o f la n d t it le s • L in ki n g fa rm er s w it h fi n an ci al i n st it u ti on s • Im p ro vi n g th e u se o f te ch n ol og y • In cr ea se t h e n u m be r of la n d t it tl es t o fa rm er s • L in ka ge s of f ar m er s to fi n an ci al in st it u ti on i m p ro ve d b y 20 20 • U sa ge o f te ch n ol og ie s im p ro ve d b y 20 20 M ar ke t av ai la bi li ty f or cr op s • Po or p ar ti ci p at io n o f p ri va te s ec to r on co n st ru ct io n o f m ar ke ts a n d s il os • L ac k of c om m od it y ex ch an ge m ar ke t • L ac k of s tr at eg ic m ar ke ts a t th e bo ar d s • In co rp or at in g p ri va te s ec to rs o n c on st ru ct io n of m ar ke ts a n d s il os • In tr od u ci n g m ar ke t p ro d u ct s in a cc or d an ce w it h t h e la w ( co m m od it y ex ch an ge A ct 1 5 of 20 15 . • C on st ru ct io n o f st ra te gi c m ar ke ts a t th e bo rd er s, i m p ro vi n g an d e m p ow er in g co rp or at iv e u n io n s • E n co u ra gi n g co op er at iv e u n io n s an d p ri va te se ct or t o es ta bl is h in g ag ro p ro ce ss in g in d u st ri es • P ri va te s ec to rs i n vo lv ed o n c on st ru ct io n of m ar ke ts a n d s il os • In tr od u ct io n o f co m m od it y ex ch an ge m ar ke ts . • st ra te gi c m ar ke ts a t th e bo rd er s C on st ru ct ed b y 20 20 • P ro ce ss in g in d u st ri es e st ab li sh ed b y 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 165 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s L iv es to ck s tr at eg ic i n te rv en ti o n Sk il ls d ev el op m en t fo r im p ro ve d li ve st oc k p ro d u ct iv it y • L ac k of h ig h s ki lle d p er so n n el t o p ro vi d e qu al it y li ve st oc k ef fi ci en tl y • L ac k of c om m u n it y ba se d n at io n al li ve st oc k ea rl y w ar n in g sy st em • St re n gt h en in g L iv es to ck T ra in in g A ge n cy (L IT A ) to p ro vi d e qu al it y li ve st oc k tr ai n in g ef fi ci en tl y • C om m u n it y ba se d n at io n al li ve st oc k ea rl y w ar n in g sy st em p ro je ct • 30 L IT A s ta ff i n lo n g (P h D & M Sc ) an d sh or t co u rs es t ra in ed • cl as s ro om s at M ad ab a an d M or og or o C am p u se s i n g oo d c on d it io n • C om m u n it y ea rl y w ar n in g sy st em en h an ce d b y 20 20 R eg u la to ry F ra m ew or k fo r A n im al H ea lt h se rv ic es • In ef fi ci en t of r eg u la to ry f ra m ew or k fo r an im al h ea lt h s er vi ce s • L ow c ap ac it y of i n st it u ti on o f th e V et er in ar y C ou n ci l t o re gu la te a n im al h ea lt h s er vi ce s ef fe ct iv el y an d e ffi ci en tl y • E n h an ci n g R eg u la to ry F ra m ew or k fo r A n im al H ea lt h s er vi ce s • R eg u la to ry f ra m ew or k fo r an im al h ea lt h s er vi ce s im p ro ve d t o en h an ce t h e ca p ac it y fo r m on it or in g an d e n fo rc em en t of A n im al H ea lt h S er vi ce s. • In st it u ti on c ap ac it y of t h e V et er in ar y C ou n ci l t o re gu la te a n im al h ea lt h se rv ic es e ff ec ti ve ly a n d e ffi ci en tl y st re n gt h en ed B ee f an d o th er s • L ow q u al it y an d p ro d u ct iv it y • R u d im en t sl au gh te ri n g p re m is es • L ac k of c om p et it iv e m ar ke t fo r m ea t in d u st ry s ta ke h ol d er s • M ea t qu al it y an d m ar ke ti n g im p ro ve m en t • T an za n ia n M ea t qu al it y st an d ar d c od es av ai la bl e an d q u al it y co n tr ol m ec h an is m ap p li ed b y 20 20 ; • P ic to ri al li ve st oc k an d m ea t gr ad es av ai la bl e an d li ve st oc k an d m ea t ar e gr ad ed ; • M ea t in d u st ry s ta ke h ol d er s ar e co m p et it iv e in m ar ke t by 2 02 0; a n d • T A M E P A , T A L IM E T A a n d C C W T or ga n iz ed a n d f u n ct io n al b y 20 20 . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 166 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s B ee f In d u st ry D ev el op m en t: L ak e Z on e (M w an za , Sh in ya n ga , M ar a an d K ag er a) , C en tr al ( D od om a, Si n gi d a an d T ab or a) , N ot h er n Z on e (M an ya ra , A ru sh a an d K il im an ja ro ) an d E as te rn Z on e (M or og or o an d P w an i) . • L ow q u al it y be ef p ro d u ct s • U n d er e xp lo it at io n o f re so u rc es i n li ve st oc k se ct or • Sh or ta ge o f sk ill ed p er so n n el i n li ve st oc k re la te d fi el d • T o in cr ea se p ro d u ct io n o f qu al it y be ef c at tl e in t h e co u n tr y th at m ee t in te rn at io n al st an d ar d s. • I n cr ea se n at io n al o u tp u ts t h ro u gh ex p lo it at io n o f u n d er e xp lo it ed r es ou rc es i n th e li ve st oc k se ct or . • D ev el op lo ca l h u m an r es ou rc es c ap ac it ie s fo r op er at io n a n d m an ag em en t of r an ch es . • P ic to ri al li ve st oc k an d m ea t gr ad es a va il ab le an d li ve st oc k an d m ea t ar e gr ad ed • M ea t in d u st ry s ta ke h ol d er s ar e co m p et it iv e in m ar ke t • E n h an ce t ec h n ic al s ki lls d ev el op m en t in m ea t va lu e ad d it io n • P u rc h as e an d i n st al la ti on o f h id e p u lle rs i n ar ea s of h ig h s la u gh te r fi gu re s. • T o u n d er ta ke m as si ve li ve st oc k br ee d in g p ro gr am m e th ro u gh b ot h n at u ra l a n d A rt ifi ci al I n se m in at io n • Fa ci li ta te p as tu re a n d c ro p s gr ow in g an d p ad lo ck a n d w ir e fe n ci n g • P ro d u ct io n o f qu al it y be ef c at tl e in t h e co u n tr y en h an ce d t o m ee t in te rn at io n al st an d ar d s by 2 02 0 • … . h u m an r es ou rc es t ra in ed f or op er at io n a n d m an ag em en t of r an ch es . • E n h an ce M ea t in d u st ry s ta ke h ol d er s co m p et it iv en es s in m ar ke t by 2 02 0 • E n h an ce t ec h n ic al s ki lls d ev el op m en t in m ea t va lu e ad d it io n t o … . P er so n n el b y 20 20 • m as si ve li ve st oc k br ee d in g p ro gr am m e u n d er ta ke n t h ro u gh b ot h n at u ra l a n d A rt ifi ci al I n se m in at io n b y 20 20 • … ..h a of p as tu re a n d c ro p s gr ow in g, a n d p ad d oc k an d w ir e fe n ce d b y 20 20 . Po u lt ry • L ow q u al it y an d q u an ti ty o f D O C p ro d u ce d in t h e co u n tr y • U n sa ti sfi ed p ro d u ct io n a n d m ar ke ti n g of in d ig en ou s ch ic ke n r ea ri n g • L ac k of p ou lt ry s ta ke h ol d er s or ga n iz at io n • E st ab li sh m en t of M u lt i St ak eh ol d er In n ov at io n P la tf or m s (M SI P ) fo r im p ro ve m en t of m ar ke ti n g sy st em a n d co m m er ci al iz at io n o f in d ig en ou s ch ic ke n i n : A ru sh a, D od om a, K il im an ja ro , M or og or o, M tw ar a, M w an za , S h in ya n ga , S in gi d a, T ab or a an d T an ga . • O rg an iz ed c om m er ci al i n d ig en ou s ch ic ke n p ro d u ce rs • In cr ea se d q u al it y an d q u an ti ty o f D O C p ro d u ce d i n t h e co u n tr y • Im p ro ve d p ro d u ct io n a n d m ar ke ti n g of in d ig en ou s ch ic ke n • Im p ro ve d li ve li h oo d s of w om en a n d yo u th • E st ab li sh ed a n d s tr en gt h en ed p ou lt ry st ak eh ol d er s or ga n iz at io n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 167 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s D ai ry • L ac k of m il k d ri n ki n g cu lt u re o f th e h u m an p op u la ti on ; • In ad eq u at e in te rn al m ar ke t fo r m ilk a n d m il k p ro d u ct s • L ow c ap ac it y of p ro d u ct io n , c ol le ct io n , p ro ce ss in g an d m ar ke ti n g of a w id e ra n ge o f d ai ry p ro d u ct s p ro d u ce d i n t h e co u n tr y; • H ig h r at e of r u ra l p ov er ty • Sc h oo l m il k fe ed in g p ro gr am m e in T an za n ia • D ev el op ed m il k d ri n ki n g cu lt u re o f th e fu tu re h u m an p op u la ti on ; • In te rn al m ar ke t fo r m il k an d m il k p ro d u ct s; • In cr ea se d c ap ac it y of m il k p ro d u ct io n , co lle ct io n , p ro ce ss in g an d m ar ke ti n g of a w id e ra n ge o f d ai ry p ro d u ct s p ro d u ce d i n th e co u n tr y; • E m p lo ym en t cr ea ti on a lo n g th e d ai ry va lu e ch ai n ( fo r ev er y 10 0 li tr es p ro d u ce d 4 jo bs a re c re at ed ); • R ed u ce d r u ra l p ov er ty b y in cr ea si n g fa rm er s’ i n co m e; a n d F is h er ie s st ra te gi c ch o ic e D ee p s ea fi sh in g • L ow fi sh e xp or t fr om T an za n ia E E Z • L ac k of d at a co lle ct ed f ro m t h e E E Z fi sh er ie s re so u rc es • In ad eq u at e fi sh p ro ce ss in g, v al u e ad d it io n an d m ar ke ti n g • W or n o u t of T A F IC O i n fr as tr u ct u re • F is h P os t h ar ve st lo ss • L ow g ov er n m en t re ve n u e fr om fi sh in g • L ac k of m od er n fi sh er ie s fa ci li ti es • C on st ru ct io n o f fi sh in g la n d in g p or t (T an ga or D ar e s Sa la am o r M tw ar a) • O p er at io n al iz at io n o f n ew T A F IC O a lo n g th e co as t of I n d ia n o ce an • E m p lo ym en t an d b u si n es s op p or tu n it ie s in cr ea se d • F is h e xp or t fr om T an za n ia E E Z i n cr ea se d • N at io n al f oo d s ec u ri ty i m p ro ve d • R el ia bl e d at a co lle ct ed f ro m t h e E E Z fi sh er ie s re so u rc es • T ou ri sm o p p or tu n it ie s im p ro ve d • F is h p ro ce ss in g, v al u e ad d it io n a n d m ar ke ti n g im p ro ve d • T A F IC O i n fr as tr u ct u re s re h ab il it at ed ; • E st ab li sh a m od er n fi sh er ie s h an d li n g fa ci li ti es a t R as M kw av i, T A F IC O D ar e s Sa la am ; • F is h p os t h ar ve st lo ss r ed u ce d ; • Im p ro ve d fi sh er ie s L ab or at or y se rv ic es al on g th e co as t of I n d ia n o ce an ; • E n h an ce d m ar ic u lt u re p ro d u ct io n a n d m ar ke ti n g. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 168 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Se a fi sh in g • L ac k of m od er n fi sh er ie s fa ci li ti es • In ad eq u at e fi sh p ro ce ss in g, v al u e ad d it io n an d m ar ke ti n g • St re n gt h en in g fi sh er ie s m ar ke t of F er i (D SM ), K ir u m ba ( M w an za ) an d M u n ga n za (K ag er a ) • C on st ru ct io n o f p oo ls f or fi sh f ar m in g • P ro cu re m en t of 5 fi sh in g ve ss el s • E m p ow er in g se aw ee d f ar m er s es p ec ia lly w om en a n d y ou th g ro u p s in t h e co as ta l re gi on • F is h er ie s m ar ke ts s tr en gt h en ed b y 20 20 • In cr ea se fi sh p ro d u ct io n f ro m 1 0, 00 0 to n s to 5 0, 00 0 to n s p er y ea r • 15 ,0 00 e m p lo ym en ts p er y ea r • In cr ea se p ro d u ct io n f ro m 1 2, 00 0 to n s to 20 ,0 00 t on s p er y ea r A qu ac u lt u re • Sh or ta ge o f sk il le d p er so n n el • L ac k of lo w c os t aq u ac u lt u re t ec h n ol og y • E st ab li sh m en t of n at io n al a qu ac u lt u re d ev el op m en t p ro gr am m e • In cr ea se d i n co m e fr om a qu ac u lt u re • In cr ea se d a qu a fa rm er s p ra ct ic in g aq u ac u lt u re o p er at io n s • In cr ea se d p ro d u ct io n o f aq u ac u lt u re p ro d u ct s A u to m at ic w at er Q u al it y M on it or in g an d R ep or ti n g in A qu ac u lt u re • In ad eq u at e su p p ly o f fi sh t o th e ex is ti n g fi sh p ro ce ss in g in d u st ri es • L ac k of m od er n t ec h n ol og y in a qu ac u lt u re • T h er e is a n ee d o f es ta bl is h in g au to m at ic m on it or in g an d r ep or ti n g sy st em s of aq u ac u lt u re i n d u st ry i n T an za n ia a n d id en ti fi ca ti on o f ba se li n e co n d it io n s su it ab le fo r aq u at ic li fe . • T ra in in g of S M M E s ow n er o f fi sh in g p ro ce ss in g in d u st ri es o n m od er n fi sh f ar m in g te ch n ol og y • E st ab li sh m en t of a u to m at ic m on it or in g an d re p or ti n g sy st em I T an za n ia a n d id en ti fi ca ti on of b as el in e co n d it io n s su it ab le f or a qu at ic li fe • E n vi ro n m en ta l i m p ac t as se ss m en t • In cr ea se fi sh p ro d u ct io n • M od er n t ec h n ol og y on fi sh f ar m in g tr an sf er re d t o fi sh f ar m er s by 2 01 8 • F is h f ar m er s tr ai n ed o n n ew fi sh f ar m in g te ch n ol og y by 2 02 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 169 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s E m p ow er m en t of ar ti sa n al fi sh er s in T an za n ia • L ac k of fi sh er ie s re so u rc e m an ag em en t • L ac k of r es ou rc es u ti li za ti on a n d m ar ke ti n g • F is h er ie s R es ou rc e M an ag em en t • F is h er ie s R es ou rc es U ti li za ti on a n d M ar ke ti n g • F is h er f ol ks m ar ke ti n g ab il it y an d in co m e ge n er at io n s tr en gt h en ed t h ro u gh ac qu is it io n o f en tr ep re n eu rs h ip s ki lls b y 20 20 ; • A lt er n at iv e li ve li h oo d t o fi sh in g co m m u n it ie s w il l b e p ro m ot ed b y 20 20 ; • Su st ai n ab le fi sh er ie s p ro m ot ed t h ro u gh ed u ca ti n g fi sh in g co m m u n it ie s on su st ai n ab le fi sh er ie s m an ag em en t by 20 20 ; • In cr ea se d fi sh c at ch es , r ev en u e an d f oo d se cu ri ty ; • R ed u ce d fi sh p os t h ar ve st lo ss es 2 02 0; an d • Im p ro ve d fi sh er ie s re so u rc es m an ag em en t an d e n vi ro n m en ta l p ro te ct io n b y 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 170 T ab le B 5 : E n vi ro n m en ta l an d N at u ra l R es o u rc es C o n se rv at io n I n te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s P ro m o ti o n o f R en ew ab le g re en E n er gy t ec h n o lo gi es ( B io ga s, L P G , So la r E n er gy ) S tr at eg ic C h o ic es H ou se h ol d le ve l ( ru ra l a n d u rb an ) • Po li cy , i n st it u ti on al c ap ac it y • N ee d f or a G re en G ro w th S tr at eg y • E n ac t a C h ar co al p ro d u ct io n a n d U se R eg u la ti on p ol ic y • In cr ea se d r en ew ab le e n er gy s ou rc es C li m at e ad ap ta ti o n a n d m it ig at io n a n d p ro je ct s S tr at eg ic C h o ic es Im p le m en ta ti on o f co n cr et e ad ap ta ti on m ea su re s to re d u ce v u ln er ab il it y of li ve li h oo d s an d E co n om y of t h e co as t co m m u n it ie s of T an za n ia • In cr ea se o n i m p ac ts o f cl im at e ch an ge al on g th e co as ta l r eg io n s • St re n gt h en in g th e fo re st i n st it u ti on s re sp on si bl e fo r fo re st m an ag em en t an d d ev el op m en t • C li m at e F u n d a n d F in an ci n g m ec h an is m s es ta bl is h ed • R eh ab il it at in g co as ta l p ro te ct io n in fr as tr u ct u re • C le an in g u p o f th e d ra in ag e ch an n el s • E st ab li sh in g ap p ro p ri at e al te rn at iv e en er gy • d ev el op a n o p er at io n al c li m at e ch an ge ob se rv at or y fo r T an za n ia • D ev el op a n E co sy st em B as ed I n te gr at ed A re a M an ag em en t P la n ( E B IC A M ) fo r th e co as ta l r eg io n • In cr ea se d c om m u n it y re si li en ce ca p ac it y to c li m at e ri sk s • R ed u ct io n o n D am ag e an d lo ss d u e to n at u ra l d is as te rs • E B IC A M e st ab li sh ed b y 20 20 • C li m at e ch an ge i m p ac ts o n k ey in fr as tr u ct u re a n d s et tl em en ts a d d re ss ed by 2 02 0 E n fo rc em en t o f E IA a n d S E A r eg u la ti o n s fo r al l m aj o r p ro je ct s St ra te gi c C h o ic es M aj or i n d u st ri al z on es • In st it u ti on al , P ol ic y an d L eg al • C ab in et d ec is io n o n n ew N at io n al E n vi ro n m en t Po li cy ( N E P ) • R ed u ce d w at er a n d a ir p ol lu ti on NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 171 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s N at u ra l R es o u rc es S tr at eg ic C h o ic es St re n gt h en in g th e co n tr ib u ti on o f n at u ra l re so u rc es p ro d u ct s (f or es tr y an d b ee s) t o th e E co n om y • Po or m an ag em en t of n at u ra l r es ou rc es • In ad eq u at e ca p ac it y to c om ba t w il d li fe cr im e • Po or m an ag em en t of w et la n d s • In ad eq u at e n at u ra l r es ou rc e m an ag em en t • H ig h lo ss o f fo re st c ov er d u e to u n su st ai n ab le u se • R es ol vi n g te rr it or ia l d is p u te s be tw ee n ci ti ze n s an d t h e su rr ou n d in g ar ea s n ea r by re se rv es • Im p ro vi n g in fr as tr u ct u re s w it h in t h e ga m e re se rv es • C on ti n u in g w it h in t h e be e ke ep in g p ro gr am o f 20 07 2 01 6 • In cr ea si n g th e ar ea f or p la n ti n g tr ee s fr om 60 ,0 00 h a in 2 01 5 13 0, 00 0 h a in 2 02 0 • E st ab li sh in g au th or it y r es p on si bl e fo r w il d li fe m an ag em en t • Su st ai n ab le M an ag em en t in n at u ra l re so u rc es • C om ba ti n g W il d li fe C ri m e an d a d va n ci n g C on se rv at io n • K il om be ro w et la n d m an ag em en t • R es il ie n t n at u ra l r es ou rc es m an ag em en t fo r gr ow th • N at u ra l r es ou rc es m an ag em en t st re n gt h en ed • W il d li fe c ri m e re d u ce d • K il om be ro w et la n d m an ag ed • N at u ra l r es ou rc es m an ag em en t im p ro ve d b y 20 20 N at io n al t re e p la n ti n g an d m an ag em en t st ra te gy 20 16 /1 7 20 20 21 • U n c oo rd in at ed i m p le m en ta ti on o f en vi ro n m en ta l b es t p ra ct ic es • In ad eq u at e co m p lia n ce t o th e n at io n al le gi sl at io n s an d b y la w s • In ad eq u at e m on it or in g an d e va lu at io n p ro gr am m es • In ad eq u at e st ak eh ol d er s in vo lv em en t • U n su st ai n ab le h u m an a ct iv it ie s on vu ln er ab le a re as • In ad eq u at e u se o f al te rn at iv es t o en er gy so u rc es • N o gr ee n a re as p re se rv ed i n e xp an si ve u rb an d ev el op m en ts • Po or v al u e p ri va te v al u e ch ai n • In ad eq u at e in st it u ti on al c ap ac it y in fo re st ry a n d b ee ke ep in g • T re e p la n ti n g in o p en a re as d eg ra d ed a re as , in st it u ti on al a re a, w at er s ou rc es e tc . • Im p ro ve p u bl ic a w ar en es s on t re e p la n ti n g • F in an ci n g re so u rc es m ob ili za ti on • M on it or in g an d e va lu at io n a t n at io n al le ve l • P ri va te F or es tr y an d V al u e C h ai n i n T an za n ia • C ap ac it y B u il d in g in F or es tr y an d B ee ke ep in g In st it u ti on s • E n h an ci n g th e Fo re st N at u re R es er ve N et w or k fo r B io d iv er si ty C on se rv at io n • 18 5, 00 0h a (2 80 m il li on t re es ) p la n te d ev er y ye ar • P ri va te f or es t va lu e ch ai n i m p ro ve d • In st it u ti on al c ap ac it y in f or es tr y an d be ek ee p in g en h an ce d • Fo re st N at u re R es er ve N et w or k fo r B io d iv er si ty C on se rv at io n e n h an ce d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 172 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s K ey T ou ri sm p ot en ti al a re a (K il im an ja ro /A ru sh a) • C ap ac it y an d k n ow le d ge g ap s (i n cl u d in g at ti tu d e, c u lt u ra l) • C om p re h en si ve T ou ri sm a n d H os p it al it y st ra te gy • In cr ea se d R ev en u e fr om T ou ri sm in d u st ry O u td oo r re cr ea ti on f ac il it ie s al on g th e co as t of D ar e s sa la am c it y • R ea li za ti on o f fu n d a n d t ec h n ic al ex p er ti se t o tu rn t h e p ro je ct i n to r ea li ty . • D ev el op m en t of o u td oo r re cr ea ti on fa ci li ti es • al on g th e co as t of D ar e s sa la am c it y • O p en a re as a re p ro p er ly u ti li ze d fo r p u bl ic r ec re at io n a n d t o at tr ac t ad d it io n al v is it or s an d t o be co m e an i n te gr al p ar t of t h e lo ca l t ou ri sm ec on om y in T an za n ia . • Po ve rt y er ad ic at io n t h ro u gh n ew em p lo ym en t op p or tu n it ie s. • R ev en u e to t h e G ov er n m en t th ro u gh ta xe s; a n d • In cr ea se n u m be r of i n te rn at io n al a n d d om es ti c to u ri st s h en ce r ev en u e to t h e go ve rn m en t. In cr ea si n g th e n u m be r of to u ri st • A tt ra ct m or e to u ri st t o vi si t T an za n ia • E n co u ra gi n g of lo ca l t ou ri sm • In cr ea se o f n ew t ou ri st a tt ra ct io n ce n te rs • In cr ea se r ev en u e fr om t ou ri sm • St re n gt h en in g tr ai n in g on h ot el a n d to u ri sm h os p it al it y • A d d i m p et u s to t ou ri sm la n d m ar k • E n co u ra gi n g lo ca l t ou ri sm • O p en u p t ou ri sm o p p or tu n it ie s in t h e so u th er n z on e • In cr ea se t h e n u m be r of b ed s • In cr ea se t h e n u m be r of t ou ri sm p ro d u ct s • In cr ea se t h e n u m be r of t ou ri st s vi si ti n g T an za n ia f ro m 1 20 00 00 to 2 00 0, 00 0 by 20 20 • In cr ea se t h e n u m be r be d s to 1 ,7 35 i n 20 20 • N u m be r of lo ca l t ou ri st v is it in g va ri ou s to u ri st c en te rs i n cr ea se d • N u m be r of p er so n n el t ra in ed o n to u ri sm d is ci p li n es t o in cr ea se d • N u m be r of t ou ri sm p ro d u ct s in cr ea se d T h em e p ar k • L ac k of T h em e P ar ks i n D ar e s Sa la am C it y • C on st ru ct io n o f T h em e P ar k in D ar e s Sa la am C it y • T h em e p ar k co n st ru ct ed i n D ar e s sa la am b y 20 20 A n n ex B 6 : T o u ri sm s tr at eg ic i n te rv en ti o n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 173 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s H er it ag e st ra te gi c ch o ic e H er it ag e li be ra ti on p ro gr am • T h er e i s n o lib er at io n h er it ag e p ro gr am le ad in g to d is ap p ea ra n ce o f h er it ag e • A cq u ir e la n d f or c on st ru ct io n • C on st ru ct b u il d in gs f or li be ra ti on p ro gr am • A va il ab il it y of 2 5 h ec to rs o f la n d . • P u bl ic at io n i n p la ce • A va il ab il it y of f ou r B lo ck s C u lt u ra l t ou ri sm p ro m ot io n al on g th e ce n tr al s la ve a n d iv or y tr ad e ca ra va n r ou te • D if fi cu lt ie s in c oo rd in at in g th e st ak eh ol d er s to p ar ti ci p at e in t h e p ro je ct • • Id en ti fy , d em ar ca te , m ap a n d e re ct s ig n p os ts i n r el ev an t lo ca ti on s al on g th e ro u te • D ec la ra ti on o f M am bo ya , M pw ap w a an d K il im at in d e h er it ag es s it es a s n at io n al m on u m en ts . • R es to ra ti on a n d c on so li d at io n o f th e Sl av e R ou te i n t h e se le ct ed c en te rs • P re p ar at io n s an d i m p le m en ta ti on o f aw ar en es s ra is in g st ra te gy f or t h e ro u te • C on st ru ct io n o f on si te m u se u m a n d re h ab il it at io n o f h is to ri c m on u m en ts a lo n g th e ro u te • P re p ar at io n s of t h e T ou ri sm M as te r P la n f or th e Sl av e R ou te 3 0, 00 0. • A tt ra ct iv e, a cc es si bl e w el l c on se rv ed an d m an ag ed C en tr al S la ve a n d I vo ry T ra d e R ou te . • In cr ea se d r ev en u e fr om c ol le ct io n t o th e D iv is io n o f A n ti qu it ie s an d lo ca l go ve rn m en t au th or it ie s • In cr ea se d n u m be r of t ou ri st s/ vi si to rs o n t h e ro u te a n d p ro m ot e in co m e ge n er at in g ac ti vi ti es t o lo ca l co m m u n it ie s. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 174 St ra te gi c ch o ic e L o ca ti o n /t yp e C h al le n ge R eq u ir ed I n te rv en ti o n E xp ec te d R es u lt • T ec h n ol og y A d va n ce m en t • A cq u ir e, A d op t an d a d ap t te ch n ol og ie s fo r bu il d in g te ch n ic al c ap ab il it ie s fo r in d u st ri al d ev el op m en t • T ec h n ol og y ag re em en ts • L ow t ec h n ol og ic al c ap ab il it ie s li m it s co m p et it iv e gr ow th • D ev el op t ec h n ol og y ro ad m ap s, bu il d r el ev an t h u m an c ap it al a n d p ro m ot e te ch n ol og ic al a d op ti on an d a d ap ta ti on m ec h an is m s • C om p et it iv e p ro d u ct s an d se rv ic es i n m an u fa ct u ri n g se ct or • D ev el op a n d p ar tn er w it h lo ca l a n d f or ei gn P ri va te s ec to r to I n ve st i n T ec h n ol og y P ar ks ( P ar ks p ro vi d e m ec h an is m s fo r in n ov at in g R & D a n d t es ti n g fo r m ar ke t) • P P P ar ra n ge m en ts fo r in ve st m en ts – P ri or it iz ed se ct or s an d ge o lo ca ti on s • L im it ed P ro d u ct a n d s er vi ce d ev el op m en t an d t es ti n g fo r m ar ke ts . • In ve st m en t an d m ar ke ti n g • In cr ea se d q u al it y an d s ta n d ar d s of p ro d u ct s an d s er vi ce s re ad il y av ai la bl e fo r m ar ke t. • • In cr ea se d n u m be r of in n ov at io n s R es ea rc h a n d D ev el o p m en t • In ve st i n lo ca l r es ea rc h a n d in n ov at io n f oc u si n g h u m an an d i n d u st ri al d ev el op m en t w it h s p ec ia l c on si d er at io n to v al u e ad d it io n . S u p p or t ST I p ol ic y im p le m en ta ti on an d I m p ac t ev al u at io n o f in te rv en ti on s • R & D in st it u ti on s • L im it ed a n d u n co m p et it iv e ou tp u t fr om R & I fo r u p ta ke b y in d u st ry • In cr ea se d s u p p or t/ in ve st m en t in co m p et it iv e re se ar ch g ra n ti n g • In cr ea se d s u p p or t/ in ve st m en t in C om m is si on ed r es ea rc h g ra n ti n g • In cr ea se d lo ca lly g en er at ed kn ow le d ge f or h u m an a n d in d u st ri al d ev el op m en t im p ro ve d h ea lt h a n d e d u ca ti on se rv ic es , w at er a n d s an it at io n • D ev el op a n d e qu ip re se ar ch i n fr as tr u ct u re f or h ig h er le ar n in g an d R & D In st it u ti on s • R & D in st it u ti on s • L ow c ap ac it y fo r p ro d u ct io n o f qu al it y R & D o u tp u t fr om lo ca l fa ci lit ie s. C om p et it iv e R & D ou tp u ts n ee d c os t ef fe ct iv e u se of f ac il it ie s • In cr ea se d s u p p or t/ in ve st m en t in re se ar ch f ac il it ie s • Im p ro ve d r es ea rc h e n vi ro n m en t th at w il l b e tr an sl at ed i n t o Q u al it y re se ar ch f or b et te r p ro d u ct s w h il e in fo rm in g p ol ic y an d s u p p or ti n g d ec is io n m ak in g T ab le B 7 : Sc ie n ce T ec h n o lo gy a n d I n n ov at io n I n te rv en ti o n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 175 St ra te gi c ch o ic e L o ca ti o n /t yp e C h al le n ge R eq u ir ed I n te rv en ti o n E xp ec te d R es u lt • B u ild co m p et en t an d co m p et it iv e h u m an ca p it al (v oc at io n al , t ec h n ic al , p ro fe ss io n al s, g ra d u at es an d p os tg ra d u at es ) in ar ea s re le va n t to i n d u st ri al d ev el op m en t • Pr e em pl oy m en t an d Po st tr ai ni ng in st itu tio ns 1 • L ow le ve l o f s ki lls a nd co m pe te nc e to c at er fo r in du st ri al iz at io n • In cr ea se d in ve st m en t i n hu m an ca pa ci ty b ui ld in g at a ll le ve ls in a cc or da nc e w ith th e N at io na l Sk ill s D ev el op m en t S tr at eg y (N SD S) • C om pe te nt a nd c om pe tit iv e w or k/ la bo ur fo rc e, d ev el op ed . In n ov at io n • P ro m ot io n o f In n ov at io n in it ia ti ve s at L oc al G ov er n m en t A u th or it ie s (L G A ) th ro u gh s u p p or ti n g SM E s, C lu st er s, a n d s ta rt u p s • L G A , N E E C , In n ov at io n p la tf or m s • U n em p lo ym en t; u n fa vo ra bl e en vi ro n m en t (p ol ic y an d re so u rc es ) fo r u p ta ke o f in n ov at io n s; w ea k li n ka ge s be tw ee n R & I an d i n d u st ry • Jo b cr ea ti on t h ro u gh s u p p or t of in n ov at io n p la tf or m s; N u tu re in n ov at io n e co sy st em ; S tr en gt h en li n ka ge s be tw ee n R & I an d i n d u st ry • In cr ea se d e m p lo ym en t (b ot h se lf a n d i n st it u ti on al ) • E n h an ce d c om m er ci al iz at io n o f re se ar ch a n d i n n ov at io n o u tp u ts • Im p ro ve d li n ka ge s be tw ee n R & I an d i n d u st ry • E xp an d a n d e xp lo it I C T op p or tu n it ie s p ar ti cu la rl y fo r im p ro vi n g qu al it y an d ac ce ss o f so ci al a n d b u si n es s se rv ic es • P ri m ar il y so ci al s er vi ce se ct or • G eo gr ap h ic d iv id e an d r es ou rc es li m it s ac ce ss t o qu al it ys oc ia l a n d bu si n es s se rv ic es • In cr ea se a cc es s to a n d u se o f IC T p la tf or m s p ar ti cu la rl y in h ea lt h se rv ic es a n d e d u ca ti on d el iv er y sy st em • Im p ro ve d q u al it y an d a cc es s of h ea lt h s er vi ce s an d e d u ca ti on d el iv er y p ar ti cu la rl y in r u ra l ar ea s 1 S ee th e N at io na l S ki lls d ev el op m en t s tr at eg y (N S D S ) de ve lo pe d by th e M in is tr y of L ab ou r an d M in is tr y of E du ca tio n, S ci en ce a nd T ec hn ol og y an d V oc at io na l t ra in in g. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 176 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s E ar ly e d u ca ti o n E ar ly L ea rn in g • D et er io ra ti n g fa m il y co h es io n , p ar en ti n g an d v ir tu es • In ad eq u ac y d es ce n t p re s ch oo li n g fa ci li ti es a n d t ea ch er s • T ra in t ea ch er s fo r p re p ri m ar y sc h oo ls • Im p le m en t co m p re h en si ve p la n f or f re e ed u ca ti on • In cr ea se r oo m s fo r p re p ri m ar y ed u ca ti on • T h e n u m be r of s ch oo ls a n d t ea ch er s w it h c u rr ic u la a n d s yl la bi i m p ro ve d • A va il ab il it y of t h e E n gl is h la n gu ag e cu rr ic u lu m P ri m ar y ed u ca ti o n P ri m ar y Sc h oo l • In ad eq u at e n u m be r of t ea ch er s in re la ti on t o n u m be r of s tu d en ts a cr os s L G A s • Po or q u al it y an d s ta n d ar d s of s ch oo l en vi ro n m en t • W ea k in sp ec ti on s • Im p ro p er M et h od ol og y fo r L ea rn in g an d T ea ch in g of 3 R s • U n qu al ifi ed t ea ch er s an d la ck o f in ce n ti ve s fo r u p gr ad in g • W ea k ad m in is tr at io n a n d e n fo rc em en t of c od e of c on d u ct s • H ig h p u p il s te ac h er r at io • In ad eq u at e te xt b oo ks • Im p ro ve m en t of L it er ac y an d N u m er ac y St ra te gy ( L A N E S) • P ro gr am f or R es u lt s (P 4R ) • C on st ru ct c la ss r oo m s an d la tr in es • Im p le m en t co m p re h en si ve p la n f or f re e ed u ca ti on • E n h an ce S ch oo l I n sp ec ti on • Im p ro ve a va il ab il it y of w at er , e le ct ri ci ty • T ra in in g sc ie n ce s u bj ec t te ac h er s • R ev ie w a n d i m p ro ve t ea ch in g cu rr ic u lu m • P ro cu re t ex t bo ok s • Im p ro ve d P u p il s to C la ss R at io • Im p ro ve d P u p il t o L at ri n e R at io • Sc h oo l in sp ec to ra te t oo ls r ev ie w ed t o in co rp or at e 3R s an d d is tr ib u te d t o al l Q A s • E SD P D ev el op ed a n d s u b se ct or op er at io n al p la n s in o p er at io n • L G A s m ee t an n u al t ar ge t fo r sc h oo ls ac h ie vi n g ac ce p ta bl e p ri m ar y P T R ra n ge • O u tr ea ch v is it s to s en si ti ze co m m u n it ie s ab ou t en ro lm en t co n d u ct ed a n n u al ly i m p le m en te d • E d u ca ti on S ec to r Pe rf or m an ce R ep or t (E SP R ) in p la ce • T h e p ro p or ti on o f p u p il s an d b oo ks im p ro ve d T ab le B 8 : E d u ca ti o n I n te rv en ti o n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 177 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Se co n d ar y ed u ca ti o n Se co n d ar y Sc h oo l • U n qu al ifi ed t ea ch er s an d la ck o f in ce n ti ve s fo r u p gr ad in g • W ea k ad m in is tr at io n a n d e n fo rc em en t of c od e of c on d u ct s W ea k in sp ec ti on s • In ad eq u at e n u m be r of m at h em at ic s an d s ci en ce t ea ch er s • Po or q u al it y an d s ta n d ar d s of s ch oo l en vi ro n m en t • Se co n d ar y E d u ca ti on D ev el op m en t P ro gr am m e( SE D P I I) • Im p le m en t co m p re h en si ve p la n f or f re e ed u ca ti on • E n h an ce S ch oo l I n sp ec ti on • C on st ru ct c la ss ro om s an d L at ri n es • T ra in in g m or e sc ie n ce s u bj ec t te ac h er s • Im p ro ve a va il ab il it y of w at er , e le ct ri ci ty an d la tr in es • In cr ea se c om p le ti on r at e at O L ev el an d A L ev el • Sp ec ia lt y Q u al ifi ca ti on T ra in in g R ec or d s in p la ce • Im p ro ve e xa m in at io n p as s ra te i n m at h em at ic s an d s ci en ce s u bj ec ts • Im p ro ve d S tu d en ts t o C la ss R at io • Im p ro ve S tu d en ts t o L at ri n e R at io • In cr ea se d n u m be r of s ec on d ar y sc h oo l m ee ti n g m in im u m i n fr as tr u ct u re re qu ir em en ts • Im p ro ve d S tu d en ts t o C la ss R at io H ig h er e d u ca ti o n H ig h er L ea rn in g E d u ca ti on • In cr ea si n g n u m be r of s tu d en ts w h o n ee d lo an s fo r h ig h er e d u ca ti on th ro u gh L oa n B oa rd • R ap id c h an ge o f te ch n ol og y • Sh or ta ge o f le ct u re rs i n u n iv er si ti es • E n h an ce L oa n B oa rd t o co n ti n u e is su in g lo an s fo r h ig h er e d u ca ti on • E xp an d u se o f ad va n ce d I C T t ec h n ol og y • T ra in m or e le ct u re r fo r d if fe re n t co u rs es • E li gi bl e st u d en ts f ac il it at ed w it h lo an s fo r h ig h er e d u ca ti on • IC T i n fr as tr u ct u re e n h an ce d • In cr ea se d n u m be r of le ct u re rs NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 178 T ab le A 9 : C re at iv e In d u st ry L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s A rt a n d S p or ts • T an za n ia i s la gg in g be h in d i n S p or t w or ld w id e • N o p u rp os ef u l i n ve st m en t h as b ee n d on e to b oo st s p or t, h en ce la gg in g be h in d • Po or e n vi ro n m en t fo r B ag am oy o C ol le ge o f A rt • A bs en ce o f cu lt u re c om p le x in t h e co u n tr y • C on st ru ct io n o f N at io n al S p or ts C om p le x • C on st ru ct io n o f M al ya S p or ts C ol le ge • R eh ab il it at io n o f B ag am oy o C ol le ge o f A rt s • C on st ru ct io n o f C u lt u re C om p le x • In cr ea se c on tr ib u ti on t G D P • In cr ea se s h ar e in e m p lo ym en t • In cr ea se d n u m be r of h on or s/ ti tl es b y ty p es o f sp or ts a n d a rt NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 179 T ab le B 1 0 : Sk il ls D ev el o p m en t In te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s St ra te gi c Sk il ls D ev el op m en t fo r ac h ie vi n g M id d le In co m e E co n om y. • E d u ca ti on i n st it u ti on s d oe s n ot co n si d er s ki lls r eq u ir em en t of t h e la bo u r m ar ke t • L ow q u al it y E d u ca ti on • In ac cu ra te i n ve st m en t an d In su ffi ci en cy fi n an ci al r es ou rc es f or sk ill s d ev el op m en t • L ac k of o p p or tu n it ie s fo r ap p re n ti ce sh ip a n d i n te rn sh ip • L ac k of s tr on g la bo u r m ar ke t in fo rm at io n s ys te m • L ac k of N at io n al S ki lls D ev el op m en t St ra te gy • P re p ar e N at io n al S ki ll D ev el op m en t St ra te gy • P re p ar e cu rr ic u lu m f or t ra in in g su it ab le f or la bo u r m ar ke t d em an d , w or ki n g cu lt u re s an d c on fi d en ce of s el f em p lo ym en t • In cr ea se e qu ip m en t an d i n fr as tr u ct u re f or p ra ct ic al tr ai n in g • In cr ea se t h e n u m be r of q u al ifi ed t ea ch er s an d tu to rs • In cr ea se c ol le ge s w h ic h o ff er m id d le c ad re s ki lls • P ro vi d e in te rn sh ip t ra in in g fo r gr ad u at es a t th e w or ki n g p la ce s • P ro vi d e ap p re n ti ce sh ip t ra in in g fo r st u d en ts a t th e w or ki n g p la ce s. • D ev el op a n d s tr en gt h en t h e n at io n al la bo u r m ar ke t in fo rm at io n c ol le ct io n s ys te m • In it ia te a n d s tr en gt h en t h e av ai la bi li ty o f la bo u r m ar ke t in fo rm at io n i n a ll re gi on s of t h e co u n ty • C on d u ct t h e L ab ou r Fo rc e an d M an p ow er S u rv ey s in e ve ry t w o ye ar s. • Id en ti fy p eo p le w it h s ki lls o bt ai n ed t h ro u gh in fo rm al s ys te m le ar n in g fo r si x p ri or it y se ct or s • P ro vi d e tr ai n in g an d c er ti fi ca te s w h ic h a re re co gn iz ed b y th e la bo u r m ar ke t • N at io n al S ki ll D ev el op m en t St ra te gy i n p la ce . • In cr ea se d s ta ff w it h p ra ct ic al t ra in in g. • Sk il le d T an za n ia n s to b e ab so rb ed i n n ew e m er gi n g se ct or s of O il , G as , I C T , M in in g, A gr i bu si n es s, T ou ri sm a n d H os p it al it y se rv ic es , t ra n sp or ta ti on a n d lo gi st ic s. • R ed u ce d lo w s ki lle d la bo u r fo rc e to m id d le c ad re . • L ab ou r m ar ke t in fo rm at io n s ys te m i n p la ce . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 180 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s E d u ca ti on an d S ki lls f or P ro d u ct iv e Jo bs . • T h e cu lt u ra l b ar ri er s to t ec h n ic al a n d vo ca ti on al s ki lls le ve ls . • T h e n ee d f or s of t sk il ls s u ch as w or k et h ic s, t ea m w or k, a n d co m m u n ic at io n t o m ee t th e d em an d of e m p lo ye rs . • T ra in 2 50 0 gr ad u at es c ou n tr y w id e in a gr ib u si n es s sk il ls t o es ta bl is h a gr i bu si n es s en te rp ri se s. • T ra in 6 10 0 ex te n si on o ffi ce rs c ou n tr y w id e. • T ra in 2 ,7 50 i n a gr ib u si n es s sk il ls n ee d ed b y T an za n ia n e m er gi n g co m m er ci al s ec to r • T w en ty ( 20 ) A gr ic u lt u ra l a n d L iv es to ck T ra in in g In st it u te s (M A T Is & L IT Is ) u p gr ad ed w it h t oo ls fo r m or e p ra ct ic al , c om p et en ce b as ed t ra in in g • T ra in 2 0, 00 0 yo u n g sm al lh ol d er f ar m er s in m od er n ir ri ga ti on m an ag em en t sk il ls i n 1 0 re gi on s of T an za n ia • R ai se t h e n u m be r of T an za n ia n s w it h b as ic I C T sk il ls f ro m 1 0 17 m il li on . • N u m be r of g ra d u at es t ra in ed o n ag ri bu si n es s en te rp ri se s. • N u m be r of e xt en si on o ffi ce rs t ra in ed . • N u m be r of p u bl ic t ra in in g p ro vi d er s w it h at le as t 30 % p ri va te s ec to r re p re se n ta ti on on t h ei r bo ar d • N u m be r of t ra in in g p ro vi d er s re ce iv in g fi n an ci n g fr om t h e Sk il ls D ev el op m en t F u n d ( i. e. g ra n t ag re em en ts s ig n ed ) • N u m be r of e n ro lle d s tu d en ts i n al te rn at iv e, T V E T a n d u n iv er si ty t ra in in g p ro gr am s in t ar ge te d s ec to rs f u n d ed b y th e Sk il ls D ev el op m en t F u n d o r su p p or te d t o at te n d t ra in in g by t h e N at io n al S tu d en t V ou ch er s ch em e V oc at io n al T ra in in g • Sk il ls M ix n ot c on d u ci ve , m id d le ca d re s is lo w • L ow a cc es s to a n d i m p ro ve d q u al it y an d e qu it y of t ec h n ic al v oc at io n al ed u ca ti on a n d t ra in in g • L ow c ap ac it y of s ec on d ar y te ac h er e d u ca ti on i n s ci en ce a n d m at h em at ic s. • N o m od er n w or ks h op f or p ra ct ic al tr ai n in g to s tu d en ts i n 3 0 vo ca ti on tr ai n in g co lle ge s • C on st ru ct i n fr as tr u ct u re s in 1 3 in st it u ti on s • E xp an d t h e IC T i n fr as tr u ct u re f or 5 3 in st it u ti on s • In cr ea se e n ro lm en t fo r st u d en ts • C on st ru ct w or ks h op t o eq u ip s tu d en ts i n p ra ct ic al tr ai n in g • Im p ro ve le ar n in g en vi ro n m en t fo r st u d en ts • E xp an d ed i n fr as tr u ct u re a t 13 i n st it u ti on s (4 R V T SC s, M or og or o V oc at io n al T ea ch er s T ra in in g C en tr e, A ru sh a T ec h n ic al C ol le ge a n d 6 T T C s) w it h ab ou t 8, 00 0 tr ai n ee s at te n d in g at a n y gi ve n t im e • E xp an d ed a n d e xt en si ve u se o f IC T i n in st ru ct io n a t 53 i n st it u ti on s • In cr ea se d c ap ac it y fo r te ac h in g, p ol ic y fo rm u la ti on , p la n n in g an d q u al it y as su ra n ce i n t ec h n ic al v oc at io n al ed u ca ti on a n d t ea ch er e d u ca ti on • A va il ab il it y of m od er n t ra in in g w or ks h op s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 181 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Fo lk E d u ca ti on D ev el op m en t P ro gr am m e II • M os t of t h e co lle ge b u ild in gs a n d in fr as tr u ct u re s ar e in d il ap id at ed f or m • Po or e n ro lm en t in m os t F D C a s co m p ar ed t o p la n n ed e n ro lm en t • C on st ru ct io n o f bu il d in gs f or F D C c ol le ge s in t h e co u n tr y • Im p ro ve i n fr as tr u ct u re i n F D C c ol le ge s • C ap ac it y B u il d in g • In cr ea se d n u m be r of F D C s gr ad u at es m an ag in g th ei r ow n i n co m e ge n er at in g p ro je ct s • In cr ea se d t ec h n ic al k n ow le d ge i n co m m u n it ie s Yo u th D ev el op m en t P ro gr am m e • In cr ea si n g Yo u th U n em p lo ym en t. • E n h an ce y ou th e n tr ep re n eu rs h ip s ki lls • L G A s to a llo ca te s p ec ia l a re as f or b u si n es s to su p p or t yo u th • P ro vi si on o f so ft lo an s to y ou th • P ro m ot e lo ca l a n d i n te rn at io n al m ar ke ts f or p ro d u ct s p ro d u ce d b y yo u th • R ed u ce d Y ou th u n em p lo ym en t. • A va il ab il it y of m ar ke ts f or y ou th p ro d u ce d p ro d u ct s • E n tr ep re n eu rs h ip s ki lls t o yo u th e n h an ce d In cr ea se n u m be r of r u ra l p la n n er s fr om I n st it u te o f R u ra l D ev el op m en t P la n n in g • Sh or ta ge o f of fi ce s in t h e co lle ge • N o p ro p er u se o f la n d p la n • N ew c am p u s h as s h or ta ge o f of fi ce s • Sh or ta ge o f ac co m m od at io n f or st u d en ts • C on st ru ct io n o f A ca d em ic B lo ck s at M ai n C am p u s an d L ak e Z on e C en tr e M w an za • L an d s ca p p in g at D od om a C am p u s • C on st ru ct io n o f A d m in is tr at io n B lo ck s at D od om a C am p u s L ak e Z on e C en tr e M w an za • C on st ru ct io n o f h os te l b lo ck s at D od om a C am p u s an d L ak e Z on e C en tr e M w an za • Q u an ti ty a n d q u al it y of r u ra l p la n n er s in cr ea se d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 182 T ab le B 1 1 : H ea lt h I n te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Im p ro ve li ve li h oo d of T an za n ia n • Po te n ti al n ew A ID S in fe ct io n i f n ot m an ag ed • Yo u th s ar e m or e vu ln er ab le t o A ID S in fe ct io n • N ew b or n a re v u ln er ab le t o m ot h er t o ch il d t ra n sm is si on o f A ID S • In cr ea si n g p re va le n ce o f N C D s • M ai n st re am A ID S is su es i n c or e se ct or s • P re ve n t n ew i n fe ct io n s to y ou n g p eo p le • T es ti n g of c h il d re n u n d er 15 y ea rs • R ed u ce n ew i n fe ct io n s of A ID S • M an ag em en t of n on c om m u n ic ab le d is ea se s, p ar ti cu la rl y ob es it y re la te d i lln es se s. • 90 % o f co re s ec to rs i n co rp or at e A ID S is su es i n th ei r st ra te gi c p la n s by J u n e 20 21 • In cr ea se d H IV a n d A ID S co u n se li n g by J u n e 20 21 • A n u m be r of c h il d re n b el ow 1 5 ye ar s re ce iv e A R T b y Ju n e 20 21 St re n gt h en in g of R ef er ra l S ys te m • P h ys ic al b ar ri er s re su lt in g in to la ck o f ac ce ss t o be tt er h ea lt h se rv ic es a t d if fe re n t le ve ls o f se rv ic e d el iv er y • C on st ru ct io n o f 8, 74 3d is p en sa ri es a n d 2 ,7 51 H ea lt h C en tr es • C on st ru ct io n o f 29 n ew D is tr ic t H os p it al s fo r n ew D is tr ic ts H os p it al s • C on st ru ct io n o f 5 R eg io n al H os p it al f or n ew R eg io n s • C on st ru ct io n o f Z on al H os p it al s in S ou th er n , W es te rn , E as te rn a n d L ak e zo n es . • C on st ru ct io n o f re gi on al s at el li te b lo od b an k in fi ve B R N r eg io n s K ig om a, M ar a, M w an za , Si m iy u a n d G ei ta • C om p le ti on o f 2 st or ey X r ay b u il d in g at M be ya R ef er ra l H os p it al • C on st ru ct io n o f n ew w ar d a n d r eh ab il it at io n o f th e ex is ti n g bu il d in gs a t K ib on g’ ot o In fe ct io u s C en tr e • R en ov at io n , r eh ab il it at io n a n d e qu ip p in g of 2 1 re gi on al h os p it al s • C on st ru ct io n a n d r eh ab il it at io n o f in fr as tr u ct u re s at M ir em be a n d I sa n ga I n st it u te s fo r M en ta l H ea lt h • C om p le ti on o f of fi ce b u il d in g at N at io n al A ID S C on tr ol P ro gr am m e (N A C P ) • C on st ru ct io n o f N at io n al L ab or at or y • In cr ea se d a cc es s to h ea lt h s er vi ce s. • R ed u ce d C on ge st io n o f p at ie n ts a t N at io n al le ve ls . • St re n gt h en ed a va il ab il it y of b lo od a t th e L ak e Z on e • Im p ro ve d d is gn os ti c se rv ic es a n d r ed u ce d co n ge st io n t o N at io n al le ve l. • Im p ro ve d T B a n d i n fe ct io u s d is ea se s co n tr ol • C re at e co n d u ci ve w or ki n g en vi ro n m en t fo r p la n n in g an d c oo rd in at io n H IV a n d A ID S in te rv en ti on s. • Im p ro ve d d ia gn os ti c se rv ic es NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 183 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • Im p ro ve av ai la bi li ty of s p ec ia li ze d se rv ic es • In cr ea se d c os ts o f re fe rr al A br oa d • E qu ip R ef er ra l, Sp ec ia li ze d a n d N at io n al H os p it al s w it h m od er n e qu ip m en t. • Sh or t an d lo n g te rm t ra in in g to h ea lt h s ta ff i n R ef er ra l, Sp ec ia li ze d a n d N at io n al H os p it al s. • P ro cu re m en t an d m ai n te n an ce o f m ed ic al eq u ip m en t fo r R eg io n al a n d D is tr ic t H os p it al s th ro u gh O R IO p ro je ct • R ed u ce t h e n u m be r of r ef er ra l a br oa d • Im p ro ve m en t of d ia gn os ti c se rv ic es • St re n gt h en in g of T ra in in g In st it u te s • Sh or ta ge o f H ea lt h P ro fe ss io n al s in t h e H ea lt h S ec to r • R eh ab il it at e, r ed es ig n , r em od el in g of o ld bu il d in gs a n d c on st ru ct io n o f n ew b u il d in gs i n 77 H ea lt h t ra in in g In st it u ti on s. • C ou n te r P ar t fu n d s fo r co n st ru ct io n o f H ea lt h T ra in in g In st it u ti on s ca rr ie d o u t by t h e G lo ba l F u n d • L on g co u rs e tr ai n in g fo r h ea lt h p ro fe ss io n al s • In cr ea se d n u m be r of H ea lt h p ro fe ss io n al i n t h e Se ct or • Im p ro ve d c ap ac it ie s of H R H t o p ro vi d e sp ec ia li ze d s er vi ce s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 184 T ab le B 1 2 : W at er S u b se ct o r In te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s W at er R es o u rc e M an ag em en t St ra te gi c C h o ic es P ro te ct io n , d ev el op m en t an d m an ag em en t of w at er so u rc es i n t h e co u n tr y (a ll B as in W at er ) • Po llu ti on a n d e n cr oa ch m en t of w at er so u rc es i n t h e co u n tr y • C li m at e ch an ge a n d v ar ia bi li ty w h ic h ca u se s in su ffi ci en t sh or t ra in s • E xa ce rb at in g d ec re as e of w at er fl ow s • D es tr u ct io n o f w at er s ou rc e ar ea s (w at er sh ed , w et la n d s, s p ri n gs a n d re ch ar ge a re as ) • In ad eq u at e w at er s to ra ge f ac il it ie s in fr as tr u ct u re t h at i m p ed es t h e n at io n al ’s ab il it y to d ea l w it h c li m at e va ri ab il it y im p ac ts . • D em ar ca ti on a n d g az et ti n g of 1 61 w at er so u rc es • P re p ar at io n a n d a p p ro va l f or I n te gr at ed W at er R es ou rc es M an ag em en t an d D ev el op m en t P la n s (I W R M & D P la n s) f or al l 9 W at er B as in s • D ri lli n g of 1 50 g ro u n d w at er m on it or in g bo re h ol es , a n d r eh ab il it at io n o f ex is ti n g 12 0 • C on st ru ct io n a n d r eh ab il it at io n o f of fi ce s fo r 9 B as in w at er B oa rd . • 16 1 W at er s ou rc e id en ti fi ed a n d d em ar ca te d • IW R M & D P la n i n a ll 9 B as in p re p ar ed • 15 0 gr ou n d w at er m on it or in g bo re h ol es d ri lle d • 12 0 gr ou n d w at er b or eh ol e re h ab il it at ed • 9 B as in w at er o ffi ce c on st ru ct ed a n d re h ab il it at ed W at er q u al it y m an ag em en t an d p ol lu ti on c on tr ol • In cr ea si n g p ol lu ti on o f w at er s ou rc e fr om M u n ic ip al s ew ag e, m in in g an d in d u st ri al a ct iv it ie s, a gr ic u lt u re e tc . • R eh ab il it at io n o f 9 ex is ti n g la bo ra to ry bu il d in gs a n d c on st ru ct io n o f 8 n ew w at er la bo ra to ri es ; • C on d u ct w at er q u al it y m on it or in g of a ll im p or ta n t w at er s ou rc es ; a n d • D ev el op m en t of c om p re h en si ve fl u or id e d at ab as e an d m ap s in fl u or id e be lt s • 8 L ab or at or y bu il d in g co n st ru ct ed ; • 9 L ab or at or y bu il d in g re h ab il it at ed ; • W at er q u al it y p ol lu ta n ts /c on ta m in an ts d et er m in ed ; • A c om p re h en si ve fl u or id e d at ab as e an d m ap s in fl u or id e be lt d ev el op ed . R u ra l w at er S u p p ly S tr at eg ic C h o ic es Sc al e u p w at er s u p p ly in R u ra l a re as • Sh or ta ge o f w at er s u p p ly in fr as tr u ct u re i n r u ra l a re as ; • L ow c ap ac it y of s om e co n su lt an ts an d c on tr ac to rs t o su p er vi se a n d im p le m en t w at er p ro je ct s; • F in an ci al c on st ra in ts a s a re su lt s of d el ay i n d is bu rs em en t w h ic h r es u lt in i n cr ea se d c os ts d u e to a cc ru in g of in te re st r at e; • L ow a w ar en es s of c om m u n it ie s co n tr ib u ti on t o ca p it al i n ve st m en t, O & M a n d c on se rv at io n o f w at er so u rc es • C on st ru ct io n o f 38 ,7 59 n ew w at er p oi n ts to s er ve 9 ,6 44 ,7 50 ; • R eh ab il it at io n o f 19 ,8 89 n on f u n ct io n in g w at er p oi n ts t o re st or e w at er s u p p ly s er vi ce to 4 ,9 72 ,2 50 ; • In st al la ti on o f 17 ,6 86 w at er p oi n ts f ro m ex te n si on o f ex is ti n g in fr as tr u ct u re , t o se rv e 4, 46 3, 00 0 p eo p le ; a n d • R ec ru it m en t an d d ep lo ym en t of 3 86 W at er E n gi n ee rs a n d 3 ,3 38 W at er T ec h n ic ia n s to L G A s u p t o th e w ar d le ve l • In cr ea se t h e n u m be r of p eo p le w it h a cc es s to w at er i n r u ra l a re as f ro m 2 0, 02 2, 28 3 in 2 01 5 to 4 3, 28 5, 15 9 in 2 02 0. • Im p ro ve d w at er s u p p ly a n d s an it at io n s er vi ce s in r u ra l a re as NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 185 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Im p ro ve m en t of S am e M w an ga w at er p ro je ct • Sh or ta ge o f w at er s u p p ly in fr as tr u ct u re s • C on st ru ct io n o f w at er s ou rc e, i n ta ke , st or ag e fa ci li ti es , t ra n sm is si on li n es a n d d is tr ib u ti on n et w or ks • Im p ro ve d w at er s u p p ly a n d s an it at io n s er vi ce s in S am e an d M w an ga t ow n sh ip s U rb an w at er s u p p ly S tr at eg ic C h o ic es Im p ro ve m en t of w at er su p p ly i n M tw ar a M ik in d an i fr om R iv er R u vu m a • In cr ea se o f w at er d em an d d u e to ra p id i n cr ea se o f p op u la ti on ; • In ad eq u at e w at er s to ra ge f ac ili ti es in fr as tr u ct u re t h at i m p ed es t h e n at io n al ’s ab ili ty t o d ea l w it h c li m at e va ri ab il it y im p ac ts ; a n d • Sh or ta ge o f w at er s u p p ly in fr as tr u ct u re • C on st ru ct io n o f w at er s ou rc e, m ai n tr an sm is si on li n e, s to ra ge f ac il it ie s an d d is tr ib u ti on n et w or ks • Im p ro ve d p ro vi si on o f w at er s u p p ly s er vi ce s in M tw ar a u rb an a re as a n d a lo n g th e m ai n p ip es R eh ab il it at io n a n d im p ro ve m en t of w at er su p p ly i n A ru sh a ci ty • In cr ea se o f w at er d em an d d u e to ra p id i n cr ea se o f p op u la ti on ; a n d • Sh or ta ge o f w at er s u p p ly in fr as tr u ct u re • C on st ru ct io n o f w at er s ou rc e, m ai n tr an sm is si on li n e, s to ra ge f ac il it ie s an d d is tr ib u ti on n et w or ks • W at er s u p p ly a n d w as te w at er i n fr as tr u ct u re s fo r A ru sh a re h ab il it at ed a n d e xt en d ed E xt en ti on o f K ah am a Sh in ya n ga w at er p ro je ct t o T ab or a, N ze ga , I gu n ga a n d 8 9 V il la ge s • Sh or ta ge o f w at er s u p p ly in fr as tr u ct u re s • C on st ru ct io n o f w at er s ou rc e, i n ta ke , st or ag e fa ci li ti es , t ra n sm is si on li n es a n d d is tr ib u ti on n et w or ks • W at er s u p p ly i n fr as tr u ct u re s fo r T ab or a, N ze ga an d I gu n ga , 8 9 vi lla ge s co n st ru ct ed a n d w at er su p p ly s er vi ce i m p ro ve d Im p ro ve m en t of w at er su p p ly a n d s an it at io n se rv ic es i n R eg io n al ce n tr e’ s • In cr ea se o f w at er d em an d d u e to ra p id i n cr ea se o f p op u la ti on ; • I n ad eq u at e w at er s to ra ge f ac ili ti es in fr as tr u ct u re t h at i m p ed es t h e n at io n al ’s ab ili ty t o d ea l w it h c li m at e va ri ab il it y im p ac ts ; • Sh or ta ge o f w at er s u p p ly in fr as tr u ct u re • W ea k le ga l f ra m ew or k to a d d re ss va n d al is m ; • D il ap id at ed w at er i n fr as tr u ct u re ; a n d • H ig h le ve l o f N on R ev en u e W at er (N R W ) • C om p le ti on o f m aj or w at er s u p p ly a n d sa n it at io n p ro je ct s at C h al in ze p h as e II I P ro je ct , M u so m a B u ko ba p ro je ct , D od om a p ro je ct , M u ga n go K ia ba ka ri , B u n d a, a n d N ew R eg io n al H Q p ro je ct ; • C on st ru ct io n o f 22 t re at m en t p la n ts ; • C on st ru ct io n o f 44 s to ra ge t an ks ; • C on st ru ct io n o f 60 w as te w at er t re at m en t p on d s; • C on st ru ct io n o f 88 7 K m o f se w er li n es ; • In st al la ti on o f 20 0, 00 0 n ew h ou se co n n ec ti on s; a n d • C on st ru ct io n o f 33 0 K m n ew t ra n sm is si on m ai n a n d la yi n g of 2 ,1 11 km o f d is tr ib u ti on n et w or k • W at er s u p p ly i n fr as tr u ct u re s im p ro ve d a n d N on R ev en u e w at er R ed u ce d i n a ll re gi on al c en tr e’ s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 186 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Im p ro ve m en t of w at er su p p ly i n D SM • W ea k le ga l f ra m ew or k to a d d re ss va n d al is m ; • D il ap id at ed w at er i n fr as tr u ct u re ; a n d • H ig h le ve l o f N on R ev en u e W at er (N R W ) • C om p le ti on o f on g oi n g st ra te gi c p ro je ct s in D SM ( L ow er R u vu , U p p er R u vu , K im bi ji a n d M p er a D ee p W at er P ro d u ct io n B or eh ol es ); • C on st ru ct io n o f K id u n d a D am ; • C on st ru ct io n o f 76 km a cc es s ro ad t o K id u n d a d am • E xp an si on o f w at er s u p p ly n et w or ks ; a n d • Im p le m en t N R W s tr at eg y in D SM • C on st ru ct io n o f 11 w at er s to ra ge t an ks ; • D ri lli n g of 2 6 bo re h ol es a n d c on st ru ct io n of 1 0 ki os ks i n lo w i n co m e ar ea s; a n d • C on st ru ct io n o f 7 w at er t re at m en t p on d s an d 1 56 k m o f th e p u bl ic s ew er li n e; • K id u n d a d am a n d a cc es s ro ad c on st ru ct ed ; • W at er s u p p ly i n fr as tr u ct u re s im p ro ve d ; a n d • N on R ev en u e w at er R ed u ce d f ro m 4 7% i n 20 15 t o 30 % i n 2 02 0; • 26 b or eh ol e an d 1 0 ki os ks i n lo w i n co m e ar ea co n st ru ct ed ; a n d • 7 w at er t re at m en t p on d s an d 1 56 k m o f th e p u bl ic s ew er li n e co n st ru ct ed W at er s u p p ly im p ro ve m en t in N at io n al p ro je ct s, D is tr ic t H Q a n d s m al l to w n s • W ea k le ga l f ra m ew or k to a d d re ss va n d al is m ; • D il ap id at ed w at er i n fr as tr u ct u re ; • H ig h le ve l o f N on R ev en u e W at er (N R W ); • L ac k of s ki lle d o f st af f; a n d • Po llu ti on o f w at er s ou rc es • St re n gt h en in g of w an gi n g’ om be , M as w a, M u ga n go K ia ba ka ri , H an d en i T ru n k M ia n (H T M ) ch al in ze , M ak on d e an d K ah am a Sh in ya n ga p ro je ct s, D is tr ic t H Q , a n d Sm al l T ow n s; • C on st ru ct io n o f 37 t re at m en t p la n ts ; • 1, 09 1 K m o f n ew t ra n sm is si on m ai n co n st ru ct ed a n d 3 ,5 18 K m o f d is tr ib u ti on n et w or k ex p an d ed ; • 30 6 st or ag e ta n ks c on st ru ct ed ; • 11 0, 00 0 H ou se h ol d w at er c on n ec ti on s in st al le d ; a n d • R ec ru it m en t of 2 60 W at er E n gi n ee rs a n d 1, 04 0 W at er T ec h n ic ia n s to e n h an ce t h e h u m an r es ou rc es t ec h n ic al c ap ac it y • 37 t re at m en t p la n ts c on st ru ct ed ; • 30 6 st or ag e ta n ks c on st ru ct ed ; • W at er s u p p ly i n fr as tr u ct u re s im p ro ve d ; a n d • N on R ev en u e w at er R ed u ce d i n a ll D is tr ic t H Q , S m al l t ow n s an d N at io n al P ro je ct s; a n d • 11 0, 00 0 H ou se h ol d w at er c on n ec ti on s in st al le d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 187 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C on st ru ct io n o f D am s in d ry r eg io n s in cl u d in g D SM • C li m at e ch an ge a n d v ar ia bi li ty w h ic h ca u se s in su ffi ci en t sh or t ra in s • E xa ce rb at in g d ec re as e of w at er fl ow s • R ai n w at er h ar ve st in g d am s/ p oo ls i n D od om a, S in gi d a, T ab or a, M ar a, S im iy u , A ru sh a, S h in ya n ga , M an ya ra , D SM e tc . co n st ru ct ed • C on st ru ct io n o f 8 st ra te gi c d am s fo r en vi ro n m en ta l c on se rv at io n , p re ve n ti n g fl oo d s et c. • R eh ab il it at io n o f th e ex is ti n g d am s • 8 S tr at eg ic d am s co n st ru ct ed ; • 6 d am s re h ab il it at ed f or r ai n w at er h ar ve st in g in in 9 r eg io n s; a n d • W at er s u p p ly i n fr as tr u ct u re s im p ro ve d W at er P ro gr am D el iv er y Su p p o rt S tr at eg ic C h o ic es P ro gr am C oo rd in at io n an d P er fo rm an ce M on it or in g • H u m an r es ou rc es c ap ac it y co n st ra in ts i n I A ’s in a re a of fi n an ci al m an ag em en t, c on tr ac t m an ag em en t, P P P a n d p ro je ct f ol lo w u p s, w h ic h h as c on tr ib u te d t o sl ow i n im p le m en ta ti on o f w at er p ro je ct s. • C on st ru ct io n o f on go in g O ffi ce B u il d in g p ro je ct s fo r M O W I, B as in W at er B oa rd s, U rb an W at er S u p p ly a n d S an it at io n A u th or it ie s an d W at er L ab or at or ie s; • 5 M aj or P P P s P ro je ct s d ev el • 6, 00 0 st af f tr ai n ed i n e n h an ce d M an ag em en t In fo rm at io n S ys te m (M IS ), c on tr ac t m an ag em en t an d S oc ia l an d E n vi ro n m en ta l S af eg u ar d s (S E S) gu id el in es • M IS e n h an ce d t o p ro d u ce I n te ri m F in an ci al R ep or ts ( IF R ), C on tr ac ts a n d ot h er s ec to r M & E r ep or ts • O n g oi n g O ffi ce B u il d in g p ro je ct s fo r M O W I, B as in W at er B oa rd s, U rb an W at er S u p p ly a n d Sa n it at io n A u th or it ie s an d W at er L ab or at or ie s co n st ru ct ed ; • 5 M aj or P P P s P ro je ct s d ev el op ed a n d im p le m en te d ; • Im p le m en ta ti on o f P ro je ct s in t h e W at er S ec to r en h an ce d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 188 T ab le B 1 3 :U rb an P la n n in g, H o u si n g an d H u m an S et tl em en t D ev el o p m en t In te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s U rb an p la n n in g • R ap id U rb an iz at io n • O u td at ed m as te r p la n s • U n p la n n ed s et tl em en ts a n d g ro w in g sl u m s in u rb an c en te rs • L es s tr an sp ar en t, i n ef fi ci en t an d w or se re so u rc ed la n d s ec to r • Sm al l p ro p or ti on s of v il la ge s w it h la n d u se p la n s • O ve rl ap p in g m an d at es o f th e L G A s in D ar e s Sa la am w it h t h at o f th e re gi on al ad m in is tr at io n w h ic h u n d er m in es r eg io n al co or d in at io n • M aj or s er vi ce s su ch a s tr an sp or ta ti on , l an d u se p la n n in g, w at er a n d w as te m an ag em en t ar e n ot c oo rd in at ed o n a m et ro p ol it an w id e ba si s • Po or u rb an i n fr as tr u ct u re a n d a m en it ie s • L im it ed fi n an ci al r es ou rc es r eq u ir ed t o m ee t th e d em an d f or u rb an i n fr as tr u ct u re in ve st m en t • Po or u rb an m ob il it y an d a cc es s to s er vi ce qu al it y, j ob s, e tc . • Fo rm u la te a n d i m p le m en t a w el l d es ig n ed N at io n al U rb an D ev el op m en t St ra te gy • P re p ar at io n o f G en er al P la n n in g Sc h em es ( M as te r P la n s fo r m aj or T an za n ia n c it ie s) • E st ab li sh in g la n d r an ge rs ’ a n d b u il d in g in sp ec to rs ’ U n it s in o rd er t o ef fi ci en tl y m an ag e la n d d ev el op m en t • R ef or m t h e in st it u ti on al a n d g ov er n an ce ar ra n ge m en ts t o im p ro ve c oo rd in at io n , ac co u n ta bi li ty , a n d s er vi ce d el iv er y, t h u s en ab li n g D ar e s Sa la am t o ev ol ve i n to a n e ffi ci en t m et ro p ol it an a re a. • In cr ea si n gl y em p ow er ed lo ca l g ov er n m en t to m ak e p la n n in g d ec is io n s. • P u rs u e n ew s ou rc es o f fi n an ci n g, s u ch a s P ri va te P u bl ic P ar tn er sh ip s (P P P s) , f or i n ve st m en t in u rb an i n fr as tr u ct u re • Sc al ed u p t o al l U rb an L oc al G ov er n m en t A u th or it ie s (U L G A s) , i n cl u d in g p ro p er ty t ax es , s o as t o bo os t O w n S ou rc e R ev en u e (O SR ) • T ra n sf or m D ar e s Sa la am b y ex p an d in g an d im p ro vi n g D A R T , i n cl u d in g sw if tl y ex p an si on o f n ew v ar ia n t of D A R R ; I n tr od u ce f ew ( ol ig op ol is ti c) bu t ef fi ci en t re gu la te d p u bl ic t ra n sp or te rs ; a n d in te gr at ed t ra n sp or t an d la n d u se p la n n in g. • 25 m as te r p la n s p re p ar ed • N ew L G A s st ru ct u re f or D ar e s Sa la am • L G A L ev el P P P c on tr ac ts o n k ey st ra te gi c am en it ie s an d lo ca ti on s • U rb an L G A s w it h p ro p er ty R ev en u e C ol le ct io n a n d In fo rm at io n S ys te m ( L G R IS ) • Im p ro ve d u rb an m ob il it y NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 189 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s H o u si n g an d H u m an S et tl em en t D ev el o p m en t Z on al O ffi ce s in D ar e s Sa la am , M or og or o, D od om a, T ab or a, M w an za , A ru sh a, M tw ar a an d M be ya • Po or h ou si n g an d o ve r cl ou d in g • in ad eq u at e of fi ce s p ac es • in su ffi ci en t te ac h in g p re m is es li ke cl as sr oo m s, li br ar ie s an d d or m it or ie s to p ro p er ly a cc om m od at e ac ad em ic f u n ct io n s • C on st ru ct io n a n d R eh ab il it at io n o f B u il d in gs • A rd h i H ou se b u il d in g re h ab il it at ed ; • 8 Z on al L an d Z on al O ffi ce s co n st ru ct ed • C la ss ro om s, li br ar ie s an d d or m it or ie s fo r A rd h i In st it u te s T ab or a co n st ru ct ed a n d f or A rd h i in st it u te M or og or o re h ab il it at ed . • In cr ea se s tu d en ts e n ro lm en t an d th u s re d u ce s h or ta ge o f la n d s ec to r ex p er ts . K il om be ro , U la n ga / M al in yi D is tr ic ts i n M or og or o re gi on • U n p la n n ed s et tl em en ts a n d g ro w in g sl u m s in u rb an c en te rs • L es s tr an sp ar en t, i n ef fi ci en t an d w or se re so u rc ed la n d s ec to r • L an d T en u re S u p p or t P ro gr am m e • R eg u la ri ze d , s u rv ey ed a n d t it le d la n d i n t w o d is tr ic ts b y 20 18 C ou n tr y w id e • Po or i n fr as tr u ct u re • T an za n ia I n te rn at io n al B ou n d ar ie s R ea ffi rm at io n P ro je ct • N ew b ou n d ar ie s p ro to co l es ta bl is h ed b y 20 18 • W el l d efi n ed b or d er li n e 18 1 L G A s in T an za n ia M ai n la n d • P ro p or ti on o f d is tr ic ts , v ill ag es a n d r es er ve d la n d w it h u n d is p u te d G ov er n m en t n ot es • P ro gr am m e fo r P la n n in g, S u rv ey in g an d T it li n g of L an d i n T an za n ia • U n p la n n ed s et tl em en t re d u ce d a n d in cr ea se o f la n d a s co lla te ra l K ig am bo n i D ar e s Sa la am • A bs en ce o f M as te r P la n f or K ig am bo n i C it y • Im p le m en ta ti on o f K ig am bo n i N ew C it y M as te r P la n • K ig am bo n i ar ea p la n n ed , s u rv ey ed an d a llo ca te d L ow c os t h ou se s • L ow i n co m e ea rn er s ca n n ot a ff or d t o ow n h ou se s • P ro m ot io n o f A p p ro p ri at e T ec h n ol og y fo r A ff or d ab le H ou si n g • Im p ro ve d h ou si n g st an d ar d o f th e lo w i n co m e br ac ke t • Jo b cr ea ti on f or t h e yo u th s • A ff or d ab le lo w c os t bu il d in g m at er ia ls • A va il ab il it y of a ff or d ab le h ou si n g fo r lo w i n co m e ea rn er s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 190 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s L an d a d m in is tr at io n L an d • In ef fi ci en t su st ai n ab le la n d u se p la n s • P re p ar at io n s u st ai n ab le la n d u se p la n • 7, 50 0 vi lla ge s an d 2 5 d is tr ic ts la n d u se p la n s p re p ar ed • 2, 50 0, 00 0 ci ti ze n s p ro vi d ed cu st om ar y ri gh t of o cc u p an cy • 25 0 la n d r eg is tr y at d is tr ic t an d vi lla ge le ve l c on st ru ct ed • 2, 00 0, 00 0 ci ti ze n s in li n e w it h re gi st er in g ot h er le ga l d oc u m en ts p ro vi d ed L an d a d m in is tr at io n C ou n tr y w id e • A bs en ce o f in te gr at ed la n d m an ag em en t in fo rm at io n s ys te m • N o or w ea k la n d c om p en sa ti on f u n d • L ac k of v er ifi ed d at a on v ir gi n la n d s w h ic h ar e n ot d ev el op ed f or lo n g ti m e • L an d c on fl ic ts • A bs en ce o f la n d b an k • P u t in p la ce I n te gr at ed la n d m an ag em en t in fo rm at io n s ys te m • St re n gt h en in g la n d s er vi ce s in 8 z on es • B u il d in g th e ca p ac it y of t h e co u n ci ls t h ro u gh tr ai n in g an d e qu ip m en ts • St re n gt h en in g th e la n d c om p en sa ti on f u n d • V er if yi n g th e vi rg in la n d s w h ic h a re n ot d ev el op ed fo r lo n g ti m e • E st ab li sh in g n at io n al la n d a d vi so ry c ou n ci l • P ro vi d in g tr ai n in g to t h e co m m u n it y ab ou t la n d la w s • St re n gt h en in g th e la n d c on fl ic ts s ol vi n g se rv ic es b y es ta bl is h in g 10 0 n ew la n d a n d h ou si n g c ou n ci ls i n d is tr ic ts w it h m aj or it y of la n d c on fl ic ts • In te gr at ed la n d m an ag em en t in fo rm at io n s ys te m i n p la ce • ca p ac it y of t h e co u n ci ls e n h an ce d th ro u gh • L an d c om p en sa ti on f u n d st re n gt h en ed • U n d ev el op ed v ir gi n la n d s id en ti fi ed • N at io n al la n d a d vi so ry c ou n ci l es ta bl is h ed • C om m u n it y tr ai n ed a bo u t la n d la w s • 10 0 n ew la n d a n d h ou si n g co u n ci ls e st ab li sh ed i n d is tr ic ts w it h m aj or it y of la n d c on fl ic ts b y 20 20 . C ou n tr y w id e • A bs en ce o f n at io n al h ou si n g ba n k • H ou se c on st ru ct io n • 50 ,0 00 lo w c os t h ou se s co n st ru ct ed • T ax o n c on st ru ct io n m at er ia ls of lo w c os t h ou se s es p ec ia lly i n vi lla ge s re d u ce d • L ow c os t co n st ru ct io n c or p or at iv e u n io n s es ta bl is h ed a n d st re n gt h en ed NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 191 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s U rb an a n d r u ra l p la n n in g • In co m p le te p ro vi n ci al m as te r p la n s • U n av ai la bl e sa te lli te c it ie s in D ar e s Sa la am an d o th er c it ie s • N on f or m al iz ed o p er at in g bu si n es s • P ro vi n ci al m as te r p la n s • E n co u ra ge S at el li te c it es d ev el op m en t • Fo rm al iz at io n o f bu si n es se s • P ro vi n ci al c ap it al s m as te r p la n s co m p le te d • Sa te lli te c it ie s in D ar e s sa la am a n d ot h er c it ie s d ev el op ed • P ro p er ty a n d B u si n es s Fo rm al iz at io n P ro gr am ( P B F P ) in u n s u rv ey ed a re as i m p le m en te d su rv ey in g an d m ap p in g • N o sa te lli te r ec ei vi n g st at io n i n T an za n ia • N o ba se m ap p in g av ai la bl e in t h e co u n tr y • U n se cu re d i n te rn at io n al b ou n d ar ie s. • C on st ru ct io n o f sa te lli te r ec ei vi n g st at io n a t U n iv er si ty o f D od om a • Im p ro vi n g la n d m ar ks b et w ee n T an za n ia a n d n ei gh bo ri n g co u n tr ie s. • St re n gt h en in g 7 in te rn at io n al b ou n d ar ie s • Sa te lli te r ec ei vi n g st at io n a t U n iv er si ty o f D od om a co n st ru ct ed . • T an za n ia i n te rn at io n al b ou n d ar ie s se cu re d a n d i m p ro ve d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 192 T ab le B 1 4 : F o o d S ec u ri ty a n d N u tr it io n I n te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s F o o d S ec u ri ty a n d N u tr it io n S tr at eg ic C h o ic es C on st ru ct io n o f gr ai n s il os i n 7z on es Sh or ta ge o f st or ag e ca p ac it y co n st ru ct io n o f gr ai n s il o st or ag e sy st em i n 7 zo n es In cr ea se d s to ra ge c ap ac it y by 2 02 0 N u tr it io n s p ec ifi c in te rv en ti o n s ar ea s: S tr at eg ic C h o ic es P ro m ot io n o f M at er n al In fa n t an d Y ou n g C h il d Fe ed in g p ra ct ic es ( M IY C F ) in cl u d in g n u tr it io n r el at ed W A SH , E C D a n d H ea lt h ke y fa m il y p ra ct ic es i n o rd er to p re ve n t st u n ti n g an d im p ro ve m en t ea rl y ch il d h oo d d ev el op m en t • L ow p er ce n ta ge o f m ot h er s p ra ct ic in g ti m el y in it ia ti on o f br ea st fe ed in g an d ex cl u si ve b re as tf ee d in g • Po or q u al it y of h ea lt h c ar e, n u tr it io n , p ro te ct io n o f yo u n g ch il d re n • T h er e h as b ee n h ig h r at e of d ea th s fo r in fa n ts • In ad eq u at e s u p p or t fr om f am il ie s, co m m u n it ie s, p ol ic y m ak er s an d sk il le d / tr ai n ed p er so n n el t o br ea st fe ed in g m ot h er s • In ad eq u at e su p p or ti ve s u p er vi si on t o tr ai n ed p er so n n el c on d u ct in g in fa n t fe ed in g co u n se li n g • .I n ad eq u at e en fo rc em en t of m at er n it y ri gh ts f or w om en w or ki n g in i n fo rm al an d p ri va te s ec to r. • In ad eq u at e ac ce ss , a va il ab ili ty a n d u ti li za ti on o f h ea lt h c ar e se rv ic es . • C on d u ct T O T ’s on S B C C I Y C F, W A SH , E C D a n d H ea lt h ( at r eg io n al le ve l) • D el iv er S er vi ce s to C h il d re n a n d S u p p or t E ar ly C h il d h oo d P ro gr am m es t o V u ln er ab le C h il d re n • C ar e gi ve rs a n d e d u ca ti n g p ar en ts • P ro m ot in g an d E n h an ci n g aw ar en es s to C om m u n it y on E ar ly C h il d D ev el op m en t (E C D ) • C oo rd in at io n , M on it or in g an d E va lu at io n of E C D • T ra in in g of H ea lt h s er vi ce p ro vi d er s (N u rs es , M id w if es , a n d C li n ic ia n s) o n SB C C I Y C F, W A SH , E C D a n d H ea lt h ( at d is tr ic t le ve l) • T ra in in g of H ea lt h s er vi ce p ro vi d er s (N u rs es , M id w if es , a n d C li n ic ia n s) o n gr ow th m on it or in g an d p ro m ot io n u si n g W H O 2 00 6 gr ow th s ta n d ar d s • O rg an is e qu ar te rl y m ee ti n g am on g h ea lt h se rv ic e p ro vi d er s an d C H W s at H ea lt h Fa ci li ty le ve l • T ra in in g of c om m u n it y h ea lt h w or ke rs o n SB C C I Y C F, W A SH , E C D a n d H ea lt h ( at d is tr ic t le ve l) • T o co n tr ib u te t o th e re d u ct io n o f m al n u tr it io n p re va le n ce a m on g ch il d re n u n d er fi ve y ea rs a n d w om en of c h il d be ar in g ag e (1 5 49 y ea rs ) in cl u d in g ad ol es ce n t gi rl s i n T an za n ia • In cr ea se d q u al it y E C D s er vi ce s fo r ch il d re n f ro m v u ln er ab le i n cl u d in g w it h a lb in is m a n d c h il d re n f ro m p oo r fa m il ie s • In cr ea se d e ar ly li fe s ki lls d ev el op m en t an d n u tr it io n • Se n si ti ze d c om m u n it ie s on t h e im p or ta n ce o f E C D • In cr ea se d p ro p or ti on o f ad ol es ce n ts , p re gn an t w om en a n d m ot h er s / ca re gi ve rs o f ch il d re n u n d er t w o ye ar s w h o p ra ct ic e op ti m al m at er n al , i n fa n t an d y ou n g ch il d n u tr it io n b eh av io u rs • ·I n cr ea se d c ov er ag e an d q u al it y of M IY C N s er vi ce s at t h e co m m u n it y le ve l b y Ju n e 20 21 • ·I m p ro ve d M IY C N la w e n fo rc em en t th ro u gh a d vo ca cy a n d c ap ac it y bu il d in g of k ey i n st it u ti on s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 193 T ab le B 1 4 : F o o d S ec u ri ty a n d N u tr it io n I n te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s F o o d S ec u ri ty a n d N u tr it io n S tr at eg ic C h o ic es C on st ru ct io n o f gr ai n s il os i n 7z on es Sh or ta ge o f st or ag e ca p ac it y co n st ru ct io n o f gr ai n s il o st or ag e sy st em i n 7 zo n es In cr ea se d s to ra ge c ap ac it y by 2 02 0 N u tr it io n s p ec ifi c in te rv en ti o n s ar ea s: S tr at eg ic C h o ic es P ro m ot io n o f M at er n al In fa n t an d Y ou n g C h il d Fe ed in g p ra ct ic es ( M IY C F ) in cl u d in g n u tr it io n r el at ed W A SH , E C D a n d H ea lt h ke y fa m il y p ra ct ic es i n o rd er to p re ve n t st u n ti n g an d im p ro ve m en t ea rl y ch il d h oo d d ev el op m en t • L ow p er ce n ta ge o f m ot h er s p ra ct ic in g ti m el y in it ia ti on o f br ea st fe ed in g an d ex cl u si ve b re as tf ee d in g • Po or q u al it y of h ea lt h c ar e, n u tr it io n , p ro te ct io n o f yo u n g ch il d re n • T h er e h as b ee n h ig h r at e of d ea th s fo r in fa n ts • In ad eq u at e s u p p or t fr om f am il ie s, co m m u n it ie s, p ol ic y m ak er s an d sk il le d / tr ai n ed p er so n n el t o br ea st fe ed in g m ot h er s • In ad eq u at e su p p or ti ve s u p er vi si on t o tr ai n ed p er so n n el c on d u ct in g in fa n t fe ed in g co u n se li n g • .I n ad eq u at e en fo rc em en t of m at er n it y ri gh ts f or w om en w or ki n g in i n fo rm al an d p ri va te s ec to r. • In ad eq u at e ac ce ss , a va il ab ili ty a n d u ti li za ti on o f h ea lt h c ar e se rv ic es . • C on d u ct T O T ’s on S B C C I Y C F, W A SH , E C D a n d H ea lt h ( at r eg io n al le ve l) • D el iv er S er vi ce s to C h il d re n a n d S u p p or t E ar ly C h il d h oo d P ro gr am m es t o V u ln er ab le C h il d re n • C ar e gi ve rs a n d e d u ca ti n g p ar en ts • P ro m ot in g an d E n h an ci n g aw ar en es s to C om m u n it y on E ar ly C h il d D ev el op m en t (E C D ) • C oo rd in at io n , M on it or in g an d E va lu at io n of E C D • T ra in in g of H ea lt h s er vi ce p ro vi d er s (N u rs es , M id w if es , a n d C li n ic ia n s) o n SB C C I Y C F, W A SH , E C D a n d H ea lt h ( at d is tr ic t le ve l) • T ra in in g of H ea lt h s er vi ce p ro vi d er s (N u rs es , M id w if es , a n d C li n ic ia n s) o n gr ow th m on it or in g an d p ro m ot io n u si n g W H O 2 00 6 gr ow th s ta n d ar d s • O rg an is e qu ar te rl y m ee ti n g am on g h ea lt h se rv ic e p ro vi d er s an d C H W s at H ea lt h Fa ci li ty le ve l • T ra in in g of c om m u n it y h ea lt h w or ke rs o n SB C C I Y C F, W A SH , E C D a n d H ea lt h ( at d is tr ic t le ve l) • T o co n tr ib u te t o th e re d u ct io n o f m al n u tr it io n p re va le n ce a m on g ch il d re n u n d er fi ve y ea rs a n d w om en of c h il d be ar in g ag e (1 5 49 y ea rs ) in cl u d in g ad ol es ce n t gi rl s i n T an za n ia • In cr ea se d q u al it y E C D s er vi ce s fo r ch il d re n f ro m v u ln er ab le i n cl u d in g w it h a lb in is m a n d c h il d re n f ro m p oo r fa m il ie s • In cr ea se d e ar ly li fe s ki lls d ev el op m en t an d n u tr it io n • Se n si ti ze d c om m u n it ie s on t h e im p or ta n ce o f E C D • In cr ea se d p ro p or ti on o f ad ol es ce n ts , p re gn an t w om en a n d m ot h er s / ca re gi ve rs o f ch il d re n u n d er t w o ye ar s w h o p ra ct ic e op ti m al m at er n al , i n fa n t an d y ou n g ch il d n u tr it io n b eh av io u rs • ·I n cr ea se d c ov er ag e an d q u al it y of M IY C N s er vi ce s at t h e co m m u n it y le ve l b y Ju n e 20 21 • ·I m p ro ve d M IY C N la w e n fo rc em en t th ro u gh a d vo ca cy a n d c ap ac it y bu il d in g of k ey i n st it u ti on s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • P ro cu re m en t of S u p p li es :o F li p ch ar ts , C ou n se li n g ca rd s, le afl et s fo r S B C C o n M IY C F i n cl u d in g n u tr it io n r el at ed W A SH , E C D a n d H ea lt h k ey f am il y p ra ct ic es t o al l h ea lt h s er vi ce s p ro vi d er s an d c om m u n it y h ea lt h w or ke rs o jo b ai d s, g u id el in es , tr ai n in g p ac ka ge s to a ll h ea lt h s er vi ce s p ro vi d er s an d c om m u n it y h ea lt h w or ke rs R ep or ti n g to ol s (r eg is te rs a n d f or m s) • M IY C N i s p ro m ot ed a t al l l ev el s th ro u gh m as s m ed ia a n d t h e u se o f n ew t ec h n ol og ie s • Im p ro ve d q u al it y of M IY C N s er vi ce s at th e h ea lt h f ac il it ie s le ve l b y Ju n e 20 21 • St re n gt h en ed s yn er gi es b et w ee n M Y IC N a n d h ea lt h , W A SH , F oo d Se cu ri ty , S oc ia l P ro te ct io n , E d u ca ti on an d I M A M In te rv en ti on s th at i m p ro ve vi ta m in a n d m in er al i n ta ke • L ow a w ar en es s of t h e m ic ro n u tr ie n t p ro bl em s at a ll le ve ls • L ow a d h er en ce t o Ir on a n d f ol ic a ci d su p p le m en ts a m on g w om en • H ig h le ve ls o f an em ia i n w om en o f re p ro d u ct iv e ag e • in ad eq u at e su p p li es f or p re ve n ti on o f an em ia • 1/ 3 of c h ild re n u n d er fi ve a re v it am in A d efi ci en cy \ • lo w c ov er ag e of U SI • L ow a w ar en es s of t h e p ro bl em o f io d in e d efi ci en cy d is or d er s at a ll le ve ls ; • in ad eq u at e su p p li es f or p re ve n ti on ID D • P re ve n ti on o f A n em ia • T ra in in g of h ea lt h s ta ff o n A n em ia P re ve n ti on a m on g w om en , a d ol es ce n t an d ch il d re n ( at r eg io n al a n d d is tr ic t le ve l) • P ro cu re m en t of S u p p li es : • Ir on F ol ic a ci d , M ic ro n u tr ie n t Po w d er s, M u lt ip le M ic ro n u tr ie n t ta bl et s • Jo b ai d es ( p os te rs /c h ar ts e tc .) , g u id el in es , tr ai n in g p ac ka ge s • R ep or ti n g to ol s (r eg is te rs a n d f or m s) • V it am in A S u p p le m en ta ti on a n d D ew or m in g th ro u gh C h il d H ea lt h D ay s an d r ou ti n e • O ri en ta ti on o n P la n n in g an d M an ag em en t of C h il d H ea lt h D ay s ( at r eg io n al a n d d is tr ic t le ve l) • T ra in in g of R H M T /C H M T ’s on s oc ia l m ob il is at io n t oo l k it o n V A SD ( at r eg io n al an d d is tr ic t le ve l) • O rg an is e so ci al m ob il iz at io n a ct iv it ie s fo r tw o ro u n d s of V A SD ( at d is tr ic t le ve l) • P ro cu re m en t of S u p p li es : • V it am in A c ap su le s an d d ew or m in g ta bl et s • Jo b ai d es ( p os te rs /c h ar ts e tc .) , g u id el in es , tr ai n in g p ac ka ge s • R ep or ti n g to ol s (r eg is te rs a n d f or m s) • P ro m ot io n o f U n iv er sa l S al t Io d iz at io n • im p ro vi n g p h ys ic al w or k ca p ac it y, • re d u ci n g d is ea se b u rd en a n d m or ta li ty • V it am in A d efi ci en cy e li m in at ed a s a p ro bl em o f p u bl ic h ea lt h s ig n ifi ca n ce • Io d in e d efi ci en cy d is or d er s as p ro bl em of p u bl ic h ea lt h s ig n ifi ca n ce e li m in at ed • im p ro ve d c og n it iv e d ev el op m en t • NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 194 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s In te rv en ti on s th at le ad t o p ro p er m an ag em en t of a cu te m al n u tr it io n ( IM A M ) • li m it ed p er so n n el w h o ca n m an ag e ac u te m al n ou ri sh ed c h il d re n • li m it ed s cr ee n in g an d t re at m en t of ac u te m al n u tr it io n • in ad eq u at e co or d in at io n a n d in te gr at io n o f m an ag em en t of a cu te m al n u tr it io n • C on d u ct T O T ’s on t re at m en t of s ev er e ac u te m al n u tr it io n ( at r eg io n al le ve l) • T ra in in g of H ea lt h s er vi ce p ro vi d er s (N u rs es , C li n ic ia n s) o n • tr ea tm en t of s ev er e ac u te m al n u tr it io n ( at d is tr ic t le ve l) • T ra in in g of c om m u n it y h ea lt h w or ke rs on s cr ee n in g an d r ef er ra l s ev er e ac u te m al n ou ri sh ed c h il d re n ( at d is tr ic t le ve l) • T ra in in g on u se o f an th ro p om et ri c eq u ip m en t fo r re gu la r n u tr it io n a ss es sm en t in f ac il it ie s w it h ou t SA M s er vi ce s (a t d is tr ic t le ve l) • O rg an iz e qu ar te rl y m ee ti n g am on g h ea lt h se rv ic e p ro vi d er s an d C H W s at H ea lt h Fa ci li ty le ve l • Im p ro ve d q u al it y of s er vi ce s fo r m an ag em en t of s ev er e ac u te m al n u tr it io n i n a t le as t 75 % o f h ea lt h fa ci li ti es b y 20 21 • A t le as t 75 % o f ch il d re n u n d er fi ve ye ar s ol d a re r ea ch ed t h ro u gh S A M sc re en in g at c om m u n it y le ve l b y 20 21 • F u n ct io n al M an ag em en t In fo rm at io n Sy st em f or s ev er e ac u te m al n u tr it io n i s av ai la bl e in a t le as t 80 % o f d is tr ic ts b y Ju n e 20 21 • St re n gt h en ed c oo rd in at io n o f in te gr at ed m an ag em en t of s ev er e ac u te m al n u tr it io n a t th e n at io n al a n d s u b n at io n al le ve l b y Ju n e 20 21 In te rv en ti on s p ro m ot in g en ri ch m en t of n u tr ie n t d en si ty o f th e d ie ts o f yo u n g ch il d re n • C ar ry o u t re se ar ch i n m at te rs r el at in g en ri ch m en t of n u tr ie n t d en si ty o f th e d ie ts of y ou n g ch il d re n 6 – 23 m on th s of a ge ) • P re p ar e m et h od s fo r th e co rr ec ti on o r av oi d an ce o f m al n u tr it io n • C ol la bo ra te w it h t h e p ro d u ce r, m an u fa ct u re rs a n d d is tr ib u to rs o f ar ti cl es o f fo od , t o en su re p ro p er n u tr it io n al v al u e of th e fo od m ar ke te d i n t h e U n it ed R ep u bl ic or e xp or te d t o fo re ig n c ou n tr ie s • P ro te in E n er gy M al n u tr it io n i n ch il d re n 5 5 9 m on th s re d u ce d t o le ve ls be lo w W H O t ar ge ts b y 20 25 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 195 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s p ro gr am m es t h at i m p ro ve p u bl ic h ea lt h , w at er , a n d sa n it at io n • p oo r av ai la bi lit y an d q u al it y of b as ic so ci al s er vi ce s es se n ti al f or n u tr it io n im p ro ve m en t, i n cl u d in g h ea lt h , w at er an d s an it at io n ; • in ad eq u at e h ou se h ol d f oo d a n d n u tr it io n s ec u ri ty e sp ec ia lly i n r u ra l ar ea s; • in ap p ro p ri at e so ci o cu lt u ra l be h av io u rs a n d p ra ct ic es t h at n eg at iv el y im p ac t n u tr it io n ; • h ig h p re va le n ce o f co m m u n ic ab le an d n on c om m u n ic ab le d is ea se s th at im p ai r gr ow th . • M an ag em en t of n u tr it io n i n em er ge n ci es • A d vo ca te t h ro u gh m ed ia o n ; • I m m u n iz at io n • Fa m il y p la n n in g • m an ag em en t of m al ar ia • m an ag em en t of d ia rr h ea a n d p n eu m on ia ; • D e w or m in g; • ac ce ss t o sa fe d ri n ki n g w at er ; • P ro m ot io n o f go od h yg ie n e an d a cc es s to s an it at io n f ac il it ie s an d p ra ct ic es e g. el im in at io n o f op en d ef ec at io n a n d h an d w as h in g w it h s oa p ; • N u tr it io n c ar e fo r p eo p le li vi n g w it h H IV / A ID S an d T B ; • I m p ro ve d q u al it y of b as ic s oc ia l se rv ic es • • I m p ro ve h ou se h ol d f oo d a n d n u tr it io n se cu ri ty • • R ed u ce c om m u n ic ab le a n d n on co m m u n ic ab le d is ea se s • P ro gr am m es t h at a d d re ss is su es o f n u tr it io n go ve rn an ce a n d ac co u n ta bi li ty : • W ea k in st it u ti on al c ap ac it y fo r n u tr it io n le ad er sh ip a n d p ro gr am m e d el iv er y • L ac k of a w el l d efi n ed n u tr it io n ac co u n ta bi li ty f ra m ew or k; • L ac k of N u tr it io n M an ag em en t In fo rm at io n S ys te m ( N M IS ) • Po or f u n ct io n in g of m u lt i se ct or al co or d in at io n m ec h an is m s at a ll le ve ls ; • L ow p ri or it iz at io n o f n u tr it io n a ct io n s in t h e al lo ca ti on o f fi n an ci al a n d h u m an r es ou rc es a t al l l ev el s; • i) P la n n in g an d A d vo ca cy • H ol d a n n u al p la n n in g an d b u d ge ti n g se ss io n s to e n su re i n te gr at io n o f n u tr it io n in te rv en ti on s in to M T E F • H ol d m ee ti n g w it h s ec to ra l N u tr it io n f oc al p er so n s an d N G O s/ C B O s to d ev el op a co n so li d at e A n n u al W or k p la n o n n u tr it io n fo r th e d is tr ic t • C on d u ct n u tr it io n a d vo ca cy m ee ti n gs w it h R H M T s, D H M T s, D E D s, D is tr ic t T re as u re rs , D P L O s, a n d D M O s (R eg io n al le ve l) t o in cr ea se r es ou rc e al lo ca ti on o n n u tr it io n • ii ) M o n it o ri n g an d e va lu at io n • C on d u ct n at io n al n u tr it io n S u rv ey a ft er ev er y tw o ye ar s • ye ar s • N u tr it io n M an ag em en t In fo rm at io n Sy st em ( N M IS ) in p la ce • • n u tr it io n a cc ou n ta bi li ty f ra m ew or k in p la ce NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 196 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • Su p p or t qu ar te rl y su p er vi si on o f n u tr it io n ac ti vi ti es ( d is tr ic t an d r eg io n al le ve l) • Su p p or t w or ks h op o n m on it or in g of D is tr ic t A W P o n n u tr it io n e ve ry 6 m on th s • ii i) C o o rd in at io n a n d p ar tn er sh ip • C on d u ct a n n u al ly J oi n t m u lt is ec to ra l N u tr it io n r ev ie w m ee ti n gs • Su p p or t es ta bl is h m en t of R eg io n al a n d D is tr ic t N u tr it io n S te er in g C om m it te es • O ri en ta ti on o f R eg io n al a n d D is tr ic t N u tr it io n S te er in g C om m it te es m em be rs • C on d u ct b ia n n u al m on it or in g vi si ts • iv ) P o li cy a n d s tr at eg y d ev el o p m en t • P ri n t an d d is se m in at e Fo od a n d N u tr it io n Po li cy • P ri n t an d d is se m in at e M u lt is ec to ra l N u tr it io n a ct io n p la n • C as ca d e M N A P t o su bn at io n al le ve ls • D ev el op R es ou rc e m ob il iz at io n s tr at eg y fo r M N A P • E st ab li sh a n u tr it io n t ra ck in g sy st em t o co ve r al l L G A s • C on d u ct n u tr it io n P E R a ft er e ve ry t w o NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 197 T ab le B 1 5 : So ci al p ro te ct io n I n te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s W D F /Y D F /T W B • L ow w om en /y ou th p ar ti ci p at io n i n ec on om ic a ct iv it ie s • E n h an ce lo w c os t cr ed it t o w om en /y ou th • R ed u ct io n o f ge n d er i n co m e in eq u al it y an d e n h an ce m en t of n at io n al s oc ia l p ro te ct io n a n d s af et y n et b y Ju n e 20 21 N H IF /C H F • L ow c ov er ag e of h ea lt h i n su ra n ce o f th e p op u la ti on • E xp an d c ov er ag e of h ea lt h i n su ra n ce o f th e p op u la ti on • In cr ea se d c ov er ag e of h ea lt h i n su ra n ce o f th e p op u la ti on P ro gr am m e on im p le m en ta ti on o f u n iv er sa l s oc ia l p en si on sc h em e to e li gi bl e el d er s • U n iv er sa l s oc ia l p en si on s ch em e n ot im p le m en te d i n t h e co u n tr y • Im p le m en t u n iv er sa l s oc ia l p en si on s ch em e to e li gi bl e el d er s • In cr ea se d n u m be r of e li gi bl e el d er s re ce iv in g u n iv er sa l s oc ia l p en si on W om en a n d G ir ls ’ E m p ow er m en t P ro gr am m e • L ow w om en p ar ti ci p at io n i n e co n om ic ac ti vi ti es • H ig h r at e ch il d m ar ri ag es I n cr ea si n g ra te o f ea rl y p re gn an ci es • W om en E co n om ic E m p ow er m en t • E n d C h il d M ar ri ag e an d E ar ly P re gn an ci es • R ed u ct io n o f ge n d er i n co m e p ar it y an d en h an ce m en t of n at io n al s oc ia l p ro te ct io n an d s af et y n et b y Ju n e 20 21 • R ed u ct io n o f ge n d er i n co m e p ar it y in ed u ca ti on a n d e m p lo ym en t by J u n e 20 21 So ci al a ss is ta n ce • Fr ag m en te d s oc ia l p ro te ct io n in te rv en ti on s • C ab in et d ec is io n o n N SP F • D ev el op ed a h ar m on iz ed d el iv er in g sy st em of s oc ia l a ss is ta n ce i n cl u d in g es ta bl is h in g a si n gl e re gi st ry o f p ro gr am s an d b en efi ci ar ie s • R ed u ct io n o f n u m be r of p oo r h ou se h ol d s. D ev el op a n d im p le m en ta ti on o f L oc al E co n om ic D ev el op m en t (L E D ) in it ia ti ve s • L ow p ac e of p ov er ty r ed u ct io n • In st it u ti on al iz e L E D a p p ro ac h i n L G A s • R ed u ct io n o f H ea d co u n t ra ti o fo r fo od an d b as ic n ee d s p ov er ty SD G s • In ad eq u at e im p le m en ta ti on o f M D G s • SD G s lo ca li za ti on • SD G s fu lly i n te gr at ed i n n at io n al a n d se ct or p la n s M & E • L ac k of N at io n al M & E f ra m ew or k. • D ev el op M & E f ra m ew or k to t ra ck t h e im p le m en ta ti on o f p ov er ty r ed u ct io n in it ia ti ve s in cl u d in g SD G s • M & E a ct iv it ie s in st it u ti on al iz ed a cr os s go ve rn m en t. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 198 T ab le B 1 6 : G o o d G ov er n an ce I n te rv en ti o n s L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s P re ve n ti on a n d C om ba ti n g C or ru p ti on • T h er e is a s h or ta ge o f st af f h ou se s in re gi on s • A bs en ce o f m od er n s p ec ia l b u il d in g fo r in ve st ig at io n • la ck o f of fi ce b u il d in g fo r A fr ic an C or ru p ti on U n it y A d vi so ry B oa rd • O ffi ce b u ild in gs i n r eg io n s ar e in b ad co n d it io n • C on st ru ct io n o f T an za n ia I n st it u te o f G oo d G ov er n an ce a n d A n ti C or ru p ti on • C on st ru ct io n o f in fr as tr u ct u re s • C on st ru ct io n o f Sp ec ia l b u il d in g fo r In ve st ig at io n a t H ea d qu ar te rs • A n a d vi so ry b oa rd o f th e co rr u p ti on o f A fr ic an U n it y • R eh ab il it at io n o f O ffi ce B u il d in gs i n R eg io n s • In ve st ig at io n b u il d in g in p la ce • A va il ab il it y of o ffi ce s in r eg io n s • A va il ab il it y of s ta ff h ou se s in r eg io n s an d 2 d is tr ic ts • A va il ab il it y of t ra in in g co lle ge f or g oo d go ve rn an ce a n d c or ru p ti on • A d vi so ry B oa rd f or t h e C or ru p ti on o f A fr ic an U n it y bu il d in g in p la ce • A va il ab il it y of o ffi ce b u il d in gs i n r eg io n s F ir e an d R es cu e Fo rc e • T h er e is n o bu ild in gs i n n ew p la n n ed H Q • T h er e ar e sh or ta ge o f fi re t en d er s in re gi on s • F ir e an d r es cu e tr ai n in g in st it u te i s in ba d c on d it io n • O ffi ce b u il d in gs i n r eg io n s ar e in b ad co n d it io n • C om p le ti on o f F ir e an d R es cu e H ea d Q u ar te r – F iv e St or ey B u il d in g lo ca te d a t T A Z A R A M ch ic h a in D SM • A cq u is it io n o f 14 0 T en d er s • R eh ab il it at io n a n d E xt en si on o f th e F ir e an d R es cu e T ra in in g In st it u te a t C h on go , H an d en • R eh ab il it at io n a n d E xt en si on o f 25 F ir e St at io n s co u n tr yw id e • A va il ab il it y of o ffi ce b u il d in gs i n r eg io n s • A va il ab il it y of n ew b u il d in g at n ew lo ca te d H Q • A va il ab il it y of s u ffi ci en t te n d er s in r eg io n s • A va il ab il it y of r eh ab il it at ed b u il d in g at tr ai n in g in st it u te • A va il ab il it y of o ffi ce b u il d in gs i n r eg io n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 199 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s T an za n ia P ri so n s Se rv ic es • T h e G ov er n m en t sp en d s h u ge a m ou n t of m on ey t o bu y sh oe s fo r p ri so n s an d st af f • B u yi n g u n if or m s fo r p ri so n s is v er y ex p en si ve • U n u ti li ze d i rr ig at io n i n fr as tr u ct u re • B u il d in g B ri ga d e h av e n o w or ki n g to ol s • U n p ro ce ss ed a gr ic u lt u ra l p ro d u ct s le ad in g to lo w p ri ci n g in t h e m ar ke t • A bs en ce o f w or ki n g to ol s an d o ffi ce s co m p li ca te s th e p ro ce ss o f qu ar ry in g • T h er e ar e op p or tu n it y of u si n g h om em ad e fu rn it u re b u t n ot c ap tu re d • R en ov at io n o f Sh oe P ro d u ct io n W or ks h op • A cq u is it io n o f M ac h in es f or U n if or m a n d C lo th P ro d u ct io n F ac to ry • A cq u is it io n o f M ac h in es a n d F ar m Im p le m en ts f or I rr ig at io n A gr ic u lt u re • E qu ip p in g B u il d in g B ri ga d e • C on st ru ct io n o f a B u il d in g an d I n st al li n g M ac h in es f or C om m er ci al A gr ic u lt u re ( O il cr op s) • C on st ru ct io n o f O ffi ce a n d I n st al li n g M ac h in es f or Q u ar ry P ro d u ct io n • C on st ru ct io n o f W or ks h op f or F u rn it u re P ro d u ct io n • T an za n ia P ri so n s to u se s el f m an u fa ct u re d sh oe s • T an za n ia P ri so n s to u se s el f m an u fa ct u re d u n if or m s • F u ll u ti li za ti on o f ir ri ga ti on i n fr as tr u ct u re fo r ag ri cu lt u re • F u ll eq u ip p ed B u il d in g B ri ga d e • A bi li ty t o ad d v al u e in a gr ic u lt u ra l p ro d u ct s • A va il ab il it y of o ffi ce a n d i n st al le d m ac h in e fo r qu ar ry p ro d u ct io n • A va il ab il it y of f u rn it u re w or ks h op N at io n al I d en ti fi ca ti on • T an za n ia n h av e n o n at io n al id en ti fi ca ti on c ar d s • Is su e ID c ar d s to a ll p eo p le a ge d 1 8 an d ab ov e • A ll el ig ib le c it iz en s is su ed w it h I D s by J u n e 20 21 Im m ig ra ti on • L ac k of f ri en d ly e n vi ro n m en t fo r m ai n ta in in g la w o f or d er • U n co n d u ci ve w or ki n g en vi ro n m en t fo r li vi n g • V ar io u s ar ea s n ot c on n ec te d w it h I C T in fr as tr u ct u re • M ai n ta in in g L aw o f O rd er f or P u bl ic Sa fe ty a n d S ec u ri ty • Im p ro vi n g W or ki n g an d L iv in g E n vi ro n m en t • St re n gt h en in g M IS , I E C a n d I C T • Im p ro ve d w or ki n g en vi ro n m en t fo r m ai n ta in in g la w o f or d er • 9 of fi ce s an d s ta ff b u il d in gs c on st ru ct ed a n d re h ab il it at ed • N u m be r of r eg io n s li n ed w it h I C T n et w or k T an za n ia P ol ic e Fo rc e • In cr ea si n g n ee d o f tr ai n in g bu t li m it ed w it h c ap ac it y of t h e co lle ge • L on g ti m e fo r te st in g cr im e of fe n ce f or in ve st ig at io n • O ffi ce b u il d in g an d r es id en ti al h ou se s in b ad c on d it io n • T h er e ar e sh or ta ge s of s ta ff h ou se s in m os t ar ea s • N o su ffi ci en t eq u ip m en t fo r p at ro l • In cr ea si n g n ee d o f ai rp la n es a n d h el ic op te r • E xt en si on o f P ro fe ss io n al P ol ic e C ol le ge s • C on st ru ct io n o f Z on al L ab or at or ie s fo r C ri m e O ff en se I n ve st ig at io n • C on st ru ct io n o f Po li ce P os ts • C on st ru ct io n o f R eg io n al P ol ic e C om m an d er s’ O ffi ce s • Su rv ey s fo r Po li ce F or ce a re as • C on st ru ct io n o f St af f R es id en ti al H ou se s • A cq u is it io n o f P at ro l E qu ip m en t • A cq u is it io n o f A ir p la n es a n d H el ic op te rs • A cq u is it io n o f IC T E qu ip m en t • In cr ea se d c ap ac it y of e n ro lm en t a t th e co lle ge • Sp ee d ed s am p le t es ts f or c ri m e of fe n ce s • A va il ab il it y of P ol ic e se rv ic es a t n ea r p os ts • A va il ab il it y of R eg io n al C om m an d er s’ of fi ce s in a ll re gi on s • Sh or ta ge s of s ta ff h ou se s re d u ce d • A va il ab il it y of p at ro l e qu ip m en t • A va il ab il it y of a ir p la n es a n d h el ic op te rs • A va il ab il it y of I C T e qu ip m en t • A va il ab il it y of h ea lt h s er vi ce s in a ll ar ea s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 200 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s • T h er e ar e sh or ta ge s of I C T e qu ip m en t • M os t ve h ic le s ar e n ot i n g oo d c on d it io n • T h er e is r ap id c h an ge o f te ch n ol og y • In cr ea se o f m ar in e cr im es • A cq u is it io n o f M ot or V eh ic le s Sp ar e p ar ts • C on st ru ct io n o f H ea lt h C en tr es • R eh ab il it at io n o f Po li ce C en tr es , R eg io n al C om m an d er s O ffi ce s an d S ta ff R es id en ti al H ou se s • H u m an R es ou rc e D ev el op m en t • A cq u is it io n o f P at ro ls ’ B oa ts • E qu ip p ed s ta ff t o m at ch t h e gr ow in g te ch n ol og y • A va il ab il it y o f m ar in e w or ki n g eq u ip m en t P u bl ic r ef or m s p ro gr am s • Sl ow p ac e an d p ar ti al i m p le m en ta ti on of r ef or m p ro gr am s • W ea k co or d in at io n • In ad eq u at e fu n d in g • St re n gt h en a n d d ee p en t h e p u bl ic s er vi ce re fo rm s • R ev ie w a n d s tr en gt h en i m p le m en ta ti on of p u bl ic s ec to r re fo rm s th ro u gh d ec en tr al iz at io n o f p u bl ic fi n an ce a n d le ga l se ct or • P ri n ci p le s of d em oc ra cy , r u le o f la w , in te gr it y, a cc ou n ta bi li ty , t ra n sp ar en cy , ef fe ct iv en es s, e ffi ci en cy a n d i n cl u si ve n es s en su re d a n d a p p li ed a t al l l ev el s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 201 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s R ai lw ay S tr at eg ic C h o ic es C on st ru ct io n o f D ar e s Sa la am – Is ak a –R u su m o T ab or a (1 ,3 41 K m s) , c en tr al r ai lw ay s ys te m to S ta n d ar d G au ge • W ay le av e fo r th e n ew li n e fr om Is ak a – R u su m o • P ro je ct fi n an ci n g • P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct • N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d i m p le m en ta ti on o f th e p ro je ct . • Fa st t ra ck p ro cu re m en t p ro ce ss f or ac qu is it io n o f co n tr ac to rs • B eg in c on st ru ct io n • H ig h s p ee d – S G R f or s m oo th p as se n ge r an d c ar go t ra n sp or ta ti on be tw ee n D ar – I sa ka C on st ru ct io n o f1 ,2 20 K m s of R ai lw ay li n e fr om T ab or a K ig om a, Is ak a M w an za , U vi n za M u so n ga ti , an d K al iu a M p an d a K ar em a. • W ay le av e fo r th e n ew li n e fr om U vi n za M u so n ga ti . • P ro je ct fi n an ci n g • Sp ea rh ea d o bt ai n in g of p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n . • P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct • N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d i m p le m en ta ti on o f th e p ro je ct . • Fa st t ra ck p ro cu re m en t p ro ce ss f or ac qu is it io n o f co n tr ac to rs • B eg in c on st ru ct io n • 1, 22 0 km s of r ai lw ay c on st ru ct io n fr om D ar – K ig om a; – I sa ka – M w an za ;– U vi n za – M u so n ga ti ; a n d K al iu a – M p an d a – K ar em a C on st ru ct io n o f ra il w ay li n e fr om M tw ar a M ba m ba ba y (A m el ia ba y) w it h br an ch es to L ig an ga a n d M ch u ch u m a 1 ,0 00 k m s (s td ga u ge ) • P ro je ct fi n an ci n g • Sp ea rh ea d o bt ai n in g of p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n . • P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct • N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d im p le m en ta ti on o f th e p ro je ct . • Fa st t ra ck p ro cu re m en t p ro ce ss f or ac qu is it io n o f co n tr ac to rs • 1, 00 0 km s of r ai lw ay c on st ru ct io n f ro m p or t of M tw ar a w it h t h e co al a n d i ro n fi el d s of M ch u ch u m a an d L ig an ga T ab le B 1 7 : In fr as tr u ct u re D ev el o p m en t In te rv en ti o n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 202 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C on st ru ct io n o f T an ga A ru sh a M u so m a ra il w it h b ra n ch es t o M in ji n gu a n d E n ga ru ka • P ro je ct fi n an ci n g • Sp ea rh ea d o bt ai n in g of p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n . • P re p ar at io n o f C ab in et P ap er o n fi n an ci n g m od e of P ro je ct • N eg ot ia ti on w it h I n ve st or s on fi n an ci n g an d i m p le m en ta ti on o f th e p ro je ct . • Fa st t ra ck p ro cu re m en t p ro ce ss f or ac qu is it io n o f co n tr ac to rs • In cr ea se i n e ffi ci en cy o f T an ga P or t. • Fa ci li ta te U ga n d a’s i m p or t an d e xp or t tr ad e w it h T an za n ia . • Fa ci li ta te t ra n sp or ta ti on o f so d a as h a n d fe rt il iz er t o th e m ar ke t, f ro m E n ga ru ka an d M in ji n gu r es p ec ti ve ly . p ro cu re m en t of 5 2 h ig h h or se p ow er lo co m ot iv es • F u n d in g so u rc e fo r th is p ro cu re m en t is n ot i n p la ce . • Fa st t ra ck o bt ai n in g of f u n d s fo r p ro cu re m en t of lo co m ot iv e an d w ag on s • A llo w p ri va te o p er at or s to p u t th ei r w ag on s an d p ay u se r fe e to R A H C O f or t h e u se o f ra il w ay . • 63 h ig h h or se p ow er lo co m ot iv es p ro cu re d b y 20 20 f or t ra n sp or t be tw ee n D ar e s sa la am a n d K ig om a P ro cu re m en t of 1 96 0 go od s w ag on s • fu n d in g so u rc e fo r th is p ro cu re m en t h as n ot y et b ee n fo u n d • Fa st t ra ck o bt ai n in g of f u n d s fo r p ro cu re m en t of lo co m ot iv e an d w ag on s • A llo w p ri va te o p er at or s to p u t th ei r w ag on s an d p ay u se r fe e to R A H C O f or t h e u se o f ra il w ay . • 2, 23 4 go od s w ag on p ro cu re d b y 20 20 • In cr ea se d n u m be r of f re ig h t se rv ic ed b y T R L b et w ee n D SM a n d K ig om a to 3 m il li on t on s p er y ea r. R o ad s tr at eg ic c h o ic es C on st ru ct io n o f D ar e s sa la am C h al in ze M or og or o E xp re ss w ay , 20 0 km • P ro je ct fi n an ci n g • E xp ed it e co m p le ti on o f fe as ib il it y st u d y • D ec on ge st io n o f th e D ar e s Sa la am C it y. C on st ru ct io n o f A ru sh a M os h i H im o Ju n ct io n D u al C ar ri ag ew ay , 10 5k m • P ro je ct fi n an ci n g • E xp ed it e so li ci ti n g of f u n d s • E n h an ce t ra ffi c m ov em en t al on g A ru sh a – M os h i – H ol il i ar ea s. U p gr ad in g K id ah w e (K ig om a) Il u n d e M al ag ar as i – K al iu a, 18 8k m • P ro je ct fi n an ci n g • E xp ed it e so li ci ti n g of f u n d s • B oo st e co n om ic a ct iv it ie s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 203 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s U p gr ad in g of I to n i – M ki u – L u d ew a – M an d a to B it u m en St an d ar d ( 21 1. 42 ) K m • P ro je ct fi n an ci n g • E xp ed it e so li ci ti n g of f u n d s • B oo st e co n om ic a ct iv it ie s U p gr ad in g to B it u m en s ta n d ar d f or th e M an yo n i It ig i T ab or a R oa d , 24 5 km • P ro je ct fi n an ci n g • E xp ed it e so li ci ti n g of f u n d s • B oo st e co n om ic a ct iv it ie s T ab or a – Ip ol e K og a M p an d a , km 3 50 • P ro je ct fi n an ci n g • L an d c om p en sa ti on • E xp ed it e va lu at io n o f la n d a n d p ro p er ti es se ct io n o f M p an d a – K og a – Ip ol e • F u n d f or c om p en sa ti on • B oo st e co n om ic a ct iv it ie s Su m ba w an ga – M p an d a – N ya ka n az i, 3 46 .6 km • P ro je ct fi n an ci n g • F u n d f or c on st ru ct io n • 34 6. 6k m o f ro ad c on st ru ct ed . • B oo st e co n om ic a ct iv it ie s M as as i – So n ge a – M ba m ba b ay , 89 8k m . • P ro je ct fi n an ci n g • E xp ed it e fi n an ci al n eg ot ia ti on w it h p ro sp ec ti ve fi n an ci er s, i .e .A fD B • B oo st e co n om ic a ct iv it ie s U p gr ad in g to B it u m en S ta n d ar d f or th e C h u n ya M ak on go lo si R u n gw a It ig i M ki w a ro ad 4 56 km • P ro je ct fi n an ci n g • • B oo st e co n om ic a ct iv it ie s B ag am oy o – (M ak u ru n ge ) – Sa ad an – T an ga R oa d , k m 1 78 • P ro je ct fi n an ci n g • C om p le ti on o f fe as ib il it y st u d y an d d et ai l d es ig n • 17 8 km c on st ru ct ed A ru sh a& K il im an ja ro r oa d • C om p en sa ti on P oo r co or d in at io n a m on g ke y st ak eh ol d er s • E xp ed it e th e d es ig n r ev ie w w h ic h i s co n d u ct ed b y JI C A . • E n h an ce g oo d c oo rd in at io n w it h st ak eh ol d er s in vo lv ed i n t h e p ro je ct ( T an ro ad s, E A C , A fD B et c) • T o cl ar if y is su e of le ga l a n d r eg u la to ry ju st ifi ca ti on o f co m p en sa ti on • E n h an ce t ra ffi c m ov em en t al on g A ru sh a – H ol il i ro ad . C ou n tr y w id e • U se o f W or ld B an k la w o n co m p en sa ti on r is e co n tr ad ic ti on w it h o u rs . • D is se m in at io n o f p ro je ct ou tp u ts n at io n al w id e • D is se m in at io n o f th e ‘‘O p er at io n al G u id el in e fo r D is tr ic t an d r u ra l r oa d m an ag em en t’’ • M od al o f im p ro ve m en t an d t ec h n ic al tr an sf er c on d u ct ed i n I ri n ga a n d D od om a re gi on s sh ou ld b e d is se m in at ed c ou n tr y – w id e. • R u ra l r oa d s m ai n te n an ce s ys te m d ev el op m en t en h an ce d . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 204 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s D ec o n ge st io n o f D ar e s sa la am C it y C on st ru ct io n o f In te rc h an ge a t U bu n go D ar e s Sa la am • C om p en sa ti on f or la n d a n d p ro p er ti es • Fa il u re t o ag re e on d iv id in g th e co n tr ac t an d m an ag in g p ro je ct ri sk s • E xp ed it e so li ci ti n g of f u n d s fo r fe as ib il it y st u d y an d d et ai l d es ig n a n d c om p en sa ti on • D ec on ge st io n o f th e D ar e s Sa la am C it y. C on st ru ct io n o f F ly o ve r at T az ar a D ar e s Sa la am • C om p en sa ti on f or la n d a n d p ro p er ti es • B eg in c on st ru ct io n • D ec on ge st io n o f th e D ar e s Sa la am C it y. C on st ru ct io n o f F ly o ve r at U h as ib u D ar e s Sa la am • C om p en sa ti on f or la n d a n d p ro p er ti es • E xp ed it e so li ci ti n g of f u n d s fo r fe as ib il it y st u d y an d d et ai l d es ig n a n d c om p en sa ti on • D ec on ge st io n o f th e D ar e s Sa la am C it y. C on st ru ct io n o f F ly o ve r at C h an g’ om be , D ar e s Sa la am • C om p en sa ti on f or la n d a n d p ro p er ti es • E xp ed it e so li ci ti n g of f u n d s fo r fe as ib il it y st u d y an d d et ai l d es ig n a n d c om p en sa ti on • D ec on ge st io n o f th e D ar e s Sa la am C it y. G er ez an i ro ad w id en in g • C om p en sa ti on f or la n d a n d p ro p er ti es • G oT s h ou ld s et a si d e fu n d s fo r co m p en sa ti on i n F Y 2 01 6/ 17 • D ec on ge st io n o f th e D ar e s Sa la am C it y. N ew B ag am oy o ro ad 2 M w en ge – M or oc co s ec ti on . • D el ay i n p ro je ct fi n an ci n g ap p ro va l f ro m g ov er n m en t of Ja p an • • D ec on ge st io n o f th e D ar e s Sa la am C it y. C on st ru ct io n S el an d er b ri d ge • • O bt ai n fi n an ci n g fr om K or ea • D o Fe as ib il it y an d d et ai l d es ig n s tu d ie s • St ar t co n st ru ct io n • D ec on ge st io n o f th e D ar e s Sa la am C it y. D ar e s Sa la am O u te r R in g R oa d N am el y: B u n ju M be zi ( M or og or o R oa d ) – P u gu ( 34 k m ). • P ro je ct fi n an ci n g • St ar t C on st ru ct io n • D ec on ge st io n o f th e D ar e s Sa la am C it y. R oa d s ec to r su p p or t p ro gr am • B ot tl en ec ks o n t h e m aj or in te rn at io n al c or ri d or s an d t oo m u ch r el ia n ce o n r oa d t ra n sp or t m od e • M O W /T A N R O A D S t o ac ce le ra te t h e p ro je ct p ro ce ss c on si d er in g d u e to d at e of d is bu rs em en t im p le m en ta ti on • E n h an ce t ra n sp or t n et w or k • D ar e s sa la am t ra ffi c co n ge st io n e as ed by 2 02 0 • R u ra l r oa d s go od fa ir c on d it io n in cr ea se d b y 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 205 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s R oa d s ec to r su p p or t p ro gr am I I • B ot tl en ec ks o n t h e m aj or in te rn at io n al c or ri d or s an d t oo m u ch r el ia n ce o n r oa d t ra n sp or t m od e • M O W /T A N R O A D t o ac ce le ra te t h e p ro je ct p ro ce ss c on si d er in g d u e to d at e of d is bu rs em en t im p le m en ta ti on a n d d ev el op an a ct io n p la n f or t h at p u rp os e • E n h an ce t ra n sp or t n et w or k • D ar e s sa la am t ra ffi c co n ge st io n e as ed by 2 02 0 • R u ra l r oa d s go od fa ir c on d it io n in cr ea se d b y 20 20 P o rt s st ra te gi c ch o ic es D re d gi n g an d e xp an si on o f th e en tr y to D ar e s Sa la am P or t, D ar e s Sa la am • T h e p ro je ct a im ed a t In cr ea si n g ef fi ci en cy a n d t h ro u gh p u t of D ar e s Sa la am P or t. T h e ob je ct iv e of t h is p ro je ct i s to in cr ea se w at er d ep th f or b er th s n u m be r 1 – 7 fr om t h e cu rr en t d ep th o f le ss t h an 1 0 m et er s to at le as t 12 . • E xp ed it e p ro cu re m en t of c on tr ac to r • T h ro u gh p u t an d e ffi ci en cy o f th e p or t in cr ea se d . C on ta in er T er m in al B er th s 13 – 14 D ar e s Sa la am • T h e ob je ct iv e is t o d ev el op a m od er n t er m in al w it h t w o be rt h s (1 3 & 1 4) t o m at ch t h e in cr ea se t ra ffi c. T h e te rm in al w il l i n cl u d e th e qu ay o f m in im u m 7 50 m et er s le n gt h ; m in im u m 1 3 m et er s ch an n el d ep th a n d d re d gi n g of t h e p or t en tr an ce . • E xp ed it e p ro cu re m en t of c on tr ac to r • T h ro u gh p u t an d e ffi ci en cy o f th e p or t in cr ea se d . D ev el op m en t of K is ar aw e C ar go Fr ei gh t, K is ar aw e • T P A i n te n d s to d ev el op a n in la n d C ar go D ep ot ( IC D ) to re li ev e co n ge st io n a t th e D ar e s sa la am P or t w h ic h i s p ro je ct ed to b e 1. 7 m il li on T E U i n 2 01 7 (c u rr en tl y ca p ac it y is 3 10 ,0 00 ) • E xp ed it e p ro cu re m en t of c on tr ac to r • Po rt e ffi ci en cy i m p ro ve d b y 20 20 . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 206 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s C on st ru ct io n o fB ag am oy o Po rt , B ag am oy o • L an d C om p en sa ti on • A gr ee m en t be tw ee n C h in a M er ch an ts H ol d in gs In te rn at io n al L im it ed ( C M H I) an d O m an S ta te G en er al R es er ve F u n d ( SG R F ) an d T an za n ia r eg ar d in g th e p ro je ct h as t ak en s o lo n g. • F in al iz at io n o f ag re em en ts b et w ee n C h in a M er ch an ts H ol d in gs I n te rn at io n al L im it ed (C M H I) a n d O m an S ta te G en er al R es er ve F u n d ( SG R F ) an d T an za n ia G ov er n m en t • F in al iz at io n o f C om p en sa ti on • Si gn in g C on tr ac t ag re em en ts f or d ev el op m en t of B ag am oy o SE Z • So li ci ti n g fu n d s fo r co n st ru ct io n • Po rt w il l b e ab le t o h an d le m or e ca rg o i. e. 2 0 m il li on c on ta in er s an n u al ly • E xp ec te d t o tr an sf or m T an za n ia i n to a tr an sp or t lo gi st ic s h u b an d g at ew ay to t h e re gi on al a n d i n te rn at io n al t ra d e w it h li n ke d i n d u st ri al p la tf or m f or v al u e ad d it io n a n d m an u fa ct u ri n g p ro ce ss es . C on st ru ct io n o f 2 4m d ee p M w am ba n i P or t K ig om be a re a, – T an ga • N eg ot ia ti on w it h p ri va te s ec to r / in ve st or s on fi n an ci n g m od e of t h e p ro je ct h as t ak en lo n g ti m e • R ev ie w t h e Fe as ib il it y st u d y & d et ai le d d es ig n r ep or t • E xp ed it e n eg ot ia ti on w it h P ri va te S ec to r/ In ve st or s on fi n an ci n g m od e of p ro je ct • M w am ba n i p or t w il l e n ab le T an za n ia t o ac h ie ve a r ob u st a n d i n cl u si ve e co n om ic gr ow th a s th e p ro je ct i s in tr od u ci n g th e id ea o f V al u e C or ri d or [1 ] ap p ro ac h as o p p os e to e xt ra ct iv e[ 2] co rr id or ap p ro ac h w h ic h i s ex is ti n g at t h e m om en t in T an za n ia . T h er ef or e, h av in g th is k in d o f p ro je ct w il l s ti m u la te in d u st ri al d ev el op m en t al on g th e co rr id or a n ch or t ow n s as s p ec ifi ed f ro m ti m e to t im e Im p ro ve m en t of M tw ar a Po rt b y co n st ru ct in g 4 n ew b er th s • Fe as ib il it y st u d y an d d et ai le d d es ig n f or p or t im p ro ve m en t n ot i n p la ce • E xp ed it e th e co n d u ct o f p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n . • K ic k st ar t fi n an ci al n eg ot ia ti on t o ac qu ir e a lo an f ro m p ro sp ec ti ve fi n an ci er s • Im p ro ve m en t of M tw ar a p or t w il l in cr ea se i ts e ffi ci en cy . M od er n iz at io n o f K ig om a Po rt • Fe as ib il it y st u d y an d d et ai le d d es ig n f or p or t im p ro ve m en t n ot i n p la ce • E xp ed it e th e co n d u ct o f p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n . • K ic k st ar t fi n an ci al n eg ot ia ti on t o ac qu ir e a lo an f ro m p ro sp ec ti ve fi n an ci er s • M od er n is at io n o f K ig om a p or t w il l in cr ea se i ts o p er at io n al e ffi ci en cy p ar ti cu la r se rv in g D R C f re ig h t th ro u gh la ke T an ga n yi ka a n d C en tr al r ai lw ay . C on st ru ct io n a n d r eh ab ili ta ti on of M w an za S ou th P or t, M w an za re gi on • Fe as ib il it y st u d y an d d et ai le d d es ig n f or p or t im p ro ve m en t n ot i n p la ce • E xp ed it e th e co n d u ct o f p ro je ct F ea si bi li ty st u d y an d d et ai le d d es ig n . • K ic k st ar t fi n an ci al n eg ot ia ti on t o ac qu ir e a lo an f ro m p ro sp ec ti ve fi n an ci er s • M od er n iz at io n o f M w an za p or t w il l in cr ea se i ts o p er at io n al e ffi ci en cy NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 207 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s A ir T ra n sp o rt S tr at eg ic I n te rv en ti o n s R ev am p in g O p er at io n s of A ir T an za n ia . • R eg u la ti on o f av ia ti on s ec to r • G ro u n d h an d lin g se rv ic e • Po or i n fr as tr u ct u re • R ef or m A T C L • P u rc h as e n ew a ir cr af ts • R eh ab il it at io n a n d e xt en si on o f A er od ro m es (A n n ex ) • Sm oo th o p er at io n s of A T C L a s a n at io n al c ar ri er w il l h av e a d ir ec t im p ac t on t ou ri sm i n d u st ry w h ic h cu rr en tl y is a m on g la rg e co n tr ib u to rs o f go ve rn m en t re ve n u e. • A ir c ra ft a cc id en ts r ed u ce d b y Ju n e 20 20 • Fo u r av ia ti on r ad ar p ro cu re d b y Ju n e 20 20 Im p ro ve m en t of M et ro lo gy fo re ca st Se rv ic es • P ro je ct fi n an ci n g • N o of fi ce p re m is es • O u td at ed r ad ar • C on st ru ct io n o f C en tr al f or ec as ti n g of fi ce . • A cq u is it io n o f 5 w ea th er r ad ar . • N ew c en tr al f or ec as ti n g of fi ce b y Ju n e 20 20 • F iv e w ea th er r ad ar p ro cu re d b y Ju n e 20 20 P ro cu re m en t of 7 n ew la ke v es se ls an d r eh ab il it at io n o f 8 ex is ti n g ve ss el s fo r la ke V ic to ri a, T an ga n yi ka an d N ya sa • D il ap id at io n o f la ke v es se ls • Sh or ta ge o f p as se n ge r an d c ar go ve ss el s • P ro cu re m en t of 3 s h ip a n d r eh ab il it at io n o f 3 fo r L ak e V ic to ri a, • P ro cu re m en t of 2 s h ip a n d r eh ab il it at io n o f 3 fo r T an ga n yi ka • P ro cu re m en t of 2 s h ip a n d r eh ab il it at io n of 2 f or N ya sa • Se ve n ( 7) n ew p as se n ge r an d c ar go ve ss el s p ro cu re d b y 20 20 . • E ig h t (8 ) p as se n ge r an d c ar go v es se ls re h ab il it at ed b y Ju n e 20 20 . E n er gy G en er at io n K in ye re zi I E xt en si on – 1 85 M W ga s fi re d p la n t • P ro je ct fi n an ci n g • E xp ed it e n eg ot ia ti on w it h r es p ec ti ve p ro je ct fi n an ci er s in cl u d in g th e G oT Z • T A N E SC O s h ou ld e xp ed it e ex te n si on o f co n tr ac t w it h M s. J ac ob se n E le ct ro L td (c on tr ac to r) w h o ex ec u te d K in ye re zi I 1 50 M W . • 18 5 M W a d d ed t o N at io n al G ri d b y Ju n e 20 18 . NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 208 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s K in ye re zi I I – 24 0 M W c om bi n ed cy cl e ga s fi re d p la n t (p ro je ct fi n an ce d b y th e G oT Z a n d J ap an es e B an k fo r In te rn at io n al C oo p er at io n – JB IC ) • A va il ab ili ty o f en ou gh w at er f or co m bi n ed c yc le o p er at io n s • W at er p ro je ct fi n an ci n g • T A N E SC O t o u n d er ta ke w at er s u p p ly st u d y fo r op er at io n o f K in ye re zi I I, I II a n d IV . • T A N E SC O t o fa st t ra ck i m p le m en ta ti on o f w at er s u p p ly p ro je ct • 24 0 M W a d d ed t o th e N at io n al G ri d by J u n e 20 19 . K in ye re zi I II – 6 00 M W c om bi n ed cy cl e ga s fi re d p la n t, t o be im p le m en te d a s P P P p ro je ct i n t w o p h as es ( p h as e I 30 0M W ) • P ro je ct fi n an ci n g • T re as u ry R eg is tr ar t o ap p ro va l J oi n t V en tu re A gr ee m en t • T A N E SC O t o ex p ed it e n eg ot ia ti on s of P P A w it h P ar tn er s • E xp ed it e P ro je ct I m p le m en ta ti on A gr ee m en t. • 30 0 M W a d d ed t o N at io n al G ri d b y Ju n e 20 20 K in ye re zi I V – 3 30 M W c om bi n ed cy cl e ga s fi re d p la n t, t o be im p le m en te d a s P P P p ro je ct • P ro je ct fi n an ci n g • T re as u ry R eg is tr ar t o ap p ro ve J oi n t V en tu re • A gr ee m en t an d s h ar eh ol d in g ag re em en t • Fa st t ra ck f ea si bi li ty s tu d y to b e ap p ro ve d by M in is te r fo r F in an ce a n d P la n n in g. • 33 0 M W a d d ed t o N at io n al G ri d b y 20 20 . Si n gi d aG eo w in d P h as e I – M W 5 0 w in d p la n t, S in gi d a • P ro je ct fi n an ci n g • N D C f ai le d t o se cu re lo an • Im p le m en t th e p ro je ct a s P P P. • 50 M W a d d ed t o N at io n al G ri d b y Ju n e 20 18 . K il w a E n er gy P h as e 1 – 21 0 M W ga s fi re d p la n t, S om an ga F u n gu – K il w a • P ro je ct fi n an ci n g • G ov er n m en t gu ar an te e is n ee d ed t o al lo w so u rc in g of f u n d s fr om p ro sp ec ti ve b an ks i. e. D B SA • C on cl u d e P ro je ct I m p le m en ta ti on A gr ee m en t • C on cl u d e G as S u p p ly A gr ee m en t • 2 10 M W a d d ed t o n at io n al g ri d b y 20 18 . M al ag ar as i 44 .7 M W h yd ro p ow er p la n t – M al ag ar as i ri ve r K ig om a • P ro je ct fi n an ci n g • P re p ar at io n o f te n d er d oc u m en t • So li ci ti n g fu n d s • 44 .7 M W a d d ed t o th e n at io n al g ri d an d K ig om a re gi on c on n ec te d t o th e gr id b y 20 20 K ak on o 87 M W h yd ro p ow er p la n t – K ag er ar iv er • P ro je ct fi n an ci n g • P re p ar at io n o f te n d er d oc u m en t • So li ci ti n g fu n d s • 87 M W a d d ed t o th e n at io n al g ri d b y 20 20 20 0M W c oa l fi re d p ow er p la n t – K iw ir aM be ya • P ro je ct fi n an ci n g • U n d er ta ke t h e fe as ib il it y st u d y • 20 0M W a d d ed t o th e n at io n al g ri d b y 20 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 209 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s N ga ka 4 00 M W c oa l fi re d p ow er p la n t – N ga ka R u vu m a • P ro je ct fi n an ci n g • U n d er ta ke f ea si bi li ty s tu d y fo r 20 0M W p h as e I an d 2 20 kV t ra n sm is si on f ro m N ga ka t o So n ge a • F u n d s m ob il iz at io n • N eg ot ia ti on f or P P A w it T E N E SC O • 40 0M W a d d ed t o th e n at io n al g ri d b y 20 20 M ch u ch u m a 60 0M W c oa l fi re d p ow er p la n t – N jo m be • P ro je ct fi n an ci n g • F u n d m ob il iz at io n • N eg ot ia ti on f or P P A w it h T E N E SC O • 60 0M W a d d ed t o th e n at io n al g ri d b y 20 20 C on st ru ct io n o f R u su m o 80 M W h yd ro p ow er p la n t to b e eq u al ly sh ar ed b y T an za n ia , B u ru n d i an d R w an d a. • C om p en sa ti on o f P ro je ct A ff ec te d P eo p le s • F in an ci n g se cu re d f ro m W or ld B an k fo r p ow er p la n t co n st ru ct io n • F in an ci n g se cu re d f ro m A fD B f or co n st ru ct io n o f tr an sm is si on li n e fr om R u su m o to N ya ka n az i su bs ta ti on • 27 M W a d d ed t o th e N at io n al G ri d a n d p ow er t ra d e be tw ee n t h re e co u n tr ie s T an za n ia , R w an d a an d B u ru n d i at ta in ed b y Ju n e 20 20 . D ev el op m en t of G eo th er m al a n d N go zi 2 00 M W G eo th er m al p la n t, N go zi – M be ya • P ro je ct fi n an ci n g • G ov er n m en t to fi n an ce t h e d ee p w el ls d ri lli n g p h as e to e st ab li sh s te am r es er vo ir p ro p er ti es ( U SD 2 1 m il li on ). • E xp ed it e P P P p ro ce ss t o ac qu ir e p ri va te p ar tn er . • 20 0M W t o be a tt ai n ed b y 20 20 E n er gy d is tr ib u ti o n s tr at eg ic c h o ic es R u ra l e le ct ri fi ca ti on p ro je ct s u n d er R E A ( co m p le ti on o f T u rn ke y P h as eI I an d c om m en ce m en t of I II ) • P ro je ct fi n an ci n g • R in g fe n ci n g p et ro le u m le vy • In cr ea se e le ct ri ci ty c h ar ge /l ev y fr om 3 % t o 5% a s re qu ir ed b y la w • E le ct ri ci ty c on n ec ti on le ve l i n u rb an an d r u ra l i n cr ea se d a t le as t 50 % a n d ac ce ss i n cr ea se d a t le as t 75 % . D ar – T an ga A ru sh a 40 0k V , k m 68 2 • P ro je ct fi n an ci n g • co m p en sa ti on o f w ay le av e • E xp ed it e fi n an ci al n eg ot ia ti on s w it h E xi m B an k of c h in a. • E xp ed it e p ay m en t of c om p en sa ti on f or P ro je ct A ff ec te d P eo p le s in o rd er t o ac qu ir e w ay le av e • E xp ed it e p ro cu re m en t of c on su lt an t • E va cu at io n o f p ow er f ro m D ar t o T an ga an d A ru sh ar eg io n s by J u n e 20 20 . T h e p ro je ct w il l e n h an ce a va il ab il it y of re li ab le p ow er i n t h e re gi on s. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 210 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s Si n gi d a – A ru sh a N am an ga 4 00 kV , km 4 14 • C om p en sa ti on o f w ay le av e • va lu at io n a n d c om p en sa ti on s h ou ld b e fa st tr ac ke d • E va cu at io n o f p ow er f ro m S in gi d a to N am an ga v ia A ru sh a al so t h e p ro je ct w il l e n h an ce a va il ab il it y of r el ia bl e p ow er i n t h e re gi on s an d e n h an ce re gi on al p ow er t ra d in g. So m an ga fu n gu K in ye re zi 4 00 kV , km 2 03 • P ro je ct fi n an ci n g • fa st t ra ck fi n an ci n g n eg ot ia ti on w it h T an za n ia I n ve st m en t B an k (T IB ) • U p gr ad e fe as ib il it y st u d y fr om 2 20 kV t o 40 0k V • T h e p ro je ct w il l e n ab le e va cu at io n o f p ow er p ro d u ce d b y K il w a E n er gy ( an in d ep en d en t p ow er p ro d u ce r) a n d fu tu re g as t o p ow er g en er at io n t o re ac h n at io n al g ri d a t K in ye re zi C om p le x. M ak am ba ko – S on ge a 22 0k V , k m 25 0 • U n ti m el y re le as e of f u n d s is su ed by S id a an d c ou n te rp ar t fu n d s • E xp ed it e ti m el y re le as e of f u n d s. • T h e p ro je ct i s ex p ec te d t o co n n ec t th e R u vu m a R eg io n t o th e n at io n al g ri d b y Ju n e 20 17 . N or th W es t G ri d 4 00 K v –M be ya – Su m ba w an ga – N ya ka n az i – K ig om a, k m 1 ,1 48 • P ro je ct fi n an ci n g • U p gr ad e fe as ib il it y st u d y fr om 2 20 kV t o 40 0k V • E xp ed it e p ro je ct fi n an ci al n eg ot ia ti on s. • T h e p ro je ct w il l e n ab le t h e re gi on s of K at av i, R u kw a an d K ig om a to h av e re li ab le p ow er s u p p ly w h ic h is v er y cr u ci al i n p u t fo r in d u st ri al d ev el op m en t. C h al in ze D od om a 40 0k V , k m 35 0 • P ro je ct fi n an ci n g • Fa st t ra ck f ea si bi li ty s tu d y • E xp ed it e fi n an ci al n eg ot ia ti on s. • P ay m en t of c om p en sa ti on • T h e p ro je ct i s ex p ec te d t o ev ac u at e p ow er f ro m K in ye re zi p ow er p la n ts to lo ad c en tr es h en ce p ro vi d e re li ab le p ow er s u p p ly i n t h e re gi on s of M or og or o an d D od om a. B u ly an h u lu – G ei ta – N ya ka n az i 22 0k V , k m 1 99 • P ro je ct fi n an ci n g • E xp ed it e co m p en sa ti on o f p ro je ct a ff ec te d p eo p le . • E va cu at io n o f p ow er f ro m B u ly an h u lu – G ei ta – N ya ka n az i an d R u ra l E le ct ri fi ca ti on f or 1 5 vi lla ge s in G ei ta D is tr ic t NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 211 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s G as s u p p ly C on st ru ct io n o f d om es ti c ga s su p p ly I n fr as tr u ct u re i n D ar e s sa la am . • P ro je ct fi n an ci n g • C om p en sa ti on f or t h e w ay le av e • E xp ed it e fi n an ci al n eg ot ia ti on s. • In cr ea se h ou se h ol d u se o f ga s fo r d om es ti c p u rp os es a n d h en ce r ed u ce co n su m p ti on o f bi om as s an d p ro te ct en vi ro n m en t. C on st ru ct io n o f d om es ti c ga s su p p ly I n fr as tr u ct u re i n M tw ar a • P ro je ct fi n an ci n g • C om p en sa ti on f or t h e w ay le av e • E xp ed it e fi n an ci al n eg ot ia ti on s. • In cr ea se h ou se h ol d u se o f ga s fo r d om es ti c p u rp os es a n d h en ce r ed u ce co n su m p ti on o f bi om as s an d p ro te ct en vi ro n m en t. C on st ru ct io n o f d om es ti c ga s su p p ly I n fr as tr u ct u re i n B ag am oy o • P ro je ct fi n an ci n g • C om p en sa ti on f or t h e w ay le av e • E xp ed it e fi n an ci al n eg ot ia ti on s. • In cr ea se h ou se h ol d u se o f ga s fo r d om es ti c p u rp os es a n d h en ce r ed u ce co n su m p ti on o f bi om as s an d p ro te ct en vi ro n m en t. C on st ru ct io n o f d om es ti c ga s su p p ly I n fr as tr u ct u re i n L in d i • P ro je ct fi n an ci n g • C om p en sa ti on f or t h e w ay le av e • E xp ed it e fi n an ci al n eg ot ia ti on s. • In cr ea se h ou se h ol d u se o f ga s fo r d om es ti c p u rp os es a n d h en ce r ed u ce co n su m p ti on o f bi om as s an d p ro te ct en vi ro n m en t. C on st ru ct io n o f th e L ak e A lb er t (U ga n d a) – T an ga o il p ip el in e • P ro je ct fi n an ci n g • C om p en sa ti on f or t h e w ay le av e • E xp ed it e va lu at io n o f la n d a n d p ro p er ti es se ct io n o f T an za n ia s id e NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 212 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s E st ab li sh m en t of I C T eq u ip m en t, m an u fa ct u ri n g, E – w as te r ec yc li n g an d S of tw ar e d ev el op m en t C en te rs • Sk il le d p er so n n el o n I C T s ec to r • P ro je ct fi n an ci n g • P ro p er p ro p os al f or e st ab li sh in g th e p ro je ct • S ec to r is r eq u ir ed t o d ev el op a s ol id p ro je ct p ro p os al f or t h e sa id i n te rv en ti on s. • E st ab li sh a c om p u te r an d / or r ad io m an u fa ct u ri n g/ a ss em bl in g p la n ts ; re cy cl in g ce n te rs f or I C T a n d el ec tr on ic h ar d w ar e; • es ta bl is h in g IC T i n cu ba to rs a n d I C T IC T P ar k, E P Z A – B ag am ao yo • L ac k of b as ic i n fr as tr u ct u re • L ac k of f u n d s • L an d s u rv ey a n d t op og ra p h ic al s u rv ey a n d ge ot ec h n ic al i n ve st ig at io n • P re p ar at io n o f m as te r p la n • P re p ar at io n o f d et ai le d e n gi n ee ri n g d ra w in gs an d B O Q f or b as ic i n fr as tr u ct u re • C on st ru ct io n o f ba si c in fr as tr u ct u re t h ro u gh P P P • P ro m ot io n o f h ig h q u al it y jo bs i n t h e co u n tr y. T h e N at io n al I C T B ro ad ba n d B ac kb on e (P h as e II I – Su b – p h as e II ), D od om a • P oo r co n n ec ti vi ty • B ac kb on e N et w or k E xp an si on • R eg io n al T ra n sm is si on N et w or k • ID C i n D od om a • T h e ca p ac it y of I C T b ac kb on e n et w or kf u rt h er e xp an d ed t o co ve r m or e se rv ic es , • en h an ce i ts c on tr ib u ti on t o in fo rm at io n i n d u st ry a n d t el ec om in fr as tr u ct u re a n d m ak e T an za n ia a te le co m H U B i n S ou th e as t A fr ic a by Ju n e 20 20 Po st al C om m u n ic at io n s: N at io n al A d d re ss in g Sy st em i n 92 d is tr ic ts • W ea k p os ta l c om m u n ic at io n c ou n tr y w id e • ID C i n D od om a • en h an ce P os ta l C om m u n ic at io n s co n tr ib u ti on t o in fo rm at io n i n d u st ry D ev el op m en t of W ir el es s Se n so r N et w or ks f or I n d u st ri al E n vi ro n m en ta l M on it or in g • T h er e is g re at e m is si on o f p ol lu ta n t ga se s in m an u fa ct u ri n g in d u st ri es • C u rr en tl y ru d im en ta ry t ec h n ol og ie s ar e em p lo ye d t o m on it or i n d u st ri al p ol lu ta n ts . T h es e te ch n ol og ie s ar e in ac cu ra te a n d u n sa fe t o u se rs • E st ab li sh i n n ov at e in d u st ri al e n vi ro n m en ta l p ol lu ta n t ga se s (C O , O 2, C O 2, C O , S O 2, H 2S , N O , N O 2, H C a n d P M 10 (L ea d )) m on it or in g ba se o n s en so r te ch n ol og y • A w ar en es s cr ea ti on i n t h e u se s en so r te ch n ol og y to m on it or i n d u st ri al p ro ce ss or s • T ra n sf er o f se n so r in d u st ri al p ro ce ss m on it or in g te ch n ol og y to S M M E S • In cr ea se d i n d u st ri al s af et y • R ed u ce d e n vi ro n m en ta l p ol lu ti on • C ap ac it y on s en so r in d u st ri al m on it or in g of p ol lu ta n ts a n d p ro ce ss es ta bl is h ed i n T an za n ia b y 20 18 T ab le B 1 8 : IC T a n d E G ov er n m en t in te rv en ti o n s NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 213 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s A d va n ce d C yb er S ec u ri ty T ra in in g Se rv ic es ( T IR D O ) • C ri ti ca l i n fr as tr u ct u re s ec u ri ty i n T an za n ia i s in su ffi ci en t • M ed ia u se d i n b an ki n g tr an sa ct io n fo r in d u st ri al b u si n es s is n ot s af e • L ac k of a w ar en es s of c yb er s ec u ri ty th re at s • T ra in in g on c yb er s ec u ri ty i ss u es t o ra is e aw ar en es s • T o es ta bl is h s ec u ri ty m ea su re s in i n d u st ri al T an za n ia ( m aj or a u to m at ed i n d u st ri al ) • D ev el op m en t of I n d u st ri al a p p li ca ti on so ft w ar e • In cr ea se d s ec u ri ty i n i n d u st ry • In cr ea se d s ec u ri ty i n i n d u st ri al in fr as tr u ct u re • In cr ea se d a w ar en es s on c yb er s ec u ri ty th re at s in T an za n ia O p en G ov er n m en t an d O p en D at a • L ac k of s tr ea m li n ed m ec h an is m s fo r re le as in g d at a to t h e p u bl ic a n d fo r d if fe re n t u se s su ch a s p la n n in g, d ec is io n m ak in g, i n n ov at io n a n d re se ar ch f or d ev el op m en t • D ev el op m en t of S ta n d ar d s an d g u id el in es fo r d at a qu al it y • E st ab li sh m en t of c om m on I n fr as tr u ct u re an d A p p li ca ti on s fo r O p en G ov er n m en t an d O p en D at a • E st ab li sh a c om p u te r an d / or r ad io m an u fa ct u ri n g/ a ss em bl in g p la n ts ; re cy cl in g ce n te rs f or I C T a n d el ec tr on ic h ar d w ar e; • es ta bl is h in g IC T i n cu ba to rs a n d I C T e G ov er n m en t – G ov er n an ce an d I n st it u ti on F ra m ew or k • L ac k of e ff ec ti ve c oo rd in at io n be tw ee n i n st it u ti on al le ve l I C T d vi si on s an d t h e in st it u ti on re sp on si bl e fo r co or d in at in g, ov er se ei n g an d p ro m ot in g e G ov er n m en t im p le m en ta ti on . • St re n gt h en I n st it u ti on r es p on si bl e fo r ov er se e an d c oo rd in at in g e G ov er n m en t im p le m en ta ti on • A va il ab il it y of q u al it y an d r el ia bl e d at a an d I n fo rm at io n f ro m G ov er n m en t In st it u ti on s. e G ov er n m en t In fr as tr u ct u re • D if fi cu lt i n d el iv er in g st re am li n ed d ec is io n a n d s er vi ce s si n ce m os t of t h e P u bl ic I n st it u ti on s ar e n ot c on n ec te d t o th e ex is ti n g G ov er n m en t W id e N et w or k • A ll p u bl ic I n st it u ti on s co n n ec te d t o se cu re G ov er n m en t w id e n et w or k • C on n ec te d G ov er n m en t fo r ea sy d ec is io n m ak in g an d s er vi ce d el iv er y e G ov er n m en t R es ea rc h a n d D ev el op m en t • In ad eq u at e u ti li za ti on o f e G ov er n m en t re se ar ch o u tp u t an d en h an ce m en t of “ op en ” in n ov at io n p la tf or m f or e G ov er n m en t d ev el op m en t • W ea k re se ar ch a n d d ev el op m en t w h ic h n eg at iv el y im p ac t in n ov at io n in e G ov er n m en t ac ro ss g ov er n m en t. • E st ab li sh m en t of e G ov er n m en t R es ea rc h , In n ov at io n a n d D ev el op m en t C en tr e • Su st ai n ab il it y of e G ov er n m en t A p p li ca ti on • In n ov at io n i n v ar io u s ap p li ca ti on s w h ic h a d d re ss G ov er n m en t is su es i n d el iv er in g se rv ic e to p u bl ic NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 214 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s e G ov er n m en t I n fo rm at io n Se cu ri ty • In su ffi ci en t re so u rc es ( sk il le d m an p ow er , b u d ge t, t ec h n ol og y) co m m it te d f or G ov er n m en t in fo rm at io n s ec u ri ty . • E st ab li sh m en t of w el l e qu ip m en t G ov er n m en t C yb er S ec u ri ty C en tr e • L ow er t h e d at a an d i n fo rm at io n se cu ri ty i n ci d en ts . e G ov er n m en t – D el iv er y C h an n el s • In su ffi ci en t ch an n el s to d el iv er G ov er n m en t Se rv ic es t o ci ti ze n s. • E st ab li sh m en t of G ov er n m en t M ob il e Se rv ic es D el iv er y P la tf or m • E st ab li sh m en t of e S er vi ce K io sk s • C on ve n ie n ce e n vi ro n m en t in d el iv er in g an d a cc es si n g G ov er n m en t Se rv ic es • L ow c os t an d t im e in a cc es si n g an d d el iv er in g G ov er n m en t Se rv ic es . e G ov er n m en t A p p li ca ti on P la tf or m s • E xi st en ce o f si lo a p p li ca ti on s an d sy st em s w h ic h d oe s n ot e xc h an ge d at a. • E st ab li sh m en t of G ov er n m en t D at a E xc h an ge P la tf or m • Sy st em s an d A p p li ca ti on s w h ic h c an ex ch an ge d at a an d i n fo rm at io n t o ea se d ec is io n m ak in g an d s er vi ce d el iv er y. NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 215 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s St ar ti n g B u si n es s • L on g T im e an d p ro ce d u re s to st ar t bu si n es s • E st ab li sh in g on e st op c en tr e at T IC ; • E st ab li sh m en t of S im p le b u si n es s R eg is tr at io n Sy st em ( R ed u ce t h e re gi st ra ti on t im e an d p ro ce d u re s) • E st ab li sh m en t of N at io n al B u si n es s Po rt al ( In te gr at ed O n li n e E le ct ro n ic L ic en si n g Sy st em s) ; • St re am li n e R eg u la to ry R eg im e; a n d • E n h an ci n g R ef or m C om p li an ce E n fo rc em en t Sy st em . • St ar ti n g bu si n es s, t im e an d p ro ce d u re s re d u ce d D ea li n g w it h C on st ru ct io n p er m it • L on g an d c u m be rs om e p ro ce d u re s • R ed u ce t im e an d p ro ce d u re s re qu ir ed i n g et ti n g co n st ru ct io n p er m it • T im e an d p ro ce d u re s fo r ob ta in in g co n st ru ct io n p er m it re d u ce d G et ti n g E le ct ri ci ty • In ad eq u at e p ow er s u p p ly • In cr ea se p ow er p ro d u ct io n t h ro u gh c om p le ti on o f K in ye re zi I & II G as p ro je ct s; i n tr od u ct io n o f C oa l Po w er P la n ts a n d r en ew ab le e n er gi es s u ch a s w in d p ow er . • Po w er C on n ec ti on a n d t ra n sm is si on e g fr om K in ye re zi t o th e n at io n al g ri d ; c on n ec ti n g p ow er fr om Z am bi a T an za n ia K en ya ; co n n ec ti n g el ec tr ic it y fr om M ch u ch u m a to M ak am ba ko a n d N or th w es t p ow er t ra n sm is si on e tc • E li m in at io n o f el ec tr ic it y p ro bl em in t h e co u n tr y R eg is te ri n g P ro p er ty • L on g an d c u m be rs om e p ro ce d u re s • E n h an ce t h e ca p ab il it ie s of B R E L L A , C O SO T A an d o th er p ro p er ty r eg is te ri n g in st it u ti on s • P ro p er ty r ig h t re gi st ra ti on im p ro ve d G et ti n g cr ed it • L ac k of c ol la te ra l. • H ig h i n te re st c h ar ge s by B an ks an d o th er le n d in g in st it u ti on s • B an k re gu la ti on s • E xp ed it e a ct iv it ie s of M K U R A B IT A i n p ro vi d in g cu st om ar y ri gh t of o cc u p an cy • E xp ed it e p ro ce d u re s of p ro vi d in g ti tl e d ee d s by M in is tr y of L an d • E n co u ra ge B an ks a n d o th er le n d in g in st it u ti on s to le n d a t re as on ab le i n te re st r at es • M or e fu n d s f or s ta rt in g an d ex p an si on o f bu si n es se s av ai la bl e T ab le B 1 9 : D o in g B u si n es s St ra te gi c C h o ic es NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 216 L o ca ti o n / ty p e C h al le n ge s In te rv en ti o n s re q u ir ed E xp ec te d r es u lt s P ro te ct in g In ve st or s • In ad eq u at e p ro te ct io n o f in ve st or s • E n ac t la w a n d r eg u la ti on s to p ro te ct i n ve st or s • M or e in ve st or s re ad y to i n ve st P ay in g T ax es • E xi st en ce o f m u lt ip le t ax es • N on t ra n sp ar en cy i n t ax at io n • R ev ie w t ax at io n s ys te m • A d h er en ce t o t h e av oi d an ce o f d ou bl e ta xa ti on ag re em en t • T ra n sp ar en cy i n T ax at io n s ys te m T ra d in g A cr os s B or d er s • E xi st en ce o f va ri ou s N on T ar if f B ar ri er s • R em ov al o f N T B s th ro u gh o p er at io n al is at io n o f on e bo rd er p os ts ; i n tr od u ct io n o f si n gl e cu st om s te rr it or y; i n tr od u ct io n o f Si m p li fi ed T ra d e R eg im e (S T R ) ; a d op ti on o f m od er n m on it or a n d s ec u ri ty sy st em t o m in im iz e ch ec k p oi n ts ; re d u ct io n o f cu st om s p ro ce d u re s an d d oc u m en ta ti on • T ra n si t ti m e re d u ce d E n fo rc in g co n tr ac t • Po or n eg ot ia ti on c ap ac it y • L on g p er io d u se d i n c on cl u d in g a co n tr ac t • In cr ea se c ap ac it y of n eg ot ia to rs t h ro u gh t ra in in g • R ed u ce t im e ta ke n f or c on cl u d in g c on tr ac t • C on tr ac t en fo rc em en t p ro ce ss E n h an ce d R es ol vi n g In so lv en cy • L on g an d c u m be rs om e p ro ce d u re s • In cr ea se e ffi ci en cy o f th e C om m er ci al C ou rt s • In so lv en cy d is p u te s re d u ce d NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 217 S UB SE CT O R G O VT . P RI VA TE D Ps T ot al 2 01 6/ 17 2 01 7/ 18 20 18 /1 9 10 0 19 /2 0 2 02 0/ 21 M an uf ac tu rin g 2, 33 9. 12 2 0, 99 1. 93 55 4. 01 2 4, 25 6. 26 41 6. 43 9 57 36 .5 44 58 54 .7 5 56 72 .5 54 54 29 .8 24 M in in g 10 4. 04 3 ,9 12 .3 0 4, 01 6. 34 80 8. 97 98 0 98 0 98 0 97 9 C on st ru ct io n 9 4. 44 50 .0 0 5 0. 00 19 4. 44 22 .4 4 70 52 50 0 A gr icu ltu ra l 2, 98 9. 71 3 ,9 37 .5 8 2, 90 9. 43 9, 10 1. 86 27 16 .6 71 23 14 .9 86 22 98 .3 56 22 94 .4 46 22 81 .2 96 E nv iro nm en ta l a nd N at ur al R es ou rc es 5 0. 00 13 3. 74 18 3. 66 38 .1 2 37 .6 2 37 .9 3 35 .2 4 34 .6 35 To ur ism 55 3. 82 2 ,9 53 .0 0 5 2. 68 3, 55 9. 50 71 1. 65 9 71 4. 58 9 71 1. 86 71 1. 2 71 0. 02 S cie nc e Te ch no lo gy a nd In no va tio n 10 2. 50 1 62 .0 0 13 7. 00 42 8. 00 85 .6 85 .6 85 .6 85 .6 85 .6 E du ca tio n 4, 49 8. 92 19 .6 6 44 8. 61 4, 96 7. 19 99 2. 94 99 2. 94 99 4. 03 99 3. 6 99 3. 62 C re at ive in du st ry 34 4. 86 34 4. 86 0 80 .7 5 80 .9 9 81 .0 3 81 .0 4 S kil ls de ve lo pm en t 1, 07 3. 00 63 5. 54 1, 70 8. 54 35 0. 58 8 35 1. 58 8 35 1. 58 8 35 1. 58 8 35 3. 18 8 H ea lth y 6, 99 7. 36 1, 01 1. 00 8, 00 8. 36 16 06 .1 66 16 01 .8 1 15 99 .8 1 15 99 .3 1 16 00 .8 15 3 W at er s ub s ec to r 2, 47 7. 10 3, 51 7. 59 59 94 .6 49 11 98 .9 8 1, 19 9. 00 11 99 .5 28 11 99 .1 41 11 98 U rb an P la nn in g, H ou sin g an d Hu m an Se ttl em en t 3, 62 1. 96 3, 62 1. 96 72 4 72 4. 30 72 5. 09 72 4. 29 72 4 F oo d an d nu tri tio n 25 4. 54 23 .3 1 40 7. 80 68 5. 65 16 1. 88 16 1. 88 16 1. 98 16 2. 88 16 1. 68 P ov er ty R ed uc tio n an d So cia l p ro te ct io n 49 3. 40 40 4. 69 89 9. 09 17 9. 80 2 17 9. 80 2 67 9. 80 2 67 9. 80 2 67 5. 80 2 G oo d G ov er na nc e 2, 09 5. 93 7 0. 81 2, 16 6. 74 43 3. 23 2 43 3. 23 2 43 3. 23 2 43 3. 80 8 43 3. 23 2 in fra st ru ct ur e 2 4, 65 1. 69 1 2, 50 3. 61 36 1. 61 3 7, 51 6. 92 71 29 .0 55 5 9, 50 2. 85 76 68 .1 02 73 57 32 .4 57 33 92 .2 57 T O TA L 5 2, 74 2. 39 4 4, 55 3. 39 1 0, 69 4. 51 1 07 ,6 54 .0 1 1 7, 57 6. 54 25 ,1 67 .4 9 2 3, 91 4. 65 2 1, 78 6. 95 19 ,1 34 .0 1 A N N E X C : SU M M A R Y O F T O T A L C O ST IN G S (i n B il l T Z S) NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 218 Pr oj ec t Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Re al iza tio n of th e Ce nt ra l D ev el op m en t C or rid or 10 ,5 31 .2 8 19 ,2 65 .8 0 0. 00 29 ,7 97 .0 8 2, 18 4. 68 7, 29 4. 60 7, 08 1. 38 6, 72 7. 78 6, 24 0. 60 De ve lo pm en t o f t he N or th W es t C or rid or o f T an ga 36 8. 29 35 85 0 39 83 .2 9 4. 3 83 4. 13 84 6. 43 84 6. 43 73 6 M tw ar a De ve lo pm en t c or rid or 23 45 .7 1 81 94 0 10 53 9. 71 90 4. 6 24 06 .9 23 86 .4 23 85 .5 20 52 Im pr ov in g av ai la bi lity a nd re lia bi lity o f e le ct ric al p ow er 55 45 .2 9 31 99 .7 7 33 3. 61 90 78 .6 7 25 17 .4 7 25 82 .1 8 18 34 .2 6 14 54 .9 8 10 06 .4 1 M as s tra in in g fo r d ev el op m en t o f r ar e an d sp ec ia liz ed sk ills fo r i nd us tri al iza tio n an d hu m an d ev el op m en t 26 82 .1 5 4 12 0 28 06 .1 5 56 1. 23 56 1. 23 56 1. 23 56 1. 23 56 1. 23 To ta l 21 ,4 72 .7 2 34 ,2 48 .5 7 45 3. 61 56 ,2 04 .9 0 6, 17 2. 28 13 ,6 79 .0 4 12 ,7 09 .7 0 11 ,9 75 .9 2 10 ,5 96 .2 4 A N N E X D : C O ST IN G S U M M A R Y F O R F L A G SH IP P R O JE C T S T h is a n n ex i s a su m m ar y th e d et ai ls o f th e co st in g of t h e F la gs h ip P ro je ct s an d i s in te n d ed t o p ro vi d e re ad er s a qu ic k an d e xc lu si ve v ie w o f co st in g st ru ct u re o f th e F la gs h ip P ro je ct s. D et ai le d c os ti n g of t h e F la gs h ip P ro je ct s is p re se n te d i n A n n ex E NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 219 A n n ex E : D et ai le d C o st in g o f F la gs h ip P ro je ct s T h is a n n ex is a n e xt ra ct f ro m t h e d et ai ls o f th e co st in g of t h e en ti re p la n . It is in te n d ed t o p ro vi d e re ad er s a qu ic k an d e xc lu si ve v ie w o f co st in g st ru ct u re o f th e F la gs h ip P ro je ct s. Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Re al iz at io n of th e Ce nt ra l D ev el op m en t C or rid or B ag am oy o S EZ L an d co m pe ns at io n 5 1. 5 5 1. 5 5 1. 5 R es et tle m en t o f P an de a nd Z in ga Re sid en ce 1 02 .0 10 2. 0 1 02 .0 C on st ru ct io n of s up po rti ng in fra st ru ct ur e 1, 20 0. 0 1 ,2 00 .0 3 00 .0 3 00 .0 3 00 .0 30 0. 0 C on st ru ct io ns o f P or t I nf ra st ru ct ur e 1 2, 00 0. 0 1 2, 00 0. 0 3 ,0 00 .0 3 ,0 00 .0 3 ,0 00 .0 3, 00 0. 0 F ac ilit at io n of J W T an d JT F 0. 5 0 .5 0 .1 0 .1 0 .1 0 .1 0. 1 D ev el op m en t o f P or ts id e In du st ria l Z on e 4 4. 0 4 4. 0 4 .0 1 0. 0 1 0. 0 10 .0 10 .0 K ur as in i L og ist ics Ce nt re L an d ac qu isi tio n, ti tlin g an d co m pe ns at io n, d em ol itio n, c le ar an ce a nd ch ai n lin k fe nc in g 4. 0 4 .0 4 .0 D ev el op m en t o f K ur as in i L og ist ics Ce nt re 6 80 .0 68 0. 0 2 20 .0 4 20 .0 2 20 .0 20 .0 Do do m a Tr ad e an d Lo gi st ics C en tre La nd a cq ui sit io n an d co m pe ns at io n, de m ol itio n, c le ar an ce a nd c ha in lin k fe nc in g Re gi st ra tio n of T itle D ee d 3. 5 3. 5 3. 5 De ve lo pm en t o f D od om a Tr ad e an d Lo gi st ics C en tre 20 0 20 0 50 50 50 50 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 220 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 K ig om a SE Z L an d co m pe ns at io n 2. 1 2 .1 2 .1 C on st ru ct io n of P ro je ct in fra st ru ct ur e 2. 5 2 2. 5 2 5. 0 5 .0 1 7. 0 3 .0 D et ai l d es ig n of p ro je ct in fra st ru ct ur e 1. 0 1 .0 1 .0 D ev el op m en t o f K ig om a SE Z 5 .0 5 .0 5 .0 D re dg in g an d ex pa ns io n of th e en try to D ar e s Sa la am P or t, Da r e s Sa la am E xp ed ite p ro cu re m en t o f c on tra ct or 1 ,11 3. 50 1 ,11 3. 50 2 78 .3 8 2 78 .3 8 27 8. 38 C on ta in er Te rm in al Be rth s 13 – 1 4 Da r e s Sa la am Ex pe di te p ro cu re m en t o f c on tra ct or 8 90 .8 0 8 90 .8 0 1 78 .1 6 5 34 .4 8 1 78 .1 6 D ev el op m en t o f Ki sa ra we C ar go Fr ei gh t, Ki sa ra we Ex pe di te p ro cu re m en t o f c on tra ct or 1 67 .2 4 1 67 .2 4 3 3. 45 3 3. 45 3 3. 45 3 3. 45 33 .4 5 C on st ru ct io n of Ba ga m oy o Po rt, Ba ga m oy o Ex pe di te p ro cu re m en t o f c on tra ct or 4, 13 5. 00 4 ,1 35 .0 0 8 27 .0 0 8 27 .0 0 8 27 .0 0 82 7. 00 82 7. 00 Fi na liz at io n of a gr ee m en ts b et we en Ch in a M er ch an ts H ol di ng s In te rn at io na l Li m ite d (C M HI ) a nd O m an S ta te G en er al Re se rv e Fu nd (S G RF ) a nd Ta nz an ia G ov er nm en t Fi na liz at io n of C om pe ns at io n 1 0. 06 7 1 0. 06 7 10 .0 67 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 221 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 C om m er cia liz at io n of Ta nz an ia A ut om ot ive Te ch no lo gy C en tre (N yu m bu ) Im pr ov in g th e wo rk in g pl ac e 1 0. 6 1 0. 6 4 .5 5 .0 0 .5 0 .6 p ro cu re m en t o f m ac hi ne a nd w or kin g to ol s 2 3. 4 2 3. 4 1 9. 8 3 .6 s tre ng th en in g La bo ra to ry a nd R &D 1 4. 5 1 4. 5 1 1. 4 3 .2 re no va tio n re ha bi lita tio n of c ar s an d m ac hi ne s 1 43 .2 14 3. 2 3 5. 8 3 5. 8 35 .8 35 .8 R ec ru itm en t a nd tr ai ni ng o f p er so nn el 9. 6 9 .6 6 .4 1 .2 1 .0 1 .0 p ro du ct io n of s pa re p ar ts 3 9. 0 3 9. 0 1 1. 4 5 .0 6 .4 10 .3 6. 0 G en er al T yr e (A ru sh a) R ep la ce m en t o f o ut da te d eq ui pm en t an d m ac hi ne s, F un d m ob iliz at io n fo r co m pl et el y re viv al a nd m od er ni za tio n of th e ty re m an uf ac tu rin g pl an t. 2. 0 8 8. 0 9 0. 0 2 .0 2 2. 0 2 2. 0 22 .0 22 .0 C AM AR TE C Ar us ha C on st ru ct io n of tr ac to rs a nd a gr icu ltu ra l to ol s 2 22 .7 22 2. 7 2 .2 5 0. 4 85 .0 85 .1 T ra ct or s as se m bl y pl an t (T AM CO – K ib ah a) A ss em bl in g tra ct or s wh ich w ill be u se d in su pp or tin g ag ric ul tu ra l g ro wt h 3 29 .6 32 9. 6 8 2. 4 8 2. 4 82 .4 82 .4 M ot or cy cle s A ss em bl y Pl an t • Co nn ec tio n of b as ic in fra st ru ct ur e to th e sit e In st al la tio n • In st al la tio n of s te p do wn tr an sf or m er fro m 11 kV to 4 00 V M ku la zi Ag ric ul tu ra l C ity , 63 ,2 00 ha . • Co ns tru ct io n of b as ic in fra st ru ct ur e 1 17 .8 1, 50 0. 0 1 ,6 17 .8 1 7. 8 4 00 .0 4 00 .0 4 00 .0 40 0. 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 222 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Co ns tru ct io n of Da r es Sa la am – Is ak a – R u su m o T a b o ra (1 ,3 41 Km s) , ce nt ra l ra ilw ay sy st em to St an da rd G au ge • Fa st tr ac k pr oc ur em en t p ro ce ss fo r ac qu isi tio n o f c on tra ct or s • Pr ep ar at io n of C ab in et P ap er o n fin an cin g m od e of P ro je ct • Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. • Be gi n co ns tru ct io n 6 ,6 75 .0 4 6 ,6 75 .0 4 1, 00 0. 00 1, 41 8. 79 1, 41 8. 79 1, 41 8. 75 1, 41 8. 75 De ve lo pm en t o f t he N or th W es t C or rid or o f T an ga Ta ng a SE Z L an d an d co m pe ns at io n 2. 7 2 .7 2 .7 O ns ite a nd o ffs ite in fra st ru ct ur e 3 0. 0 6 0. 0 2 0. 0 20 .0 20 .0 F ea sib ilit y st ud y, m as te r p la n an d ca da st ra l s ur ve y 1. 1 1 .1 1 .1 D et ai l d es ig n 1. 5 1 .5 1 .5 D ev el op m en t o f T an ga S EZ 5 .0 5 .0 5 .0 Ca us tic S od a Re fin er y Pl an t • Co m pe ns at io n to th e re sid en ts • Co ns tru ct io n of th e re fin er y pl an t f or ca us tic s od a • Ca rry o ut fe as ib ilit y st ud y 1 .7 1 .7 1 .7 Co ns tru ct io n of T an ga Ar us ha M us om a ra il w ith b ra nc he s to M in jin gu a nd E ng ar uk a • S pe ar he ad o bt ai ni ng o f p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. • P re pa ra tio n of C ab in et P ap er o n fin an cin g m od e of P ro je ct • Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. • Fa st tr ac k pr oc ur em en t p ro ce ss fo r ac qu isi tio n o f c on tra ct or s 3 31 .2 9 3 31 .2 9 1 10 .4 3 1 10 .4 3 11 0. 43 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 223 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Co ns tru ct io n of th e Ar us ha – M us om a Ro ad • Ex pe di te v al ua tio n of la nd a nd pr op er tie s se ct io n of A ru sh a M us om a • La nd c om pe ns at io n • Be gi n co ns tru ct io n Co ns tru ct io n of th e La ke A lb er t ( Ug an da ) – Ta ng a oi l-p ip el in e • Ex pe di te v al ua tio n of la nd a nd pr op er tie s se ct io n of Ta nz an ia s id e C on st ru ct io n of 2 4m de ep M wa m ba ni P or t Ki go m be a re a, – Ta ng a • So lic itin g fu nd s fo r c on st ru ct io n • Re vie w th e Fe as ib ilit y st ud y & de ta ile d de sig n re po rt 3 ,5 80 .0 0 3 ,5 80 .0 0 7 16 .0 0 7 16 .0 0 71 6. 00 71 6. 00 M tw ar a De ve lo pm en t c or rid or M tw ar a SE Z (F re ep or t Zo ne ) • W at er c on ne ct io n to p ro je ct a re a 0. 2 0 .2 0 .2 • C os t f or c on ne ct in g el ec tri cit y to th e pr oj ec t a re a 0. 9 0 .9 0 .9 • S EZ M as te r P la n an d SE A (1 10 H a) . 1. 5 1 .5 1 .5 • O ns ite in fra st ru ct ur e P ha se 1 1. 8 1 .8 0 .9 0 .9 • C on st ru ct io n of M tw ar a Fr ee po rt Zo ne 4 4. 0 4 4. 0 11 .0 1 1. 0 11 .0 11 .0 L iq ui da tio n of N at ur al G as (L NG ) • F ac ilit at io n of T EM DO to d ev el op a nd co m m er cia liz e su ita bl e te ch no lo gi es / pr oc es se s fo r t he m an uf ac tu re o f g as eq ui pm en t a nd d ev ice s. 4 0. 0 4 0. 0 0 .5 8 .5 8 .0 8 .0 15 .0 • Id en tif y sit e fo r r es et tle m en t a nd la nd su rv ey 2 5. 0 2 5. 0 5 .0 2 0. 0 L NG p la nt in L in di • Co ns tru ct io n an d op er at io n of o f a jo in t o ns ho re L iq ue fie d Na tu ra l G as pl an t a nd a ss oc ia te d in fra st ru ct ur e NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 224 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 M tw ar a Pe tro C he m ica l In du st rie s Co m pl ex • Co ns tru ct io n of o ffs ite a nd o ns ite in fra st ru ct ur e fa cil itie s, e sp ec ia lly ut ilit ie s lik e wa te r, el ec tri cit y an d ga s • D ev el op m en t o f t he c om pl ex 2 67 .5 5 ,3 00 .0 5 ,5 67 .5 1 ,11 3. 5 1 ,11 3. 5 1 ,11 3. 5 1, 11 3. 5 TO TA L 3 41 .0 5, 30 0. 0 5 ,6 41 .0 5. 5 1 ,1 44 .0 1, 12 3. 5 1 ,1 23 .5 ,1 31 .0 Li ga ng a iro n or e an d st ee l • fin al ize c om pe ns at io n • C on st ru ct io n of ro ad a nd ra ilw ay • Be gi n ex pl or at io n 3 .3 2, 85 0. 0 2 ,8 53 .3 7 12 .5 71 2. 5 71 2. 5 71 2. 5 71 2. 5 Co ns tru ct io n of ra ilw ay lin e fro m M tw ar a M ba m ba ba y (A m el ia ba y) wi th br an ch es to Li ga ng a an d M ch uc hu m a 1 ,0 00 km s (s td g au ge ) • Sp ea rh ea d ob ta in in g of p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. • Pr ep ar at io n of C ab in et P ap er o n fin an cin g m od e of P ro je ct • Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. • F as t t ra ck p ro cu re m en t p ro ce ss fo r ac qu isi tio n o f c on tra ct or s 1 ,0 21 .5 1 1 ,0 21 .5 1 3 40 .5 0 3 40 .5 0 34 0. 50 SA G CO T • Su pp or t o f N uc le us F ar m s in SA G CO T 9 84 .0 9 84 .0 1 84 .0 2 00 .0 2 00 .0 2 00 .0 20 0. 0 Im pr ov in g av ai la bi lit y an d re lia bi lit y of e le ct ric al p ow er En er gy G en er at io n st ra te gi c ch oi ce s K in ye re zi I E xt en sio n – 18 5M W g as fi re d pl an t • Ex pe di te n eg ot ia tio n wi th re sp ec tiv e pr oj ec t fi na nc ie rs in clu di ng th e G oT Z • Ex pe di te n eg ot ia tio n wi th re sp ec tiv e pr oj ec t fi na nc ie rs in clu di ng th e G oT Z 4 10 .0 0 4 10 .0 0 2 46 .0 0 1 64 .0 0 K in ye re zi II – 24 0 M W c om bi ne d cy cle ga s fir ed p la nt (p ro je ct fin an ce d by th e G oT Z an d Ja pa ne se B an k fo r I nt er na tio na l Co op er at io n – JB IC ) • TA NE SC O s ho ul d ex pe di te e xt en sio n of c on tra ct w ith M s. J ac ob se n El ec tro Lt d (c on tra ct or ) w ho e xe cu te d Ki ny er ez i I 1 50 M W . • TA NE SC O to u nd er ta ke w at er s up pl y st ud y fo r o pe ra tio n of K in ye re zi II, II I an d IV . 11 0. 00 1 38 .0 9 2 48 .0 9 4 9. 60 4 9. 69 4 9. 60 4 9. 60 49 .6 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 225 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 K in ye re zi III – 6 00 M W co m bi ne d cy cle ga s fir ed p la nt , to b e im pl em en te d as P PP pr oj ec t i n tw o ph as es (p ha se I 3 00 M W ) • TA NE SC O to fa st tr ac k im pl em en ta tio n of w at er s up pl y pr oj ec t • Tr ea su ry R eg ist ra r t o ap pr ov al J oi nt Ve nt ur e Ag re em en t • TA NE SC O to e xp ed ite n eg ot ia tio ns o f PP A wi th P ar tn er s 5 60 .0 0 2 32 .9 0 7 92 .9 0 1 58 .5 8 1 58 .5 8 1 58 .5 8 15 8. 58 15 8. 58 K in ye re zi IV – 3 30 M W co m bi ne d cy cle ga s fir ed p la nt , to b e im pl em en te d as P PP pr oj ec t • Ex pe di te P ro je ct Im pl em en ta tio n Ag re em en t. • Tr ea su ry R eg ist ra r t o ap pr ov e Jo in t Ve nt ur e • Ag re em en t a nd s ha re ho ld in g ag re em en t 2 30 .0 0 2 30 .0 0 4 6. 00 4 6. 00 4 6. 00 4 6. 00 46 .0 0 S in gi da G eo wi nd P ha se I – M W 5 0 wi nd p la nt , Si ng id a • Fa st tr ac k fe as ib ilit y st ud y to b e ap pr ov ed b y M in ist er fo r F in an ce a nd Pl an ni ng . 3 02 .8 7 3 02 .8 7 6 0. 56 6 0. 56 6 0. 59 6 0. 59 60 .5 9 K ilw a En er gy P ha se 1 – 21 0 M W g as fi re d pl an t, S om an ga Fu ng u K ilw a • G ov er nm en t g ua ra nt ee is n ee de d to a llo w so ur cin g of fu nd s fro m pr os pe ct ive b an ks i. e. D BS A • C on clu de P ro je ct Im pl em en ta tio n Ag re em en t • C on clu de G as S up pl y A gr ee m en t 4 84 .0 0 4 84 .0 0 1 21 .0 0 1 21 .0 0 1 21 .0 0 12 1. 00 12 1. 00 M al ag ar as i 4 4. 7M W hy dr op ow er p la nt – M al ag ar as i r ive r Ki go m a • Pr ep ar at io n of te nd er d oc um en t pr oj ec t e xp ed itio n • S ol ici tin g fu nd s 1 55 .0 0 1 55 .0 0 3 8. 75 3 8. 75 3 8. 75 38 .7 5 K ak on o 87 M W hy dr op ow er p la nt – Ka ge ra ri ve r • Pr ep ar at io n of te nd er d oc um en t so lic itin g fu nd s st at rin g th e pr oj ec t • S ol ici tin g fu nd s 3 82 .3 4 3 82 .3 4 1 27 .4 5 1 27 .4 5 12 7. 45 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 226 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 2 00 M W c oa l fi re d po we r p la nt – Ki wi ra M be ya • ST AM IC O to u nd er ta ke th e fe as ib ilit y st ud y 5 .0 0 3 50 .0 0 3 55 .0 0 7 1. 00 7 1. 00 7 1. 00 7 1. 00 71 .0 0 N ga ka 4 00 M W c oa l fir ed p ow er p la nt – Ng ak a Ru vu m a • Un de rta ke fe as ib ilit y st ud y fo r 2 00 M W ph as e I a nd 2 20 kV tr an sm iss io n fro m Ng ak a to S on ge a • N DC a nd T AN CO AL to m ob iliz e fu nd s • N eg ot ia tio n fo r P PA w ith T EN ES CO 7 00 .0 0 7 00 .0 0 2 00 .0 0 2 00 .0 0 2 00 .0 0 10 0. 00 M ch uc hu m a 60 0M W co al fi re d po we r p la nt – Nj om be • F un d m ob iliz at io n • N eg ot ia tio n fo r P PA w ith T EN ES CO 9 00 .0 0 9 00 .0 0 4 00 .0 0 4 00 .0 0 1 00 .0 0 C on st ru ct io n of Ru su m o 80 M W hy dr op ow er p la nt to be e qu al ly sh ar ed b y Ta nz an ia , B ur un di a nd Rw an da . • F in an cin g se cu re d fro m W or ld B an k fo r p ow er p la nt c on st ru ct io n • F in an cin g se cu re d fro m A fD B fo r co ns tru ct io n of tr an sm iss io n lin e fro m Ru su m o to N ya ka na zi su bs ta tio n 2 36 .0 0 2 36 .0 0 4 7. 20 4 7. 20 4 7. 20 4 7. 20 47 .2 0 D ev el op m en t o f G eo th er m al a nd N go zi 20 0M W G eo th er m al pl an t, Ng oz i M be ya • G ov er nm en t t o fin an ce th e de ep we lls d ril lin g ph as e to e st ab lis h st ea m re se rv oi r p ro pe rti es 9 .2 0 1 95 .5 2 2 04 .7 2 4 0. 94 4 0. 94 4 0. 94 4 0. 94 40 .9 4 • G ov er nm en t t o fin an ce th e de ep we lls d ril lin g ph as e to e st ab lis h st ea m re se rv oi r p ro pe rti es • Ex pe di te P PP p ro ce ss to a cq ui re pr iva te p ar tn er . TO TA L 1, 86 7. 54 3 ,1 99 .7 7 3 33 .6 1 5, 40 0. 92 1 ,4 40 .8 8 1 ,5 25 .1 7 1 ,0 61 .1 1 8 61 .1 1 6 33 .6 6 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 227 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 En er gy d is tri bu tio n st ra te gi c ch oi ce s R ur al e le ct rifi ca tio n pr oj ec ts u nd er RE A (c om pl et io n of Tu rn ke y Ph as eI I a nd co m m en ce m en t o f I II) • R in g fe nc in g pe tro le um le vy 9 50 .4 0 9 50 .4 0 2 37 .6 0 2 37 .6 0 2 37 .6 0 23 7. 60 D ar – Ta ng a A ru sh a 40 0k V, k m 6 82 • In cr ea se e le ct ric ity c ha rg e/ le vy fr om 3% to 5 % a s re qu ire d by la w • Ex pe di te fi na nc ia l n eg ot ia tio ns w ith Ex im B an k of c hi na . • Ex pe di te p ay m en t o f c om pe ns at io n fo r P ro je ct A ffe ct ed P eo pl es in o rd er to a cq ui re w ay le av e 8 43 .3 1 8 43 .3 1 4 35 .6 6 4 35 .6 6 S in gi da – A ru sh a Na m an ga 4 00 kV , k m 41 4 • Ex pe di te p ro cu re m en t o f c on su lta nt 2 90 .4 0 2 90 .4 0 6 7. 60 6 7. 60 6 7. 60 6 7. 60 87 .6 0 S om an ga fu ng u Ki ny er ez i 4 00 kV , k m 20 3 • va lu at io n an d co m pe ns at io n sh ou ld be fa st tr ac ke d • Fa st tr ac k fin an cin g ne go tia tio n wi th Ta nz an ia In ve st m en t B an k (T IB ) 1 82 .0 0 1 82 .0 0 1 82 .0 0 M ak am ba ko – S on ge a 22 0k V, k m 2 50 • U pg ra de fe as ib ilit y st ud y fro m 2 20 kV to 4 00 kV 42 .0 0 42 .0 0 4 2. 00 N or th W es t G rid 4 00 Kv –M be ya – S um ba wa ng a – Ny ak an az i – K ig om a, km 1 ,1 48 • Ex pe di te ti m el y re le as e of fu nd s. • Up gr ad e fe as ib ilit y st ud y fro m 2 20 kV to 4 00 kV 5 05 .9 6 5 05 .9 6 1 21 .9 6 1 21 .0 0 1 21 .0 0 12 1. 00 12 1. 00 C ha lin ze Do do m a 40 0k V, k m 3 50 • E xp ed ite fi na nc ia l n eg ot ia tio ns . • P ay m en t o f c om pe ns at io n 1 48 .9 9 1 48 .9 9 1 19 .1 9 2 9. 80 B ul ya nh ul u – G ei ta – Ny ak an az i 2 20 kV , k m 19 9 • Ex pe di te c om pe ns at io n of p ro je ct af fe ct ed p eo pl e. 2 46 .9 8 2 46 .9 8 4 9. 38 4 9. 38 4 9. 38 4 9. 38 49 .3 8 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 228 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 C on st ru ct io n of do m es tic g as s up pl y In fra st ru ct ur e in D ar e s sa la am . • E xp ed ite fi na nc ia l n eg ot ia tio ns . 4 24 .9 3 4 24 .9 3 1 06 .2 3 1 06 .2 3 10 6. 23 10 6. 23 C on st ru ct io n of do m es tic g as s up pl y In fra st ru ct ur e in M tw ar a • E xp ed ite fi na nc ia l n eg ot ia tio ns . 34 .1 4 34 .1 4 8. 54 8. 54 8 .5 4 8. 54 C on st ru ct io n of do m es tic g as s up pl y In fra st ru ct ur e in Ba ga m oy o • E xp ed ite fi na nc ia l n eg ot ia tio ns . 2 .4 0 2 .4 0 0. 40 0. 40 1 .6 0 C on st ru ct io n of do m es tic g as s up pl y In fra st ru ct ur e in L in di • E xp ed ite fi na nc ia l n eg ot ia tio ns . 6 .2 4 6 .2 4 3. 20 0. 80 0. 40 1 .9 2 T O TA L 3, 67 7. 74 3, 67 7. 75 1 ,0 76 .5 9 1 ,0 57 .0 0 7 73 .1 5 5 93 .8 7 3 72 .7 5 M as s tra in in g fo r d ev el op m en t o f r ar e an d sp ec ia liz ed s ki lls fo r i nd us tri al iz at io n an d hu m an d ev el op m en t Co m pl et io n an d op er at io na liz at io n of M lo ng an zil a an d Do do m a Sc ho ol s of M ed ici ne NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 229 A N N E X F : D et ai le d C o st in g o f th e P la n T h e fo llo w in g d et ai le d c os ti n g in cl u d es F la gs h ip P ro je ct s as t h ey a re e m be d d ed i n t h ei r re sp ec ti ve d ev el op m en t co rr id or s or z on es . Ta bl e F1 : M an uf ac tu rin g Su bs ec to r S tra te gi c In te rv en tio ns Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 St re ng th en in g th e tra in in g an d sc ho la rs hi p pr ov isi on fu nd fo r sc ie nt ist s, e ng in ee rs an d ot he r r ar e pr of es sio na lis m s; En ha nc e Lo an B oa rd to c on tin ue is su in g lo an s fo r h ig he r e du ca tio n 2, 50 0. 00 25 00 50 0 50 0 50 0 50 0 50 0 Ex pa nd u se o f a dv an ce d IC T te ch no lo gy 12 .1 5 12 .1 5 2. 43 2. 43 2. 43 2. 43 2. 43 Tr ai n m or e le ct ur er fo r d iffe re nt c ou rs es 10 0 10 0 20 20 20 20 20 In ve st in lo ca l r es ea rc h an d in no va tio n fo cu sin g hu m an a nd in du st ria l de ve lo pm en t w ith s pe cia l co ns id er at io n to v al ue ad di tio n. S up po rt ST I po lic y im pl em en ta tio n an d Im pa ct e va lu at io n of in te rv en tio ns • In cr ea se d su pp or t/i nv es tm en t i n co m pe tit ive re se ar ch g ra nt in g • In cr ea se d su pp or t/i nv es tm en t i n Co m m iss io ne d re se ar ch g ra nt in g 30 .0 0 4. 00 5 .0 0 3 9. 00 7 .8 0 7 .8 0 7 .8 0 7 .8 0 7 .8 0 De ve lo p an d eq ui p re se ar ch in fra st ru ct ur e fo r hi gh er le ar ni ng a nd R &D In st itu tio ns In cr ea se d su pp or t/i nv es tm en t i n re se ar ch fa cil itie s 40 .0 0 10 .0 0 5 0. 00 1 0. 00 1 0. 00 1 0. 00 1 0. 00 1 0. 00 Bu ild c om pe te nt a nd co m pe tit ive h um an ca pi ta l(v oc at io na l, te ch ni ca l, pr of es sio na ls, gr ad ua te s an d po st gr ad ua te s) in a re as re le va nt to in du st ria l de ve lo pm en t In cr ea se d in ve st m en t i n hu m an c ap ac ity bu ild in g at a ll l ev el s in a cc or da nc e wi th th e Na tio na l S kil ls De ve lo pm en t S tra te gy (N SD S) 1 05 .0 0 1 05 .0 0 2 1. 00 2 1. 00 2 1. 00 2 1. 00 2 1. 00 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 230 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 B ag am oy o S EZ L an d co m pe ns at io n 5 1. 5 5 1. 5 5 1. 5 R es et tle m en t o f P an de a nd Z in ga Re sid en ce 1 02 .0 10 2. 0 1 02 .0 C on st ru ct io n of s up po rti ng in fra st ru ct ur e 1, 20 0. 0 1 ,2 00 .0 3 00 .0 3 00 .0 3 00 .0 3 00 .0 C on st ru ct io ns o f P or t I nf ra st ru ct ur e 1 2, 00 0. 0 1 2, 00 0. 0 3 ,0 00 .0 3 ,0 00 .0 3 ,0 00 .0 3 ,0 00 .0 F ac ilit at io n of J W T an d JT F 0. 5 0 .5 0 .1 0 .1 0 .1 0 .1 0 .1 D ev el op m en t o f P or ts id e In du st ria l Zo ne 4 4. 0 4 4. 0 4 .0 1 0. 0 1 0. 0 10 .0 10 .0 T O TA L 1 ,3 54 .0 1 2, 04 4. 0 13 ,3 98 .0 5 5. 6 3 ,4 12 .1 3, 31 0. 1 3 ,3 10 .1 3, 31 0. 1 Ku ra sin i L og ist ics Ce nt re L an d ac qu isi tio n, ti tlin g an d co m pe ns at io n, d em ol itio n, c le ar an ce an d ch ai n lin k fe nc in g 4. 0 4 .0 4 .0 D ev el op m en t o f K ur as in i L og ist ics Ce nt re 8 80 .0 88 0. 0 2 20 .0 4 20 .0 2 20 .0 20 .0 T O TA L 4 .0 88 0. 0 8 84 .0 4. 0 2 20 .0 42 0. 0 2 20 .0 2 0. 0 M tw ar a SE Z (F re ep or t Zo ne ) W at er c on ne ct io n to p ro je ct a re a 0. 2 0 .2 0 .2 C os t f or c on ne ct in g el ec tri cit y to th e pr oj ec t a re a 0. 9 0 .9 0 .9 S EZ M as te r P la n an d SE A (1 10 H a) . 1. 5 1 .5 1 .5 O ns ite in fra st ru ct ur e P ha se 1 1. 8 1 .8 0 .9 0 .9 C on st ru ct io n of M tw ar a Fr ee po rt Zo ne 4 4. 0 4 4. 0 11 .0 1 1. 0 11 .0 11 .0 T O TA L 4 .4 4 4. 0 4 8. 4 2. 6 11 .9 1 1. 9 11 .0 1 1. 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 231 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 K ig om a SE Z L an d co m pe ns at io n 2. 1 2 .1 2 .1 C on st ru ct io n of P ro je ct in fra st ru ct ur e 2. 5 2 2. 5 2 5. 0 5 .0 1 7. 0 3 .0 D et ai l d es ig n of p ro je ct in fra st ru ct ur e 1. 0 1 .0 1 .0 D ev el op m en t o f K ig om a SE Z 5 .0 5 .0 5 .0 T O TA L 5 .6 2 7. 5 3 3. 1 3. 1 10 .0 1 7. 0 3 .0 Ta ng a SE Z L an d an d co m pe ns at io n 2. 7 2 .7 2 .7 O ns ite a nd o ffs ite in fra st ru ct ur e 3 0. 0 6 0. 0 2 0. 0 20 .0 20 .0 F ea sib ilit y st ud y, m as te r p la n an d ca da st ra l s ur ve y 1. 1 1 .1 1 .1 D et ai l d es ig n 1. 5 1 .5 1 .5 D ev el op m en t o f T an ga S EZ 5 .0 5 .0 5 .0 T O TA L 35 .3 5 .0 6 7. 6 2. 6 5 .0 2 0. 0 20 .0 2 0. 0 R uv um a SE Z L an d an d co m pe ns at io n 1. 3 1 .3 1 .3 F ea sib ilit y st ud y, m as te r p la n an d ca da st ra l s ur ve y 1. 3 1 .3 1 .3 O ns ite a nd o ffs ite in fra st ru ct ur e 1 0. 0 1 0. 0 2 .0 2 .0 6 .0 D ev el op m en t o f R uv um a SE Z 2 .0 2 .0 2 .0 T O TA L 12 .6 2 .0 1 4. 6 2 .6 2 .0 4 .0 6 .0 B un da S EZ F ea sib ilit y st ud y, m as te r p la n an d ca da st ra l s ur ve y 0. 8 0 .8 0 .8 Re gi st ra tio n of T itle D ee d 0. 9 0 .9 0 .9 D et ai l d es ig n 1. 1 1 .1 1 .1 Co st fo r P ro je ct in fra st ru ct ur e 2 0. 0 2 0. 0 5 .0 10 .0 5 .0 In ve st m en t by P riv at e Se ct or in M ar a SE Z 3 .0 3 .0 3 .0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 232 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 T O TA L 22 .7 3 .0 2 5. 7 2 .7 5 .0 13 .0 5 .0 M or og or o St ar Ci ty SE Z C on st ru ct io n of b as ic in fra st ru ct ur e of w at er , r oa ds , e le ct ric ity 4 0. 0 4 0. 0 4 0. 0 C on st ru ct io n of s ta rt Ci ty S EZ 1 3. 0 8 00 .0 81 3. 0 3 37 .2 5 3 37 .3 3 37 .3 3 37 .3 T O TA L 53 .0 80 0. 0 8 53 .0 1 70 .6 1 70 .6 17 0. 6 1 70 .6 17 0. 6 M an yo ni S EZ L an d an d co m pe ns at io n 0. 6 0 .6 0 .6 F ea sib ilit y st ud y, m as te r p la n an d ca da st ra l s ur ve y 0. 5 0 .5 0 .5 D et ai l d es ig n 0. 9 0 .9 0 .9 P ro je ct in fra st ru ct ur e 1 0. 0 1 0. 0 5 .0 5 .0 In ve st m en t by P riv at e Se ct or in M ar a SE Z 1 .0 1 .0 T O TA L 12 .0 1 .0 1 3. 0 2. 0 5 .0 5 .0 In du st ria l P ar ks In te rv en tio ns Ta ng a K an ge F un d m ob iliz at io n/ p ro vis io n bu dg et fo r c on st ru ct io n of in fra st ru ct ur e fo r th e pa rk Ki lim an ja ro M ac hi ne To ol s Co m pa ny (K M TC ) Re ha bi lita te b ui ld in gs a nd o th er as so cia te d in fra st ru ct ur e C ar ry in g ou t r ep ai r a nd m ai nt en an ce of m ac hi ne s an d eq ui pm en t a s pe r pr od uc tio n te ch no lo gi ca l r oo ts , B ui ld n ew in du st ry o n a re se rv ed la nd o f 2 30 h a Se ek p ot en tia l in ve st or fo r de ve lo pm en t o f t he K M TC u nd er P PP ar ra ng em en ts 4. 5 4 .5 2 .0 2 .0 0 .5 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 233 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 D ev el op m en t o f In du st ria l P ar ks (M tw ar a, L in di , S on ge a, Su m ba wa ng a, D od om a, Si ng id a, S hi ny an ga , Ka ge ra , M ar a, M an ya ra , N jo m be , Ka ta vi, G ei ta , S im iyu an d M or og or o) D ev el op m en t o f b as ic in fra st ru ct ur e (ro ad w or ks a nd d ra in ag e sy st em , wa te r s up pl y sy st em , e le ct ric ity a nd se cu rin g th e ar ea ) in th e ar ea s id en tifi ed 7 5. 0 7 5. 0 5 .0 1 5. 0 1 5. 0 20 .0 20 .0 C on st ru ct io n of w or kin g sh ed s/ bu sin es s pr em ise s: 2 2. 5 2 2. 5 4 .5 4 .5 4 .5 4 .5 4 .5 C on st ru ct io n of 5 o pe ra tio na l o ffi ce s 2. 5 2 .5 0 .5 0 .5 0 .5 0 .5 0 .5 T O TA L 82 .0 2 2. 5 1 04 .5 1 0. 0 20 .0 2 0. 0 25 .0 2 5. 0 C ap ac ity e nh an ce m en t fo r T EM DO to d ev el op su ita bl e te ch no lo gi es (m ac hi ne ry, e qu ip m en t an d de vic es ) R eh ab ilit at io n an d up gr ad in g of R &D in fra st ru ct ur e an d fa cil itie s 1. 0 1 .0 1 .0 In cr ea se R &D b ud ge t f or p ro to ty pe de ve lo pm en t 0. 8 0 .8 0 .8 T ra in in g of p er so nn el in re se ar ch , de sig n an d te ch no lo gy d ev el op m en t 0. 3 0 .3 0 .3 Te ch no lo gy tr an sf er to lo ca l m an uf ac tu rin g SM Es 4. 0 4 .0 1 .0 1 .0 1 .0 1 .0 T O TA L 6 .1 6. 1 3 .1 1 .0 1 .0 1 .0 M SM Es P ar ks S tra te gi c Ch oi ce s D om es tic C ap ac ity to ut iliz e iro n an d st ee l E st ab lis h 3 C om pr eh en siv e fo un dr ie s at L ig an ga , N yu m bu a nd KM TC w ith … to nn ag es E st ab lis h co kin g co al p la nt fo r c ok e co al p ro du ct io n E nh an ce tr ai ni ng to m et al lu rg ist s re la te d sk ills F as t t ra ck in g es ta bl ish m en t o f m et al lu rg ica l c om pl ex 2 4. 0 2 4. 0 1 5 .0 8 .0 8 .0 2 .0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 234 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 S tre ng th en in g m an uf ac tu rin g en te rp ris es th ro ug h qu al ity a nd p ro du ct ivi ty im pr ov em en t ( KA IZ EN ) ph as e II T he c on tin uo us in te rv en tio n th ro ug h im pl em en ta tio n fo r u pg ra di ng th e Ta nz an ia ’s KA IZ EN m ov em en t t o th e ne xt s ta ge . 0. 6 6 .7 7 .3 1 .4 1 .4 1 .7 1 .4 1 .4 Im pr ov em en t S M Es ac ce ss to in du st ria l in fra st ru ct ur e in M tw ar a, L in di ,S on ge a, Su m ba wa ng a , Do do m a, S in gi da , Sh in ya ng a, K ag er a M ar a, M an ya ra , Nj om be , K at av i, G ei ta , Si m iyu a nd M or og or o D ev el op m en t o f b as ic in fra st ru ct ur e (ro ad , d ra in ag e sy st em , w at er s up pl y sy st em , e le ct ric ity a nd s ec ur in g th e ar ea ) 0 .8 0 .8 0 .3 0 .3 0 .0 C on st ru ct io n of w or kin g sh ad es / bu sin es s pr em ise s 2 2. 5 2 2. 5 8 .5 8 .5 5 .0 0 .5 C on st ru ct io n of o pe ra tio na l o ffi ce 2 .0 2 .0 1 .0 1 .0 F ac ilit at io n of te ch no lo gy tr an sf er E st ab lis hm en t o f n ew te ch no lo gy de ve lo pm en t c en te rs in D ar es S al aa m , S in gi da , M ar a an d st re ng th en in g se ve n ex isi tin g TD Cs of S hi ny an ga Li nd i, Iri ng a ,M be ya , Ar us ha a nd M os hi 8 .3 8 .3 2 .0 2 .0 2 .0 2 .0 0 .3 D ev el op m en t o f in cu ba tio ns in D ar es s al aa m , S in gi da , Ar us ha , L in di , I rin ga Sh in ya ng a, R uk wa , a nd M wa nz a fo r p ro m ot io n of te ch no lo gy an d in no va tio n 4 .4 4 .4 1 .0 2 .0 1 .0 0 .4 E nh an ce c ap ac itie s of th e ex ist in g bu sin es s in fo rm at io n an d SM E pr od uc ts d isp la y ce nt er s in a ll r eg io ns R en ov at io n of 2 5 ex ist in g bu ild in g st ru ct ur es 0 .1 0 .1 0 .1 P ur ch as e an d in st al l in fo rm at io n co lle ct io n an d de te rm in at io n fa cil itie s 0 .3 0 .3 0 .3 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 235 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Im pl em en t o ne D ist ric t on e pr od uc t s tra te gy R ev ie w di st ric ts p ro file s an d de ve lo p te ch no e co no m ic pr ofi le s 0. 1 0 .5 0 .5 0 .2 0 .3 F ac ilit at e es ta bl ish m en t o f n ew s m al l sc al e in du st rie s 2. 4 2 4. 0 2 6. 4 6 .6 6 .6 6 .6 6 .6 S M Es a cc es s to fin an ce F ac ilit at e SM Es to a tta in T FD A an d TB S st an da rd r eq ui re m en t 0 .6 0 .6 0 .6 E nh an ce S M Es c re di t g ua ra nt ee sc he m e (N ED F) 4 .0 4 .0 2 .0 2 .0 T O TA L 27 .1 7 4. 0 1 01 .1 1 5. 4 29 .1 2 7. 8 23 .4 4 .2 Au to m ot iv e in du st ry S tra te gi c Ch oi ce s C om m er cia liz at io n of Ta nz an ia A ut om ot ive Te ch no lo gy C en tre (N yu m bu ) Im pr ov in g th e wo rk in g pl ac e 1 0. 6 1 0. 6 4 .5 5 .0 0 .5 0 .6 p ro cu re m en t o f m ac hi ne a nd w or kin g to ol s 2 3. 4 2 3. 4 1 9. 8 3 .6 s tre ng th en in g La bo ra to ry a nd R &D 1 4. 5 1 4. 5 1 1. 4 3 .2 re no va tio n re ha bi lita tio n of c ar s an d m ac hi ne s 1 43 .2 14 3. 2 3 5. 8 3 5. 8 35 .8 35 .8 R ec ru itm en t a nd tr ai ni ng o f pe rs on ne l 9. 6 9 .6 6 .4 1 .2 1 .0 1 .0 p ro du ct io n of s pa re p ar ts 3 9. 0 3 9. 0 1 1. 4 5 .0 6 .4 10 .3 6 .0 T O TA L 2 01 .3 3 9. 0 2 40 .3 5 3. 4 53 .7 4 3. 7 47 .7 4 1. 8 G en er al T yr e (A ru sh a) R ep la ce m en t o f o ut da te d eq ui pm en t an d m ac hi ne s, F un d m ob iliz at io n fo r co m pl et el y re viv al a nd m od er ni za tio n of th e ty re m an uf ac tu rin g pl an t. 2. 0 8 8. 0 9 0. 0 2 .0 2 2. 0 2 2. 0 22 .0 22 .0 C AM AR TE C Ar us ha C on st ru ct io n of tr ac to rs a nd ag ric ul tu ra l t oo ls 2 22 .7 22 2. 7 2 .2 5 0. 4 85 .0 85 .1 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 236 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 T ra ct or s as se m bl y pl an t (T AM CO – K ib ah a) A ss em bl in g tra ct or s wh ich w ill be us ed in s up po rti ng a gr icu ltu ra l g ro wt h 3 29 .6 32 9. 6 8 2. 4 8 2. 4 82 .4 82 .4 M ot or cy cle s A ss em bl y Pl an t C on ne ct io n of b as ic in fra st ru ct ur e to th e sit e In st al la tio n In st al la tio n of s te p do wn tr an sf or m er fro m 11 kV to 4 00 V T O TA L 2 .0 64 0. 3 6 42 .3 2. 0 1 06 .6 15 4. 8 1 89 .4 18 9. 5 P et ro a nd c he m ic al In du st rie s St ra te gi c Ch oi ce s L iq ui da tio n of N at ur al G as (L NG ) F ac ilit at io n of T EM DO to d ev el op a nd co m m er cia liz e su ita bl e te ch no lo gi es / pr oc es se s fo r t he m an uf ac tu re o f g as eq ui pm en t a nd d ev ice s. 4 0. 0 4 0. 0 0 .5 8 .5 8 .0 8 .0 15 .0 Id en tif y sit e fo r r es et tle m en t a nd la nd su rv ey 2 5. 0 2 5. 0 5 .0 2 0. 0 L NG p la nt in L in di • Co ns tru ct io n an d op er at io n of of a jo in t o ns ho re L iq ue fie d Na tu ra l G as p la nt a nd a ss oc ia te d in fra st ru ct ur e M tw ar a Pe tro C he m ica l In du st rie s Co m pl ex • Co ns tru ct io n of o ffs ite a nd o ns ite in fra st ru ct ur e fa cil itie s, e sp ec ia lly ut ilit ie s lik e wa te r, el ec tri cit y an d ga s • D ev el op m en t o f t he c om pl ex 2 67 .5 5 ,3 00 .0 5 ,5 67 .5 1 ,11 3. 5 1 ,11 3. 5 1 ,11 3. 5 1 ,11 3. 5 Pe tro ch em ica l la bo ra to ry a t T IR DO • Es ta bl ish a n ac cr ed ite d pe tro ch em ica l la bo ra to ry a t TI RD O , · • E st ab lis h da ta ba se fo r nu tri en t r eq ui re m en t i n ea ch ag ric ul tu ra l z on es , Es ta bl ish qu al ity a ss ur an ce s ys te m s in pe tro ch em ica l f ac to rie s 8. 5 8 .5 2 .0 2 .0 2 .0 2 .5 TO TA L 3 41 .0 5, 30 0. 0 5 ,6 41 .0 5. 5 1 ,1 44 .0 1, 12 3. 5 1 ,1 23 .5 1, 13 1. 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 237 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 D ev el op m en t o f p ha rm ac eu tic al in du st rie s St ra te gi c Ch oi ce s A ga ve S yr up F ac to ry in Ta ng a • F or m J VC • A cq ui re i nd us tri al p re m ise • S ec ur e co un te rp ar t f un di ng • Tr ai ni ng o f l oc al p er so nn el 1 5. 0 1 5. 0 5 .0 5 .0 5 .0 C on st ru ct io n of ot he r s tra te gi c ph ar m ac eu tic al in du st rie s • P ay in g co m pe ns at io n • C on st ru ct io n of th e sit e • S ec ur in g th e in ve st or s 1 00 .2 10 0. 2 1 2. 0 2 2. 0 2 2. 0 22 .0 22 .0 TO TA L 15 .0 10 0. 2 1 15 .2 1 7. 0 27 .0 2 7. 0 22 .0 2 2. 0 Te xt ile a nd C lo th In du st rie s S tre ng th en in g te xt ile an d Cl ot h in du st ry • Im pr ov e aw ar en es s ab ou t la bo ur , e nv iro nm en ta l a nd s oc ia l co m pl ia nc e st an da rd s. • Im pr ov e te ch ni ca l a nd su pe rv iso ry s kil ls as w el l a s su pp ly ch ai n pe rfo rm an ce • P ro m ot e eq ui pm en t m od er ni za tio n an d ne w te ch no lo gy fo r T &C fi rm s. • S tim ul at e th e de ve lo pm en t o f t he by p ro du ct s su b se ct or . • In cr ea se in st itu tio na l c ap ac ity to id en tif y an d at tra ct th e ap pr op ria te in ve st m en ts fo r t he s ec to r. • Im pr ov e re gi on al a nd in te rn at io na l m ar ke t a cc es s • Im pr ov e th e av ai la bi lity o f m ar ke t in te llig en ce fo r t he e nt ire C 2C in du st ry. • Ta rg et in g fir m s try in g to s hi ft th e pr od uc tio n ba se fr om la bo r c os t in cr ea sin g co un tri es 3 8 38 9. 5 9. 5 9. 5 9. 5 TO TA L 38 38 9. 5 9. 5 9. 5 9. 5 9. 5 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 238 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 B ui ld in g an d Co ns tru ct io n in du st rie s St ra te gi c Ch oi ce s C er am ics F ac ilit at io n of T EM DO to d ev el op a nd co m m er cia liz e su ita bl e te ch no lo gi es fo r p ro du ct io n of c er am ic pr od uc ts su ch a s tile s, re fra ct or y br ick s, e tc . 2 5. 0 2 5. 0 1 .0 5 .0 5 .0 5 .0 4 .0 C on st ru ct io n of C er am ic fa ct or y in Da r e s Sa la am 11 8. 4 11 8. 4 1 8. 4 2 5. 0 2 5. 0 25 .0 25 .0 C em en t C on st ru ct io n of C em en t F ac to ry in Ta ng a 2 00 .0 20 0. 0 1 5. 0 4 6. 3 4 6. 3 46 .3 46 .3 K isa ra we k ao lin T O TA L 25 .0 31 8. 4 3 43 .4 3 4. 4 76 .3 7 6. 3 76 .3 7 5. 3 L ea th er in du st ry s tra te gi c ch oi ce s D od om a an d Si ng id a le at he r i nd us tri al p ar k • Ca rry o ut fe as ib ilit y st ud y • P re pa ra tio ns fo r c om pe ns at io n • M ar ke t a na lys is 3. 0 3 0. 0 3 3. 0 3 .0 1 0. 0 10 .0 10 .0 M ea t, hi de s an d sk in pr oc es sin g in du st ry a t Ru vu • C on st ru ct io n of m od er n ab et to r a t Ru vu ra nc h • L ea th er ta nn in g fa cil ity • A ni m al fa tte ni ng s ys te m • W as te m an ag em en t f ac ilit ie s 2 2. 6 2 2. 6 2 .6 5 .0 1 0. 0 5 .0 T O TA L 3 .0 5 2. 6 5 5. 6 2. 6 8 .0 2 0. 0 15 .0 1 0. 0 A gr o pr oc es si ng s tra te gi c ch oi ce s E di bl e oi ls in du st rie s S un flo we r O il P ro du ct io n an d Pa ck ag in g Fa cil ity in S in gi da 3 43 .9 34 3. 9 6 8. 77 6 8. 8 6 8. 8 68 .8 68 .8 F ac ilit at io n of T EM DO to Co m m er cia liz e sm al l t o m ed iu m sc al e ed ib le o il p ro ce ss in g te ch no lo gy (p ro ce ss in g pl an t – cle an in g, e xp el lin g, fi lte rin g, re fin in g an d pa ck ag in g) 6. 0 6 .0 2 2 .0 2 .0 2 .0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 239 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 O il P al m P ro du ct io n at Ki m al a M isa le C oa st • Id en tifi ca tio n of a bo ut 1 0, 00 0 Ha o f l an d in K im al a M isa le fo r Pr oj ec t i m pl em en ta tio n • Co ns tru ct io n of b as ic in fra st ru ct ur e su ch a s ro ad s an d po we r s up pl y 4 7. 2 2 00 .0 24 7. 2 7. 2 60 .0 6 0. 0 60 .0 6 0. 0 T O TA L 53 .2 20 0. 0 5 97 .1 7. 2 1 28 .8 13 0. 8 1 30 .8 13 0. 8 Co ns tru ct io n of m et al sil os fo r sm al l ho ld er fa rm er s • Fe as ib ilit y st ud y • Co ns tru ct io n of b as ic in fra st ru ct ur es 1 55 .9 15 5. 9 3 8. 8 3 8. 8 38 .8 39 .6 B ag am oy o Ec o En er gy Lt d fo r S ug ar P ro du ct io n • Co ns tru ct io n of b as ic su pp or tiv e in fra st ru ct ur es • Co ns tru ct io n of s ug ar fa ct or y 3 04 .0 30 4. 0 2 1. 0 7 0. 0 7 0. 0 70 .0 70 .0 T O TA L 45 9. 9 4 59 .9 2 1. 0 1 08 .8 10 8. 8 1 08 .8 10 9. 6 Ir on a nd c oa l s tra te gi c ch oi ce s Ru ra l E le ct rifi ca tio n th ro ug h De ce nt ra liz ed Sm al l t o M ed iu m S ca le El ec tri cit y G en er at io n Fa cil itie s Us in g Lo ca lly Av ai la bl e Co al a nd Bi om as s • Pr ov isi on o f c le an e ne rg y te ch no lo gi es fo r e le ct ric ity ge ne ra tio n • Ut iliz at io n of lo ca lly a va ila bl e co al an d bi om as s m at er ia ls • De ve lo pm en t a nd d iss em in at io n of lo ca l t ec hn ol og ie s fo r e le ct ric ity ge ne ra tio n 2 0. 0 48 0. 0 50 0. 0 5 .0 1 25 .0 1 25 .0 1 25 .0 1 25 .0 U se o f c ar bo ni ze d co al br iq ue tte s to s ub st itu te ch ar co al a nd fi re wo od as c oo kin g fu el in Ta nz an ia • De ve lo pm en t o f c ar bo ni ze d co al br iq ue tte s in s ub st itu tio n of fu el wo od a nd c ha rc oa l f or h ou se ho ld co ok in g • Ut iliz at io n of lo ca lly a va ila bl e co al an d bi om as s m at er ia ls • De ve lo pm en t a nd d iss em in at io n of lo ca l t ec hn ol og ie s fo r h ou se ho ld co ok in g 3. 4 3 .4 0 .4 1 .0 1 .0 1 .0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 240 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Co m pr eh en siv e as se ss m en t o f T an za ni a co al q ua lity u sin g ac cr ed ite d la bo ra to ry • Es ta bl ish m en t o f c oa l q ua lity da ta ba nk fo r T an za ni a • U nd er ta kin g a de ta ile d sa m pl in g an d an al ys is of Ta nz an ia c oa l 5. 5 5 .5 0 .5 1 .3 1 .3 1 .3 1 .3 D ev el op m en t o f i ro n an d st ee l t ec hn ol og ie s fro m lo ca lly a va ila bl e or e de po sit s • C ap ac ity d ev el op m en t t o th e TI RD O a cc re di te d m et al lu rg ica l la bo ra to ry • C ar ry in g ou t e va lu at io n of ra w m at er ia ls fo r i ro n & st ee l a nd o th er re la te d in du st rie s. • C ha ra ct er iza tio n an d op tim iza tio n of ra w m at er ia ls an d di re ct re du ct io n (D R) p ro ce ss pa ra m et er s fo r p ro du ct io n of hi gh g ra de s po ng e iro n fro m e .g . Li ga ng a an d M ag an ga M at itu ir on or es • D ev el op a pp ro pr ia te ir on a nd st ee l t ec hn ol og ie s fo r S M Es • T ra ns fe r t he te ch no lo gy o f sp on ge ir on a s m et al lic fe ed st oc k in ro llin g m ills a nd fo un dr ie s to re pl ac e co nv en tio na l s cr ap m et al • A ss ist l oc al in du st rie s to p ro du ce hi gh q ua lity ir on & s te el p ro du ct s 5. 3 5 .3 0 .3 1 .3 1 .3 1 .3 1 .3 P ro vis io n of P ro fe ss io na l Co al A na lyt ica l S er vic es fo r S up po rti ng In du st ria l Co al U se rs (C em en t, Pa pe r M ills a nd O th er s) an d th e Pr op os ed T he rm al Po we r P la nt s (K iw ira , M ch uc hu m a, a nd N ga ka ) • S tre ng th en in g th e te ch ni ca l ca pa cit y to th e co al a cc re di te d la bo ra to ry a t T IR DO • D ed ica tin g th e TI RD O c oa l la bo ra to ry in to a re fe re nc e co al la bo ra to ry 2. 5 2 .5 0 .5 1 .0 1 .0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 241 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . B ill .) G ov t P riv at e D Ps T ot al 2 01 6/ 17 2 01 7/ 18 2 01 8/ 19 2 01 9/ 20 2 02 0/ 21 Im pr ov in g co m pe tit ive ne ss to in du st rie s th ro ug h en er gy m an ag em en t • In tro du ce e ne rg y m an ag em en t pr ac tic es to in du st rie s • T ra in th e in du st rie s to a do pt th e pr ac tic es a nd e ne rg y ef fic ie nt te ch no lo gi es • E ne rg y m an ag em en t s kil ls de ve lo pm en t t o in du st ria lis ts 0. 9 0 .9 0 .4 4 9. 0 R ev iva l o f pr iva tiz ed in du st rie s • Un de rta ke a n in du st ria l a ud it to e st ab lis h th e st at us o f t he pr iva tiz ed in du st rie s • U nd er ta ke th e ne ed s as se ss m en t • E st ab lis h a pr io rit ize d st ra te gy by ta kin g in to c on sid er at io n of em pl oy m en t, G DP c on tri bu tio n an d co nt rib ut io n to s oc io ec on om ic de ve lo pm en t 1. 5 1 .5 0 .5 0 .5 0 .5 T O TA L 39 .1 4 80 .0 5 19 .1 5. 0 1 79 .0 13 0. 0 1 28 .5 12 7. 5 T O TA L fo r M an uf ac tu rin g su b se ct or 2 ,3 01 .1 2 0, 99 1. 9 5 54 .0 24 ,2 18 .3 4 16 .4 5 ,7 27 .0 5, 84 5. 3 5 ,6 63 .1 5, 42 0. 3 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 242 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s bi lli on ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Pr oc es sin g of pr ec io us m et al s an d ge m st on es Es ta bl ish in g a ge m st on es /g ol d bo ur se BO T st ar t b uy in g an d st oc kin g re fin ed go ld Es ta bl ish m en t o f t in p ro ce ss in g pl an t 20 .0 8 2. 3 1 02 .3 2 .3 25 .0 25 .0 25 .0 2 5. 0 In tro du ct io n of la pi da ry, g em ol og y, je we lry d es ig n, je we lry m an uf ac tu rin g, st on e ca rv in g an d ge m id en tifi ca tio n sp ec ia liz ed tr ai ni ng c ou rs e at V ET A le ve l a nd a cc re di ta tio n by in te rn at io na l in st itu tio ns lik e G IA , G IT 50 .0 50 .0 1 2. 5 12 .5 12 .5 12 .5 1 2. 5 In tro du ce re st ric tio n of g ol d ex po rt on ly re fin ed u p to b ul lio ns Es ta bl ish m en t o f l ap id ar y an d je we lry in du st rie s 29 .0 29 .0 5. 0 5. 0 5. 0 4. 0 Ca us tic S od a Re fin er y Pl an t Co m pe ns at io n to th e re sid en ts Co ns tru ct io n of th e re fin er y pl an t f or ca us tic s od a Ca rry o ut fe as ib ilit y st ud y 1 .7 1 .7 1 .7 Li ga ng a iro n or e an d st ee l fin al ize c om pe ns at io n C on st ru ct io n of ro ad a nd ra ilw ay Be gi n ex pl or at io n 3 .3 2, 85 0. 0 2 ,8 53 .3 7 12 .5 71 2. 5 71 2. 5 71 2. 5 71 2. 5 Ka ba ng a Ni ck el G en er at io n of e no ug h po we r t o ru n th e m in e an d co ns tru ct io n of s ta nd ar d ga ug e ra ilw ay lin e fro m K ab an ga to D ar es S al aa m M ku ju U ra ni um Pr oj ec t Aw ar en es s ca m pa ig n; In fra st ru ct ur e de ve lo pm en t lik e ro ad s, wa te r, el ec tri cit y, ra ilw ay s et c) ; Eq ui pp in g TA EC la bo ra to ry, 9 80 .0 9 80 .0 8 0. 0 22 5. 0 22 5. 0 22 5. 0 22 5. 0 M in in g Su bs ec to r T O TA L 10 4. 0 3 ,9 12 .3 4, 01 6. 3 80 9. 0 98 0. 0 98 0. 0 98 0. 0 9 79 .0 Ta bl e F2 : M in in g Su bs ec to r S tra te gi c In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 243 Ta bl e F3 : C on st ru ct io n Su bs ec to r I nt er ve nt io ns Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Eq ui pm en t Pr om ot in g Hi re a nd p ur ch as e m ec ha ni sm Es ta bl ish m en t o f c on tra ct or s as sis ta nc e fu nd 26 .7 26 .7 4. 7 20 .0 2. 0 Sk ills D ev el op m en t Co nd itio na l p ar tn er sh ip s be tw ee n lo ca l a nd d om es tic c om pa ni es F ie ld a tta ch m en t o f s tu de nt s to do m es tic a nd fo re ig n co ns tru ct io n co m pa ni es T ra in in g of lo ca l c on tra ct or s 67 .7 5 0. 0 50 .0 1 67 .7 17 .7 50 .0 ]5 0. 0 50 .0 Co ns tru ct io n Su bs ec to r T O TA L 9 4. 4 50 .0 50 .0 19 4. 4 22 .4 70 .0 52 .0 50 .0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 244 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Cr op s st ra te gi c ch oi ce s M ai ze • In cr ea se u se o f m od er n te ch no lo gy 2 2. 4 22 .4 1 0. 4 1 0. 0 • Co ns tru ct io n of 1 50 c ol le ct ive wa re ho us e Ba se d M ar ke tin g sc he m es – CO W AB AM A Ri ce • Pr oj ec t f or s up po rti ng ri ce in du st ry D ev el op m en t i n Ta nz an ia 9 .4 3. 1 18 .7 31 .2 5. 2 6. 0 8. 0 8 .0 4. 0 • In cr ea se u se o f m od er n te ch no lo gy • Li nk in g KP L co m m er cia l F ar m wi th s m al lh ol de r f ar m er s 3 05 .1 3 05 .1 5 5. 1 6 2. 5 6 2. 5 6 2. 5 6 2. 5 Ex pa nd ed R ice pr od uc tio n Pr oj ec t (E RP P) • Im pr ov in g cr op p ro du ct ivi ty th ro ug h irr ig at io n an d cr op m an ag em en t 1 .0 48 .8 49 .8 2. 8 1 2. 5 11 .5 1 1. 5 1 1. 5 • In no va tiv e m ar ke tin g st ra te gi es • Su st ai na bl e se ed s ys te m s. • Im pr ov ed ri ce p ro du ct io n te ch ni qu es th ro ug h (S RI ). Ag ric ul tu ra l S ec to r De ve lo pm en t Pr og ra m m e II (A SD P II) • Su st ai na bl e W at er & L an d Us e M an ag em en t 1 .5 1 .5 0. 7 0. 7 0. 1 • En ha nc ed A gr icu ltu ra l Pr od uc tiv ity 1 .5 1 .5 0. 5 0. 5 0. 5 • Ru ra l C om m er cia liz at io n & Va lu e Ad di tio n 1 .5 1 .5 0. 5 0. 4 0 .4 0. 2 • St re ng th en in g Se ct or E na bl er s 1 .8 1 .8 0. 3 0. 4 0. 4 0 .4 0. 3 Ta bl e F4 : A gr ic ul tu ra l S ub se ct or In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 245 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 P ul se s • Im pr ov e qu al ity s ta nd ar ds an d im pr ov e in te r-i ns tit ut io na l co or di na tio n. • Ta ck le s we ak ne ss es in su pp ly co nd itio ns g en er al ly an d pr od uc tio n le ve l in pu ts in pa rti cu la r • Ef fe ct ive ly bu ild th e sk ills o f st ak eh ol de rs th ro ug ho ut th e di ffe re nt s ta ge s of th e va lu e ch ai n. 2 .6 2 .6 0. 6 1. 0 0. 5 0 .5 • Sc al e up p ro du ct io n an d tra de by s tre ng th en in g PP Ps fo r s ee d de ve lo pm en t, ac ce ss to fi na nc e, an d te ch no lo gy tr an sf er a nd fa rm er s up po rt se rv ice s. • Pr om ot e sk ills b ui ld in g al on g th e va lu e ch ai n to p ro fe ss io na liz e th e se ct or . 1 .5 1 0. 0 2 .0 13 .5 3. 5 3. 5 3. 5 1 .0 1. 0 Fl or icu ltu re • Re se ar ch o n ch ea p m at er ia ls fo r th e co ns tru ct io n of g re en h ou se s 4 .5 4 .5 0. 9 0. 9 0. 9 0 .9 0. 9 • Di ve rs ific at io n of th e in du st ry to wa rd s th e so ut he rn h ig hl an ds co ul d fu rth er e nh an ce th e gr ow th of th e in du st ry • Th e in vo lve m en t o f s ta ke ho ld er s in th e ac qu isi tio n of in pu ts , re se ar ch a nd m ar ke t i nf or m at io n 1 .3 1 .3 0. 3 0. 4 0. 4 0 .2 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 246 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Co tto n • Ra ise th e pr ofi ta bi lity o f c ot to n pr od uc tio n th ro ug h in cr ea se d pr od uc tiv ity a nd q ua lity c on tro l. • Im pr ov e th e co m pe tit ive ne ss o f te xt ile a nd g am et es fi rm s th ro ug h ra ise d pr od uc tiv ity a nd p ro du ct di ve rs ific at io n. 5. 2 4 .0 10 .0 19 .2 2. 5 4. 0 4. 7 4 .0 4. 0 • St re ng th en th e G ov er nm en t fo cu s on in ve st m en t a s a ve ct or fo r g ro wt h an d in te gr at io n in th e va lu e ch ai n. • St re ng th en th e ca pa cit y of fi rm s to d ive rs ify m ar ke ts to ra ise pr ofi ta bi lity . Si sa l • In cr ea se s isa l p ro du ct io n th ro ug h en co ur ag in g Es ta te fa rm in g, a nd es ta bl ish in g s m al lh ol de r a nd o ut gr ow er s ch em es • In cr ea se d ca pa cit y ut iliz at io n to pr od uc e va rio us s isa l p ro du ct s • En co ur ag e In ve st m en t i n sis al in du st ry • Ca rry o ut th e ex te ns ive M ar ke t Re se ar ch in to n ew fi be r-b as ed pr od uc ts th at h as m ar ke t po te nt ia l 1 .7 1 .7 0. 3 0. 3 0. 3 0 .3 0. 3 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 247 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 G ra pe • em pl oy in g m or e ex te ns io n of fic er s in o rd er to h el p to ov er co m e pr od uc tio n ch al le ng es 0 .8 0 .8 0. 2 0. 2 0. 2 0 .2 • Pr ov isi on o f a gr icu ltu re te ch no lo gi es a nd in fo rm at io n/ kn ow le dg e fro m re se ar ch e xp er ts to fa rm er s 0 .6 0 .6 0. 1 0. 2 0. 2 0 .1 0. 1 • Es ta bl ish in g gr ap e Bo ar d an d pr ov isi on o f c re di t t o gr ap e fa rm er s • In cr ea se b ud ge t f or s ub sid ize d in pu ts • In cr ea se ir rig at io n te ch ni qu es 1 .0 1 .0 0. 5 0. 5 • En co ur ag e la rg e sc al e in ve st m en t i nc lu di ng F DI 0 .4 1 0. 0 2 .0 12 .8 0. 2 2. 2 3. 2 5 .0 2. 0 Su nfl ow er • In cr ea se s un flo we r p ro du ct io n an d pr od uc tiv ity • M ee t n at io na l a nd in te rn at io na l de m an d. 3 .3 3 .3 0. 3 1. 0 1. 0 1 .0 • M od er ni ze th e su nfl ow er in du st ry 4 .3 4 .3 0. 7 0. 7 0. 7 0 .7 0. 7 • Im pr ov e th e qu al ity o f s un flo we r pr od uc ts 1 .7 1 .7 0. 8 0. 9 • St im ul at e gr ow th in th e su nfl ow er in du st ry 1 .0 1 .0 0. 1 0. 3 0. 3 0 .3 M ku la zi Ag ric ul tu ra l Ci ty, 6 3, 20 0h a. • Co ns tru ct io n of b as ic in fra st ru ct ur e 1 17 .8 1, 50 0. 0 1 ,6 17 .8 1 7. 8 4 00 .0 4 00 .0 4 00 .0 40 0. 0 SA G CO T • Su pp or t o f N uc le us F ar m s in SA G CO T 9 84 .0 9 84 .0 1 84 .0 2 00 .0 2 00 .0 2 00 .0 20 0. 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 248 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ca pa cit y bu ild in g fo r AS DP • De ve lo pm en t o f D at a co lle ct io n, An al ys is an d Da ta b as ed re po rti ng u nd er A SD P : 3 .6 4. 7 5 .5 12 .7 2. 7 4. 0 4. 0 4 .0 4. 0 • Pr oj ec t f or s tre ng th en in g th e Ba ck st op pi ng c ap ac itie s fo r t he D AD P pl an ni ng a nd im pl em en ta tio n un de r t he A SD P Ph as e II 3 .7 4. 9 10 .9 19 .5 2. 5 2. 5 2. 5 2 .5 2. 5 • irr ig at io n hu m an re so ur ce s de ve lo pm en t b y st re ng th en in g th e ca pa cit y of A ru sh a te ch ni ca l co lle ge 7 .5 7 .5 1. 5 1. 5 1. 5 1 .5 • Pr oj ec t f or c ap ac ity d ev el op m en t fo r t he p ro m ot io n of ir rig at io n sc he m e un de r D AD Ps p ha se 2 8 .0 8 .0 1. 6 1. 6 1. 6 1 .6 1. 6 Irr ig at io n sc he m es • pr om ot io n of ir rig at io n sc he m e De ve lo pm en t U nd er th e Di st ric t Ag ric ul tu ra l D ev el op m en t p la n ph as e II 8 .0 8 .0 1. 6 1. 6 1. 6 1 .6 1. 6 • M wa m ap ul i ir rig at io n sc he m e 4 9. 0 76 .2 1 25 .2 2 5. 0 2 5. 0 2 5. 2 2 5. 0 2 5. 0 • Co ns tru ct io n of ir rig at io n sy st em fo r c ot to n an d ho rti cu ltu re (1 2, 30 0h a) 3 80 .0 1, 50 0. 0 3 62 .0 1 ,1 64 .9 2 33 .0 2 53 .0 2 53 .0 2 53 .0 25 3. 0 • Sm al l s ca le ir rig at io n De ve lo pm en t p ro je ct 75 .7 75 .7 5. 7 1 7. 5 1 7. 5 1 7. 5 1 7. 5 • Sm al l S ca le Ir rig at io n De ve lo pm en t P ro je ct S SI D 3 0. 1 30 .1 6. 0 6. 0 6. 0 6 .1 6. 1 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 249 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Im pr ov em en t o f R &D in c ro ps c ul tiv at io n • Es ta bl ish in g re se ar ch es o n ch ro ni c di se as es to c ro ps lik e ca ss av a m ai ze p ad dy e tc . 1 .8 1 .8 0. 4 0. 4 0. 4 0 .4 0. 4 • Pr od uc tio n of s ee ds fo r d iffe re nt cr op s 5 .0 5 .0 1. 0 1. 0 1. 0 1 .0 1. 0 • An al yz in g di ffe re nt a gr icu ltu ra l sy st em s an d pr ov id in g te ch no lo gi es w hi ch w ill ad d nu tri en t t o th e so il 2 .4 2 .4 0. 5 0. 5 0. 5 0 .5 0. 4 • Im pr ov in g re se ar ch in fra st ru ct ur es a nd c ap ac ity bu ild in g to th e re se ar ch er s 1 5. 7 15 .7 3. 0 3. 0 3. 0 3 .0 3. 8 Ex te ns io n of fic er s • Pr ov id in g tra in in g to th e fa rm er s an d im pr ov in g cu ltiv at io n pr ac tic es th ro ug h in cr ea sin g th e nu m be r o f e xt en sio n of fic er s 2 82 .6 2 00 .0 4 82 .6 9 6. 5 9 6. 5 9 6. 5 9 6. 5 Ag ric ul tu ra l la nd u se pl an • Pr ep ar in g th e pl an s fo r ag ric ul tu ra l s us ta in ab le la nd u se th ro ug h su rv ey in g th e fa rm s an d pr ov id in g ow ne rs hi p tit le to th e fa rm er s 4 .1 4 .1 1. 0 3. 0 1. 1 W om en a nd y ou th em po we rm en t th ro ug h ag ric ul tu re • In di ca tin g, ti tlin g an d su rv ey in g th e ag ric ul tu ra l la nd • Li nk in g fa rm er s wi th fi na nc ia l in st itu tio ns • Im pr ov in g th e us e of te ch no lo gy 9 .3 9 .3 1. 9 1. 9 1. 9 1 .9 1. 9 M ar ke t a va ila bi lity fo r cr op s • Co ns tru ct io n of s tra te gi c m ar ke ts at th e bo rd er s, i m pr ov in g an d em po we rin g co rp or at ive u ni on s 2 .4 2 .4 2. 4 • En co ur ag in g co op er at ive u ni on s an d pr iva te s ec to r t o es ta bl ish in g ag ro p ro ce ss in g in du st rie s 2 .0 2 .0 1. 0 1. 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 250 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Sk ills d ev el op m en t fo r i m pr ov ed liv es to ck p ro du ct ivi ty • St re ng th en in g Li ve st oc k T ra in in g Ag en cy (L IT A) 1 .7 1 .7 1. 0 0. 7 • Im pr ov in g co m m un ity b as ed na tio na l li ve st oc k ea rly w ar ni ng sy st em p ro je ct 6 .5 6 .5 1. 5 2. 0 1. 5 1 .5 TO TA L 19 70 .4 88 30 36 .7 2 94 0. 38 6 47 87 .3 04 10 61 .3 6 11 34 .0 7 11 17 .8 6 11 14 .4 56 11 02 .6 7 Li ve st oc k st ra te gi c ch oi ce s Re gu la to ry Fr am ew or k fo r An im al H ea lth se rv ice s • En ha nc in g Re gu la to ry Fr am ew or k fo r A ni m al H ea lth se rv ice s 1. 67 1. 67 1 0. 67 Be ef a nd o th er s • M ea t q ua lity a nd m ar ke tin g im pr ov em en t 3. 72 3. 72 1 1 1 0. 72 Be ef In du st ry De ve lo pm en t: La ke • Ex pl oi ta tio n of u nd er e xp lo ite d re so ur ce s in th e liv es to ck s ec to r. 16 .9 2 16 .9 2 3. 92 4 3 3 3 Z on e (M wa nz a, Sh in ya ng a, M ar a an d Ka ge ra ), Ce nt ra l ( Do do m a, Si ng id a an d Ta bo ra ), No th er n Zo ne (M an ya ra , A ru sh a an d Ki lim an ja ro ) an d Ea st er n Zo ne (M or og or o an d Pw an i). • De ve lo p lo ca l h um an re so ur ce s ca pa cit ie s fo r o pe ra tio n an d m an ag em en t o f r an ch es . • En ha nc e te ch ni ca l s kil ls de ve lo pm en t i n m ea t v al ue ad di tio n • Pu rc ha se a nd in st al la tio n of h id e pu lle rs in a re as o f h ig h sla ug ht er fig ur es . • Un de rta kin g m as siv e liv es to ck br ee di ng p ro gr am m e • Fa cil ita te p as tu re a nd c ro ps gr ow in g an d pa dl oc k an d wi re fe nc in g NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 251 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 P ou ltr y • Es ta bl ish m en t o f M ul ti St ak eh ol de r • In no va tio n Pl at fo rm s (M SI P) in : Ar us ha , D od om a, K ilim an ja ro , M or og or o, M tw ar a, M wa nz a, Sh in ya ng a, S in gi da , T ab or a an d Ta ng a. 4. 14 4. 14 0. 14 1 1 1 1 Da iry • Sc ho ol m ilk fe ed in g pr og ra m m e in Ta nz an ia 75 0. 26 75 0. 26 15 0. 05 2 15 0. 05 2 15 0. 05 2 15 0. 05 2 15 0. 05 2 TO TA L 9. 53 0 76 7. 18 77 6. 71 15 6. 11 2 15 6. 05 2 15 5. 72 2 15 4. 77 2 15 4. 05 2 Fi sh er ie s St ra te gi c Ch oi ce s De ep s ea fi sh in g • Co ns tru ct io n of fi sh in g la nd in g po rt (T an ga o r D ar e s Sa la am o r M tw ar a) 83 6. 20 90 0. 86 80 1. 86 2, 53 8. 78 63 4. 69 63 4. 7 63 4. 69 63 4. 7 • O pe ra tio na liz at io n of n ew TA FI CO a lo ng th e co as t o f I nd ia n oc ea n • St re ng th en in g fis he rie s m ar ke t o f Fe ri (D SM ), Ki ru m ba (M wa nz a) an d M un ga nz a (K ag er a ) 26 .3 9 21 .11 2 5. 27 8 5. 27 8 5. 27 8 5. 27 8 Se a fis hi ng • Co ns tru ct io n of p oo ls fo r fi sh fa rm in g • Pr oc ur em en t o f 5 fi sh in g ve ss el s • Em po we rin g se aw ee d fa rm er s es pe cia lly w om en a nd y ou th gr ou ps in th e co as ta l r eg io n Aq ua cu ltu re • Es ta bl ish m en t o f n at io na l aq ua cu ltu re d ev el op m en t pr og ra m m e 14 6. 4 40 0 94 6. 6 14 93 37 8. 6 37 8. 6 37 8. 6 37 8. 6 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 252 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Th s bi lli on ) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 27 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Au to m at ic wa te r Q ua lity M on ito rin g an d Re po rti ng in Aq ua cu ltu re • Tr ai ni ng o f S M M Es o wn er o f fis hi ng p ro ce ss in g in du st rie s on m od er n fis h fa rm in g te ch no lo gy • Es ta bl ish m en t o f a ut om at ic m on ito rin g an d re po rti ng s ys te m I T an za ni a an d id en tifi ca tio n of ba se lin e co nd itio ns s ui ta bl e fo r aq ua tic lif e • En vir on m en ta l im pa ct as se ss m en t 0. 7 0. 7 0. 2 0. 3 0. 2 Em po we rm en t o f ar tis an al fi sh er s in Ta nz an ia • Fi sh er ie s Re so ur ce M an ag em en t • Fi sh er ie s Re so ur ce s Ut iliz at io n an d M ar ke tin g 30 .6 5 6 6 6 6. 65 6 T O TA L 1, 00 9. 69 90 0. 86 1, 20 1. 86 3, 53 7. 84 1, 49 9. 20 1, 02 4. 87 1, 02 4. 78 1, 02 5. 22 1, 02 4. 58 Ag ric ul tu ra l s ub se ct or to ta l 2, 98 9. 71 3, 93 7. 58 2, 90 9. 43 9, 10 1. 86 2, 71 6. 67 2, 31 4. 99 2, 29 8. 36 2, 29 4. 45 2, 28 1. 30 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 253 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill .) An nu al ly b ud ge t ( Ts hs . B ill io n) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 2 02 0/ 21 Pr om ot io n of R en ew ab le g re en E ne rg y te ch no lo gi es (B io ga s, L PG , S ol ar E ne rg y ) S tra te gi c Ch oi ce s Ho us eh ol d le ve l ( ru ra l an d ur ba n) • Ne ed fo r a G re en G ro wt h St ra te gy • En ac t a C ha rc oa l p ro du ct io n an d Us e Re gu la tio n po lic y • St re ng th en in g th e fo re st in st itu tio ns re sp on sib le fo r f or es t m an ag em en t a nd d ev el op m en t • Es ta bl ish in g Cl im at e Fu nd a nd Fi na nc in g m ec ha ni sm s T O TA L 0 0 0 0 0 0 0 0 0 Cl im at e ad ap ta tio n an d m itig at io n an d pr oj ec ts S tra te gi c Ch oi ce s Im pl em en ta tio n of co nc re te a da pt at io n m ea su re s to re du ce vu ln er ab ilit y of liv el ih oo ds a nd Ec on om y of th e co as t c om m un itie s of Ta nz an ia • Re ha bi lita tin g co as ta l p ro te ct io n in fra st ru ct ur e • Cl ea ni ng u p of th e dr ai na ge ch an ne ls 7. 82 7. 82 1. 56 1. 56 1. 56 1. 58 1 .5 6 • Es ta bl ish in g ap pr op ria te al te rn at ive e ne rg y • de ve lo p an o pe ra tio na l c lim at e ch an ge o bs er va to ry fo r T an za ni a • De ve lo p an E co sy st em B as ed In te gr at ed A re a M an ag em en t Pl an (E BI CA M ) f or th e co as ta l re gi on • TO TA L 0 0 7. 82 7. 82 1. 56 1. 56 1. 56 1. 58 1. 56 En fo rc em en t o f E IA a nd S EA re gu la tio ns fo r a ll m aj or p ro je ct s St ra te gi c Ch oi ce s M aj or in du st ria l zo ne s • Ca bi ne t d ec isi on o n ne w Na tio na l En vir on m en t P ol icy (N EP ) Ta bl e F5 : E nv iro nm en ta l a nd N at ur al R es ou rc es C on se rv at io n In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 254 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill .) An nu al ly b ud ge t ( Ts hs . B ill io n) G ov t Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 2 02 0/ 21 Na tu ra l R es ou rc es S tra te gi c Ch oi ce s Na tio na l t re e pl an tin g an d m an ag em en t st ra te gy 2 01 6/ 17 20 20 21 • Tr ee p la nt in g in o pe n ar ea s de gr ad ed a re as , i ns tit ut io na l ar ea , w at er s ou rc es e tc . • Im pr ov e pu bl ic aw ar en es s on tre e pl an tin g • M on ito rin g an d ev al ua tio n at na tio na l le ve l 5 0. 0 5 8. 0 1 08 .0 2 1. 4 21 .4 2 2. 4 2 1. 4 2 1. 4 • Pr iva te F or es try a nd V al ue C ha in • in Ta nz an ia 2. 6 2 .6 1. 0 1 .0 0 .6 • Ca pa cit y Bu ild in g in F or es try a nd Be ek ee pi ng In st itu tio ns 0. 5 0 .5 0 .2 0 .2 0. 1 • En ha nc in g th e Fo re st N at ur e Re se rv e Ne tw or k fo r B io di ve rs ity Co ns er va tio n 1. 3 1 .3 1. 0 0 .3 • Su st ai na bl e M an ag em en t i n na tu ra l r es ou rc es 4. 9 4 .9 1. 0 1 .0 1 .9 1. 0 • Co m ba tin g W ild life C rim e an d ad va nc in g Co ns er va tio n 0. 8 0 .8 0. 2 0 .2 0 .2 0. 2 • Ki lo m be ro w et la nd m an ag em en t 2. 1 2 .0 1. 0 1 .0 0 .1 • Re sil ie nt n at ur al re so ur ce s m an ag em en t f or g ro wt h 5 5. 7 5 5. 7 11 .0 11 .0 11 .0 11 .0 11 .7 T ot al 50 0 12 5. 92 17 5. 8 36 .5 6 36 .0 6 36 .3 7 33 .6 6 33 .0 75 En vi ro nm en ta l a nd N at ur al R es ou rc es s ub se ct or to ta l 50 0 13 3. 74 18 3. 7 38 .1 2 37 .6 2 37 .9 3 35 .2 4 34 .6 35 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 255 An ne x F6 : T ou ris m s tra te gi c in te rv en tio ns Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc es (T sh s. B ill ) An nu al ly b ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 To ur is m a nd h os pi ta lit y in du st ry S tra te gi c Ch oi ce s O ut do or re cr ea tio n fa cil itie s al on g th e co as t o f D ar e s sa la am cit y De ve lo pm en t o f ou td oo r re cr ea tio n fa cil itie s al on g th e co as t o f D ar e s sa la am c ity 2, 95 3 2 ,9 53 .0 59 0. 6 59 0. 6 59 0. 6 59 0. 6 59 0. 6 Ke y T ou ris m p ot en tia l ar ea s (K ilim an ja ro / Ar us ha ) Co m pr eh en siv e To ur ism a nd Ho sp ita lity s tra te gy 1 1 .0 1 In cr ea se d fo re st a nd h ab ita t co ve r f or in cr ea se d ec os ys te m se rv ice s (c le an w at er , a ir, ) a nd pr od uc ts 0. 5 0 .5 0. 5 In cr ea sin g th e nu m be r of to ur ist tra in in g on to ur ism a nd h os pi ta lity In st itu te s 50 5 0. 0 10 10 10 10 10 Co nd uc tin g re se ar ch a nd to ur ism su rv ey 1. 2 1 .2 0. 2 1 Im pl em en ta tio n of lo ca l a nd in te rn at io na l m ar ke tin g st ra te gy 12 5 12 5. 0 25 25 25 25 25 Id en tifi ca tio n of to ur ism p ro du ct s 1 1 .0 0. 2 0. 3 0. 3 0. 2 Cl as sifi ca tio n an d gr ad in g of ho te ls 3. 5 3 .5 0. 5 1 1 1 En co ur ag e lo ca l a nd fo re ig n in ve st or s to in ve st in to ur ism se ct or e sp ec ia lly b ui ld in g of ac co m m od at io n fa cil itie s (h ot el s, lo dg es , g ue st h ou se , c am p sit e, ho m e st ay an d m ot el ) 0 .5 0 0 .5 0. 1 0. 1 0. 1 0. 1 0. 1 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 256 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc es (T sh s. B ill ) An nu al ly b ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 St re ng th en in g th e co nt rib ut io n of na tu ra l re so ur ce s pr od uc ts (fo re st ry a nd b ee s) to th e Ec on om y Re so lvi ng te rri to ria l d isp ut es be tw ee n cit ize ns a nd t he s ur ro un di ng a re as ne ar b y re se rv es Im pr ov in g in fra st ru ct ur es w ith in t he ga m e re se rv es Co nt in ui ng w ith in t he b ee k ee pi ng pr og ra m o f 2 00 7 20 16 In cr ea sin g th e ar ea fo r p la nt in g tre es fro m 6 0, 00 0h a in 2 01 5 13 0, 00 0 ha in 20 20 15 0 15 0. 0 30 30 30 30 30 Es ta bl ish in g au th or ity re sp on sib le fo r w ild life m an ag em en t Su st ai na bl e M an ag em en t i n na tu ra l re so ur ce s 10 1 0. 0 2 2 2 2 2 Co m ba tin g W ild life Cr im e an d ad va nc in g Co ns er va tio n 50 50 10 0. 0 20 20 20 20 20 Th em e pa rk Co ns tru ct io n of T he m e Pa rk in D ar es S al aa m C ity 1 50 .0 0 15 0. 0 30 30 30 30 30 Re so lvi ng te rri to ria l d isp ut es be tw ee n cit ize ns a nd t he s ur ro un di ng a re as ne ar b y re se rv es Im pr ov in g in fra st ru ct ur es w ith in t he ga m e re se rv es Co nt in ui ng w ith in t he b ee k ee pi ng pr og ra m o f 2 00 7 20 16 In cr ea sin g th e ar ea fo r p la nt in g tre es fro m 6 0, 00 0h a in 2 01 5 13 0, 00 0 ha in 20 20 0. 5 0 .5 0. 2 0. 2 0. 1 Es ta bl ish in g au th or ity re sp on sib le fo r w ild life m an ag em en t TO TA L 54 2. 7 29 53 50 .5 3, 54 6. 20 70 8. 60 71 1. 70 70 9. 20 70 9. 00 70 7. 70 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 257 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc es (T sh s. B ill ) An nu al ly b ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 He rit ag e st ra te gi c ch oi ce s He rit ag e lib er at io n pr og ra m Ac qu ire f or c on st ru ct in g l ib er at io n pr og ra m 11 .1 2 11 .1 2 2. 2 2. 2 2. 2 2. 2 2. 32 Cu ltu ra l t ou ris m p ro m ot io n al on g th e ce nt ra l s la ve a nd ivo ry tr ad e ca ra va n ro ut e Id en tif y, de m ar ca te , m ap a nd e re ct s ig n po st s in r el ev an t lo ca tio ns a lo ng t he ro ut e 0. 23 9 0. 23 9 0. 11 9 0. 12 De cla ra tio n of M am bo ya , M pw ap wa an d Ki lim at in de h er ita ge s sit es a s na tio na l m on um en ts . 0. 06 8 0. 06 8 0. 06 8 Re st or at io n an d co ns ol id at io n of th e Sl av e Ro ut e in th e se le ct ed c en te rs 0. 67 8 0. 67 8 0. 22 6 0. 22 6 0. 22 6 Pr ep ar at io ns a nd im pl em en ta tio n of aw ar en es s ra isi ng s tra te gy fo r th e ro ut e 0. 23 9 0. 23 9 0. 1 0. 1 0. 03 9 Co ns tru ct io n of o ns ite m us eu m a nd re ha bi lita tio n of h ist or ic m on um en ts 0. 71 7 0. 71 7 0. 17 5 0. 17 5 0. 19 5 P re pa ra tio ns o f t he to ur ism M as te r Pl an fo r t he s la ve R ou te 3 0, 00 0 0. 23 9 0. 23 9 0. 23 9 T ot al 1 1. 12 2 .1 8 13 .3 3. 05 9 2. 88 9 2. 66 2. 2 2. 32 T ou ris m s ub s ec to r t ot al 55 3. 82 29 53 52 .6 8 35 59 .5 71 1. 7 71 4. 58 9 71 1. 86 71 1. 2 71 0. 02 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 258 St ra te gi c ch oi ce In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s bi lli on s) An nu al B ud ge t ( Ts hs . B ill ) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Te ch no lo gy A dv an ce m en t Ac qu ire , A do pt a nd a da pt te ch no lo gi es fo r b ui ld in g te ch ni ca l c ap ab ilit ie s fo r in du st ria l d ev el op m en t De ve lo p te ch no lo gy ro ad m ap s, bu ild re le va nt h um an c ap ita l a nd pr om ot e te ch no lo gi ca l a do pt io n an d ad ap ta tio n m ec ha ni sm s 4. 0 1 .5 2 .0 7 .5 1. 5 1. 5 1. 5 1. 5 1. 5 De ve lo p an d pa rtn er w ith lo ca l an d fo re ig n Pr iva te s ec to r t o In ve st in Te ch no lo gy P ar ks (P ar ks p ro vid e m ec ha ni sm s fo r in no va tin g R& D an d te st in g fo r m ar ke t) In ve st m en t a nd m ar ke tin g 5 0. 0 1 50 .0 1 0. 0 2 10 .0 4 2. 0 4 2. 0 4 2. 0 4 2. 0 4 2. 0 To ta l 54 15 1. 5 12 21 7. 5 43 .5 43 .5 43 .5 43 .5 43 .5 Re se ar ch a nd In no va tio n In ve st in lo ca l r es ea rc h an d in no va tio n fo cu sin g hu m an a nd in du st ria l d ev el op m en t w ith sp ec ia l c on sid er at io n to v al ue ad di tio n. S up po rt ST I p ol icy im pl em en ta tio n an d Im pa ct ev al ua tio n of in te rv en tio ns In cr ea se d su pp or t/i nv es tm en t i n co m pe tit ive re se ar ch g ra nt in g In cr ea se d su pp or t/i nv es tm en t i n Co m m iss io ne d re se ar ch g ra nt in g 30 .0 0 4. 00 5 .0 0 3 9. 00 7 .8 0 7 .8 0 7 .8 0 7 .8 0 7 .8 0 De ve lo p an d eq ui p re se ar ch in fra st ru ct ur e fo r h ig he r le ar ni ng a nd R &D In st itu tio ns In cr ea se d su pp or t/i nv es tm en t i n re se ar ch fa cil itie s 40 .0 0 10 .0 0 5 0. 00 1 0. 00 1 0. 00 1 0. 00 1 0. 00 1 0. 00 Bu ild c om pe te nt a nd co m pe tit ive h um an ca pi ta l(v oc at io na l, te ch ni ca l, pr of es sio na ls, g ra du at es an d po st gr ad ua te s) in ar ea s re le va nt to in du st ria l de ve lo pm en t In cr ea se d in ve st m en t i n hu m an ca pa cit y bu ild in g at a ll l ev el s in ac co rd an ce w ith th e Na tio na l S kil ls De ve lo pm en t S tra te gy (N SD S) 1 05 .0 0 1 05 .0 0 2 1. 00 2 1. 00 2 1. 00 2 1. 00 2 1. 00 T O TA L 4 0. 00 11 5. 00 1 55 .0 0 3 1. 00 3 1. 00 3 1. 00 3 1. 00 3 1. 00 Ta bl e F7 : S ci en ce T ec hn ol og y an d In no va tio n In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 259 St ra te gi c ch oi ce In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s bi lli on s) An nu al B ud ge t ( Ts hs . B ill ) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 In no va tio n Pr om ot io n of In no va tio n in itia tiv es a t L oc al G ov er nm en t Au th or itie s (L G A) th ro ug h su pp or tin g SM Es , C lu st er s, an d st ar tu ps Jo b cr ea tio n th ro ug h su pp or t of in no va tio n pl at fo rm s; N ut ur e in no va tio n ec os ys te m ; S tre ng th en lin ka ge s be tw ee n R& I a nd in du st ry 23 .0 0 8. 50 2 .0 0 3 0. 50 6 .1 0 6 .1 0 6 .1 0 6 .1 0 6 .1 0 Ex pa nd a nd e xp lo it IC T op po rtu ni tie s pa rti cu la rly fo r im pr ov in g qu al ity a nd a cc es s of s oc ia l a nd b us in es s se rv ice s In cr ea se a cc es s to a nd u se o f I CT pl at fo rm s pa rti cu la rly in h ea lth se rv ice s an d ed uc at io n de liv er y sy st em 15 .0 0 2. 00 8 .0 0 2 5. 00 5 .0 0 5 .0 0 5 .0 0 5 .0 0 5 .0 0 T O TA L 8. 5 10 .5 0 1 0. 00 55 .5 0 1 1. 10 1 1. 10 1 1. 10 1 1. 10 1 1. 10 Sc ie nc e Te ch no lo gy a nd In no va tio n su b se ct or to ta l 10 2. 50 1 62 .0 0 13 7. 00 4 28 .0 0 8 5. 60 8 5. 60 8 5. 60 8 5. 60 8 5. 60 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 260 Ta bl e F8 : E du ca tio n In te rv en tio ns Lo ca tio n/ ty pe In te rv en tio ns re qu ire d Co st /s ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . B ill io n) G ov . Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ea rly E du ca tio n Ea rly E du ca tio n Tr ai n te ac he rs fo r p re p rim ar y sc ho ol s Im pl em en t co m pr eh en siv e pl an f or f re e ed uc at io n In cr ea se ro om s fo r p re p rim ar y ed uc at io n 7 0. 10 70 .1 14 14 14 .1 14 14 To ta l 7 0. 10 70 .1 14 14 14 .1 14 14 Pr im ar y ed uc at io n Pr im ar y Sc ho ol Im pr ov em en t of L ite ra cy a nd N um er ac y St ra te gy (L AN ES ) 31 .9 9 3 2. 0 6. 2 6 .2 7 .2 6 .2 6 .2 Pr og ra m fo r R es ul ts (P 4R ) 4 16 .6 2 4 16 .6 8 3. 2 8 3. 2 8 3. 2 83 .2 8 3. 8 Co ns tru ct c la ss ro om s an d la tri ne s 50 0. 00 5 00 .0 10 0. 0 1 00 .0 10 0. 0 1 00 .0 10 0. 0 Im pl em en t co m pr eh en siv e pl an f or f re e ed uc at io n 15 0. 00 1 50 .0 3 0. 0 3 0. 0 3 0. 0 30 .0 3 0. 0 En ha nc e Sc ho ol In sp ec tio n 9 .2 6 9. 3 1. 8 1 .8 1 .8 1 .8 1 .8 Im pr ov e av ai la bi lity o f w at er , e le ct ric ity 10 0. 00 1 00 .0 2 0. 0 2 0. 0 2 0. 0 20 .0 2 0. 0 Tr ai ni ng s cie nc e su bj ec t t ea ch er s 1 5. 00 1 5. 0 3. 0 3 .0 3 .0 3 .0 3 .0 Re vie w an d im pr ov e te ac hi ng c ur ric ul um 1 2. 15 1 2. 2 2. 4 2 .4 2 .4 2 .4 2 .4 Pr oc ur e te xt b oo ks 10 0. 00 1 00 .0 2 0. 0 2 0. 0 2 0. 0 20 .0 2 0. 0 T ot al 8 86 .4 1 44 8. 61 13 35 .0 2 26 6. 67 26 6. 67 26 7. 66 26 6. 67 26 7. 29 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 261 Lo ca tio n/ ty pe In te rv en tio ns re qu ire d Co st /s ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . B ill io n) G ov . Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Se co nd ar y ed uc at io n Se co nd ar y Sc ho ol Se co nd ar y Ed uc at io n De ve lo pm en t Pr og ra m m e( SE DP II ) 1 19 .6 6 20 .6 6 4 4 4 4. 66 4 Im pl em en t c om pr eh en siv e pl an fo r f re e ed uc at io n 18 5 18 5 37 37 37 37 37 En ha nc e Sc ho ol In sp ec tio n 9. 26 9. 26 1. 84 1. 84 1. 84 1. 84 1. 9 Co ns tru ct c la ss ro om s an d La tri ne s 60 0 60 0 12 0 12 0 12 0 12 0 12 0 Tr ai ni ng m or e sc ie nc e su bj ec t t ea ch er s 35 35 7 7 7 7 7 Im pr ov e av ai la bi lity o f w at er , e le ct ric ity a nd la tri ne s 10 0 10 0 20 20 20 20 20 To ta l 93 0. 26 19 .6 6 94 9. 92 18 9. 84 18 9. 84 18 9. 84 19 0. 5 18 9. 9 Hi gh er L ea rn in g Ed uc at io n Hi gh er L ea rn in g Ed uc at io n En ha nc e Lo an B oa rd to c on tin ue is su in g lo an s fo r h ig he r e du ca tio n 2, 50 0. 00 25 00 50 0 50 0 50 0 50 0 50 0 Ex pa nd u se o f a dv an ce d IC T te ch no lo gy 12 .1 5 12 .1 5 2. 43 2. 43 2. 43 2. 43 2. 43 Tr ai n m or e le ct ur er fo r d iffe re nt c ou rs es 10 0 10 0 20 20 20 20 20 T ot al 2, 61 2. 15 26 12 .1 5 52 2. 43 52 2. 43 52 2. 43 52 2. 43 52 2. 43 Ed uc at io n su b se ct or to ta l 4, 49 8. 92 19 .6 6 44 8. 61 4, 96 7. 19 99 2. 94 99 2. 94 99 4. 03 99 3. 6 99 3. 62 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 262 Ta bl e F9 : C re at iv e In du st ry Lo ca tio n/ T yp e In te rv en tio n re qu ire d Co st s/ so ur ce s (T sh s. B ill .) An nu al ly B ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Sp or ts • Co ns tru ct io n of N at io na l S po rts Co m pl ex 24 3. 9 24 3. 9 60 .7 5 60 .7 5 60 .7 9 60 .8 • Co ns tru ct io n of M al ya S po rts Co lle ge Ar ts • Re ha bi lita tio n of B ag am oy o Co lle ge o f A rts 10 0. 96 10 0. 96 20 20 .2 4 20 .2 4 20 .2 4 • Co ns tru ct io n of C ul tu re C om pl ex Cr ea tiv e in du st ry s ub s ec to r t ot al 34 4. 86 0 0 34 4. 86 0 80 .7 5 80 .9 9 81 .0 3 81 .0 4 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 263 Ta bl e F1 0: S ki lls D ev el op m en t I nt er ve nt io ns Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill .) An nu al ly B ud ge t ( Th s bi lli on ) G ov t. Pr iv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 St ra te gi c Sk ills De ve lo pm en t f or ac hi ev in g M id dl e In co m e Ec on om y. • Pr ep ar e Na tio na l S kil l D ev el op m en t St ra te gy • In cr ea se e qu ip m en t a nd in fra st ru ct ur e fo r pr ac tic al tr ai ni ng • In cr ea se th e nu m be r o f q ua lifi ed te ac he rs an d tu to rs • In cr ea se c ol le ge s wh ich o ffe r m id dl e ca dr e sk ills • To d ev el op a nd s tre ng th en th e na tio na l la bo ur m ar ke t i nf or m at io n co lle ct io n sy st em • To in itia te a nd s tre ng th en th e av ai la bi lity o f la bo ur m ar ke t i nf or m at io n in a ll r eg io ns o f th e co un ty • To c on du ct th e La bo ur F or ce a nd M an po we r S ur ve ys in e ve ry tw o ye ar s. • To id en tif y pe op le w ith s kil ls ob ta in ed th ro ug h in fo rm al s ys te m le ar ni ng fo r s ix pr io rit y se ct or s • To p ro vid e tra in in g an d ce rti fic at es w hi ch ar e re co gn ize d by th e la bo ur m ar ke t 35 7. 38 3 57 .3 8 71 .4 0 71 .4 0 71 .4 0 7 1. 40 71 .7 8 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 264 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill .) An nu al ly B ud ge t ( Th s bi lli on ) G ov t. Pr iv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ed uc at io n an d Sk ills fo r P ro du ct ive J ob s. • Tr ai n 25 00 g ra du at es c ou nt ry w id e in ag rib us in es s sk ills to e st ab lis h ag ri bu sin es s en te rp ris es . • Tr ai n 61 00 e xt en sio n of fic er s’ co un try wi de . • Tr ai n 2, 75 0 in a gr ib us in es s sk ills n ee de d by Ta nz an ia n em er gi ng c om m er cia l s ec to r 8 0. 20 26 7. 35 3 47 .5 5 69 .4 0 69 .4 0 69 .4 0 6 9. 40 69 .9 5 • Tw en ty (2 0) A gr icu ltu ra l a nd L ive st oc k Tr ai ni ng In st itu te s (M AT Is & L IT Is ) up gr ad ed w ith to ol s fo r m or e pr ac tic al , co m pe te nc e ba se d tra in in g • Tr ai n 20 ,0 00 y ou ng s m al lh ol de r f ar m er s in m od er n irr ig at io n m an ag em en t s kil ls in 1 0 re gi on s of Ta nz an ia • Ra ise th e nu m be r o f T an za ni an s wi th b as ic IC T sk ills fr om 1 0 17 m illi on . Vo ca tio na l T ra in in g • Co ns tru ct in fra st ru ct ur es in 1 3 in st itu tio ns • Ex pa nd th e IC T in fra st ru ct ur e fo r 5 3 in st itu tio ns • In cr ea se e nr ol m en t f or s tu de nt s 12 .8 3 83 .9 1 9 6. 74 19 .2 0 19 .2 0 19 .2 0 1 9. 20 19 .9 4 • Co ns tru ct w or ks ho p to e qu ip s tu de nt s in pr ac tic al tr ai ni ng • Im pr ov e le ar ni ng e nv iro nm en t f or s tu de nt s 20 0. 00 2 00 .0 0 40 .0 0 40 .0 0 40 .0 0 4 0. 00 40 .0 0 Fo lk Ed uc at io n De ve lo pm en t Pr og ra m m e II • Co ns tru ct io n of b ui ld in gs fo r F DC c ol le ge s in th e co un try • Im pr ov e in fra st ru ct ur e in F DC c ol le ge s • C ap ac ity B ui ld in g 26 3. 66 28 4. 28 5 47 .9 4 1 19 .5 9 1 19 .5 9 1 19 .5 9 11 9. 59 11 9. 59 Yo ut h De ve lo pm en t Pr og ra m m e • En ha nc e yo ut h en tre pr en eu rs hi p sk ills • LG As to a llo ca te s pe cia l a re as fo r bu sin es s to s up po rt yo ut h • Pr ov isi on o f s of t l oa ns to y ou th • Pr om ot e lo ca l a nd in te rn at io na l m ar ke ts fo r p ro du ct s pr od uc ed b y yo ut h 3 3. 60 3 3. 60 6 .0 0 7. 00 7 .0 0 7 .0 0 6 .6 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 265 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill .) An nu al ly B ud ge t ( Th s bi lli on ) G ov t. Pr iv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 In cr ea se n um be r of ru ra l p la nn er s fro m In st itu te o f Ru ra l D ev el op m en t Pl an ni ng • Co ns tru ct io n of A ca de m ic Bl oc ks a t M ai n Ca m pu s an d La ke Z on e Ce nt re M wa nz a • La nd s ca pp in g at D od om a Ca m pu s • Co ns tru ct io n of A dm in ist ra tio n Bl oc ks at D od om a Ca m pu s La ke Z on e Ce nt re M wa nz a • Co ns tru ct io n of h os te l b lo ck s at D od om a Ca m pu s an d La ke Z on e Ce nt re M wa nz a 12 5. 33 1 25 .3 3 25 .0 0 25 .0 0 25 .0 0 2 5. 00 25 .3 3 Sk ill s de ve lo pm en t s ub s ec to r t ot al 1, 07 3. 0 6 35 .5 1, 70 8. 5 3 50 .6 35 1. 6 3 51 .6 3 51 .6 3 53 .2 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 266 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill .) An nu al ly B ud ge t ( Th s bi lli on ) G ov t. Pr iv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Im pr ov e liv el ih oo d of Ta nz an ia n M ai ns tre am A ID S iss ue s in c or e se ct or s 11 1. 4 11 1. 4 2 2. 2 2 2. 2 2 2. 2 2 2. 2 2 2. 6 Pr ev en t n ew in fe ct io ns to y ou ng p eo pl e 4 12 .0 41 2. 0 8 3. 0 8 3. 0 8 3. 0 8 3. 0 8 3. 0 • Te st in g of c hi ld re n un de r1 5 ye ar s • Re du ce n ew in fe ct io ns o f A ID S 9 66 .3 1 ,0 00 .0 1 ,9 66 .3 3 93 .3 39 3. 3 3 93 .3 3 93 .3 39 3. 3 St re ng th en in g of Re fe rra l S ys te m Co ns tru ct io n of 8 ,7 43 di sp en sa rie s an d 2, 75 1 He al th C en tre s 3 ,3 69 .2 3 ,3 69 .2 6 73 .8 67 3. 8 6 73 .8 6 73 .3 67 4. 0 Co ns tru ct io n of 2 9 ne w Di st ric t H os pi ta ls fo r ne w Di st ric ts H os pi ta ls 6 10 .4 61 0. 4 1 22 .0 12 2. 0 1 22 .0 1 22 .0 12 2. 4 Co ns tru ct io n of 5 R eg io na l H os pi ta l f or n ew Re gi on s 4 15 .4 41 5. 4 8 3. 0 8 3. 1 8 3. 1 8 3. 1 8 3. 1 Co ns tru ct io n of Z on al H os pi ta ls in S ou th er n, W es te rn , E as te rn a nd L ak e zo ne s. 4 00 .0 40 0. 0 8 0. 0 8 0. 0 8 0. 0 8 0. 0 8 0. 0 Co ns tru ct io n of re gi on al s at el lite b lo od b an k in fi ve B RN re gi on s Ki go m a, M ar a, M wa nz a, Si m iyu a nd G ei ta 0 .5 0 .5 0 .5 Co m pl et io n of 2 s to re y X ra y bu ild in g at M be ya R ef er ra l H os pi ta l 3 .0 3 .0 3 .0 Co ns tru ct io n of n ew w ar d an d re ha bi lita tio n of th e ex ist in g bu ild in gs a t K ib on g’ ot o In fe ct io us Ce nt re 2 .0 2 .0 1 .0 1. 0 Re no va tio n, re ha bi lita tio n an d eq ui pp in g of 2 1 re gi on al h os pi ta ls 1 26 .0 12 6. 0 2 5. 2 2 5. 2 2 5. 2 2 5. 2 2 5. 2 Co ns tru ct io n an d re ha bi lita tio n of in fra st ru ct ur es a t M ire m be a nd Is an ga In st itu te s fo r M en ta l H ea lth 6 .0 6 .0 1 .0 2. 0 1. 0 1. 0 1. 0 Co m pl et io n of o ffi ce b ui ld in g at N at io na l A ID S Co nt ro l P ro gr am m e (N AC P) 5 .0 5 .0 1 .0 1. 0 1. 0 1. 0 1. 0 Co ns tru ct io n of N at io na l L ab or at or y 1 1. 0 1 1. 0 1 .0 2. 0 2. 0 2. 0 2. 0 Ta bl e F1 1: H ea lth In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 267 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill .) An nu al ly B ud ge t ( Th s bi lli on ) G ov t. Pr iv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Im pr ov e av ai la bi lity of s pe cia liz ed se rv ice s Eq ui p Re fe rra l, Sp ec ia liz ed an d Na tio na l Ho sp ita ls wi th m od er n eq ui pm en t. 4 24 .7 42 4. 7 8 4. 8 8 4. 8 8 4. 8 8 4. 8 8 4. 9 Sh or t a nd lo ng te rm tr ai ni ng to h ea lth s ta ff in Re fe rra l, Sp ec ia liz ed a nd N at io na l H os pi ta ls. 6 3. 4 6 3. 4 1 2. 6 1 2. 6 1 2. 6 1 2. 6 1 2. 6 Pr oc ur em en t an d m ai nt en an ce o f m ed ica l eq ui pm en t f or R eg io na l a nd D ist ric t H os pi ta ls th ro ug h O RI O p ro je ct 2 5. 0 2 5. 0 5 .0 5. 0 5. 0 5. 0 5. 0 St re ng th en in g of Tr ai ni ng In st itu te s Re ha bi lita te , re de sig n, re m od el in g of ol d bu ild in gs a nd c on st ru ct io n of n ew b ui ld in gs in 77 H ea lth tr ai ni ng In st itu tio ns . 2 7. 5 2 7. 5 5 .5 5. 5 5. 5 5. 5 5. 5 Co un te r P ar t f un ds fo r c on st ru ct io n of H ea lth 3 .0 3 .0 3 .0 T ra in in g In st itu tio ns c ar rie d ou t b y th e G lo ba l Fu nd Lo ng c ou rs e tra in in g fo r h ea lth p ro fe ss io na ls 2 6. 5 2 6. 5 5 .3 5. 3 5. 3 5. 3 5. 3 He al th y su b se ct or T O TA L 69 97 .3 6 0 10 11 80 08 .3 6 16 06 .1 66 16 01 .8 1 15 99 .8 1 15 99 .3 1 16 00 .8 2 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 268 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. P riv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 W at er R es ou rc e M an ag em en t S tra te gi c Ch oi ce s Pr ot ec tio n, de ve lo pm en t a nd m an ag em en t o f wa te r s ou rc es in th e co un try (a ll Ba sin W at er ) • De m ar ca tio n an d ga ze tti ng o f 16 1 wa te r s ou rc es • Pr ep ar at io n an d ap pr ov al fo r In te gr at ed W at er R es ou rc es M an ag em en t a nd D ev el op m en t Pl an s (IW RM &D P la ns ) f or a ll 9 W at er B as in s • Dr illi ng o f 1 50 g ro un dw at er m on ito rin g bo re ho le s, a nd re ha bi lita tio n of e xis tin g 12 0 25 0 45 6. 12 70 6. 12 14 1. 2 14 1. 2 14 1. 2 14 1. 2 14 1. 2 • Co ns tru ct io n an d re ha bi lita tio n of of fic es fo r 9 B as in w at er B oa rd . W at er q ua lity m an ag em en t a nd po llu tio n co nt ro l • R eh ab ilit at io n of 9 e xis tin g la bo ra to ry b ui ld in gs a nd co ns tru ct io n of 8 n ew w at er la bo ra to rie s; • Co nd uc t w at er q ua lity m on ito rin g of a ll i m po rta nt w at er s ou rc es ; an d 10 .5 21 .3 01 31 .8 01 6 6 7 6. 80 1 6 • De ve lo pm en t o f c om pr eh en siv e flu or id e da ta ba se a nd m ap s in flu or id e be lts To ta l 26 0. 5 0 47 7. 42 1 73 7. 92 1 14 7. 2 14 7. 2 14 8. 2 14 8. 00 1 14 7. 2 Ta bl e F1 2: W at er S ub se ct or In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 269 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. P riv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ru ra l w at er S up pl y St ra te gi c Ch oi ce s Sc al e up w at er su pp ly in R ur al ar ea s • C on st ru ct io n of 3 8, 75 9 ne w wa te r p oi nt s to s er ve 9 ,6 44 ,7 50 ; • Re ha bi lita tio n of 1 9, 88 9 no n fu nc tio ni ng w at er p oi nt s to re st or e wa te r s up pl y se rv ice to 4, 97 2, 25 0; • In st al la tio n of 1 7, 68 6 wa te r po in ts fr om e xt en sio n of e xis tin g in fra st ru ct ur e, to s er ve 4 ,4 63 ,0 00 pe op le ; a nd • Re cr ui tm en t a nd d ep lo ym en t o f 38 6 W at er E ng in ee rs a nd 3 ,3 38 W at er Te ch ni cia ns to L G As u p to th e wa rd le ve l 9 50 .0 52 8. 5 1 ,4 78 .5 2 95 .6 29 5. 6 2 96 .1 2 95 .6 2 95 .6 Im pr ov em en t o f Sa m e M wa ng a wa te r p ro je ct • Co ns tru ct io n of w at er s ou rc e, in ta ke , s to ra ge fa cil itie s, tra ns m iss io n lin es a nd di st rib ut io n ne tw or ks 10 .0 8 8. 3 9 8. 3 1 9. 6 1 9. 6 19 .6 1 9. 9 1 9. 6 To ta l 96 0 0 6 16 .9 15 76 .8 68 31 5. 2 31 5. 2 31 5. 72 8 31 5. 54 31 5. 2 Ur ba n wa te r s up pl y St ra te gi c Ch oi ce s Im pr ov em en t o f wa te r s up pl y in M tw ar a M iki nd an i fro m R ive r R uv um a Co ns tru ct io n of w at er s ou rc e, m ai n tra ns m iss io n lin e, s to ra ge fa cil itie s an d di st rib ut io n ne tw or ks 1 50 .0 35 0. 0 5 00 .0 1 00 .0 10 0. 0 1 00 .0 1 00 .0 10 0 Re ha bi lita tio n an d im pr ov em en t o f wa te r s up pl y in Ar us ha c ity Co ns tru ct io n of w at er s ou rc e, m ai n tra ns m iss io n lin e, s to ra ge fa cil itie s an d di st rib ut io n ne tw or ks 1 00 .0 41 4. 6 5 14 .6 1 02 .9 10 2. 9 1 02 .9 1 02 .9 10 2. 9 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 270 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. P riv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ex te nt io n of Ka ha m a Sh in ya ng a wa te r pr oj ec t t o Ta bo ra , Nz eg a, Ig un ga a nd 89 V illa ge s Co ns tru ct io n of w at er s ou rc e, in ta ke , s to ra ge fa cil itie s, tra ns m iss io n lin es a nd d ist rib ut io n ne tw or ks 1 50 .0 30 0. 3 4 50 .3 9 0. 1 9 0. 1 90 .1 9 0. 1 90 .1 Im pr ov em en t o f wa te r s up pl y an d sa ni ta tio n se rv ice s in R eg io na l c en tre ’s • Co m pl et io n of m aj or w at er su pp ly an d sa ni ta tio n pr oj ec ts at C ha lin ze p ha se II I P ro je ct , M us om a B uk ob a pr oj ec t, Do do m a pr oj ec t, M ug an go Ki ab ak ar i, Bu nd a, a nd N ew Re gi on al H Q p ro je ct ; • Co ns tru ct io n of 2 2 tre at m en t pl an ts ; • C on st ru ct io n of 4 4 st or ag e ta nk s; • Co ns tru ct io n of 6 0 wa st ew at er tre at m en t p on ds ; • Co ns tru ct io n of 8 87 K m o f s ew er lin es ; • In st al la tio n of 2 00 ,0 00 n ew ho us e co nn ec tio ns ; a nd • C on st ru ct io n of 3 30 K m n ew tra ns m iss io n m ai n an d la yin g of 2, 11 1k m o f d ist rib ut io n ne tw or k 2 50 .0 30 3. 8 5 53 .8 11 0. 8 11 0. 8 11 0. 8 1 10 .8 11 0. 8 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 271 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. P riv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Im pr ov em en t o f wa te r s up pl y in DS M • Co m pl et io n of o n go in g st ra te gi c pr oj ec ts in D SM (L ow er R uv u, Up pe r R uv u, K im bi ji a nd M pe ra D ee p W at er P ro du ct io n Bo re ho le s) ; • C on st ru ct io n of K id un da D am ; • Co ns tru ct io n of 7 6k m a cc es s ro ad to K id un da d am • Ex pa ns io n of w at er s up pl y ne tw or ks ; a nd • Im pl em en t N RW s tra te gy in DS M • C on st ru ct io n of 11 w at er s to ra ge ta nk s; • · D ril lin g of 2 6 bo re ho le s an d co ns tru ct io n of 1 0 kio sk s in lo w in co m e ar ea s; a nd • · C on st ru ct io n of 7 w at er tre at m en t p on ds a nd 1 56 k m o f th e pu bl ic se we r l in e; 1 30 .0 39 4. 2 5 24 .2 1 04 .8 10 4. 8 1 04 .8 1 04 .8 10 4. 8 W at er s up pl y im pr ov em en t i n Na tio na l p ro je ct s, Di st ric t H Q a nd sm al l t ow ns • St re ng th en in g of w an gi ng ’o m be , M as wa , M ug an go K ia ba ka ri, Ha nd en i T ru nk M ia n (H TM ) ch al in ze , M ak on de a nd K ah am a Sh in ya ng a pr oj ec ts , D ist ric t H Q , an d Sm al l T ow ns ; • Co ns tru ct io n of 3 7 tre at m en t pl an ts ; • 1, 09 1 Km o f n ew tr an sm iss io n m ai n co ns tru ct ed a nd 3 ,5 18 K m of d ist rib ut io n ne tw or k ex pa nd ed ; • 3 06 s to ra ge ta nk s co ns tru ct ed ; • 11 0, 00 0 Ho us eh ol d wa te r co nn ec tio ns in st al le d; a nd • Re cr ui tm en t o f 2 60 W at er En gi ne er s an d 1, 04 0 W at er Te ch ni cia ns to e nh an ce th e hu m an re so ur ce s te ch ni ca l ca pa cit y 1 .6 0. 4 2 .0 1 .0 1. 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 272 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s Bi ll) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. P riv at e DP s To ta l 20 16 /.1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Co ns tru ct io n of Da m s in d ry re gi on s in clu di ng D SM Ra in wa te r h ar ve st in g da m s/ po ol s in D od om a, S in gi da , T ab or a, M ar a, S im iyu , A ru sh a, S hi ny an ga , M an ya ra , D SM e tc . c on st ru ct ed 50 .0 15 0. 0 2 00 .0 4 0. 0 4 0. 0 40 .0 4 0. 0 40 Co ns tru ct io n of 8 s tra te gi c da m s fo r e nv iro nm en ta l c on se rv at io n, pr ev en tin g flo od s et c. 3 50 .0 36 0. 0 7 10 .0 1 42 .0 14 2. 0 1 42 .0 1 42 .0 14 2 R eh ab ilit at io n of th e ex ist in g da m s 75 .0 15 0. 0 2 25 .0 4 5. 0 4 5. 0 45 .0 45 T O TA L 12 56 .6 0 2 ,4 23 .3 36 79 .9 73 6. 58 73 6. 6 73 5. 6 73 5. 6 73 5. 6 W at er P ro gr am D el iv er y Su pp or t S tra te gi c Ch oi ce s Pr og ra m Co or di na tio n an d Pe rfo rm an ce M on ito rin g • Co ns tru ct io n of o ng oi ng O ffi ce Bu ild in g pr oj ec ts fo r M O W I, Ba sin W at er B oa rd s, U rb an W at er S up pl y an d Sa ni ta tio n Au th or itie s an d W at er La bo ra to rie s; • 5 M aj or P PP s Pr oj ec ts de ve lo pm en t • 6, 00 0 st af f t ra in ed in e nh an ce d M an ag em en t I nf or m at io n Sy st em (M IS ), co nt ra ct m an ag em en t a nd S oc ia l a nd En vir on m en ta l S af eg ua rd s (S ES ) g ui de lin es • M IS e nh an ce d to p ro du ce In te rim F in an cia l R ep or ts (I FR ), Co nt ra ct s an d ot he r s ec to r M &E re po rts 0. 3 1. 4 0. 7 0. 2 0. 2 To ta l 0. 3 0 1. 4 0. 7 0 0. 2 0. 2 0 0 W at er s ub s ec to r t ot al 24 77 .1 0 3 ,5 17 .6 59 94 .6 49 11 98 .9 8 11 99 11 99 .5 28 11 99 .1 41 11 98 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 273 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs .b ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ur ba n Pl an ni ng • Fo rm ul at e an d im pl em en t a w el l de sig ne d Na tio na l U rb an D ev el op m en t St ra te gy • Pr ep ar at io n of G en er al P la nn in g Sc he m es (M as te r P la ns fo r m aj or Ta nz an ia n cit ie s) • Es ta bl ish in g la nd ra ng er s’ an d bu ild in g in sp ec to rs ’ U ni ts in o rd er to e ffi cie nt ly m an ag e la nd d ev el op m en t • Re fo rm th e in st itu tio na l a nd go ve rn an ce a rra ng em en ts to im pr ov e co or di na tio n, a cc ou nt ab ilit y, an d se rv ice d el ive ry, th us e na bl in g Da r es S al aa m to e vo lve in to a n ef fic ie nt m et ro po lita n ar ea . • Lo ca l g ov er nm en t m us t b e in cr ea sin gl y em po we re d to m ak e pl an ni ng d ec isi on s. • Pu rs ue n ew s ou rc es o f fi na nc in g, s uc h as P riv at e Pu bl ic Pa rtn er sh ip s (P PP s) , fo r i nv es tm en t i n ur ba n in fra st ru ct ur e • · S ca le d up to a ll U rb an L oc al G ov er nm en t A ut ho rit ie s (U LG As ), in clu di ng p ro pe rty ta xe s, s o as to bo os t O wn S ou rc e Re ve nu e (O SR ) • Tr an sf or m D ar e s Sa la am b y ex pa nd in g an d im pr ov in g DA RT , in clu di ng s wi ftl y ex pa ns io n of n ew va ria nt o f D AR R; In tro du ce fe w (o lig op ol ist ic) b ut e ffi cie nt re gu la te d pu bl ic tra ns po rte rs ; a nd in te gr at ed tra ns po rt an d la nd u se p la nn in g. 15 0 15 0 30 30 30 30 30 TO TA L 15 0 0 0 15 0 30 30 30 30 30 Ta bl e F1 3: U rb an P la nn in g, H ou si ng a nd H um an S et tle m en t D ev el op m en t I nt er ve nt io ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 274 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs .b ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Ho us in g an d Su st ai na bl e Hu m an S et tle m en ts S tra te gi c Ch oi ce s Zo na l O ffi ce s in D ar es S al aa m , M or og or o, Do do m a, Ta bo ra , M wa nz a, A ru sh a, M tw ar a an d M be ya Co ns tru ct io n an d Re ha bi lita tio n o f Bu ild in gs 29 .3 2 9. 3 5 .8 5. 9 5 .9 5 .9 5 .8 Ki lo m be ro , U la ng a/ M al in yi Di st ric ts in M or og or o re gi on La nd Te nu re S up po rt Pr og ra m m e 20 .0 2 0. 0 4 .0 4. 0 4 .0 4 .0 4 .0 C ou nt ry w id e Ta nz an ia In te rn at io na l B ou nd ar ie s Re af fir m at io n Pr oj ec t 5 4. 3 5 4. 3 1 0. 8 1 0. 8 1 0. 9 1 1. 0 10 .8 18 1 LG As in Ta nz an ia M ai nl an d Pr og ra m m e fo r P la nn in g, S ur ve yin g an d Ti tlin g of L an d in Ta nz an ia 9 05 .0 9 05 .0 18 1. 0 18 1. 0 1 81 .0 18 1. 0 18 1. 0 Ki ga m bo ni Da r e s Sa la am Im pl em en ta tio n of K ig am bo ni N ew C ity M as te r P la n 6 6. 3 6 6. 3 1 3. 2 1 3. 4 1 3. 4 1 3. 2 13 .2 Lo w co st h ou se s Pr om ot io n of A pp ro pr ia te Te ch no lo gy fo r Af fo rd ab le H ou sin g 1 4. 7 1 4. 7 2 .8 2. 8 3 .5 2 .8 2 .8 Co un try w id e Ho us e co ns tru ct io n 1 ,6 35 .4 1, 63 5. 4 32 7. 0 32 7. 0 3 27 .0 32 7. 0 32 7. 0 TO TA L 27 24 .9 6 0 0 27 24 .9 6 54 4. 6 54 4. 9 54 5. 69 54 4. 89 54 4. 6 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 275 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st /S ou rc e (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs .b ill io n) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 La nd a dm in is tra tio n st ra te gi c ch oi ce s La nd a dm in ist ra tio n Co un try w id e Pr ep ar at io n su st ai na bl e la nd u se p la n 21 5. 00 2 15 .0 0 43 .0 0 43 .0 0 4 3. 00 43 .0 0 4 3. 00 • Pu t i n pl ac e In te gr at ed la nd m an ag em en t i nf or m at io n sy st em • St re ng th en in g la nd s er vic es in 8 zo ne s • Bu ild in g th e ca pa cit y of th e co un cil s th ro ug h tra in in g an d eq ui pm en ts • St re ng th en in g th e la nd c om pe ns at io n fu nd • Ve rif yin g th e vir gi n la nd s wh ich a re no t d ev el op ed fo r l on g tim e • Es ta bl ish in g na tio na l la nd a dv iso ry co un cil 26 0. 00 2 60 .0 0 52 .0 0 52 .0 0 5 2. 00 52 .0 0 5 2. 00 • Pr ov id in g tra in in g to th e co m m un ity ab ou t l an d la ws • St re ng th en in g th e la nd c on flic ts so lvi ng s er vic es b y es ta bl ish in g 10 0 ne w la nd a nd h ou sin g • co un cil s in d ist ric ts w ith m aj or ity o f la nd c on flic ts • TO TA L 4 75 .0 0 4 75 .0 0 9 5. 00 9 5. 00 95 .0 0 9 5. 00 9 5. 00 Ur ba n an d ru ra l p la nn in g • Pr ov in cia l m as te r p la ns • En co ur ag e Sa te llit e cit es de ve lo pm en t • Fo rm al iza tio n of b us in es se s 19 3 19 3 38 .6 38 .6 38 .6 38 .6 38 .6 su rv ey in g an d m ap pi ng • Co ns tru ct io n of s at el lite re ce ivi ng st at io n at U ni ve rs ity o f D od om a • Im pr ov in g la nd m ar ks b et we en Ta nz an ia a nd n ei gh bo rin g co un tri es . • St re ng th en in g 7 in te rn at io na l bo un da rie s 79 79 15 .8 15 .8 15 .8 15 .8 15 .8 TO TA L 27 2 0 0 27 2 54 .4 54 .4 54 .4 54 .4 54 .4 Ur ba n Pl an ni ng , H ou si ng a nd H um an S et tle m en t s ub s ec to r t ot al 3 ,6 21 .9 6 3 ,6 21 .9 6 72 4. 00 72 4. 30 7 25 .0 9 72 4. 29 7 24 .0 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 276 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Fo od S ec ur ity a nd N ut ri tio n S tr at eg ic C ho ic es Co ns tru ct io n of gr ai n sil os in 7z on es co ns tru ct io n of g ra in s ilo s to ra ge s ys te m in 7 zo ne s 10 8. 11 4 10 8. 11 4 20 .6 20 .6 20 .7 20 .6 20 .6 TO TA L 0 0 10 8. 11 4 10 8. 11 4 20 .6 20 .6 20 .7 20 .6 20 .6 Nu tri tio n sp ec ifi c in te rv en tio ns a re as : S tra te gi c Ch oi ce s Pr om ot io n of M at er na l I nf an t an d Yo un g Ch ild Fe ed in g pr ac tic es (M IY CF ) i nc lu di ng nu tri tio n re la te d W AS H, E CD an d He al th k ey fa m ily p ra ct ice s in or de r t o pr ev en t st un tin g an d • Co nd uc t T O T’ s on S BC C IY CF , W AS H, EC D an d He al th (a t r eg io na l le ve l) • De liv er S er vic es to C hi ld re n an d Su pp or t E ar ly Ch ild ho od P ro gr am m es to Vu ln er ab le C hi ld re n • C ar e gi ve rs a nd e du ca tin g pa re nt s • Pr om ot in g an d En ha nc in g aw ar en es s to Co m m un ity o n Ea rly C hi ld D ev el op m en t (E CD ) • Co or di na tio n, M on ito rin g an d Ev al ua tio n of E CD • Tr ai ni ng o f H ea lth s er vic e pr ov id er s im pr ov em en t ea rly c hi ld ho od de ve lo pm en t • (N ur se s, M id wi fe s, a nd C lin ici an s) o n SB CC IY CF , W AS H, E CD a nd H ea lth (a t di st ric t l ev el ) • Tr ai ni ng o f H ea lth s er vic e pr ov id er s (N ur se s, M id wi fe s, a nd C lin ici an s) • Tr ai ni ng o f c om m un ity h ea lth w or ke rs o n SB CC IY CF , W AS H, E CD a nd H ea lth (a t di st ric t l ev el ) • Pr oc ur em en t o f S up pl ie s: 1 34 .2 4 8. 91 1 8. 89 1 62 .0 4 3 2. 48 32 .4 8 3 2. 48 32 .4 8 3 2. 48 Ta bl e F1 4: F oo d Se cu rit y an d Nu tri tio n In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 277 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 In te rv en tio ns th at im pr ov e vit am in an d m in er al in ta ke • Pr ev en tio n of A ne m ia • Tr ai ni ng o f h ea lth s ta ff on A ne m ia Pr ev en tio n am on g wo m en , a do le sc en t an d ch ild re n (a t r eg io na l a nd d ist ric t l ev el ) • Pr oc ur em en t o f S up pl ie s: • Vi ta m in A S up pl em en ta tio n an d De wo rm in g th ro ug h Ch ild H ea lth D ay s an d ro ut in e • O rie nt at io n on P la nn in g an d M an ag em en t of C hi ld H ea lth D ay s (a t r eg io na l a nd di st ric t l ev el ) • Tr ai ni ng o f R HM T/ CH M T’ s on s oc ia l m ob ilis at io n to ol k it on V AS D (a t r eg io na l an d di st ric t l ev el ) • Tr ai ni ng o f N ut rit io n O ffi ce rs , h ea lth in sp ec to rs a nd s al t t ra de rs o n qu al ity co nt ro l o f i od ize d sa lt • Pr om ot io n of m in er al in ta ke th ro ug h co m m un ity ra di os 1 8. 00 7. 00 4 0. 00 65 .0 0 1 3. 00 13 .0 0 1 3. 00 13 .0 0 1 3. 00 In te rv en tio ns th at le ad to p ro pe r m an ag em en t o f ac ut e m al nu tri tio n (IM AM ) • Co nd uc t T O T’ s on tr ea tm en t o f s ev er e ac ut e m al nu tri tio n (a t r eg io na l le ve l) • Tr ai ni ng o f H ea lth s er vic e pr ov id er s (N ur se s, C lin ici an s) o n • tre at m en t o f s ev er e ac ut e m al nu tri tio n (a t di st ric t l ev el ) • Tr ai ni ng o f c om m un ity h ea lth w or ke rs on s cr ee ni ng a nd re fe rra l s ev er e ac ut e m al no ur ish ed c hi ld re n (a t d ist ric t l ev el ) • Tr ai ni ng o n us e of a nt hr op om et ric eq ui pm en t f or re gu la r n ut rit io n as se ss m en t i n fa cil itie s wi th ou t S AM se rv ice s (a t d ist ric t l ev el ) • O rg an ize q ua rte rly m ee tin g am on g he al th se rv ice p ro vid er s an d CH W s at H ea lth Fa cil ity le ve l 2 0. 00 4 6. 00 66 .0 0 1 3. 20 13 .2 0 1 3. 20 13 .2 0 1 3. 20 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 278 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . b ill on ) G ov t. Pr iv at e DP s To ta l 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 In te rv en tio ns pr om ot in g en ric hm en t o f nu tri en t d en sit y of th e di et s of y ou ng ch ild re n • Ca rry o ut re se ar ch in m at te rs re la tin g en ric hm en t o f n ut rie nt d en sit y of th e di et s of y ou ng c hi ld re n 6 –2 3 m on th s of a ge ) • Pr ep ar e m et ho ds fo r t he c or re ct io n or av oi da nc e of m al nu tri tio n • En su re p ro pe r n ut rit io na l v al ue o f f oo d m ar ke te d in th e co un try o r e xp or te d to fo re ig n co un tri es 0 .4 0 0. 40 0 .8 0 1 .6 0 0 .4 0 0. 40 0 .4 0 0 .4 0 Pr og ra m m es th at im pr ov e pu bl ic he al th , w at er , a nd sa ni ta tio n • A dv oc at e th ro ug h m ed ia • Pr om ot io n of g oo d hy gi en e an d ac ce ss to sa ni ta tio n fa cil itie s an d pr ac tic es • nu tri tio n ca re fo r p eo pl e liv in g wi th H IV / AI DS a nd T B; 2 .0 0 2. 00 7 .0 0 11 .0 0 2 .0 0 2 .0 0 2 .0 0 3 .0 0 2 .0 0 Pr og ra m m es th at a dd re ss iss ue s of n ut rit io n go ve rn an ce a nd ac co un ta bi lity Pl an ni ng a nd A dv oc ac y 1 3. 20 5. 00 2 0. 00 38 .2 0 11 .6 0 11 .6 0 1 1. 60 11 .6 0 1 1. 80 M on ito rin g an d ev al ua tio n 2 5. 00 8 4. 00 1 09 .0 0 3 5. 80 35 .8 0 3 5. 80 35 .8 0 3 5. 80 Co or di na tio n an d pa rtn er sh ip 2 3. 00 4 7. 00 70 .0 0 1 8. 00 18 .0 0 1 8. 00 18 .0 0 1 8. 00 P ol icy a nd s tra te gy d ev el op m en t 1 8. 70 3 6. 00 54 .7 0 1 4. 80 14 .8 0 1 4. 80 14 .8 0 1 4. 80 T ot al 2 54 .5 4 2 3. 31 2 99 .6 9 57 7. 54 1 41 .2 8 14 1. 28 1 41 .2 8 14 2. 28 1 41 .0 8 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 279 Lo ca tio n/ Ty pe In te rv en tio n re qu ire d Co st s/ s ou rc es (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 21 6/ 17 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 So ci al P ro te ct io n St ra te gi c ch oi ce s W DF /Y DF /T W B En ha nc e lo w co st c re di t to w om en /y ou th NH IF /C HF Ex pa nd c ov er ag e of h ea lth in su ra nc e of th e po pu la tio n Pr og ra m m e on im pl em en ta tio n of un ive rs al s oc ia l pe ns io n sc he m e to el ig ib le e ld er s Im pl em en t u ni ve rs al s oc ia l p en sio n sc he m e to e lig ib le e ld er s W om en a nd G irl s’ Em po we rm en t Pr og ra m m e W om en E co no m ic Em po we rm en t 48 3. 21 40 0 88 3. 21 17 6. 64 2 17 6. 64 2 67 6. 64 2 67 6. 64 2 67 2. 64 2 En d Ch ild M ar ria ge a nd E ar ly Pr eg na nc ie s 3. 69 3. 69 7. 38 1. 46 1. 46 1. 46 1. 46 1. 46 So cia l a ss ist an ce Ca bi ne t d ec isi on o n NS PF De ve lo p an d im pl em en ta tio n of Lo ca l E co no m ic De ve lo pm en t (L ED ) i ni tia tiv es In st itu tio na liz e LE D ap pr oa ch in L G As 2. 5 2. 5 0. 5 0. 5 0. 5 0. 5 0. 5 SD G s SD G s lo ca liz at io n 2. 5 1 2. 5 0. 5 0. 5 0. 5 0. 5 0. 5 M &E De ve lo p M &E fr am ew or k to tr ac k th e im pl em en ta tio n of p ov er ty re du ct io n in itia tiv es in clu di ng S DG s 1. 5 3. 5 0. 7 0. 7 0. 7 0. 7 0. 7 Po ve rty R ed uc tio n an d So ci al p ro te ct io n 49 3. 4 0 40 4. 69 89 9. 09 17 9. 80 2 17 9. 80 2 67 9. 80 2 67 9. 80 2 67 5. 80 2 Ta bl e F1 5: P ov er ty R ed uc tio n an d So ci al p ro te ct io n In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 280 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 21 6/ 17 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Pr ev en tio n an d Co m ba tin g Co rru pt io n • Co ns tru ct io n of Ta nz an ia In st itu te of G oo d G ov er na nc e an d An ti Co rru pt io n • Co ns tru ct io n of in fra st ru ct ur es • Co ns tru ct io n of S pe cia l b ui ld in g fo r In ve st ig at io n at H ea dq ua rte rs • An a dv iso ry b oa rd o f t he c or ru pt io n of A fri ca n Un ity • Re ha bi lita tio n of O ffi ce B ui ld in gs in Re gi on s 2 00 .3 5 2 00 .3 5 4 0. 07 4 0. 07 40 .0 7 40 .0 7 4 0. 07 Fi re a nd R es cu e Fo rc e • Co m pl et io n of F ire a nd R es cu e He ad Q ua rte r – F ive S to re y Bu ild in g lo ca te d at T AZ AR A M ch ich a in D SM • Ac qu isi tio n of 1 40 Te nd er s • Re ha bi lita tio n an d Ex te ns io n of th e Fi re a nd R es cu e Tr ai ni ng In st itu te at C ho ng o, H an de n • Re ha bi lita tio n an d Ex te ns io n o f 2 5 Fi re S ta tio ns c ou nt ry wi de 11 9. 22 1 19 .2 2 2 3. 84 2 3. 84 23 .8 4 23 .8 4 2 3. 84 Ta nz an ia P ris on s Se rv ice s • Re no va tio n of S ho e Pr od uc tio n W or ks ho p • Ac qu isi tio n of M ac hi ne s fo r U ni fo rm an d Cl ot h Pr od uc tio n Fa ct or y • Ac qu isi tio n of M ac hi ne s an d Fa rm Im pl em en ts fo r I rri ga tio n Ag ric ul tu re • Eq ui pp in g B ui ld in g Br ig ad e • Co ns tru ct io n of a B ui ld in g an d In st al lin g M ac hi ne s fo r C om m er cia l Ag ric ul tu re (O il c ro ps ) • Co ns tru ct io n of O ffi ce a nd In st al lin g M ac hi ne s fo r Q ua rry P ro du ct io n • Co ns tru ct io n of W or ks ho p fo r Fu rn itu re P ro du ct io n 1 4. 58 14 .5 8 2. 80 2. 80 2 .8 0 3 .3 8 2. 80 Ta bl e F1 6: G oo d G ov er na nc e In te rv en tio ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 281 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d Co st Im pl ic at io n (T sh s. B ill ) An nu al ly B ud ge t ( Ts hs . B ill io n) G ov t. Pr iv at e DP s To ta l 20 21 6/ 17 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 Na tio na l I de nt ific at io n • Is su e ID c ar ds to a ll p eo pl e ag ed 18 a nd a bo ve • M ai nt ai ni ng L aw o f O rd er fo r 2 56 .6 7 0. 8 3 27 .4 1 6 5. 48 6 5. 48 65 .4 8 65 .4 8 6 5. 48 Im m ig ra tio n • P ub lic S af et y an d Se cu rit y • Im pr ov in g W or kin g an d Li vin g En vir on m en t • S tre ng th en in g M IS , I EC a nd IC T 3 83 .1 5 3 83 .1 5 7 6. 63 7 6. 63 76 .6 3 76 .6 3 7 6. 63 Ta nz an ia P ol ice F or ce • Ex te ns io n of P ro fe ss io na l P ol ice Co lle ge s • Co ns tru ct io n of Z on al L ab or at or ie s fo r C rim e O ffe ns e In ve st ig at io n • Co ns tru ct io n of P ol ice P os ts • Co ns tru ct io n of R eg io na l P ol ice Co m m an de rs ’ O ffi ce s • Su rv ey s fo r P ol ice F or ce a re as • Co ns tru ct io n of S ta ff R es id en tia l Ho us es • Ac qu isi tio n of P at ro l E qu ip m en t • Ac qu isi tio n of A irp la ne s an d He lic op te rs • Ac qu isi tio n of IC T Eq ui pm en t • Ac qu isi tio n of M ot or V eh icl es S pa re pa rts • Co ns tru ct io n of H ea lth C en tre s • Re ha bi lita tio n of P ol ice C en tre s, Re gi on al C om m an de rs O ffi ce s an d St af f R es id en tia l H ou se s • Hu m an R es ou rc e De ve lo pm en t • Ac qu isi tio n of P at ro ls’ B oa ts 1 ,1 22 .0 3 1 ,1 22 .0 3 22 4. 41 22 4. 41 2 24 .4 1 2 24 .4 1 2 24 .4 1 G oo d G ov er na nc e su b se ct or T O TA L 20 95 .9 3 0 70 .8 1 21 66 .7 4 43 3. 23 2 43 3. 23 2 43 3. 23 2 43 3. 80 8 43 3. 23 2 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 282 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 Ra ilw ay S tra te gi c Ch oi ce s C on st ru ct io n of D ar e s Sa la am – Is ak a –R us um o Ta bo ra (1 ,3 41 Km s) , c en tra l r ai lw ay sy st em to S ta nd ar d G au ge • Fa st tr ac k pr oc ur em en t p ro ce ss fo r a cq ui sit io n o f c on tra ct or s • Pr ep ar at io n of C ab in et P ap er o n fin an cin g m od e of P ro je ct • Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. • Be gi n co ns tru ct io n 6 ,6 75 .0 4 6 ,6 75 .0 4 1, 00 0. 00 1, 41 8. 79 1, 41 8. 79 1, 41 8. 75 1, 41 8. 75 C on st ru ct io n of 1 ,2 20 Km s of R ai lw ay lin e fro m Ta bo ra Ki go m a, Is ak a M wa nz a, Uv in za M us on ga ti, a nd K al iu a M pa nd a Ka re m a. • Sp ea rh ea d ob ta in in g of p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. • Pr ep ar at io n of C ab in et P ap er o n fin an cin g m od e of P ro je ct • Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. • Fa st tr ac k pr oc ur em en t p ro ce ss fo r a cq ui sit io n o f c on tra ct or s • B eg in c on st ru ct io n 4 11 .5 7 4 11 .5 7 1 02 .8 9 1 02 .8 9 10 2. 89 10 2. 89 C on st ru ct io n of ra ilw ay lin e fro m M tw ar a M ba m ba ba y (A m el ia ba y) w ith b ra nc he s to L ig an ga a nd M ch uc hu m a 1, 00 0 km s (s td g au ge ) • Sp ea rh ea d ob ta in in g of p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. • Pr ep ar at io n of C ab in et P ap er o n fin an cin g m od e of P ro je ct • Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. • F as t t ra ck p ro cu re m en t p ro ce ss fo r a cq ui sit io n o f c on tra ct or s 1 ,0 21 .5 1 1 ,0 21 .5 1 3 40 .5 0 3 40 .5 0 34 0. 50 Ta bl e F1 7: In fra st ru ct ur e De ve lo pm en t I nt er ve nt io ns NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 283 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 C on st ru ct io n of T an ga A ru sh a M us om a ra il w ith b ra nc he s to M in jin gu a nd E ng ar uk a S pe ar he ad o bt ai ni ng o f p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. P re pa ra tio n of C ab in et P ap er o n fin an cin g m od e of P ro je ct Ne go tia tio n wi th In ve st or s on fin an cin g an d im pl em en ta tio n of th e pr oj ec t. Fa st tr ac k pr oc ur em en t p ro ce ss fo r ac qu isi tio n o f c on tra ct or s 3 31 .2 9 3 31 .2 9 1 10 .4 3 1 10 .4 3 11 0. 43 Pr oc ur em en t o f 2 ,2 34 g oo ds wa go ns Fa st tr ac k ob ta in in g of fu nd s fo r pr oc ur em en t o f l oc om ot ive a nd wa go ns 0 .3 8 0 .3 8 0. 19 0. 19 Pr oc ur em en t o f 6 3 hi gh ho rs ep ow er lo co m ot ive s Al lo w pr iva te o pe ra to rs to p ut th ei r w ag on s an d pa y us er fe e to RA HC O fo r t he u se o f r ai lw ay . 0 .4 6 0 .4 6 0. 20 0. 26 TO TA L 8, 44 0. 24 8, 44 0. 25 1 ,0 00 .3 9 1 ,9 73 .0 7 1 ,9 72 .6 1 1 ,9 72 .5 7 1 ,5 21 .6 4 Ro ad s tra ns po rt st ra te gi c ch oi ce s C on st ru ct io n of D ar e s sa la am C ha lin ze M or og or o Ex pr es s wa y, 20 0 km Ex pe di te s ol ici tin g of fu nd s Ex pe di te c om pl et io n of fe as ib ilit y st ud y 1 ,1 55 .8 1 1 ,1 55 .8 1 2 31 .1 6 2 31 .1 6 2 31 .1 6 23 1. 16 23 1. 16 C on st ru ct io n of A ru sh a M os hi Hi m o Ju nc tio n Du al Ca rri ag ew ay , 1 05 km Ex pe di te s ol ici tin g of fu nd s 6 08 .4 0 6 08 .4 0 2 02 .8 0 2 02 .8 0 2 02 .8 0 U pg ra di ng K id ah we (K ig om a) I lu nd e M al ag ar as i – K al iu a, 18 8k m Ex pe di te s ol ici tin g of fu nd s 3 34 .0 5 3 34 .0 5 8 3. 51 8 3. 51 1 67 .0 3 U pg ra di ng o f I to ni – M kiu – Lu de wa – M an da to B itu m en St an da rd (2 11 .4 2) K m Ex pe di te s ol ici tin g of fu nd s 3 78 .5 9 3 78 .5 9 9 4. 65 1 89 .3 0 9 4. 65 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 284 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 U pg ra di ng to B itu m en s ta nd ar d fo r th e M an yo ni It ig i-T ab or a Ro ad , 2 45 k m Ex pe di te s ol ici tin g of fu nd s 1 26 .9 4 1 26 .9 4 4 2. 31 8 4. 63 T ab or a – Ip ol e K og a M pa nd a , k m 3 50 • Ex pe di te v al ua tio n of la nd a nd pr op er tie s se ct io n of M pa nd a – Ko ga – Ip ol e • Fu nd fo r c om pe ns at io n 6 28 .5 0 6 29 .0 0 3 5. 50 1 48 .2 5 1 48 .2 5 14 8. 25 14 8. 25 Su m ba wa ng a – M pa nd a – Ny ak an az i, 34 6. 6k m Fu nd fo r c on st ru ct io n 4 00 .0 0 4 00 .0 0 1 40 .0 0 1 30 .0 0 1 30 .0 0 M as as i – S on ge a – M ba m ba ba y, 89 8k m . Ex pe di te fi na nc ia l ne go tia tio n wi th pr os pe ct ive fi na nc ie rs , i .e .A fD B 4 33 .0 0 4 33 .0 0 1 08 .2 5 3 24 .7 5 U pg ra di ng to B itu m en S ta nd ar d fo r th e Ch un ya M ak on go lo si Ru ng wa It ig i-M kiw a ro ad 45 6k m Be gi n co ns tru ct io n 6 53 .3 7 6 53 .3 7 1 30 .6 7 1 30 .6 7 1 30 .6 7 13 0. 67 13 0. 67 B ag am oy o – (M ak ur un ge ) – Sa ad an – Ta ng a Ro ad , k m 1 78 Co m pl et io n of f ea sib ilit y st ud y an d de ta il d es ig n 3 11 .6 0 3 11 .6 0 6 2. 30 6 2. 30 6 2. 30 6 2. 30 6 2. 30 Ar us ha – Ho lili ro ad (K ilim an ja ro ) E xp ed ite th e de sig n re vie w wh ich is co nd uc te d by J IC A. E nh an ce g oo d co or di na tio n wi th st ak eh ol de rs in vo lve d in th e pr oj ec t ( T an ro ad s, E AC , A fD Be tc ) 3 9. 30 1 00 1 39 .0 0 6 9. 50 6 9. 50 TO TA L 3, 91 3. 75 1 ,1 55 .8 1 1 00 5, 16 9. 56 1 ,2 00 .6 6 1 ,6 56 .8 6 1 ,1 66 .8 6 5 72 .3 8 5 72 .3 8 De co ng es tio n of D ar e s sa la am C ity C on st ru ct io n of In te rc ha ng e at Ub un go D ar e s Sa la am Ex pe di te so lic itin g of fu nd s fo r fe as ib ilit y st ud y an d de ta il de sig n an d co m pe ns at io n 2 22 .7 0 2 22 .7 0 7 4. 23 7 4. 23 7 4. 23 Co ns tru ct io n of Fl y ov er at Ta za ra D ar e s Sa la am Ex pe di te so lic itin g of fu nd s fo r fe as ib ilit y st ud y an d de ta il de sig n an d co m pe ns at io n 66 .5 9 66 .5 9 1 3. 32 5 3. 27 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 285 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 C on st ru ct io n of F ly ov er a t Uh as ib u Da r e s Sa la am Be gi n co ns tru ct io n 25 .2 9 25 .2 9 6. 32 1 8. 97 C on st ru ct io n of F ly ov er a t Ch an g’ om be , D ar e s Sa la am Ex pe di te s ol ici tin g of fu nd s fo r fe as ib ilit y st ud y an d de ta il d es ig n an d co m pe ns at io n 10 .1 2 10 .1 2 1 0. 12 C on st ru ct io n Se la nd er b rid ge Ex pe di te s ol ici tin g of fu nd s fo r fe as ib ilit y st ud y an d de ta il d es ig n an d co m pe ns at io n O bt ai n fin an cin g fro m K or ea 2 97 .6 0 2 97 .6 0 1 48 .8 0 7 4. 40 7 4. 40 D o Fe as ib ilit y an d de ta il d es ig n st ud ie s D ar e s Sa la am O ut er R in g Ro ad Na m el y: B un ju M be zi (M or og or o Ro ad ) – P ug u (3 4 km ). S ta rt co ns tru ct io n 6 94 .3 7 6 94 .3 7 2 31 .4 6 2 31 .4 6 2 31 .4 6 TO TA L 1, 31 6. 67 1, 31 6. 66 4 74 .1 3 4 52 .3 3 3 90 .2 1 Po rts s tra te gi c ch oi ce s D re dg in g an d ex pa ns io n of th e en try to D ar e s Sa la am P or t, Da r es S al aa m E xp ed ite p ro cu re m en t o f c on tra ct or 1 ,11 3. 50 1 ,11 3. 50 2 78 .3 8 2 78 .3 8 27 8. 38 C on ta in er Te rm in al Be rth s 13 – 14 D ar e s Sa la am Ex pe di te p ro cu re m en t o f c on tra ct or 8 90 .8 0 8 90 .8 0 1 78 .1 6 5 34 .4 8 1 78 .1 6 D ev el op m en t o f K isa ra we C ar go Fr ei gh t, Ki sa ra we Ex pe di te p ro cu re m en t o f c on tra ct or 1 67 .2 4 1 67 .2 4 3 3. 45 3 3. 45 3 3. 45 3 3. 45 3 3. 45 C on st ru ct io n of B ag am oy o Po rt, Ba ga m oy o Ex pe di te p ro cu re m en t o f c on tra ct or 4, 13 5. 00 4 ,1 35 .0 0 8 27 .0 0 8 27 .0 0 8 27 .0 0 82 7. 00 82 7. 00 Fi na liz at io n of a gr ee m en ts b et we en Ch in a M er ch an ts H ol di ng s In te rn at io na l Li m ite d (C M HI ) a nd O m an S ta te G en er al R es er ve F un d (S G RF ) a nd Ta nz an ia G ov er nm en t Fi na liz at io n of C om pe ns at io n 1 0. 06 7 1 0. 06 7 10 .0 67 Si gn in g Co nt ra ct a gr ee m en ts fo r de ve lo pm en t o f B ag am oy o SE Z NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 286 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 C on st ru ct io n of 2 4m d ee p M wa m ba ni P or t K ig om be ar ea , – Ta ng a So lic itin g fu nd s fo r c on st ru ct io n 3, 58 0. 00 3 ,5 80 .0 0 7 16 .0 0 7 16 .0 0 71 6. 00 71 6. 00 Re vie w th e Fe as ib ilit y st ud y & de ta ile d de sig n re po rt Im pr ov em en t o f M tw ar a Po rt by c on st ru ct in g 4 ne w be rth s E xp ed ite n eg ot ia tio n wi th P riv at e Se ct or / I nv es to rs o n fin an cin g m od e of p ro je ct 3 02 .5 5 3 02 .5 5 1 00 .8 5 1 00 .8 5 1 00 .8 5 Ex pe di te th e co nd uc t o f p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. M od er ni za tio n of K ig om a Po rt Ki ck s ta rt fin an cia l n eg ot ia tio n to ac qu ire a lo an fr om p ro sp ec tiv e fin an cie rs Ex pe di te th e co nd uc t o f p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. 40 .3 0 40 .3 0 8. 06 3 2. 24 C on st ru ct io n an d re ha bi lita tio n of M wa nz a So ut h Po rt, M wa nz a re gi on Ki ck s ta rt fin an cia l n eg ot ia tio n to ac qu ire a lo an fr om p ro sp ec tiv e fin an cie rs Ex pe di te th e co nd uc t o f p ro je ct Fe as ib ilit y st ud y an d de ta ile d de sig n. Ki ck s ta rt fin an cia l n eg ot ia tio n to ac qu ire a lo an fr om p ro sp ec tiv e fin an cie rs 40 .3 0 40 .3 0 2 0. 00 2 0. 30 TO TA L 2, 55 4. 69 7 ,7 15 .0 0 1 0, 26 9. 69 1 ,1 47 .5 2 1 ,6 96 .0 9 1 ,6 64 .1 5 1 ,5 43 .0 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 287 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 Ai r t ra ns po rt st ra te gi c ch oi ce s R ev am pi ng O pe ra tio ns o f A ir Ta nz an ia Re fo rm A TC L 5 00 .0 0 5 00 .0 0 5 00 .0 0 R ef or m A TC L P ur ch as e ne w ai rc ra fs 1 ,3 43 .2 0 1 ,3 43 .2 0 4 47 .7 3 4 47 .7 3 4 47 .7 3 Im pr ov em en t o f m et ro lo gy fo re ca st s er vic es Re ha bi lita tio n an d ex te ns io n of Ae ro dr om es (A nn ex ) Co ns tru ct io n of C en tra l f or ec as tin g of fic e. Ac qu isi tio n of 5 w ea th er ra da r. 54 .2 1 54 .2 1 2 7. 11 2 7. 11 TO TA L 1, 89 7. 41 1, 89 7. 41 9 74 .8 4 4 74 .8 4 4 47 .7 3 M ar iti m e Tr an sp or t s tra te gi c ch oi ce s Pr oc ur em en t o f 7 n ew la ke ve ss el s an d re ha bi lita tio n of 8 ex ist in g ve ss el s fo r l ak e Vi ct or ia , T an ga ny ika a nd N ya sa Pr oc ur em en t o f 3 s hi p an d re ha bi lita tio n of 3 fo r L ak e Vi ct or ia , 71 .5 0 71 .5 0 3 5. 75 3 5. 75 Pr oc ur em en t o f 3 s hi p an d re ha bi lita tio n of 3 fo r L ak e Vi ct or ia , 80 .0 0 80 .0 0 2 0. 00 2 0. 00 2 0. 00 2 0. 00 Pr oc ur em en t o f 2 s hi p an d re ha bi lita tio n of 3 fo r T an ga ny ika 60 .0 0 60 .0 0 2 0. 00 2 0. 00 2 0. 00 2 0. 00 Pr oc ur em en t o f 2 s hi p an d re ha bi lita tio n of 2 fo r N ya sa TO TA L 21 1. 50 21 1. 50 35 .7 5 75 .7 5 40 .0 0 4 0. 00 4 0. 00 En er gy G en er at io n st ra te gi c ch oi ce s K in ye re zi I E xt en sio n – 18 5M W ga s fir ed p la nt E xp ed ite n eg ot ia tio n wi th re sp ec tiv e pr oj ec t fi na nc ie rs in clu di ng th e G oT Z Ex pe di te n eg ot ia tio n wi th re sp ec tiv e pr oj ec t fi na nc ie rs in clu di ng th e G oT Z 4 10 .0 0 4 10 .0 0 2 46 .0 0 1 64 .0 0 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 288 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 K in ye re zi II – 24 0 M W co m bi ne d cy cle g as fi re d pl an t ( pr oj ec t fi na nc ed b y th e G oT Z an d Ja pa ne se B an k fo r In te rn at io na l C oo pe ra tio n – JB IC ) TA NE SC O s ho ul d ex pe di te ex te ns io n of c on tra ct w ith M s. Ja co bs en E le ct ro L td (c on tra ct or ) wh o ex ec ut ed K in ye re zi I 1 50 M W . TA NE SC O to u nd er ta ke w at er su pp ly st ud y fo r o pe ra tio n of Ki ny er ez i I I, III a nd IV . 11 0. 00 1 38 .0 9 2 48 .0 9 4 9. 60 4 9. 69 4 9. 60 4 9. 60 4 9. 60 K in ye re zi III – 6 00 M W co m bi ne d cy cle g as fi re d pl an t, to b e im pl em en te d as P PP pr oj ec t i n tw o ph as es (p ha se I 3 00 M W ) TA NE SC O to fa st tr ac k im pl em en ta tio n of w at er s up pl y pr oj ec t Tr ea su ry R eg ist ra r t o ap pr ov al J oi nt Ve nt ur e Ag re em en t TA NE SC O to e xp ed ite n eg ot ia tio ns of P PA w ith P ar tn er s 5 60 .0 0 2 32 .9 0 7 92 .9 0 1 58 .5 8 1 58 .5 8 1 58 .5 8 15 8. 58 15 8. 58 K in ye re zi IV – 3 30 M W co m bi ne d cy cle g as fi re d pl an t, to b e im pl em en te d as P PP pr oj ec t Ex pe di te P ro je ct Im pl em en ta tio n Ag re em en t. Tr ea su ry R eg ist ra r t o ap pr ov e Jo in t Ve nt ur e Ag re em en t a nd s ha re ho ld in g ag re em en t 2 30 .0 0 2 30 .0 0 4 6. 00 4 6. 00 4 6. 00 4 6. 00 4 6. 00 S in gi da G eo wi nd P ha se I – M W 50 w in d pl an t, Si ng id a Fa st tr ac k fe as ib ilit y st ud y to b e ap pr ov ed b y M in ist er fo r F in an ce an d Pl an ni ng . 3 02 .8 7 3 02 .8 7 6 0. 56 6 0. 56 6 0. 59 6 0. 59 6 0. 59 K ilw a En er gy P ha se 1 – 21 0 M W g as fi re d pl an t, So m an ga Fu ng u K ilw a G ov er nm en t g ua ra nt ee is n ee de d to a llo w so ur cin g of fu nd s fro m pr os pe ct ive b an ks i. e. D BS A C on clu de P ro je ct Im pl em en ta tio n Ag re em en t C on clu de G as S up pl y A gr ee m en t 4 84 .0 0 4 84 .0 0 1 21 .0 0 1 21 .0 0 1 21 .0 0 12 1. 00 12 1. 00 M al ag ar as i 4 4. 7M W hy dr op ow er p la nt – M al ag ar as i riv er K ig om a Pr ep ar at io n of te nd er d oc um en t pr oj ec t e xp ed itio n S ol ici tin g fu nd s 1 55 .0 0 1 55 .0 0 3 8. 75 3 8. 75 3 8. 75 3 8. 75 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 289 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 Ka ko no 8 7M W h yd ro po we r pl an t – K ag er a riv er Pr ep ar at io n of te nd er d oc um en t so lic itin g fu nd s st at rin g th e pr oj ec t S ol ici tin g fu nd s 3 82 .3 4 3 82 .3 4 1 27 .4 5 1 27 .4 5 12 7. 45 2 00 M W c oa l fi re d po we r p la nt – Ki wi ra M be ya ST AM IC O to u nd er ta ke th e fe as ib ilit y st ud y 5 .0 0 3 50 .0 0 3 55 .0 0 7 1. 00 7 1. 00 7 1. 00 7 1. 00 7 1. 00 N ga ka 4 00 M W co al fir ed p ow er pl an t – N ga ka R uv um a Un de rta ke fe as ib ilit y st ud y fo r 20 0M W ph as e I an d 22 0k V tra ns m iss io n fro m N ga ka to S on ge a N DC a nd T AN CO AL t o m ob iliz e fu nd s N eg ot ia tio n fo r P PA w ith T EN ES CO 7 00 .0 0 7 00 .0 0 2 00 .0 0 2 00 .0 0 2 00 .0 0 10 0. 00 M ch uc hu m a 60 0M W c oa l fi re d po we r p la nt – N jo m be F un d m ob iliz at io n 9 00 .0 0 9 00 .0 0 4 00 .0 0 4 00 .0 0 1 00 .0 0 N eg ot ia tio n fo r P PA w ith T EN ES CO C on st ru ct io n of R us um o 80 M W hy dr op ow er p la nt to b e eq ua lly sh ar ed b y Ta nz an ia , Bu ru nd i an d Rw an da . F in an cin g se cu re d fro m W or ld B an k fo r p ow er p la nt c on st ru ct io n 2 36 .0 0 2 36 .0 0 4 7. 20 4 7. 20 4 7. 20 4 7. 20 4 7. 20 Fi na nc in g se cu re d fro m Af DB fo r co ns tru ct io n of tra ns m iss io n lin e fro m Ru su m o to Ny ak an az i su bs ta tio n D ev el op m en t of G eo th er m al an d Ng oz i 2 00 M W G eo th er m al pl an t, Ng oz i M be ya G ov er nm en t to fi na nc e th e de ep we lls dr illi ng ph as e to es ta bl ish st ea m re se rv oi r p ro pe rti es 9 .2 0 19 5. 52 2 04 .7 2 4 0. 94 4 0. 94 4 0. 94 4 0. 94 4 0. 94 G ov er nm en t to fi na nc e th e de ep we lls dr illi ng ph as e to es ta bl ish st ea m re se rv oi r p ro pe rti es (U SD 2 1 m illi on ). NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 290 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 Ex pe di te P PP p ro ce ss t o ac qu ire pr iva te p ar tn er . TO TA L 1, 86 7. 54 3 ,1 99 .7 7 3 33 .6 1 5, 40 0. 92 1 ,4 40 .8 8 1 ,5 25 .1 7 1 ,0 61 .1 1 8 61 .1 1 6 33 .6 6 En er gy d is tri bu tio n st ra te gi c ch oi ce s R ur al e le ct rifi ca tio n pr oj ec ts un de r R EA (c om pl et io n of T ur nk ey P ha se II an d co m m en ce m en t o f I II) R in g fe nc in g pe tro le um le vy 9 50 .4 0 9 50 .4 0 2 37 .6 0 2 37 .6 0 2 37 .6 0 23 7. 60 Ri ng fe nc in g pe tro le um le vy D ar – Ta ng a A ru sh a 40 0k V, km 6 82 In cr ea se e le ct ric ity c ha rg e/ le vy fr om 3% to 5 % a s re qu ire d by la w 8 43 .3 1 8 43 .3 1 4 35 .6 6 4 35 .6 6 Ex pe di te fi na nc ia l n eg ot ia tio ns w ith Ex im B an k of c hi na . Ex pe di te p ay m en t o f c om pe ns at io n fo r P ro je ct A ffe ct ed P eo pl es in o rd er to a cq ui re w ay le av e S in gi da – A ru sh a Na m an ga 40 0k V, k m 4 14 Ex pe di te p ro cu re m en t o f c on su lta nt 2 90 .4 0 2 90 .4 0 6 7. 60 6 7. 60 6 7. 60 6 7. 60 8 7. 60 S om an ga fu ng u Ki ny er ez i 40 0k V, k m 2 03 va lu at io n an d co m pe ns at io n sh ou ld be fa st tr ac ke d 1 82 .0 0 1 82 .0 0 1 82 .0 0 Fa st tr ac k fin an cin g ne go tia tio n wi th Ta nz an ia In ve st m en t B an k (T IB ) M ak am ba ko – S on ge a 22 0k V, km 2 50 U pg ra de fe as ib ilit y st ud y fro m 22 0k V to 4 00 kV 42 .0 0 42 .0 0 4 2. 00 N or th W es t G rid 4 00 Kv –M be ya – S um ba wa ng a – Ny ak an az i – K ig om a, k m 1 ,1 48 Ex pe di te ti m el y re le as e of fu nd s. 5 05 .9 6 5 05 .9 6 1 21 .9 6 1 21 .0 0 1 21 .0 0 12 1. 00 12 1. 00 Up gr ad e fe as ib ilit y st ud y fro m 22 0k V to 4 00 kV NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 291 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 C ha lin ze Do do m a 40 0k V, km 3 50 Ex pe di te p ro je ct fi na nc ia l ne go tia tio ns . E xp ed ite fi na nc ia l n eg ot ia tio ns . P ay m en t o f c om pe ns at io n 1 48 .9 9 1 48 .9 9 1 19 .1 9 2 9. 80 B ul ya nh ul u – G ei ta – Ny ak an az i 2 20 kV , k m 1 99 Ex pe di te c om pe ns at io n of p ro je ct af fe ct ed p eo pl e. 2 46 .9 8 2 46 .9 8 4 9. 38 4 9. 38 4 9. 38 4 9. 38 4 9. 38 C on st ru ct io n of d om es tic g as su pp ly In fra st ru ct ur e in D ar e s sa la am . E xp ed ite fi na nc ia l n eg ot ia tio ns . 4 24 .9 3 4 24 .9 3 1 06 .2 3 1 06 .2 3 10 6. 23 10 6. 23 C on st ru ct io n of d om es tic g as su pp ly In fra st ru ct ur e in M tw ar a E xp ed ite fi na nc ia l n eg ot ia tio ns . 34 .1 4 34 .1 4 8. 54 8. 54 8 .5 4 8. 54 C on st ru ct io n of d om es tic ga s su pp ly In fra st ru ct ur e in Ba ga m oy o E xp ed ite fi na nc ia l n eg ot ia tio ns . 2 .4 0 2 .4 0 0. 40 0. 40 1 .6 0 C on st ru ct io n of d om es tic g as su pp ly In fra st ru ct ur e in L in di E xp ed ite fi na nc ia l n eg ot ia tio ns . 6 .2 4 6 .2 4 3. 20 0. 80 0. 40 1 .9 2 T O TA L 3, 67 7. 74 3, 67 7. 75 1 ,0 76 .5 9 1 ,0 57 .0 0 7 73 .1 5 5 93 .8 7 3 72 .7 5 IC T an d e G ov er nm en t i nt er ve nt io ns E st ab lis hm en t o f I CT eq ui pm en t,m an uf ac tu rin g, E – wa st e re cy cli ng a nd S of tw ar e de ve lo pm en t C en te rs S ec to r i s re qu ire d to d ev el op a so lid p ro je ct p ro po sa l f or th e sa id in te rv en tio ns . IC T Pa rk , E PZ A – Ba ga m ao yo L an d co m pe ns at io n (a lre ad y pa id ) 3 .5 1 3 .5 1 1. 00 0. 63 0. 63 0 .6 3 0. 63 L an d co m pe ns at io n (a lre ad y pa id ) La nd s ur ve y an d to po gr ap hi ca l s ur ve y an d ge ot ec hn ica l in ve st ig at io n (7 5% pa id ) Pr ep ar at io n of m as te r p la n Pr ep ar at io n of d et ai le d en gi ne er in g dr aw in gs a nd B O Q fo r b as ic in fra st ru ct ur e NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21Page 292 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 Th e Na tio na l I CT B ro ad ba nd Ba ck bo ne (P ha se II I – S ub – ph as e II) , D od om a Co ns tru ct io n of b as ic in fra st ru ct ur e th ro ug h PP P 3 88 .7 0 4 06 .0 3 7 94 .7 3 1 58 .9 5 1 58 .9 5 1 58 .9 5 15 8. 95 15 8. 95 B ac kb on e Ne tw or k Ex pa ns io n R eg io na l T ra ns m iss io n Ne tw or k Po st al C om m un ica tio ns : Na tio na l A dd re ss in g Sy st em in 92 d ist ric ts ID C in D od om a 57 .8 8 57 .8 8 1 4. 40 1 4. 40 1 4. 40 1 4. 40 11 .5 D ev ep lo ym en t o f W ire le ss Se ns or N et wo rk s fo r I nd us tri al En vir on m en ta l M on ito rin g Is su in g Na tio na l a dd re ss c od es 1 .5 0 1 .5 0 0. 70 0. 80 Es ta bl ish in no va te in du st ria l en vir on m en ta l p ol lu ta nt g as es (C O , O 2, CO 2, CO , S O 2, H 2 S, N O , N O 2, HC a nd P M 10 (L ea d) ) m on ito rin g ba se o n se ns or te ch no lo gy Aw ar en es s cr ea tio n in th e us e se ns or te ch no lo gy to m on ito r in du st ria l p ro ce ss or s A dv an ce d Cy be r S ec ur ity Tr ai ni ng S er vic es (T IR DO ) Tr an sf er o f s en so r i nd us tri al p ro ce ss m on ito rin g te ch no lo gy to S M M ES 0 .5 0 0 .5 0 0. 20 0. 30 O pe n G ov er nm en t a nd O pe n Da ta Tr ai ni ng o n cy be r s ec ur ity is su es to ra ise a wa re ne ss 0 .5 0 2. 00 2 .5 0 0. 50 1. 00 1. 00 De ve lo pm en t o f S ta nd ar ds a nd gu id el in es fo r d at a qu al ity e G ov er nm en t – G ov er na nc e an d In st itu tio n Fr am ew or k Es ta bl ish m en t o f c om m on In fra st ru ct ur e an d Ap pl ica tio ns fo r O pe n G ov er nm en t a nd O pe n Da ta 5 .0 0 5 .0 0 1. 00 3. 00 1. 00 NATIONAL FIVE YEAR DEVELOPMENT PLAN 2016/17 – 2020/21 Page 293 Lo ca tio n/ Ty pe In te rv en tio n Re qu ire d C os t I m pl ic at io n (T sh s. Bi ll) A nn ua lly B ud ge t ( Ts hs . B ill io n) G ov t. P riv at e D Ps T ot al 20 21 6/ 17 20 17 /1 8 20 18 /1 9 2 01 9/ 20 2 02 0/ 21 e G ov er nm en t I nf ra st ru ct ur e St re ng th en In st itu tio n re sp on sib le fo r o ve rs ee a nd c oo rd in at in g e G ov er nm en t i m pl em en ta tio n 5 .0 0 6. 00 11 .0 0 4. 00 3. 00 2 .0 0 2. 00 e G ov er nm en t R es ea rc h an d De ve lo pm en t Al l p ub lic In st itu tio ns c on ne ct ed to se cu re G ov er nm en t w id e ne tw or k 6 .0 0 20 .0 0 26 .0 0 1 0. 00 1 6. 00 e G ov er nm en t I nf or m at io n Se cu rit y Es ta bl ish m en t o f e G ov er nm en t Re se ar ch , I nn ov at io n an d De ve lo pm en t C en tre 5 .0 0 5 .0 0 2. 00 1. 00 1. 00 1 .0 0 e G ov er nm en t – D el ive ry Ch an ne ls Es ta bl ish m en t o f w el l e qu ip m en t G ov er nm en t C yb er S ec ur ity C en tre 3 .0 0 2 2. 00 25 .0 0 8. 00 7. 00 1 0. 00 Es ta bl ish m en t o f G ov er nm en t M ob ile S er vic es D el ive ry P la tfo rm e G ov er nm en t – A pp lic at io n Pl at fo rm s E st ab lis hm en t o f e S er vic e Ki os ks 1 .0 0 5. 00 6 .0 0 4. 00 2. 00 Es ta bl ish m en t o f G ov er nm en t D at a Ex ch an ge P la tfo rm 47 7. 59 4 33 .0 3 28 .0 0 93 8. 62 1 88 .0 5 2 11 .9 8 1 89 .7 8 1 86 .9 8 1 61 .5 8 IC T an d e G ov er nm en t s ub se ct or T O TA L 2 4, 45 7. 13 1 2, 50 3. 61 3 61 .6 1 3 7, 32 2. 36 7 ,5 38 .8 1 9 ,1 23 .0 8 7 ,7 05 .5 9 5 ,7 69 .9 1 3 ,3 02 .0 1