Wildlife Policy Implementation Strategy 2023-2033

UNITED REPUBLIC OF TANZANIA MINISTRY OF NATURAL RESOURCES AND TOURISM THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 DECEMBER, 2023 THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE i THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 DECEMBER, 2023 UNITED REPUBLIC OF TANZANIA MINISTRY OF NATURAL RESOURCES AND TOURISM THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE iii PREFACE The Wildlife Policy of 2007 serves as a guide for developing legal frameworks that manage Tanzania’s wildlife sector. These legal structures encompass the Wildlife Conservation Act Cap. 283, as well as associated regulations, strategies, guidelines, and action plans. Notably, the initial Wildlife Policy (1998) lacked an implementation strategy. However, the subsequent and reigning Wildlife Policy of 2007 has also been in effect for 16 years without a dedicated implementation strategy. As a result, for a quarter of a century, the execution of this sectoral policy has proceeded without the guidance of a clear implementation strategy. Towards the end of 2022, the Ministry of Natural Resources and Tourism (MNRT) conducted an assessment to establish the implementation status of the Wildlife Policy (2007). The assessment was meant to ascertain whether the Wildlife Policy 2007 is still effective, efficient, and relevant to address the challenges facing the Wildlife sector. The assessment report and its recommendations concluded that the Wildlife Policy 2007 is still valid but lacks a Wildlife Policy Implementation Strategy (WPIS) to effectively implement sustainable conservation of wildlife, wetlands resources and biodiversity. Therefore, this implementation strategy has been prepared following the recommendations from the assessment report on the implementation of the current Wildlife Policy (2007). The WPIS establishes a national framework that promotes harmonized and coordinated management of wildlife and wetlands, ensuring sustainable biodiversity conservation for current and future generations. In drafting the WPIS, considerations were given to the broader macro-economic and social policy developments, incorporating perspectives from a spectrum of related sectors, including Land, Tourism, Environment, Forest and Beekeeping, Minerals, Agriculture, Livestock, Cultural Heritage, Human Settlements and Water. Furthermore, the WPIS’s formulation entailed extensive consultations across local and national strata, engaging diverse stakeholders from pertinent sectors and institutions. These consultations encompassed Ministries, Departments, and Agencies (MDAs) that play pivotal roles in biodiversity and environmental conservation. Moreover, Non-Governmental Organizations, Civil Organizations, Research and Academic Institutions, and key individuals well-versed in wildlife conservation and policy matters were actively involved in these dialogues. It is important to understand that the successful implementation of the WPIS, 2023 -2033 will depend on the active participation of the local and international stakeholders. Therefore, the MNRT calls upon all stakeholders and development partners to provide the necessary support and cooperation to ensure the achievement of this Strategy’s goals, objectives and targets. Statement of Endorsement I hereby endorse this Wildlife Policy Implementation Strategy and call up on all stakeholders to support its implementation. Angellah J. Kairuki (MP) MINISTER FOR NATURAL RESOURCES AND TOURISM iv PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 ACKNOWLEDGEMENTS The development of the Wildlife Policy Implementation Strategy (WPIS) was made possible through the financial support from the USAID/Tanzania Mission, U.S. Agency for International Development under its Tuhifadhi Maliasili Project. They commissioned the Wildlife Conservation Initiative (WCI) to draft the preliminary document, which garnered feedback from a spectrum of conservation stakeholders and subject-matter experts. This strategy underwent reviews and enhancement by the Wildlife Division Officials and the management of the Ministry of Natural Resources and Tourism, leading to their endorsement of the WPIS. The wildlife Division also wishes to acknowledge the Frankfurt Zoological Society (FZS) for funding some important stages in the development of this strategy. Our recognition also extends to the invaluable technical contributions made by consulted stakeholders, including but not limited to representatives from VPO - (Environment Division), NEMC, NCAA, TANAPA, TAWA, TAWIRI, CAWM, CBCTC, OBC, SUA, UDOM, UDSM, FZS, AWF, WWF, TNC, TATO and WCS. Our heartfelt appreciations are also directed to the myriad of conservation stakeholders hailing from various Ministries, Departments, and Agencies (MDAs), Local Government Authorities (LGAs), research and academic institutions, the private sector, and Non-Governmental Organizations (NGOs). Their collaborative efforts culminated in the final proof reading of the WPIS by a team of experts held in Arusha from 30th November to 2nd December, 2023. Finally, our gratitude would be incomplete without acknowledging the Wildlife Division team meticulous editing of the document and pivotal role in coordinating the finalization of the WPIS. ................................................... Dr. Hassan Abbasi PERMANENT SECRETARY MINISTRY OF NATURAL RESOURCES AND TOURISM THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE v TABLE OF CONTENTS PREFACE .................................................................................................................... iii ACKNOWLEDGEMENTS ........................................................................................ iv LIST OF TABLES ...................................................................................................... viii ABBREVIATIONS AND ACRONYMS ..................................................................... ix DEFINITIONS OF KEY TERMINOLOGIES ............................................................xi CHAPTER ONE ........................................................................1 1.0. INTRODUCTION ............................................................................................1 1.1. Background Information ..................................................................................1 1.2. Rationale for the Implementation Strategy ..................................................2 1.3. Issues for Implementation in the WPIS .........................................................4 1.4 Roles and Responsibilities of Stakeholders ....................................................5 1.4.1. Role of the Government ............................................................................5 1.4.2. Role of MNRT ............................................................................................5 1.4.3. Role of the Private Sector .........................................................................6 1.4.4. Role of Development Partners .................................................................6 1.4.5. Role of NGOs .............................................................................................6 1.4.6. Role of the Public ......................................................................................6 1.5. Expected Results ..............................................................................................6 CHAPTER TWO .......................................................................8 2.0. SITUATION ANALYSIS .................................................................................8 2.1. Overview ...........................................................................................................8 2.2. Management of Protected Areas ...................................................................8 2.2.1. Outreach Programme ...............................................................................9 2.2.2. Wildlife Management Areas ....................................................................10 2.3. Wildlife Habitats’ shrinkage and Biodiversity Loss .....................................11 2.4. Human-Wildlife Conflicts ..............................................................................13 2.5. Wildlife corridors ............................................................................................14 2.6. Public-Private Partnership .............................................................................14 2.7. Institutional Capacity .....................................................................................15 2.8. Emerging issues ..............................................................................................16 2.9. Cross-Cutting Issues ......................................................................................17 2.10. SWOC Analysis ...............................................................................................19 2.10.1. Strength ....................................................................................................19 2.10.2. Weakness ..................................................................................................19 2.10.3. Opportunities ...........................................................................................20 2.10.4. Challenges ................................................................................................20 vi PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 CHAPTER THREE ..................................................................22 3.0. VISION, MISSION AND OBJECTIVES ........................................................22 3.1. Overview .........................................................................................................22 3.2. Vision and Mission ..........................................................................................22 3.2.1. Vision .........................................................................................................22 3.2.2. Mission .....................................................................................................22 3.3. Policy Thematic Areas ....................................................................................22 CHAPTER FOUR ....................................................................23 4.0. THE STRATEGY ............................................................................................23 4.1. Objective 1: Protection and Conservation of Wildlife and Wetlands ........23 4.2. Objective 2: Sustainable Utilization of Wildlife and Wetlands Resources ...24 4.3. Objective 3: Management and Development of Wildlife and Wetlands Resources .........................................................................................................25 4.4. Objective 4: Strengthen Resource Monitoring and Research ....................26 4.5. Objective 5: Enhance Communication, Education and Public Awareness ..27 4.6. Objective 6: Coordinate Implementation of the Policy ..............................27 4.7. Objective 7: Foster Regional and International Co-Operation ..................28 4.8. Emerging Issues ..............................................................................................28 4.9. Cross-Cutting Issues .......................................................................................29 4.9.1. Natural Resources Governance ..............................................................29 4.9.2. Climate change ........................................................................................30 4.9.3. Gender ......................................................................................................30 4.9.4. Multi-sectoral coordination ....................................................................31 4.9.5. HIV/AIDS and Non-Communicable Diseases (NDCs) ...........................31 CHAPTER FIVE ......................................................................32 5.0. LOG FRAME FOR WILDLIFE POLICY IMPLEMENTATION STRATEGY .....................................................................................................32 5.1. Overview .........................................................................................................32 CHAPTER SIX ........................................................................48 6.0. MONITORING, EVALUATION AND REPORTING ..................................48 6.1. Introduction, Rationale and Structure ..........................................................48 6.1.1. Beneficiaries of the Strategy ...................................................................48 6.2. Monitoring and Evaluation Objectives and Guiding Principles ..................48 6.2.1. Overall and Specific Objectives ..............................................................48 6.2.2. Guiding Principles ....................................................................................49 THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE vii 6.3. Scope of Monitoring and Evaluation Framework ........................................49 6.4. Performance Indicators..................................................................................49 6.4.1. Monitoring Plan .......................................................................................55 6.5. Data Collection and Analysis .........................................................................55 6.6. Monitoring and Evaluation Reports ..............................................................55 6.6.1. Types of M&E reports..............................................................................56 6.6.2. Performance reporting plan ...................................................................56 6.6.3. Reporting Flows .......................................................................................56 6.6.4. Feedback Mechanism ..............................................................................57 6.7. Use of Monitoring and Evaluation Information ...........................................57 6.8. Action Plan ......................................................................................................58 6.9. Conclusion ......................................................................................................58 viii PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 LIST OF TABLES Table 1: Log frame matrix for the Wildlife Policy Implementation Strategy ...........................33 Table 2: Performance Indicators for Monitoring and Evaluation ...............................................50 Table 3: Reporting Schedule ..............................................................................................................56 Table 4: Planned meetings ..................................................................................................................57 THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE ix ABBREVIATIONS AND ACRONYMS AEWA - Agreement on the Conservation of African-Eurasian Migratory Waterbirds AIDS - Acquired Immuno-Defficiency Syndrome AWF - African Wildlife Foundation CBC - Community-Based Conservation CBD - Convention on Biological Diversity CBCTC - Community-Based Conservation Training Centre CAWM - College of African Wildlife Management, Mweka-Moshi, Tanzania CITES - Convention on International Trade in Endangered Species of Wild Flora and Fauna CMS - Convention on the Conservation of Migratory Species DPSIR-Drivers - Pressure-State-Impact-Response EIA - Environmental Impact Assessment EMA - Environmental Management Act FZS - Frankfurt Zoological Society GCAs - Game Controlled Areas GEF - Global Environmental Facility GIZ - German Agency for International Cooperation GMOs - Genetically Modified Organisms GMP - General Management Plan GRs - Game Reserves HIV - Human Immuno-deficiency Virus HWC - Human-Wildlife Conflicts IUCN - International Union for Conservation of Nature JGI - Jane Goodall Institute KfW - Kreditanstalt fur Wiederaufbau Lusaka Agreement - Cooperative Enforcement Operations Directed at Illegal Trade in Wild Fauna and Flora MDAs - Ministries, Departments and Agencies MIKE - Monitoring of Illegal Killing of Elephants MNRT - Ministry of Natural Resources and Tourism NBSAP - National Biodiversity Strategy and Action Plan NCA - Ngorongoro Conservation Area NCAA - Ngorongoro Conservation Area Authority NCDs - Non-Communicable Diseases NEMC - National Environmental Management Council NGOs - Non-Governmental Organizations NM-AIST - Nelson Mandela African Institution of Science and Technology NPs - National Parks x PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 OBC - Otterlo Business Corporation Pas - Protected Areas PAMS - Protected Area Management Systems PPP - Private-Public Partnership PWTI - Pasiansi Wildlife Training Institute RTI - Research Triangle Institute International SDGs - United Nations Sustainable Development Goals STEP - Southern Tanzania Elephants Programme SUA - Sokoine University of Agriculture SWOC - Strength, Weakness, Opportunities and Challenges TANAPA - Tanzania National Parks TAWA - Tanzania Wildlife Management Authority TAWIRI - Tanzania Wildlife Research Institute TCG - Tasking and Coordination Groups TNC - The Nature Conservancy TRAFFIC - Trade Records Analysis of Flora and Fauna in Commerce TNRF - Tanzania Natural Resources Forum UDOM - University of Dodoma UDSM - University of Dar es Salaam UNDP - United Nations Development Programme UNEP - United Nations Environmental Programme URT - United Republic of Tanzania USAID - United States Agency for International Development VGS - Village Game Scout VPO - Vice President’s Office WB - World Bank WCS - Wildlife Conservation Society WD - Wildlife Division WMAs - Wildlife Management Areas WPIS - Wildlife Policy Implementation Strategy WPT - Wildlife Policy of Tanzania WWF - World Wildlife Fund THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE xi DEFINITIONS OF KEY TERMINOLOGIES S/N Terminologies Definitions 1 Alien species Are exotic species or subspecies introduced intentionally or accidentally to an area outside its natural distribution range. Generally, alien species do not pose a significant risk and many are even beneficial. However, some alien species are capable of becoming invasive causing significant harm to the environment by altering the biodiversity in terms of abundance, distribution and decline in native species diversity. 2 Authorized Association Is a community-based organization whose primary objective is to conserve wildlife resources for the benefit of local community members ordinarily residing in that area and given the mandate by the Director of Wildlife to do so on village land. 3 Biodiversity Is the variability among living organisms and the ecological complexes of which they are part. This includes diversity within species, between species and of ecosystems. 4 Climate change Refers to both global warming attributed directly or indirectly to human activity that results in large scale shifts in weather patterns or alters the composition of the global atmosphere in addition to natural climate variability observed over comparable time periods. 5 Community- based conservation Is a people-centred approach to natural resources conservation that recognizes local communities as key stakeholders in natural resources conservation and promotes their involvement in decision-making and implementation. 6 Development partners Are states, organizations or institutions that are committed to leverage financial and /or material resources or build human capacity in an endeavor to achieve sustainable development goals of a recipient country or if is in conservation is achieve a sustainable natural resources conservation. 7 Dispersal areas Are areas adjacent to Protected Areas used by wildlife as refuge areas for search of food or ecological processes such as reproduction. 8 Ecosystem Is a community of living organisms both flora and fauna in conjunction with the non-living components of their environment (things like air, water and mineral soil), interacting as a system. xii PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 9 Game Controlled Area Is a protected area category, where photographic tourism, game viewing, consumptive use including resident and tourist hunting (licensed), and research are permitted. Human settlements and farming are prohibited but under certain circumstances permission can be provided by the Director of Wildlife to allow livestock to graze during severe drought. 10 Game Reserves Is a protected area category where photographic tourism, tourist hunting (licensed), game viewing and research are permitted. Livestock grazing, human settlements, and cultivation are prohibited 11 General Management Plan Is a tool to guide management and development programmes of a particular protected area and wetlands. 12 Habitat degradation Is any process that reduces the density of flora or fauna in an ecosystem, especially by removal of herbaceous vegetation and trees, which results in decreased abundance, diversity and distribution of dependent fauna species and interactions between these components, and more generally to its functioning. 13 Human-Wildlife Conflicts Are negative interactions between human and wildlife often caused by dangerous animals leading to loss of property, crop damage, livestock depredation, impaired livelihoods, human injury and loss of life. As a result, retaliatory killing exacerbates the problem and eventually may drive these species to local extinction. 14 Invasive species Are animals or plants either exotic or native to a country or region but because of anthropogenic disturbances its abundance exceeds the normal ecological proportion in relation to other species in a particular habitat or ecosystem. The excessive suppression can permanently alter habitats if not intervened leading to biodiversity decline and local extinction of other species. This can have a far reaching negative economic impacts and fundamental disruptions of ecosystems. 15 Local Government Authority Includes a District Council, City Council, Municipal Council, Town Council, and Village Council, as ascribed to it by the Local Government (District Authorities) Act of 1982 as well as by the Local Government (Urban Authorities) Act of 1982. 16 Local community Is a group of interacting people with common culture, traditions and beliefs and sharing a common environment. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE xiii 17 Management Authorities Semi-autonomous government agencies owned by the government and established for the specific purpose of managing different categories of protected areas or piece of land or wetlands. The staff are government employees, but with specific terms and conditions defined for employment by the agency. 18 Migratory route Is a narrow geographic pathway along which migratory species transit seasonally from one habitat or ecosystem to another and back in search of forage or breeding sites. 19 National Parks Is the highest wildlife conservation category where photographic tourism, game viewing, walking safaris and research are permitted. Consumptive use including hunting and cultivation are strictly prohibited. 20 Natural resources Are biological resources which include forest, aquatic fauna and flora, other arthropods including bees, and wildlife 21 Ngorongoro Conservation Area Is a Multiple Land Use Area established to balance the three components of the model including conservation of natural and cultural resources, tourism development and accommodating resident pastoralists (Maasai & Datoga), and hunter gatherers (Hadzabe). 22 Non- Governmental Organization Is a voluntary civil society or group or institution with a social mission, which operates independently from the government and typically non-profit making entity. However, its activities are regulated by the government in the sense that it is official registered and is obliged to submit annual performance and audited financial reports. 23 Protected Areas According to CBD, protected area is a geographical defined area which is designated or regulated and managed to achieve specific conservation objectives. These a reserved land strictly for wildlife conservation under different conservation categories depending on the intended use and conservation status and are advertised in the Government Notice (GN), have physical boundaries and guarded by wildlife experts including wardens and game rangers, and also are protected by law. In Tanzania it can be a National Park, Game Reserve or Game Controlled Area in these Protected Areas routine human activities are prohibited. xiv PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 24 Stakeholder Is any person or group of persons organized or unorganized, who share a common interest or stake in a particular issue or system regarding conservation of natural resources. 25 Wetlands Are areas of marsh, fern, peat land or water, whether natural or artificial, permanent or temporary, with water that is static or flowing, fresh, brackish or salt, including areas of marine water and the depth of which at low tide does not exceed six meters. 26 Wildlife corridors Are connections across landscapes that link two or more natural habitats or Protected Areas. They support natural processes that occur in health ecosystems including the movement of species in search of resources such as food, water and breeding sites. These corridors are also important habitats used to enhance wildlife gene flow among populations and help to reduce human-wildlife conflicts. 27 Wildlife Management Area An area normally adjacent to protected area and rich in wildlife set aside by one or several village councils for the purpose of conservation of wildlife and other biological natural resources under the Wildlife Conservation Act. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 1 CHAPTER ONE 1.0. INTRODUCTION 1.1. Background Information The Wildlife Policy 2007 recognizes that wildlife is a natural resource of great biological, social and economic value. The policy promotes the conservation of biological diversity and its habitats inside and outside the core protected areas (PAs); engages in participatory and inclusive management and benefit sharing; promotes sustainable use of biodiversity; enhances capacity building; strengthens institutional collaboration; provides a platform for engagement with Non-Governmental Organizations (NGOs)/ Civil Service Organizations (CSOs), and the private sector; and enhances revenue generation. Similarly, the Policy advocates for the establishment of Wildlife Management Areas (WMAs) as a strategy for giving local communities control over wildlife resources on their lands and enabling them to benefit directly from these resources (Ferraro et al., 2011; Wali et al., 2017). Apart from economic benefits, the protected areas’ network provides subtle benefits as ecosystem goods and services, which include precipitation, water catchment areas which are sources of streams and river flows, carbon dioxide sequestration, concealment of dangerous pathogens in host species, and nutrient cycling in the soils. Despite huge socio-economic and ecological benefits accrued by the country and communities in general, the conservation of natural resources is faced with an array of major challenges. So far, it is estimated that Tanzania has lost at least one-third of its important ecosystems and biodiversity hosted within forests and wooded areas over the past few decades due to agriculture expansion and urban growth (NBSAP, 2015). In addition, biodiversity is threatened by a number of issues including overexploitation; livestock incursion; illegal wildlife trade; deforestation; pollution; invasive species; climate change; genetic erosion; poverty; the need for economic growth; political and social instability in some neighbouring countries; culture and beliefs; inadequate awareness and knowledge; conflicting policies, inadequate of both the law enforcement and implementation of community- based livelihood initiatives. Consequently, this has resulted into land degradation, declining water quality and quantity; loss of wildlife habitats and fragmentation; biodiversity loss; deterioration of wetlands; escalation of human-wildlife conflicts and decimal community socio-economic performance (Chapin, 2004; Kyando et al., 2017). Tanzania has become among 15 nations globally registering the highest number of threatened species (NBSAP, 2015; Henson et al., 2016). This challenge is exacerbated by increasing human population pressure and incidences of poverty, rapid socio-economic 2 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 development leading to the loss of habitat and decline of wildlife populations and species such as rhinos, elephants and other endemic species. All these factors and challenges threaten ecosystems and biodiversity and the livelihoods of the people, the national economy, and security, hence undermining sustainable development. Therefore, there is an urgent need for a Wildlife Policy Implementation Strategy (WPIS) to address the implementation of these challenges. This strategic framework guides the implementation of the Wildlife Policy of 2007 and ultimately, the Wildlife Conservation Act CAP. 283 to ensure optimal impacts (RTI, 2023). To a great extent, the lack of WPIS has hindered registering more positive results in protecting and conserving the habitats and wildlife therein and livelihood prosperity due to differing priorities in allocating meagre resources. It has also rendered inadequate effective coordination among sectors; low public awareness and knowledge on the importance of wildlife conservation; inadequate enforcement and compliance of various legislation related to environment and wildlife management; limited institutional capacity in terms of human, financial, and technology; and inadequate data and information on conservation issues. Development of the WPIS is particularly important now given the exponential increases in human population and changes in land uses, including expansion of unplanned human settlements, horizontal urbanization, extensive grazing and agricultural expansion that are edging out wildlife in the PAs, critical wildlife dispersal areas, and migratory corridors. In addition, Human-Wildlife Conflicts (HWCs), climate change, wildlife diseases, invasive plant species, poaching, and illegal wildlife trade all remain substantial threats to wildlife conservation. In light of the policy gaps identified and cognizant of the global, regional, and national developments, the MNRT found it prudent to develop the WPIS with a view of providing comprehensive strategic objectives, targets, indicators, responsible persons or institutions, financing and timeframe, which will help to address both prevailing and emerging conservation challenges. 1.2. Rationale for the Implementation Strategy To ensure effectiveness of implementation of the National Wildlife Policy (2007), taking into account new developments impacting on natural resources conservation, the WPIS is important. The WPIS intends to amass efforts to conserve and protect natural ecosystems, biodiversity, and endangered species by striking a balance between human activities and sustainable wildlife conservation efforts and mitigating negative environmental impacts. Therefore, the WPIS provides an overarching framework that prioritizes, coordinates, and inspires community and other stakeholders to participate in the transformation of the wildlife sector in Tanzania. It also provides a framework for monitoring and evaluation of the existing Policy, legal instruments, programmes/projects and plans in the development of the wildlife sub-sector including preservation of wildlife THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 3 corridors. Effective achievement of the objectives of the National Wildlife Policy (NWP 2007) requires an elaborate Implementation Strategy. This Strategy provides clarity, focus and coordination mechanisms for different players in the implementation process. The WPIS embraces the Global Biodiversity Framework (GBF 2022- 2030) with all 23 action-oriented targets including preserving 30% of terrestrial, inland waters and marine and coastal ecosystems. This target is in line with the Convention on Biological Biodiversity (CBD), its post-2020 goals, the Convention on the Conservation of Migratory Species of Wild Animals (CMS) and Other Effective Area-based Conservation Measures (OECMs) which also puts people and their need for food, and other ecosystem services at the center of biological conservation. Having surpassed the global target under the CBD of preserving 30% of its terrestrial ecosystems by 2030, Tanzania strives to provide a path to rebuild a mutually beneficial relationship between nature and people. The WPIS is also geared to address species conservation under the CITES, a multilateral treaty to protect endangered plants and animals from the threats of international trade. According to CITES, some wild animals that inhabit many of our PAs belong to the endangered and threatened species categories. The WPIS has taken on board the Agreement on the Conservation of African-Eurasian Migratory Waterbirds (AEWA), which is dedicated to the conservation of migratory waterbirds and their habitats across the entire migratory range. The Strategy has taken cognizant of the Treaty establishing the EAC with the broad goal of enhancing cooperation in all areas of mutual benefit of the Partner States and the established objectives (https://www.eac. int>tourism>wildlife-conservation-and-management). The EAC Strategy to Combat Poaching, Illegal Wildlife Trade and Trafficking of Wildlife, and Wildlife Resources which was developed through a consultative process and adopted in 2017 is also inline with the WPIS. The Strategy revolves around six strategic objectives, namely, (i) strengthening policy and legal frameworks; (ii) enhancing law enforcement capacities; (iii) strengthening international and regional collaboration; (iv) promoting education and public awareness about wildlife crimes; (v) promoting research development; and (vi) increasing the capacity of local communities to pursue sustainable livelihoods through wildlife-tourism ventures. The Wildlife Policy is in compliance with the Constitution of the United Republic of Tanzania (URT) Article 8 (1), 9(i), and 27 (1) and (2) and other national policies including the Environment, Lands, Forest, Beekeeping, Tourism, Cultural heritage, Agriculture, Livestock, Human Settlements, Water and Construction with their respective Acts. These legal frameworks converge in four aspects, i) conservation of wildlife habitats and biodiversity, ii) inclusiveness of stakeholders in the management of the natural resources, iii) promotion of sustainable use of natural resources, and 4 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 iv) support livelihoods of communities living adjacent to protected areas. Additionally, the Policy frameworks recognize the importance of wildlife habitats and advocate for conservation and management of biodiversity and cultural resources while embracing sustainable use of the same. The Strategy is aligned with Tanzania Development Vision 2025, the National Five- Year Development Plan (FYDP III) for 2021-2026; the National Strategy for Growth and Reduction of Poverty (NSGRP-MKUKUTA); the Policies Relevant to Biodiversity Conservation; the State of the Environment Report (URT, 2019); the National Environmental Policy Implementation Strategy (2021/22-2031/32); the National Forest Policy Implementation Strategy (2021/22-2031/32); the National Beekeeping Policy Implementation Strategy (2021/22-2031/32); the National Human-Wildlife Conflict Mitigation Strategy (2020 - 2024); and the Tanzania Wildlife Corridors Assessment, Prioritization, and Action Plan (TWCAPAP 2022 - 2026). More specifically, it considers the Government’s commitment to achieving economic transformation and human development through industrialization, technological advancements, and regional and international cooperation. 1.3. Issues for Implementation in the WPIS The WPIS guides all interventions that intend to address 28 issues, which have been formulated from seven Policy objectives, four emerging issues and five cross-cutting issues proposed in the assessment report for implementing the Wildlife Policy of Tanzania (2007). The Policy issues identified in this strategy are maintenance of viable conservation areas of all important habitats and viable populations of all species; Illegal taking of wildlife resources; Loss of wildlife habitat and wetlands degradation; Wildlife and wetlands economic potentials not sufficiently explored and tapped, and wetlands services not quantified, therefore prone to misuse; Wildlife and wetlands have cultural values. Cultural and traditional practices have facilitated sustainable management, utilization, and conservation of the resources; Equitable sharing of benefits arising from wildlife and wetlands utilization; Management of wildlife and wetlands resources to sustain perpetuity; Development of human resources; provision of a good working environment, and basic social services to staff working in wildlife protected areas; Gender equity in wildlife and wetlands conservation, management and development; Problem Animal Control (PAC); Use of research results by decision makers and managers in development of wildlife and wetlands resources; Provision of technical assistance to resource users; Changing people’s attitude and actions for conservation and wise use of wildlife and wetlands; Wildlife and wetlands resources management responsibilities; Coordination of wildlife and wetlands management responsibilities, Wildlife and Wetlands conservation on Village Land and private land; Conservation of shared resources, international trade and international obligations; mitigation and THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 5 management of Natural catastrophie and the Rapid spread of invasive species in protected areas. The five cross-cutting issues are natural resources governance, gender, climate change, multi-sectoral coordination, and HIV/AIDS and Non-Communicable Diseases (NCDs). 1.4 Roles and Responsibilities of Stakeholders 1.4.1. Role of the Government The lead Ministries apart from MNRT, are, the Vice President’s Office (Environment), President’s Office – Regional Administration and Local Governments (PO-RALG), Ministry of Finance and Planning (MoFP), Ministry of Lands and Settlements Development (MLSD) and Ministry of Livestock and Fisheries (MoLF). Also, there are other sectoral ministries and authorities that have a stake in the management of natural resources. The Government through the Vice-President’s Office (VPO) Department of Environment is responsible for environmental issues, the Prime Minister’s Office (PMO) is responsible for sector coordination, the Ministry of Lands and Settlements Development (MLSD) is responsible in all land uses and boundaries, while the Ministry of Finance (MoF) has the responsibility to provide funds for execution of the Strategy. In addition, the MoF will be responsible for signing bilateral agreements with the Development Partners for financial support in executing certain programmes or projects, which will be developed in compliance to the guidance provided by the Strategy. 1.4.2. Role of MNRT The role of the Ministry of Natural Resources and Tourism (MNRT) in the wildlife sector is to provide clear policy guidelines, stimulate and promote involvement of various stakeholders, manage core wildlife protected areas, retaining ownership of wildlife resources, and oversee the sector’s general development. The Agencies under the MNRT involved in wildlife conservation and management are Ngorongoro Conservation Area Authority (NCAA), Tanzania National Parks (TANAPA) and Tanzania Wildlife Management Authority (TAWA). The institutions mandated to coordinate and manage wildlife research under MNRT is theTanzania Wildlife Research Institute (TAWIRI). The training and research institutions related to wildlife conservation include the College of African Wildlife Management (CAWM)- Mweka, Pasiansi Wildlife Training Institute (PWTI) and Likuyu-Sekamaganga Community Based Conservation Training Centre (CBCTC). In addition, MNRT will entirely monitor and evaluate implementation of the Strategy. Other sectoral Ministries will be engaged through joint implementation of interventions that require specific sectoral policy directives. 6 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 1.4.3. Role of the Private Sector The role of the private sector is to support the government in the conservation and management of the wildlife resources. In addition, the private sector is expected to play a significant role in enhancing the economic contribution of the sector in the most sustainable manner through investment in the wildlife sector including direct engagement in the establishment of game ranches, farms, zoos, orphanage centres and hospitality industry to mention a few. 1.4.4. Role of Development Partners The role of Development Partners is to support the government in building capacity in value chain interventions, financially and technically at all levels, in the conservation and management of wildlife resources, and investing in the sector development initiatives. 1.4.5. Role of NGOs The role of the local and international NGOs is to address conservation challenges in partnership with the Ministry or Management Authorities. The NGOs support conservation programmes, projects and community-based conservation initiatives, including livelihoods activities to communities adjacent to protected areas and wildlife migratory corridors. 1.4.6. Role of the Public The role of the public is to support the government efforts in the conservation and management of the wildlife resources. In addition, the public has a role of utilizing the wildlife resources sustainably. Furthermore, the local communities living adjacent to PAs or in areas with viable populations of wildlife have a role of managing and benefiting from wildlife on their own lands by establishing Wildlife Management Areas (WMAs). 1.5. Expected Results The WPIS is expected to spearhead the achievement of the Policy goal, which is to increase the contribution of the wildlife sector to the national economic development through increased sectoral contribution to GDP, increased foreign currency earnings, improved livelihoods, and enhanced natural and cultural resources conservation. Therefore, the WPIS will provide a national-level framework for guiding harmonized and coordinated wildlife and wetlands management interventions for sustainable biodiversity conservation for the present and future generations”. Hence, expected results emanating from the effective and efficient implementation of the Strategy will lead to; (i) sustainable conservation of habitats and biodiversity including within wetland resources, (ii) increased contribution of the wildlife sector to the national GDP from THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 7 tourism and foreign exchange earnings, (iii) enhanced ecosystem stability, (iv) enhanced national capacity to conserve and manage biodiversity, (v) increased contribution in creating employment opportunities, and (vi) enhanced community livelihoods. 8 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 CHAPTER TWO 2.0. SITUATION ANALYSIS 2.1. Overview The Situation analysis provides the basis for formulating strategies and targets of the Implementation Strategy. It analyses the current state of the wildlife sector to establish the extent to which the Policy implementation has made and achieved its objectives. Moreover, it identifies key challenges facing the wildlife sector, which influenced the development of the strategies and targets. The WPIS considered the MNRT Strategic Plan Strength, Weakness, Opportunities and Challenges (SWOC) analysis (2021-2026), which reveals opportunities and factors affecting the performance of the wildlife sub- sector as detailed in the Strategic Plan. It highlights challenges from poaching and illegal wildlife trade, encroachment, logging for timber and charcoal burning, livestock incursions and human-wildlife conflicts. 2.2. Management of Protected Areas Formal biodiversity conservation in Africa was established during colonial rules and was based on excluding people in PAs in the form of National Parks, Game Reserves or Forest Reserves, predominantly centralized natural resource management. The colonial administration objective was to establish areas, which aimed at protecting nature from people (Nelson et al., 2007). With such a top-down approach, local people were separated from the process of planning and establishing wildlife conservation areas (Songorwa, 1999; Mkumbukwa, 2008). The approach gave little power to local people in the management process due to limited ownership rights over their land and resources (Kideghesho and Mtoni, 2008; Mkumbukwa, 2008). This conventional approach strictly abides by policies, laws, regulations, and guidelines with severe punishment to offenders for trespassing, illegal harvest, or poaching. The challenges of the conventional approach were on how to influence local communities to steward conservation without benefit from it at the central dogma that it is their ancestral land. Therefore, Local people perceive the conventional conservation approach as a way of grabbing their land and the rights to utilize the biological resources therein. Due to challenges in managing PAs under this system, it has been established that the success in protection is moderate and only effective in reducing deforestation but not wildlife poaching (Ferraro et al., 2011; 2013). To win the local community support in biodiversity conservation, an integrated conservation approach began in earnest in the 1980s and 1990s. The Integrated Conservation Development Project (ICDP), was attempting to take natural resources THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 9 conservation towards more devolved models known very broadly as Community- Based Natural Resource Management (CBNRM). At the time of the inception of this model, the major funding source was from bilateral and multilateral donors (Newmark & Hough, 2000). The CBNRM models strengthen locally accountable institutions for natural resource use and management, enabling local groups of people to make better decisions about land use and other resources. The transfer of authority over natural resources to local communities under this model attempts to link the conservation of biological resources within protected areas to social and economic development adjacent to protected areas. The bottom line for these projects is to provide incentives to local communities in the form of shared decision-making authority, employment, revenue sharing, limited harvesting of plant and animal species, or provision of community facilities, such as dispensaries, schools and scholarships, bore holes, roads, and woodlots, in exchange for the community’s support for conservation. The CBNRM model involves some degree of co-management of resources between central authorities, local government, and local communities which share rights and responsibilities through diverse institutional arrangements. The various forms of CBNRM and their many locally-specific adaptations have diversified approaches to natural resource governance in sub-Saharan Africa. Management of biological resources in Tanzania includes fauna and flora under different management authorities. Community-Based Conservation (CBC) refers to participatory management and benefit-sharing arrangements in natural resources management by local communities. In order to fulfill its obligation to conserve its biodiversity in a participatory manner, the Government has taken a number of initiatives; 2.2.1. Outreach Programme Tanzania National Parks (TANAPA) and Tanzania Wildlife Management Authority (TAWA) among their core mandate is to make sure that, communities adjacent PAs realise the importance of conservation to improve their livelihood through Community Relations and Outreach Programmes respectively. The NCAA has the Community Development Department, which deals mainly with communities residing in the Ngorongoro Conservation Area (NCA). The Department teams engage communities in providing conservation education campaigns and awareness on the importance of natural resource conservation for revenue generation. The Departments facilitate to establish social services that are in dire need for livelihoods improvement to communities and rank them according to priority. Such projects include water, health facilities, classrooms, dip tanks for tick control in livestock, beehives for honey production and deterring elephants from crop raiding, and vegetable gardens. In return for the social 10 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 services projects, the communities are obliged to help report and monitor any illegal activities in protected areas like encroachment, livestock incursions, poaching, illegal tree cutting and illegal wildlife trade. The Ngorongoro Conservation Area Authority (NCAA) takes over the management and operational issues of the Ngorongoro Conservation Area (NCA), which is a Multiple Land Use Area. It has the obligation to balance the three components of the model including conservation of natural and cultural resources, tourism development and taking care of the development of resident pastoralists (Maasai & Datoga), and hunters gatherers (Hadzabe). Recently, the NCAA has been entrusted to oversee the management and operations of the Pololeti Game Reserve (PGR), therefore, it has been obliged to establish an Outreach department to engage more with adjacent communities contrary to the past where the main focus was pastoral communities within the Conservation Area. The provision of social services projects has built mutual trust between Management Authorities and communities. To a large extent, the success in biodiversity conservation is contributed by community appreciation of the benefits they receive because of the presence of PAs in their vicinity. 2.2.2. Wildlife Management Areas Community-Based Conservation (CBC) refers to participatory management and benefit-sharing arrangements in natural resources management by local communities. Wildlife Management Area (WMA) is the form of CBC, which ensures villagers or communities rich in wildlife sustainably conserve, utilize and benefit from it. Based on CBNRM, the key underlying assumption of the WMA concept is that providing local communities with economic benefits and involving them in management will promote both the long-term health of wildlife and habitat and rural economic development (Brockington et al., 2008; Roe et al., 2009). Wildlife Management Areas are formed within village land from which respective villages purposely set aside a piece of land for sustainable conservation and utilization of wildlife resources. These WMAs are normally used as wildlife dispersal areas or migratory corridors or routes and are also used as habitats for resident wildlife species. The Wildlife Division (WD) and Tanzania Wildlife Management Authority (TAWA) provide technical support to communities that have agreed to establish WMAs. The technical support includes training of Village Game Scouts (VGS), marketing of hunting blocks, training on management and administration of WMAs and supervision of tourist hunting and collection of revenue (Brockington et al., 2008). By 2023, Tanzania had 22 WMAs with Authorized Associations located in different ecosystems all over the country. Additionally, 16 WMAs spread across various ecosystems are at different stages of development in becoming Authorized Associations. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 11 2.3. Wildlife Habitats’ shrinkage and Biodiversity Loss Tanzania is among the top 20 biodiversity rich countries of the world endowed with different natural ecosystems that harbour a massive wealth of biodiversity, and has over 55,000 confirmed species (Butler, 2016; https://www.rti.org/impact/biodiversity- conservation-in-tanzania). The country hosts 6 out of the 25 world-renowned biodiversity hotspots located in various terrestrial and marine ecosystems, hosting more than one- third of the total plant species on the African continent and about 20% of the large mammal population (NBSAP, 2015). The importance of these wildlife resources lies in their biological value in terms of species and habitat found therein, their economic value and the potential to contribute to the country’s sustainable development. To conserve such biodiversity richness sustainably, Tanzania has reserved about 33% of its land to PAs in different conservation categories (MNRT, 2022). The ecosystems and biodiversity therein also support the livelihoods of millions of people across the country. However, wildlife habitats and biodiversity have continued to be threatened due to economic and population growth, overstocking and uncontrolled livestock movement and incursions into protected areas, poverty leading to overdependence in natural resources, poaching and illegal wildlife trade and global trade in plant products, and the effects of climate change. The proliferation of Invasive plant species in many parts of the country, including in protected areas has exacerbated the loss of wildlife habitat and biodiversity. Furthermore, extensive wildfires, overexploitation of economic tree species, infrastructure development, horizontal expansion of unplanned settlements, and shifting farming practices and massive movement of livestock into protected areas during the dry season are largely responsible for the loss of wildlife habitats and biodiversity. Therefore, the Wildlife Policy (2007) and its legal frameworks advocate to conserve the wildlife habitats and biodiversity, promote sustainable use of its components and the fair and equitable sharing of the benefits arising from utilising these genetic resources. Tanzania has also ratified to the CBD, its subsequent protocols, and other biodiversity–related agreements. These conventions provide opportunities for complementing Government efforts towards conserving wildlife habitats and biodiversity. Poaching and illegal wildlife trade are twin conservation threats. Undoubtedly, poaching, illicit wildlife trade, and its products affect efforts to conserve ecological systems and cause the disappearance of wild fauna and flora. Poaching of wildlife resources contributes to the overexploitation and loss of biodiversity. The decline in wildlife populations and species diversity causes a decline in the aesthetic value of affected protected areas, hence decline in tourist attractions concurrently leading to fewer tourists. The intricate nature of the illegal wildlife trade, inadequate political will, underfunding, and weak law enforcement are the main hindrances to ending biodiversity decline and local species 12 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 extinctions. This negative outcome may cause a reduction in revenue from tourism, which will lead to reduced GDP and foreign currency earnings. The result for the nation is failure to implement many of her ambitious socio-economic service projects, reducing communities’ livelihoods and increased poverty. Considerable achievements have been made in addressing the loss of wildlife habitats and biodiversity. This is demonstrated by the size of land under protection, which is about 40% of the total land area (6.5% of marine and 33% terrestrial) (WB, 2022). The National Parks have increased steadily from 14 in 2007 to 22 in 2020, which has tremendously enhanced wildlife conservation in the country. At present, a network of wildlife PAs in Tanzania comprises of 21 National Parks (NPs), 29 Game Reserves (GRs), 23 Game Controlled Areas (GCAs), the Ngorongoro Conservation Area (NCA), and 38 WMAs, with 22 of them having Certificates of Authorized Association (AA). Despite the importance of Forest Reserves for wildlife conservation, it is estimated that deforestation is at an alarming state ranging from 130 000 to 500 000 ha per annum and the main reasons for deforestation are clearing for agriculture, overgrazing, wildfires, logging for timber, charcoal burning, and over-exploitation of wood resources mainly in the unreserved forest land (URT, 1998). The government through the MNRT has registered positive stride through reversing trends that promote illegal wildlife trade and habitat loss including engaging parliamentarians and councillors; enhanced law enforcement (e.g., by categorizing wildlife cases as economic crimes and training of judges/magistrates, police, prosecutors and other law enforcing agencies), as well as institutional reforms (e.g., formation of the paramilitary service in the management of natural resources within MNRT). To adequately address the challenge of loss of wildlife habitats to ensure effective biodiversity conservation, there is a need to have specific policy guidance on how to safeguard the loss of wildlife habitats and biodiversity through the promotion of land use planning and management. Furthermore, the government and the private sector need to strengthen collaboration to ensure sustainable wildlife habitats and biodiversity management. In addition, since awareness raising is a continuous process, awareness programmes on wildlife habitats and community biodiversity conservation must be strengthened. Concurrently, it is apparent that collaborative efforts to eradicate poaching of any kind demand funds, tools and technological astuteness, training, professionalism in government agencies and institutions, and improving participation of multiple stakeholders, especially the community, need more attention. Apart from sectoral policies recognising the importance of biodiversity conservation, community participation and livelihood improvements, there are several areas where these policies conflict with the Wildlife Policy (2007). The lack of the Wildlife Policy Implementation Strategy has made the Policy implementation to have no targets and indicators, therefore making it difficult to measure its achievements. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 13 2.4. Human-Wildlife Conflicts Human-wildlife interaction has existed ever since time immemorial and this is evident by the fact that most protected areas are surrounded by human activities, mainly settlements, farming, and livestock keeping (Hariohay et al., 2019). Depending on the surrounding communities’ culture and land use systems, the extent and magnitude of interaction vary accordingly. These interactions are both positive and negative, in which the dominant and most evident are the negative interactions referred to as human-wildlife conflicts (HWCs), which include damages caused by wildlife that are impacting communities’ livelihoods and wildlife habitat fragmentation caused by human perturbations (Kyando et al., 2017). Globally, HWCs are highly attributed to demographic, economic, institutional, climatic, land use systems and technological changes (Debonnet and Nindi, 2017). In Tanzania among other countries, HWC has become a serious conservation issue because of increased human population exacerbated by the increased demand for natural resources use (Noe and Kangalawe, 2015). Therefore, HWCs has resulted in significant socio-economic and biodiversity losses and consequently affect the sustainability of wildlife conservation. Moreover, encroachment in the wildlife habitats, including corridors threatens the ecological linkage of PAs. Evidence suggests that some wildlife corridors are still viable for wildlife use, however they pass across village lands that have been converted to different land uses (Penrod et al., 2020). Some of the challenges experienced in wildlife corridors are inherent to poverty and poor technology, inadequate law enforcement and hiccups on sectoral policy objectives. Human-wildlife conflicts are a growing concern in wildlife conservation in NPs, GRs, NCA, GCAs, and in WMAs. These conflicts emanate from human perturbations influenced by population growth and anthropogenic activities, socio-economic development, change in vegetation portfolio influenced by invasive plant species, overgrazing and climate change. HWC impacts include loss of crops and other properties, livestock depredation, loss of human life and injury, retaliatory killings and social disruptions. Other environmental concerns include lack of water, potential risk of transmission of zoonotic diseases into humans, livestock, wildlife and vice versa and introduction of invasive alien species. The retaliatory killing of dangerous wildlife has further aggravated tension and hostility between communities and Management Authorities. Although wildlife legislation has specific statutes that deal with damages from dangerous animals, there are still polarities among land users (i.e., PAs and communities). A total of 29,798 HWCs incidents were recorded between 2017 and 2020 across all Districts that intersect the wildlife corridors’ network. The highest number of incidents were recorded in the overlap wildlife corridors of Mikumi – Wami Mbiki with 3,100 followed by Wami Mbiki – Handeni with 2,769 incidents, the wildlife corridor to Liparamba having 2,201 incidents, and the corridor between Msanjesi-Lukwika 14 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Lumesule having 1,784 incidents (Debonnet and Nindi, 2017; Penrod et al., 2020). A number of conservation partners and NGOs (EU, GEF, USAID, UNEP, UNDP, WWF, TRAFFIC, WCS, FZS, PAMS Foundation, STEP, AWF) have been at the forefront in supporting initiatives to mitigate HWC, illegal wildlife trade and land use plans. The policy frameworks underscore the need to promote preventive and control strategies to address HWCs. Section 7 of the Wildlife Conservation Act Cap. 283 (2009) categorically points out that agriculture, livestock, and infrastructure development cause HWCs. This state of affairs led to the development of the Human-Wildlife Conflict Strategy (2020 – 2024), which identifies coexistence between people and wildlife as a national priority for sustainable development and wildlife conservation in Tanzania. The Strategy further notes that communities living adjacent to PAs experience negative impacts from wildlife on their livelihoods and security, making it a serious public concern. 2.5. Wildlife corridors Tanzania has 61 viable wildlife corridors connecting different protected areas networks however, the Corridors, are to a great extent blocked, fragmented or both that limit the free movement of wildlife. Blockage of connectivity between protected areas by converting migratory corridors into settlements, farming and livestock grazing has exacerbated HWC. Major wildlife movements are constrained, especially in the four corridors that potentially link large mammal populations in northern Tanzania to those in southern Tanzania (potentially connecting large savannah mammal populations across the North-South gradient for the whole of Africa) have likely been severed by land conversions. A few examples of land conversion in migratory corridors include (i) the Ruaha-Rungwa ecosystem to the Serengeti ecosystem (via the unprotected floodplains connecting Lake Eyasi, Lake Kitangiri and the Sibiti and Wembere Rivers), (ii) the Ruaha-Rungwa ecosystem to Swaga-swaga GR, (iii) the Tarangire – Manyara ecosystem to Swaga-swaga GR, (iv) Gombe Stream National Park to Masito-Ugalla GR via Uvinza Forest Reserve in western Tanzania, (iv) the Ruaha-Rungwa Complex to Ugalla- Moyowosi GR, (v) Udzungwa Complex and Selous GR, and (vi) Wami-Mbiki GR to Handeni GCA, which has been degazetted for resettlement of NCA residents. 2.6. Public-Private Partnership A Public-Private Partnership (PPP) is essentially a contractual arrangement whereby a private sector partly performs agreed functions by having pre-defined terms of partnership with the public sector organization. Through its agencies and institutions, the Ministry (MNRT) has been engaging the private sector in conservation, consultations for advice, research and investment opportunities. The MNRT and its agencies and THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 15 institutions engage the private sector in many undertakings, directly influencing its involvement in natural resources management. For instance, the Management Authorities engage the private sector in developing Laws, Regulations, and Guidelines and in developing General Management Plans (GMPs). The Government will continue to enhance collaboration with the private sector. The Government developed Regulations to allow the private sector to own and run game farms, zoos, ranches, orphanage centres and sanctuaries. The Regulations also provides for establishment of game ranches, zoos, farms orphanage centres and sanctuaries adjacent to PAs. The private sector is involved in providing financial and material support to execute different conservation activities, including wildlife censuses, support to human resource capacity building, support for research funds, support in securing important habitats like corridors and wetlands, engaging in combating illegal wildlife trade and a number of outreach programs to adjacent communities. In addition, the private sector can be engaged in initiatives to minimize human-wildlife interactions, like support for village land use plans, construction of charcoal dams for livestock to reduce incursions in PAs, and provision of funds for direct mitigation of HWCs using a combination of deterrent methods. 2.7. Institutional Capacity The main focus of the policy area on institutional and human resources capacity is on enhancing the national capacity to conserve natural resources in the protected areas systems and generate revenue mainly from tourism through photographic, filming safaris and trophy hunting in collaboration with other stakeholders. The MNRT is responsible for wildlife conservation by developing monitoring and evaluation mechanisms, reviewing the wildlife policy, laws, regulations, guidelines and strategies, and overseeing their implementation in the sector. The Wildlife Policy (2007) guides the routine management of different wildlife conservation categories in the respective Conservation Agencies and research and training institutions. The Conservation Agencies include NCAA, TANAPA and TAWA. The research institution for the wildlife sector is Tanzania Wildlife Research Institute (TAWIRI), and training institutions include the College of African Wildlife Management (CAWM), Pasiansi Wildlife Training Institute (PWTI), and Likuyu-Sekamaganga Community-Based Conservation Training Centre (CBCTC). Apart from the Wildlife Conservation Act, Cap 283, the Agencies and institutions have separate legal frameworks guiding their operations. The Wildlife Policy, 2007 has seven Policy Objectives with 17 Policy Issues and 42 Policy Statements, which guide the management of natural resources, research, and training in the wildlife sector. The Policy emphasizes the promotion of research and 16 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 improving its funding. In this regard, the MNRT has TAWIRI as the research wing of the wildlife sector. The CAWM-Mweka also conducts researches while training wildlife professionals. Similarly, the Universities including University of Dar es Salaam (UDSM), Sokoine University of Agriculture (SUA), Nelson Mandela Institute of Science and Technology (NM-IST) and the University of Dodoma (UDOM) conduct training and research for wildlife-related issues and CBNRM research problems. The MNRT cooperates with conservation partners in soliciting financial resources for wildlife management. In addition, the MNRT sets funds for demand-driven research and wildlife censuses through submission of competitive grant proposals to funding organizations. Further, the Policy emphasizes ensuring adequate professional, technical and specialist staff in the wildlife sector. The wildlife sector has three institutions dedicated to training professionals in wildlife conservation including CAWM, which offers certificates, diplomas, bachelor degrees and Master degrees related to wildlife conservation; PWTI, offers certificates; and CBCTC, offers training of Village Game Scouts (VGS), who are meant to protect natural resources in WMAs, Villages with wildlife resources and for private investors in the wildlife areas. Further, training on natural resources conservation has been ongoing in different higher learning institutions, including SUA, UDOM and UDSM. The trio institutions offer certificates, diplomas, bachelor’s degrees, master’s degrees and doctoral of philosophy degrees, and the NM-IST offers master’s and doctoral of philosophy degrees only, even those related to natural resources conservation. Despite highly qualified personnel in the labour market, the wildlife sector has inadequate human resources. The shortage of human resources, inadequate financial resources and technology is a cross-cutting issue for all agencies and institutions under the MNRT. Financing in the wildlife sector involves instituting sustainable funding mechanisms to support law enforcement, infrastructure development, research, training and education, equipment and facilities. The conservation activities in the wildlife sector are largely supported through government budgetary allocations from revenue accrued from tourism activities. As a member of the international community, Tanzania has been collaborating with development partners to support the conservation of natural resources in the wildlife sector. Prominent partners and NGOs for financial and material support to natural resources conservation include WB, USAID, UNDP, UNEP, GEF, WWF, FZS, GIZ, KfW, AWF, Jane Goodall Institute, WCS, and PAMS Foundation to mention a few. 2.8. Emerging issues Sustainable conservation of natural resources is faced with a number of challenges, which if not properly addressed well in advance will lead to accelerated decline and local extinction of biodiversity in the natural ecosystems. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 17 i. Natural catastrophes As a consequence of global climate change, natural catastrophes have been on the increase from pandemic diseases like Avian influenza, Swine flu and Covid-19, and many more might occur. The contributing factors is enhanced by human interactions including international travel, which can unknowingly carry with them dangerous pathogens. In understanding that over 90% of the Tanzania tourism industry is wildlife based, the country should be prepared to contain the outbreaks of such diseases if they occur. In addition, the collapse of the tourism industry will lead to unsustainable natural resources conservation because they are interdependent. Therefore, mechanisms for diversifying sources of revenues to offset the negative effects of collapsed tourism to the national GDP should be established. ii. Invasive plant species Increased human activities has exacerbated the spread of invasive plant species in natural ecosystems. The invasive species most often thwarts the natural vegetation and compromises habitats quality, which is crucial for wildlife. Among other factors, the emigration of elephants and other wildlife species is due to degradation of habitats from increased unpalatable plant species. Mitigation measures to control introduction and spread of such invasive species should be a priority for sustainable natural resources conservation. 2.9. Cross-Cutting Issues The development of the wildlife sector is influenced by crosscutting issues related to governance, climate change, gender, health, and multi-sectoral coordination, which were not considered during the preparation of the Wildlife Policy (2007). i. Natural Resources Governance Governance is about maintaining a culture of accountability, integrity and transparency, which is often insisted on preventing corruption events or incidences in society, and ensuring social safeguards and human rights. However, issues related to inequality and corruption continue to exist among stakeholders within the wildlife sector. Good governance practices through transparency and accountability, access to information, the rule of law, bureaucratic efficiency, and avoiding conflict of interest among staff, non- residents and other participating stakeholders would ensure sustainable conservation, economic growth and improved livelihoods. Good governance ensures that the wildlife sector and associated reforms realize the expected social and economic potentials for the benefit of the larger population. It further ensures effectiveness and efficiency in monitoring and evaluation and in promoting the ethical behaviour of key actors in the sector, including stemming corruption. Unsustainable use leads to the degradation of natural resources and the environment, and conflicts could be observed. Therefore, 18 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 accountability, integrity, and transparency aspects need to be promoted to enhance good governance in the wildlife sector. ii. Climate change Climate change and weather variability (often prolonged drought) negatively impact wildlife conservation as they affect habitats and water availability in the ecosystems, which influence wildlife to emigrate and invade community areas causing human- wildlife conflicts. The biggest effect on biodiversity and conservation is habitat loss and fragmentation, exacerbated by variability in precipitation with often more inclination to prolonged drought, which leads to wildlife mortality from starvation and diseases associated with bad weather conditions. iii. Gender Integrating gender issues is critical and needs attention to provide equal opportunity for women, youth, and vulnerable groups in natural resources management to promote economic inclusiveness and social welfare in the wildlife sector. Natural resources management in the wildlife sector continues to be male-dominated. Most women are mainly engaged in hospitality, selling artefacts, and small-scale farm produce trade. Although the sector offers opportunities for self-employment, it has not attracted youths and other vulnerable groups due to limited awareness of opportunities in the wildlife sector and a lack of capital among youths and disadvantaged groups. iv. Multi-sectoral coordination One of the reasons for the failure to register significant achievement in conserving the protected areas networks and wetlands resources is ineffective coordination among sectoral Ministries, Departments and Agencies (MDAs). Strengthening the multi- sectoral coordination is key if the wildlife sector has to effectively implement the proposed Wildlife Implementation Strategy and achieve sustainable conservation of wildlife and wetlands resources. v. HIV/AIDS and NCDs The main health issues are Human Immunodeficiency Virus (HIV) /Acquired Immune Deficiency Syndrome (AIDS) and Non-Communicable Diseases (NCDs). HIV/AIDS and NCDs awareness programs have been carried out to reduce the HIV infections and impacts of AIDS and NCDs among the workforce and the surrounding communities. Natural resource management is associated with social relations and urbanization, which may contribute to the spreading HIV/AIDS among the local communities. HIV/ AIDS-related issues such as limited awareness, stigma and protection measures need to be considered in policy implementation. On the other hand, NCDs such as diabetes, cardiovascular, cancers and chronic respiratory diseases are increasingly becoming a threat to Tanzanians, including the wildlife sector workforce. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 19 2.10. SWOC Analysis The analysis of the strength and weaknesses reveals opportunities that MNRT can capitalize on to improve its performance. In addition, there are challenges that affect its performances as detailed below. 2.10.1. Strength i. Availability of policies, laws and regulations. ii. Developed legal system. iii. Availability of training and research institutions within the Ministry. iv. Strong and committed leadership. v. Participatory and inclusive leadership. vi. Abundant natural and cultural resources. vii. Inclusive and participatory management system. viii. Stakeholders’ involvement in conservation. ix. Availability of research and training institutions. x. Benefit sharing of natural resources gains. xi. Availability of training institutions. xii. Abundant tourist attractions. xiii. Good management system. xiv. Stakeholders’ involvement. xv. Availability of network infrastructure. xvi. Availability of ICT management systems. xvii. Availability of modern technology in reducing human wildlife conflicts. xviii. Motivated and committed staff. 2.10.2. Weakness i. Outdated policies, laws and regulations. ii. Lack of policy implementation strategy. iii. Lagging in implementation of policy. iv. Policy preparation informed by limited research-based evidences. v. Existence of vacant managerial and technical positions. vi. Frequent change of its leadership. vii. Inadequate infrastructure. viii. Inadequate law enforcement. ix. Encroachment in conservation areas. x. Inadequate resources for consolation of the communities affected by dangerous animals. xi. Undocumented and insufficient gazettement of cultural resources. xii. Unsurveyed and under marketed cultural heritage sites. xiii. Limited infrastructure. 20 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 xiv. Sub-standard services offered. xv. Inadequate diversification of tourist products. xvi. Low pace in classification of tourist services (hotels, lodges, and restaurants). xvii. Inadequate working facilities. xviii. Ineffective use of available ICT systems. xix. Low awareness of staff regarding civil service, scheme of service, regulations, circulars and laws. xx. Inadequate number of staff. 2.10.3. Opportunities i. Existence of institutional arrangements. ii. Presence of favourable policies and legislation that support conservation at national, regional and international level. iii. Existence of support from conservation partners. iv. Availability of physical, social and financial capital v. Political stability, peace and tranquillity. vi. Existence of Government network and Collaboration among MDAs’, LGAs, private sector, communities and NGOs. vii. Availability of advanced technologies for conservation. viii. Possibilities for engaging with private sector through PPP approaches. ix. Support from local communities and other stakeholders. x. Strong and growing wildlife-based tourism with existence of revenue collection systems under the MNRT Portal xi. Existing collaborations between national and international research and training institutions, xii. Excellent professional links with wildlife and tourism agencies nationally, regionally and internationally. 2.10.4. Challenges i. Persistent illegal taking of wildlife and wetland resources leading to decline of such resources. ii. Inadequate coordination between and among government agencies and institutions especially at implementation level; iii. Increase in Human-Wildlife Conflicts (HWC) despite all the efforts employed to curbing the conflicts; iv. Inadequate access to modern technology, human and financial resources which hinder the development of the sector. v. Inadequate wetlands resources management. Many wetland areas in village and general lands are not protected and heavily encroached. vi. Encroachment of Protected Areas. vii. Lack of established Partial Game Reserves and species management area. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 21 viii. A national list of threatened species of animals has not been prepared. ix. Wildlife corridors are not protected. x. Wildlife farming, ranching, sanctuary and zoos are at rudimentary stage. xi. Inadequate land use plans for villages bordering PAs for sustainable wildlife management. xii. Inadequate benefit sharing accrued from WMAs. xiii. Inefficient mechanism of disbursing of funds to WMA beneficiaries. xiv. Conflicting sectoral policies and legal frameworks. xv. Inadequate fund for demand driven researches to address conservation challenges. xvi. Increased livestock incursion in PAs xvii. Habitat loss, fragmentation and degradation. xviii. Inadequate compliance of cross-border ecosystem management agreements. xix. Bio-piracy of Biological Materials/Genetic Resources. xx. Invasive species in protected areas. xxi. Inadequate conservation financing. xxii. Increasing wildlife diseases in protected areas 22 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 CHAPTER THREE 3.0. VISION, MISSION AND OBJECTIVES 3.1. Overview The vision, mission and overall objectives have been adopted from the Wildlife Policy, but the specific objectives and the cross-cutting issues have been formulated to reflect the aims of the WPIS. 3.2. Vision and Mission 3.2.1. Vision Sustainable conservation of wildlife and wetlands resources 3.2.2. Mission To conserve, manage and develop wildlife and wetlands resources, and sustainable utilization that will contribute towards poverty reduction through; • Administration and regulation, • Promotion of participation of stakeholders in conservation and sustainable utilization of wildlife and wetlands resources, • Promotion of wildlife and wetlands resources for economic development, and • Promotion of information sharing and exchange of expertise nationally, regionally and internationally. 3.3. Policy Thematic Areas i. Protection and conservation of wildlife and wetlands; ii. Sustainable utilization of wildlife and wetlands; iii. Management and development of wildlife and wetlands resources; iv. Strengthen Resource Monitoring and Research; v. Enhance Communication, Education and Public Awareness; vi. Coordinate implementation of the policy; and vii. Foster Regional and International Co-operation. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 23 CHAPTER FOUR 4.0. THE STRATEGY In order to ensure that all the National Wildlife Policy (2007) objectives are analysed and addressed in the Wildlife Policy Implementation Strategy, the Policy issues, emerging issues and cross-cutting issues were used to formulate strategies and targets. In this context, during the analysis of the Policy issues it was revealed that gender is a cross- cutting issue, thus, it was removed and retain it under cross-cutting issues. Therefore, the WPIS has a total of 23 issues including 16 Policy issues, two emerging issues and five cross-cutting issues. In the analysis of the 23 issues to develop strategies and targets, the analysis came up with 38 strategies and 67 targets. The emerging and cross-cutting issues were proposed in the Assessment Report on the Implementation of the Wildlife Policy (2007). These strategies and targets aim at addressing the Wildlife Policy (2007) to achieve sustainable wildlife conservation and improved national economy and community livelihoods at the end of the 10-year life span of the Strategy (2023-2033). 4.1. Objective 1: Protection and Conservation of Wildlife and Wetlands Issues: i. Maintenance of viable conservation areas of all important habitats and viable populations of all species, ii. Illegal taking of wildlife resources, iii. Species conservation, iv. Loss of wildlife habitats and wetlands degradation Strategies: i. Maintain viable conservation areas of all important habitats and viable populations of all species, ii. Control illegal offtake of wildlife resources, iii. Enhance species conservation, iv. Control loss of wildlife habitats and wetlands degradation. Targets: i. At least 10 protected areas upgraded into higher conservation status by June 2033, ii. At least 40 core Protected Areas have updated GMPs by June 2033. iii. At least 800,000 anti-poaching patrol man-days conducted by June 2033, iv. At least 1500 Village Game Scouts trained by June 2033, v. Community based monitoring plans and informer networks in 10 TCGs established by June 2027, vi. At least one public prosecutor recruited in 50 core PAs by June 2028, 24 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 vii. Forensic laboratory established at TAWIRI and operationalized by June 2033, viii. At least each PA has a drone and capacitated operator for anti-poaching patrols by June 2028. ix. At least five national games designated by June 2033, x. At least 15 endangered, endemic and rare species have updated Management Plan by June 2033, xi. Wildlife captive facilities increased from 67 in 2023 to 160 by June 2033, xii. All 61 wildlife corridors secured through land use plans by June 2033, xiii. At least 10 new Wildlife Conservation Areas established by June 2033, xiv. At least 10 wetlands reserve outside PAs established by June 2033, xv. Legal framework for wetlands conservation outside PAs developed by June 2023, xvi. At least 80% of communities adjacent to wetlands resources are sensitized in the conservation and management of wetlands resources by June 2033, Outcome indicators • Increased wildlife populations • Reduced poaching incidences • Reduced HWCs • Enhanced conviction of cases • Enhanced species conservation • Enhanced community livelihoods • Enhanced wetlands conservation • Enhanced community support 4.2. Objective 2: Sustainable Utilization of Wildlife and Wetlands Resources Issues: i. Wildlife and wetlands economic potentials not sufficiently explored and tapped; and wetlands services not quantified, therefore prone to misuse ii. Wildlife and wetlands have cultural values. Cultural and traditional practices have facilitated sustainable management, utilization and conservation of the resources, iii. Equitable sharing of benefits arising from wildlife and wetlands utilization Strategies: i. Assess economic potentials of wildlife, cultural values and wetlands resources, ii. Enhance sustainable management, utilization and conservation of wildlife and wetlands resources, iii. Enhance equitable sharing of benefits, Targets: i. At least 25 core PAs assessed for economic potentials of wildlife, cultural values and wetlands resources by June 2033, ii. At least 10 legal instruments for sustainable utilization of wildlife and wetlands resources reviewed by June 2033, THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 25 iii. At least 20 investments in designated wetlands reserves established by June 2033, iv. At least 40% of PAs generate revenue for self-operations by June 2033, v. At least 60% of local communities practicing traditional culture accessed wildlife and wetlands resources by June 2033, vi. Appropriate traditional knowledge in the conservation of wildlife and wetlands resources adopted by June 2033. vii. Mechanism for benefit sharing in relation to efforts invested by respective institution in conservation developed by June 2028, viii. Framework to provide incentives for communities engaging in CBC reviewed by June 2033. Outcome indicators • Improved revenue • Enhanced conservation • Enhanced community support 4.3. Objective 3: Management and Development of Wildlife and Wetlands Resources Issues: i. Management of wildlife and wetlands resources to sustain perpetuity ii. Development of resources; provision of good working environment, and basic social services to staff working in wildlife protected areas iii. Problem Animal Control (PAC) Strategies: i. Manage wildlife and wetlands resources, ii. Develop human resources capacity, iii. Develop institution capacity. iv. Control Problem Animals v. Improve working environment, Targets: i. Annual gross revenue increased by 50% from 10 trillion to 15 trillion by June 2033, ii. Protocol to guide capture and translocation and re-introduction of species known to be indigenous to the area developed by June 2033, iii. All proposed development projects in PAs and wetlands are subjected to EIA or environmental audit by June 2028, iv. At least one new investment in tourism facility established on each WMA to increase revenue to communities by June 2033, v. At least 90% of employees working in PAs are provided with adequate basic social amenities for motivation by 2033. vi. At least 10 new WMAs established by June 2033, 26 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 vii. Human Wildlife Conflict incidences reduced by 60% from 1,426 in 2019/2020 to 570 by June 2033, viii. Two trainings on techniques for combating problem animals conducted annually in 53 HWCs hotspots Districts by June 2033, ix. Provision of required infrastructure (roads, airstrips, houses) and working facilities (vehicles, aeroplanes, ICT equipment and software) increased from 50% to 80% in June 2033, Outcome indicators • Enhanced natural resources conservation • Reduced risk of reintroduction of exotic species • Enhanced management of natural resources • Improved wildlife conservation • Enhanced community livelihoods • Reduced incidences of HWCs 4.4. Objective 4: Strengthen Resource Monitoring and Research Issues: i. Use of research results by decision makers and managers in development of wildlife and wetlands resources, ii. Provision of technical assistance to resource users Strategies: i. Capacitate monitoring and demand driven research ii. Make management decision-based research results iii. Provide technical assistance to resource users. iv. Regulate and monitor wildlife research. Targets: i. At least two demand driven research are funded and conducted annually in each PA by June 2033, ii. Ensure 100% of demand driven research findings stored in MNRT Database by June 2033, iii. At least 700 wildlife and wetlands resource users provided with technical assistance as required by June 2033, iv. Ensure 100% of wildlife research and monitoring are regulated, coordinated and undertaken through TAWIRI by June 2033, Outcome indicators • Enhanced informed decisions • Enhanced Stakeholders support • Enhanced natural resources conservation • Improved MNRT Database THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 27 4.5. Objective 5: Enhance Communication, Education and Public Awareness Issues: i. Changing people’s attitude and actions for conservation and wise use of wildlife and wetlands Strategies: i. Raise public awareness on wildlife and wetlands conservation, ii. Enhance public access to wildlife and wetlands information Targets: i. At least 90% of resource users including stakeholders, schools and communities are provided with awareness and education on wildlife and wetlands resources conservation by June 2033, ii. At least 85% of outreach programme staff trained on technical skills to enhance conservation awareness to stakeholders by June 2033. iii. At least 400 multi-sectoral collaboration meetings on conservation of wildlife and wetlands resources convened by June 2033, iv. At least 20 communities are engaged in programmes for protection of wildlife and wetlands resources by June 2033. Outcome indicators • Enhanced conservation awareness to stakeholders • Enhanced multi-sectoral awareness on conservation • Enhanced protection of natural resources 4.6. Objective 6: Coordinate Implementation of the Policy Issues: i. Wildlife and wetlands resources management responsibilities ii. Coordination of wildlife and wetlands management responsibilities iii. Wildlife and Wetlands conservation on Village Land and private land Strategies: i. Manage wildlife and wetlands resources ii. Coordinate management responsibilities of wildlife and wetlands iii. Entrust management to the responsibilities of wildlife and wetlands conservation on Village and private land Targets: i. At least 10 legal frameworks for wildlife, as well as in-situ wetlands reviewed by June 2028, ii. A legal framework reviewed to entrust the Director of Wildlife with the overall coordination of wildlife and wetlands management responsibilities of by June 2026, 28 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 iii. Sectoral MDAs, and stakeholders are coordinated by DW in the implementation of the Wildlife Policy by June 2033, Outcome indicators • Enhanced wildlife and wetlands conservation • Enhanced coordination of wildlife and wetlands management • Enhanced natural resources conservation 4.7. Objective 7: Foster Regional and International Co-Operation Issues: i. Conservation of shared resources, international trade and international obligations Strategies: i. Enhance conservation of shared resources and information, ii. Enhance compliance to international obligations on wildlife and wetlands conservation Targets: i. About 100% of meetings for regional and international treaties that the government is a party to, are attended by June 2033, ii. At least 10 joint conservation initiatives for shared resources implemented by June 2033, iii. At least five international meetings on wildlife and wetlands conservation convened by June 2033, iv. Ensure 100% of all treaties are complied by June 2033, v. A legal framework for engaging international partnership through public-private partnership and fundraising programmes from donors developed by June 2033. Outcome indicators • Enhanced knowledge on international treaties • Reduced IWT • Enhanced wildlife and wetlands conservation • Enhanced participation • Increased conservation funds 4.8. Emerging Issues Issue 4.8.1: Inadequate preparation for mitigation and management of natural catastrophes Strategies: i. Implement National Disaster Management Strategy 2022-2027, ii. Conduct risk analysis, iii. Establish and equip Rapid Response Teams (RRTs). THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 29 Targets: i. Risk analyses for the natural catastrophes conducted annually by June 2033, ii. Disaster prevention, preparedness and mitigation conducted by June 2033, iii. Disaster response capacity developed in wildlife sector institutions by June 2033, Outcome indicators • Enhanced preparedness and response Issue 4.8.2: Rapid spread of invasive plant species in protected areas Strategies: i. Implement National Invasive Species Strategy and action plan 2019-2029 ii. Manage invasive species pathways, Targets: i. At least 90% of stakeholders are sensitized on pathways for introduction and spread of invasive species by June 2033, ii. At least 80% of invasive plant species eradicated in protected areas networks by June 2033, iii. At least 50% of invasive species in communities adjacent to PAs eradicated by June 2033, Outcome indicators • Enhanced awareness on impact of invasive species • Improved wildlife habitats • Increased community productivity 4.9. Cross-Cutting Issues 4.9.1. Natural Resources Governance Issue: Inadequate practices of good governance in wildlife and wetlands resources management Strategies: i. Mainstream good governance principles in natural and cultural resources conservation decision processes, ii. Develop and implement mechanisms to strengthening good governance in wildlife and wetlands management Targets: i. At least 20 awareness seminars on natural resources good governance conducted to staff by June, 2033; ii. At least 40 public awareness programmes on good governance in wildlife and wetlands conservation and management conducted by June, 2033. 30 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Outcome indicators • Reduced corruption incidences • Enhanced awareness on governance 4.9.2. Climate change Issue: Limited consideration of Climate change impacts on wildlife and wetlands resources conservation Strategies: i. Develop and implement programmes to enhance agencies and institutions’ capacity on climate change adaptation and mitigation, ii. Develop and implement mechanisms for strengthening mainstreaming of climate change in corporate strategic plans, action plans and policy, iii. Develop and implement programmes for partnership between government and private sector in climate change adaptation and mitigation, iv. Develop and implement programmes for rangelands rehabilitation and management including provision of artificial water sources for wildlife in dry areas Targets: i. At least 10 awareness seminars to enhance Ministry, agencies and institutions capacity on climate change adaptation and mitigation conducted by June, 2033, ii. Legal frameworks, strategic and action plans reviewed to incorporate climate change adaptation and mitigations by June, 2028, iii. At least one Programme for collaboration between government and private sector in climate change adaptation and mitigation developed by June, 2028, iv. At least one Programme for rangelands rehabilitation and management developed by June, 2028 Outcome indicators • Enhanced awareness on impact of climate change • Enhanced natural resources conservation • Improve wildlife habitats • Increased wildlife populations 4.9.3. Gender Issue: Limited involvement of women, youths and other vulnerable groups in wildlife and wetlands conservation and management Strategies: i. Enhance equality and equitable participation of women and other vulnerable groups in wildlife and wetlands conservation and management THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 31 Targets: i. At least 30% of women and other vulnerable groups engaged in wildlife and wetlands resources conservation and management by June, 2033, ii. At least 20 public awareness campaigns on the role of gender in wildlife and wetlands conservation and management conducted by June 2033. Outcome indicators • Enhanced gender balance in conservation • Enhanced public awareness on role of gender in conservation 4.9.4. Multi-sectoral coordination Issue: Inadequate multi-sectoral coordination on habitats, wildlife and wetlands resources conservation Strategies: i. Enhance multi-sectoral coordination . Targets: i. At least 11 Sectoral Ministries, Departments and Agencies (MDAs) linked to wildlife and wetlands resources conservation engaged by June 2033, ii. Areas for multi-sectoral coordination among MDAs mainstreamed by June 2033. Outcome indicators • Enhanced wildlife and wetlands conservation • Roles and responsibilities understood 4.9.5. HIV/AIDS and Non-Communicable Diseases (NDCs) Issue: Limited awareness, stigma and protection measures on HIV/AIDS and NCDs, Strategies: i. Mainstream HIV/AIDS preventive measures in natural and cultural resources conservation, ii. Advocate for HIV/AIDS and Non-Communicable Diseases (NCDs) prevention and control. Targets: i. All staff consented to be living with HIV/AIDS supported to improve their health conditions by June 2033, ii. At least 20 sensitization seminars on HIV/AIDS and NCDs conducted by June 2033. Outcome indicators • Reduced number of staff with sick leaves • Reduced new cases of HIV/AIDS & NCDs 32 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 CHAPTER FIVE 5.0. LOG FRAME FOR WILDLIFE POLICY IMPLEMENTATION STRATEGY 5.1. Overview The Log frame matrix summarizes the logical link of objectives with issues, strategies, targets, indicators, financial resources and timeframe. In addition, the log frame indicates the institutions responsible for implementing each target in the Strategy. This Log frame matrix has 23 emanating from the Policy issues, emerging issues and cross- cutting issues. The emerging and cross-cutting issues were adopted from the report on the assessment of the implementation of the Wildlife Policy (2007), and the Log- frame matrix consists of 38 strategies and 68 targets. In order to address the identified targets, an estimated budget for 10 years is indicated for each objective, which is analyzed in Chapter 4. The financing of the strategy will to a large extent depend on government budget and conservation partners (development partners, NGOs and individual donors). The total budget required to address all the targets is TZS 2,617,769,000,000 including TZS 2,379,790,000,000 from the Government of Tanzania and TZS 237,979,000,000 from conservation partners. The itemized budget for each target is indicated in Log frame matrix in Table 1, THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 33 Table 1: Log frame matrix for the Wildlife Policy Implementation Strategy Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.1.1: Maintenance of viable conservation areas of all important habitats and viable populations of all species Protection and Conservation of Wildlife and Wetlands Maintain viable conservation areas of all important habitats and viable populations of all species, At least 10 protected areas upgraded into higher conservation status by June 2033, Number of PAs upgraded. 770 700 70 July 2023- June 2033 Government Notice Number (GN) WD, TAWA At least 40 core Protected Areas have updated GMPs by June 2033. Number of PAs with GMPs 15,400 14,000 1,400 July 2023- June 2033 GMPs Documents WD NCAA, TANAPA, TAWA At least 800,000 anti- poaching patrol man-days conducted by June 2033, Anti-poaching patrol man-days 528,000 480,000 48,000 July 2023- June 2033 Antipoaching Reports NCAA, TANAPA , TAWA At least 1500 Village Game Scouts trained by June 2033, Number of VGS trained 990 900 90 July 2023- June 2033 Training reports TAWA, WD Community based monitoring plans and informer networks in 10 TCGs established by June 2027, Number of Informer networks established 440 400 40 July 2023- June 2027 Community Based monitoring Plans document WD, NCAA, TANAPA, TANAPA, TAWA 5.1.2: Illegal taking of wildlife resources, Control illegal offtake of wildlife resources, At least one public prosecutor recruited in 50 core PAs by June 2028, Number of public prosecutors recruited 110 100 10 July 2023- June 2028 Recruitment Reports and presence of public prosecutors NCAA, TANAPA, TAWA 34 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions Forensic laboratory established at TAWIRI and operationalized by June 2033, Forensic laboratory established 2,200 2,000 200 July 2023- June 2033 Full equipped Forensic laboratory TAWIRI At least each PA has a drone and capacitated operator for anti-poaching patrols by June 2028. Number of PAs with Drones 550 500 50 July 2023- June 2028 Antipoaching Reports NCAA, TANAPA, TAWA 5.1.3: Species conservation Enhance species conservation, At least five national games designated by June 2033, Number of national games 11 11 0 July 2023- June 2033 Government Notice Number (GN) WD At least 15 threatened species have updated Management Plan by June 2033, Number of updated Species Management Plans 4,950 4,500 450 July 2023- June 2033 Species updated Management Plans WD Wildlife captive facilities increased from 67 in 2023 to 160 by June 2033, Number of Wildlife Captive Facilities 220 200 20 July 2023- June 2033 Wildlife captive facilities in place TAWA 5.1.4: Loss of wildlife habitats and wetlands degradation Control loss of wildlife habitats and wetlands degradation. All 61 wildlife corridors secured through land use plans by June 2033, Number of wildlife corridors secured 33,550 30,500 3,050 July 2023- June 2033 Corridor Reports and Government Notice Number (GN) WD THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 35 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions At least 10 new Wildlife Conservation Areas (WMAs) established by June 2033, Number of WMAs 770 700 70 July 2023- June 2033 WMA reports and Certificates WD, TAWA At least 10 Wetlands Reserves outside PAs established by June 2033, Number of Wetlands Reserves established 770 700 70 July 2023- June 2033 Wetlands Reports and Government Notice Number (GN) WD At least 80% of communities adjacent to wetlands resources are sensitized in the conservation and management of wetlands resources by June 2033, Percent of Communities adjacent to Wetlands sensitized . 1,760 1,600 160 July 2023- June 2033 Reports NCAA, TANAPA, TAWA Legal framework for wetlands conservation outside PAs developed by June 2023, Number of legal frameworks documents prepared 77 70 7 July 2023- June 2033 Legal framework documents WD Objective 1 total 590,568 536,880 53,688 5.2.1: Wildlife and wetlands economic potentials not sufficiently explored and tapped; and wetlands services not quantified, therefore prone to misuse Sustainable Utilization of Wildlife and Wetlands Resources Assess economic potentials of wildlife, cultural values and wetlands resources, At least 25 core PAs assessed for economic potentials of wildlife, cultural values and wetlands resources by June 2033, Number of PAs assessed. 4,125 3,750 375 July 2023- June 2033 Assessment Document. NCAA, TANAPA, TAWA 36 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions At least 10 legal instruments for sustainable utilization of wildlife and wetlands resources reviewed by June 2033, Number of legal instruments reviewed 550 500 50 July 2023- June 2033 Legal Instrument Documents TAWA 5.2.2: Wildlife and wetlands have cultural values. Cultural and traditional practices have facilitated sustainable management, utilization and conservation of the resources Enhance sustainable management, utilization and conservation of wildlife and wetlands resources At least 20 investments in designated wetlands reserves established by June 2033, Number of Investments in designated wetlands 440 400 40 July 2023- June 2033 Reports NCAA, TANAPA, TAWA, At least 40% of PAs generate revenue for self- operations by June 2033, % of PAs that generate revenue for self-operations 330 300 30 July 2023- June 2033 PAs’ Reports NCAA, TANAPA, TAWA At least 60% of local communities practicing traditional culture accessed wildlife and wetlands resources by June 2033, % of local communities practicing traditional culture accessed wetland resources 660 600 60 July 2023- June 2033 Reports NCAA, TANAPA, TAWA, WD Appropriate traditional knowledge in the conservation of wildlife and wetlands resources adopted by June 2033. Number of traditional knowledges adopted 330 300 30 July 2023- June 2033 Reports NCAA, TANAPA, TAWA THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 37 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.2.3: Equitable sharing of benefits arising from wildlife and wetlands utilization Enhance equitable sharing of benefits Mechanism for benefit sharing in relation to efforts invested by respective institution in conservation developed by June 2028, Number of mechanisms for benefit sharing developed 495 450 45 July 2023- June 2028 Reports WD, TAWA Framework to provide incentives for communities engaging in CBC reviewed by June 2033 Reviewed Framework 77 70 7 July 2023- June 2033 Reports and Framework document WD TAWA, Objective 2 Total 7,007 6,370 637 5.3.1: Management of wildlife and wetlands resources to sustain perpetuity Management and Development of Wildlife and Wetlands Resources Manage wildlife and wetlands resources, Annual gross revenue increased by 50% from 10 trillion to 15 trillion by June 2033, Revenue % increase 99,000 9,000 900 July 2023- June 2028 Financial reports WD, NCAA, TANAPA, TAWA Protocol to guide capture, translocation and re- introduction of species known to be indigenous to the area developed by June 2033, Protocol to guide capture, translocation and re-introduction of species developed 77 70 7 July 2023- June 2033 Protocol to guide capture, translocation and re- introduction of species Document WD, NCAA, TANAPA, TAWA, TAWIRI All proposed development projects in PAs and wetlands are subjected to EIA or environmental audit by June 2028, Number of development projects in PAs and wetlands subjected to EIA or environment audit 2,475 2,250 225 July 2023- June 2028 Reports on EIA and Project EIA documents NCAA, TANAPA, TAWA 38 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions At least 30 WMAs facilitated to establish one tourist investment facility to increase revenue by June 2033, Number of WMAs with Tourist Investment 660 600 60 July 2023- June 2033 WMAs Reports WD, TAWA 5.3.2: Development of human resources; provision of good working environment, and basic social services to staff working in wildlife protected areas Develop human resources capacity and working environment At least 95% of employees engaged in protecting natural resources are trained on use of appropriate technologies by June 2033. % of employees trained on the use of technology 3,850 3,500 350 July 2023- June 2033 Training Reports NCAA, TANAPA, TAWA, TAWIRI Improve working environment Provision of required infrastructure (roads, airstrips, houses) and working facilities (vehicles, aeroplanes, ICT equipment and software) increased from 50% to 80% in June 2033, -Number of Infrastructures -Km of Roads -Number of equipment 231,000 210,000 21,000 July 2023- June 2033 -Reports WD, NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI, CBCTC 5.3.3: Problem Animals Control Control problem animals At least 10 new WMAs established by June 2033, Number of WMAs established 2,750 2,500 250 July 2023- June 2033 Reports on new WMAs TAWA Human Wildlife Conflict incidences reduced by 60% from 1,426 in 2019/2020 to 570 by June 2033, Number of HWC incidences 110,000 100,000 10,000 July 2023- June 2033 Reports NCAA, TANAPA, TAWA THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 39 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions Two trainings on techniques for combating problem animals conducted annually in 53 HWCs hotspots Districts by June 2033. Number of Trainings 4,664 4,240 424 July 2023- June 2033 Training reports NCAA, TANAPA, TAWA, TAWIRI Objective 3 Total 468,490 425,900 42,590 5.4.1: Use of research results by decision makers and managers in development of wildlife and wetlands resources, Strengthen Resource Monitoring and Research Capacitate monitoring and demand driven research At least two demand driven research are funded and conducted annually in 50 PAs by June 2033, Number of Research conducted in PAs 26,400 24,000 2,400 July 2023- June 2033 Research reports TAWIRI, CAWM Make management decision-based research results Ensure 100% of demand driven research findings stored in MNRT Database by June 2033, % of demand driven research stored in MNRT database 220 200 20 July 2023- June 2033 ICT Reports TAWIRI, MNRT 5.4.2: Provision of technical assistance to resource users Provide technical assistance to resource users At least 700 wildlife and wetlands resource users provided with technical assistance as required by June 2033, Number of resource users provided with technical assistance 440 400 40 July 2023- June 2033 Reports TAWA Regulate and monitor wildlife research Ensure 100% of wildlife research and monitoring are regulated, coordinated and undertaken through TAWIRI by June 2033, % of wildlife research and monitoring regulated and monitored. 440 400 40 July 2023- June 2033 Research Reports TAWIRI, COSTECH Objective 4 Total 950,446 864,060 86,406 40 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.5.1: Changing people’s attitude and actions for conservation and wise use of wildlife and wetlands Enhance Communication, Education and Public Awareness Raise public awareness on wildlife and wetlands conservation, At least 90% of resource users including stakeholders, schools and communities are provided with awareness and education on wildlife and wetlands resources conservation by June 2033, % of resource users provided with awareness and education on wildlife and wetlands resources conservation 660 600 60 July 2023- June 2033 Reports NCAA, TANAPA, TAWA, TAWIRI Enhance public access to wildlife and wetlands information At least 85% of outreach programme staff trained on technical skills to enhance conservation awareness to stakeholders by June 2033. % of outreach programme staff trained on technical skills to enhance conservation awareness 935 850 85 July 2023- June 2033 Training reports NCAA, TANAPA, TAWA At least 400 multi-sectoral collaboration meetings on conservation of wildlife and wetlands resources convened by June 2033, Number of multi-sectoral collaboration meetings convened 44,000 40,000 4,000 July 2023- June 2033 Meeting reports WD At least 20 communities are engaged in programmes for protection of wildlife and wetlands resources by June 2033. Number of communities engaged 660 600 60 July 2023- June 2033 Reports NCAA, TANAPA, TAWA Objective 5 Total 46,255 42,050 4,205 THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 41 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.6.1: Wildlife and wetlands resources management responsibilities Coordinate Implemen- tation of the Policy Manage wildlife and wetlands resources At least 10 legal frameworks for wildlife, as well as in-situ wetlands reviewed by June 2028, Number of legal frameworks reviewed 550 500 50 July 2023- June 2028 Reports and reviewed Legal documents WD 5.6.2. Coordination of wildlife and wetlands management responsibilities Coordinate management responsibilities of wildlife and wetlands A legal framework reviewed to entrust the Director of Wildlife with the overall coordination of wildlife and wetlands management responsibilities of by June 2026. Legal framework reviewed 88 80 8 July 2023- June 2026 Reports and legal framework document WD Sectoral MDAs, and stakeholders are coordinated by DW in the implementation of the Wildlife Policy by June 2033. Number of MDAs coordinated 22,000 20,000 2,000 July 2023- June 2026 Reports WD Objective 6 Total 22,638 20,580 2,058 5.7.1. Conservation of shared resources, international trade and international obligations Foster Regional and International Co-Operation Enhance conservation of shared resources and information About 100% of meetings for regional and international treaties that the government is a party to, are attended by June 2033. % of regional and international meeting attended 6,600 6,000 600 July 2023- June 2033 Meeting Reports MNRT 42 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions At least 10 joint conservation initiatives for shared resources implemented by June 2033, Number of joint conservation initiatives for shared resources implemented 3,300 3,000 300 July 2023- June 2033 Reports on joint conservation initiatives MNRT At least five international meetings on wildlife and wetlands conservation convened by June 2033, Number of international meetings on wildlife and wetlands conservation 8,525 7,750 775 July 2023- June 2033 Meeting reports MNRT Enhance compliance to international obligations on wildlife and wetlands conservation Ensure 100% of all treaties are complied by June 2033, % of compliance to treaties 110 100 10 July 2023- June 2033 Reports MNRT A legal framework for engaging international partnership through public- private partnership and fundraising programmes from donors developed by June 2033. Number of legal frameworks for engaging international partnership 99 90 9 July 2023- June 2033 Reports MNRT Objective 7 Total 18,634 16,940 1,694 5.8: EMERGING ISSUES 5.8.1. Inadequate preparation for mitigation and management of natural catastrophes Implement National Disaster Management Strategy 2022- 2027. Risk analyses for the natural catastrophes conducted annually by June 2033, Number of Risk analyses conducted 198 180 18 July 2023- June 2026 Risk analyses document MNRT THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 43 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions Conduct risk analysis, Disaster prevention, preparedness and mitigation conducted by June 2033. Imminent risks established 99 90 9 July 2023- June 2028 Reports MNRT Establish and equip Rapid Response Teams (RRTs). Disaster response capacity developed in wildlife sector institutions by June 2033, Number of disaster response capacity mechanisms developed 825 750 75 July 2023- June 2033 Reports on simulation exercises conducted MNRT 5.8.2. Rapid spread of invasive species in protected areas Implement National Invasive Species Strategy and action plan 2019-2029 At least 90% of stakeholders are sensitized on pathways for introduction and spread of invasive species by June 2033, % of stakeholders sensitized 330 300 30 July 2023- June 2028 Reports NCAA, TANAPA, TAWA, TAWIRI Manage invasive species pathways, At least 80% of invasive plant species eradicated in protected areas networks by June 2033. % of invasive plant species eradicated in protected areas 3,300 3,000 300 July 2023- June 20233 Reports NCAA, TANAP, TAWA At least 50% of invasive species in communities adjacent to PAs eradicated by June 2033, % of invasive plant species eradicated in protected areas 2,640 2,400 240 July 2023- June 2023 Reports NCAA, TANAPA, TAWA Emerging Issues Total 7,392 6,720 672 44 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.9: CROSS-CUTTING ISSUES 5.9.1. Natural Resources Governance Mainstream good governance principles in natural and cultural resources conservation decision processes, At least 20 awareness seminars on natural resources good governance conducted to staff by June, 2033, Number of awareness seminars on natural resources good governance 1,100 1,000 100 July 2023- June 2033 Reports NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI Develop and implement mechanisms to strengthening good governance in wildlife and wetlands management At least 40 public awareness programmes on good governance in wildlife and wetlands conservation and management conducted by June, 2033. Number of public awareness programmes on good governance in wildlife and wetlands conservation 880 800 80 July 2023- June 2033 Reports on conducted programmes NCAA, TANAPA, TAWA 5.9.2. Climate change Develop and implement programmes to enhance agencies and institutions capacity on climate change adaptation and mitigation, At least 10 awareness seminars to enhance Ministry, agencies and institutions capacity on climate change adaptation and mitigation conducted by June, 2033, Number of awareness seminars on climate change adaptation 550 500 50 July 2023- June 2033 Reports NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI , TAWIRI, WD THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 45 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions Develop and implement mechanisms for strengthening mainstreaming of climate change in corporate strategic plans, action plans and policy, Legal frameworks, strategic and action plans reviewed to incorporate climate change adaptation and mitigations by June, 2028, Number of Legal frameworks, strategic and action plans reviewed 99 90 9 July 2023- June 2028 Reports WD Develop and implement programmes for partnership between government and private sector in climate change adaptation and mitigation, At least one Programme for collaboration between government and private sector in climate change adaptation and mitigation developed by June, 2028, Number of programmes developed and implemented 88 80 8 July 2023- June 2033 Reports on reviewed Policy and plans WD Develop and implement programmes for rangelands rehabilitation and management including provision of artificial water sources for wildlife in dry areas At least one Programme for rangelands rehabilitation and management developed in each protected area by June, 2033, Number of programmes for rangelands rehabilitation and management 990,000 900,000 90,000 July 2023- June 2033 Reports NCAA, TANAPA, TAWA 46 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.9.3. Gender Enhance equality and equitable participation of women and other vulnerable groups in wildlife and wetlands conservation and management At least 30% of women and other vulnerable groups participate in wildlife and wetlands conservation and management by June, 2033, % of women and other vulnerable groups participate in wildlife and wetlands conservation and management 660 600 60 July 2023- June 2033 Reports WD NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI At least 20 public awareness campaigns on the role of gender in wildlife and wetlands conservation and management conducted by June 2033. Number of programmes on education and awareness on gender consideration in natural resources conservation 880 800 80 July 2023- June 2033 Reports WD NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI 5.9.4. Multi-sectoral coordination Enhance multi-sectoral coordination in executing programmes or projects which have direct impact on habitats, wildlife and wetlands resources At least 11 Sectoral Ministries, Departments and Agencies (MDAs) linked to wildlife and wetlands resources conservation engaged by June 2033, Number of MDAs engaged on wildlife and wetlands conservation; 1,100 1,000 100 July 2023- June 2033 Reports and signed agreements WD, NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI Areas for multi-sectoral coordination among MDAs mainstreamed by June 2033. Number of Areas for multi-sectoral coordination among MDAs mainstreamed 330 300 30 July 2023- June 2033 Reports WD THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 47 Objective Strategies Targets Indicators Resources (million) MNRT (million) Partners (million) Time frame Means of verification Responsible institutions 5.9.5. HIV/AIDS and Non-Communicable Diseases (NDCs) Mainstream HIV/ AIDS preventive measures in natural and cultural resources conservation, All staff consented to be living with HIV/AIDS supported to improve their health conditions by June, 2033, Number of staff supported to improve their health conditions 330 300 30 July 2023- June 2033 Health reports WD, NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI, Advocate for HIV/AIDS and Non- Communicable Diseases (NCDs) prevention and control. At least 20 sensitization seminars on HIV/AIDS and NCDs conducted by June, 2033. Number of seminars conducted 1,100 1,00 100 July 2023- June 2033 Reports on HIV/AIDS and NCDs status among staff members WD, NCAA, TANAPA, TAWA, TAWIRI, CAWM, PWTI Cross-cutting issues Total 997,447 906,770 90,677 GRAND TOTAL 2,617,769 2,379,790 237,979 48 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 CHAPTER SIX 6.0. MONITORING, EVALUATION AND REPORTING 6.1. Introduction, Rationale and Structure Monitoring and Evaluation (M & E) is a systematic search for answers about how the MNRT is performing in implementing the objectives coined in the Wildlife Policy of 2007. Thus, M & E is an essential managerial tool that will track the performance on the implementation of the Strategy. The M&E depicts how the vision will be attained through implementing the Strategy and how the stakeholders will be impacted. The Framework of M& E shows the main goal: the overall impact of the strategies; the beneficiaries to the interventions; how the Policy Objectives are linked to the Monitoring Plan, the Planned Reviews; the Evaluation Plan and the Reporting Plan. The M&E also intends to provide basic information on how the interventions will be undertaken in implementing the Strategy leading to the attainment of the Objectives, tracking and monitoring of the targets, reviews to be undertaken over the course of implementation of the Policy, the general evaluation of the performance and how the progress will be reported. 6.1.1. Beneficiaries of the Strategy The beneficiaries of the WPIS are those who depend on goods and services provided by the wildlife and wetlands ecosystems. These include Sector Ministries, Regional Secretariats, Local Government Authorities, Private Sector, Civil Society Organizations, Non-Governmental Organizations, Academic and Research Institutions, and Local Communities. 6.2. Monitoring and Evaluation Objectives and Guiding Principles The section consists of M&E objectives and guiding principles. The M&E objectives are divided into two groups which include the overall objective and specific objectives. 6.2.1. Overall and Specific Objectives The overall objective of M&E Framework is to guide the implementation of the Wildlife Policy (2007) through its Strategy. The specific objectives of the M&E framework intend to: (i) Establish benchmark; (ii) Set targets and standards; (iii) Guide actors’ participation in the implementation and monitoring activities; and (iv) Control use of resources during implementation. THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 49 6.2.2. Guiding Principles The M & E system will be guided by the following principles: (i) Developing capacity of M & E units or section; (ii) Harmonizing and aligning the framework with other government M&E systems; (iii) Adopting a result-based-approach; (iv) Flexibility in reversing M&E framework; and (v) Starting from the current situation. 6.3. Scope of Monitoring and Evaluation Framework The M&E framework outlays overall trends on the development of the wildlife sector and includes, but is not limited to: (i) Assessment of the efficiency of input use and processes; (ii) Assessment of extent of attainment of outputs, outcomes and impacts of the Strategy; and (iii) Establishment of databases and reporting framework. 6.4. Performance Indicators Performance indicators are tools for assessing the achievement in implementing the targets established in the Wildlife Policy Implementation Strategy. The indicators have been categorized into two groups namely output indicators and outcome indicators. Where there is some existing baseline data on the performance it will be indicated in the matrix including the source of information. Output and outcome indicators, and baseline data and verification sources are shown in Table 2. 50 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 Table 2: Performance Indicators for Monitoring and Evaluation S/N Output Indicators Outcome Indicators Baseline Means of Verification 2.1. Strategic Objective 1: Protection and Conservation of Wildlife and Wetlands 2.1.1 Number of PAs upgraded. Increased wildlife populations Government Notic (GN) 2.1.2 Number of PAs with GMPs Enhanced management GMPs documents 2.1.3 Anti-poaching patrol man-days Reduced poaching incidences Anti-poaching reports 2.1.4 Number of VGS trained Reduced HWCs Training reports 2.1.5 Number of Informer networks established Reduced poaching incidences Community based monitoring plans 2.1.6 Number of public prosecutors recruited Enhanced conviction of criminal cases in court Recruitment reports and presence of public prosecutors 2.1.7 Forensic laboratory established Enhanced court evidences Equipped forensic laboratory 2.1.8 Number of PAs with Drones Enhanced anti- poaching patrols Anti-poaching reports 2.1.9 Number of national games Enhanced species conservation Government Notice (GN) 2.1.10 Number of updated Species Management Plans Enhanced species conservation Species updated management plans 2.1.11 Number of Wildlife Captive Facilities Enhanced species conservation Wildlife captive facilities in place 2.1.12 Number of wildlife corridors secured Reduced HWCs Corridors reports & GN 2.1.13 Number of WMAs Enhanced community livelihoods WMAs reports & certificates 2.1.14 Number of Wetlands Reserves established Enhanced wetlands conservation Wetlands reports & GN 2.1.15 Percent of Communities adjacent to Wetlands sensitized Enhanced community support Reports 2.1.16 Number of legal frameworks documents prepared Enhanced wetlands conservation Legal framework documents 2.2. Strategic objective 2: Sustainable Utilization of Wildlife and Wetlands Resources 2.2.1 Number of PAs assessed Improved revenue Assessment reports THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 51 S/N Output Indicators Outcome Indicators Baseline Means of Verification 2.2.2 Number of legal instruments reviewed Enhanced conservation Legal instruments documents 2.2.3 Number of Investments in designated wetlands Improved revenue Reports 2.2.4 % of PAs that generate revenue for self- operations Improved revenue PAs financial reports 2.2.5 % of local communities practicing traditional culture accessed wetland resources Enhanced community support Reports 2.2.6 Number of traditional knowledges adopted Enhanced conservation Reports 2.2.7 Number of mechanisms for benefit sharing developed Enhanced motivation Reports 2.2.8 Reviewed Framework Enhanced community support Reports & framework documents 2.3. Strategic Objective 3: Management and Development of Wildlife and Wetlands Resources 2.3.1 Revenue % increase Enhanced natural resources conservation Financial reports 2.3.2 Protocol to guide capture, translocation and re-introduction of species developed Reduced risk of reintroduction of exotic species Developed protocol 2.3.3 Number of development projects in PAs and wetlands subjected to EIA or environment audit Enhanced management of natural resources Reports on EIA & Project EIA documents 2.3.4 Number of WMAs with Tourist Investment Enhanced community livelihoods WMAs reports 2.3.5 % of employees trained on the use of technology Employees highly motivated to work Training reports 2.3.6 • Number of Infrastructures • Km of Roads • Number of equipment Enhanced revenue collection Reports 52 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 S/N Output Indicators Outcome Indicators Baseline Means of Verification 2.3.7 Number of WMAs established Improved wildlife conservation Reports on new WMAs 2.3.8 Number of HWC incidences Enhanced community livelihoods Reports 2.3.9 Number of Trainings Reduced incidences of HWCs Training reports 2.4. Strategic Objective 4: Strengthen Resource Monitoring and Research 2.4.1 Number of Research conducted in PAs Enhanced informed decisions Research reports 2.4.2 % of demand driven research stored in MNRT database Management decisions based on science ICT reports 2.4.3 Number of resource users provided with technical assistance Enhanced Stakeholders support Reports 2.4.5 % of wildlife research and monitoring regulated and monitored. Improved MNRT Database Research reports 2.5. Strategic Objective 5: Enhance Communication, Education and Public Awareness 2.5.1 % of resource users provided with awareness and education on wildlife and wetlands resources conservation Enhanced conservation awareness Reports 2.5.2 % of outreach programme staff trained on technical skills to enhance conservation awareness Enhance conservation awareness to stakeholders Training reports 2.5.3 Number of multi- sectoral collaboration meetings convened Enhanced multi- sectoral awareness on conservation Meeting reports 2.5.4 Number of communities engaged Enhanced protection of natural resources Reports 2.6. Strategic Objective 6: Coordinate Implementation of the Policy 2.6.1 Number of legal frameworks reviewed Enhanced wildlife and wetlands conservation Reports & reviewed legal documents THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 53 S/N Output Indicators Outcome Indicators Baseline Means of Verification 2.6.2 Legal framework reviewed Enhanced coordination of wildlife and wetlands management Reports & legal framework documents 2.6.3 Number of MDAs coordinated Enhanced natural resources conservation Reports 2.7. Strategic Objective 7: Foster Regional and International Co-Operation 2.7.1 % of regional and international meeting attended Enhanced knowledge on international treaties Meeting reports 2.7.2 Number of joint conservation initiatives for shared resources implemented Reduced IWT Reports on joint conservation initiatives 2.7.3 Number of international meetings on wildlife and wetlands conservation Enhanced wildlife and wetlands conservation Meeting reports 2.7.4 % of compliance to treaties Enhanced participation Reports 2.7.5 Number of legal frameworks for engaging international partnership Increased conservation funds Reports 2.8. EMERGING ISSUES 2.8.1: Natural catastrophes: Inadequate preparation for mitigation and management of natural catastrophes 2.8.1.1 Number of Risk analyses conducted Enhanced preparedness and response Risk analysis documents 2.8.1.2 Imminent risks established Enhanced preparedness and response Reports 2.8.1.3 Number of disaster response capacity mechanisms developed Enhanced preparedness and response Reports on simulation exercises conducted 2.8.2: Invasive species: Rapid spread of invasive plant species in protected areas 2.8.2.1 % of stakeholders sensitized Enhanced awareness on impact of invasive species Reports 2.8.2.2 % of invasive plant species eradicated in protected areas Improve wildlife habitats Reports 54 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 S/N Output Indicators Outcome Indicators Baseline Means of Verification 2.8.2.3 % of invasive plant species eradicated in protected areas Increased community productivity Reports 2.9: CROSS-CUTTING ISSUES 2.9.1: Natural resources governance: Inadequate practices of good governance in wildlife and wetlands resources management 2.9.1.1 Number of awareness seminars on natural resources good governance Reduced corruption incidences Reports 2.9.1.2 Number of public awareness programmes on good governance in wildlife and wetlands conservation Enhanced awareness on governance Reports on conducted programmes 2.9.2: Climate change: Limited consideration of Climate change impacts on wildlife and wetlands resources conservation 2.9.2.1 Number of awareness seminars on climate change adaptation Enhanced awareness on impact of climate change Reports 2.9.2.2 Number of Legal frameworks, strategic and action plans reviewed Enhanced natural resources conservation Reports 2.9.2.3 Number of programmes developed and implemented Improve wildlife habitats Reports on reviewed policy and plans 2.9.2.4 Number of programmes for rangelands rehabilitation and management Increased wildlife populations Reports 2.9.3: Gender: Limited involvement of women, youths and other vulnerable groups in wildlife and wetlands conservation and management 2.9.3.1 % of women and other vulnerable groups participate in wildlife and wetlands conservation and management Enhanced gender balance in conservation Reports 2.9.3.2 Number of programmes on education and awareness on gender consideration in natural resources conservation Enhanced public awareness on role of gender in conservation Reports THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 55 S/N Output Indicators Outcome Indicators Baseline Means of Verification 2.9.4: Multi-sectoral coordination: Inadequate multi-sectoral coordination on habitats, wildlife and wetlands resources conservation 2.9.4.1 Number of MDAs engaged on wildlife and wetlands conservation; Enhanced wildlife and wetlands conservation Number of signed agreements 2.9.4.2 Number of Areas for multi-sectoral coordination among MDAs mainstreamed Roles and responsibilities understood Reports 2.9.5: HIV/AIDS and NDCs: Limited awareness, stigma and protection measures on HIV/AIDS and NCDs, 2.9.5.1 Number of staff supported to improve their health conditions Reduced number of staff with sick leaves Health report 2.9.5.2 Number of seminars conducted Reduced new cases of HIV/AIDS & NCDs Reports on HIV/ AIDS and NCDs status among staff members 6.4.1. Monitoring Plan Monitoring will involve continuous and systematic data collection, analysis, indicator and reporting frequencies, interpreting and reporting. This will provide information to the MNRT and stakeholders on ongoing interventions for the purpose of assessing the extent of progress and achievements made over the objectives and the use of allocated funds. 6.5. Data Collection and Analysis The main approaches for data collection will be the review of existing progress reports, field visits, fora and surveys. Data collected will be analyzed and included in the National Wildlife database. 6.6. Monitoring and Evaluation Reports This section includes types of M&E reports, reporting schedules, reporting flows and feedback mechanisms. The M&E reports are expected to provide feedback on the progress made in the course of implementing the Strategy and inform the immediate and medium-term decisions to be made. 56 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 6.6.1. Types of M&E reports The main M&E reports to be generated will include: - (i) Progress reports; (ii) Reviews; (iii) Evaluation reports; (iv) Studies and surveys reports; and (v) Policy review. 6.6.2. Performance reporting plan This will involve reporting on the performance in compliance with the progress towards attaining Wildlife Policy Objectives and Targets or implementing targets against expenditures focusing on the impacts on stakeholders and the general public. The Reporting Plan will detail internal and external reporting. The reporting schedule and the types of M&E reports are presented in Table 3 below. Table 3: Reporting Schedule S/N Type of reports Content of reports Frequency of reporting 1. Progress reports Consolidated reports covering progress on wildlife and wetlands resources conservation, utilization of resources and implementation of activities Quarterly, semi- annually and annually 2. Reviews Report covering the progress made towards achieving milestones and targets Semi-annual and Annually 3. Evaluation reports Reports including achievement of the Policy objectives, challenges, lessons learnt and recommendations for improvement. Twice (Mid-term in 2028 and the Final evaluation in 2034) 4. Studies and survey reports Findings and recommendations for improvement on specific issues. As deemed necessary 5. Policy Review Report showing overall achievements of the Wildlife Policy objectives, challenges, lessons learnt and recommendations for improvement in the next version of the Strategy. Depending on the magnitude of identified gaps and emerging issues 6.6.3. Reporting Flows Agencies and Institutions will be responsible for the preparation of periodic progress and performance reports on achievements of respective policy areas and forward to the MNRT for consolidation. Consolidated reports will be shared with stakeholders THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 I PAGE 57 for records keeping and necessary actions. Various internal and external meetings will be conducted to share the progress made towards achieving policy objectives. The schedule of meetings to track the implementation progress is shown in Table 4: Table 4: Planned meetings S/N Type of meeting Frequency Participants Chairperson 1. WD Meetings Monthly All staff of the WD at Headquarters DW 2. Quarterly performance review meetings Quarterly DW, CC-NCAA, CC- TANAPA, CC-TAWA, DG- TAWIRI, Rector-CAWM, Principal- CBCTC, Principal-PWTI, Director- Research and Statistics, Director-NTAP, DPP, Ass. Directors, Director- Tourism,. PS-MNRT 3. National Wildlife Steering Committee (NSC) Quarterly NSC members DW 4. Annual review Meetings Annually Representative of all key stakeholders PS-MNRT 5. Mid-term review After 5 years Representative of all key stakeholders PS-MNRT 6. Final review After 10 years Representative of all key stakeholders PS-MNRT 6.6.4. Feedback Mechanism A feedback mechanism will be established for exchange of information between report producers and end users. This will lead to sharing of achievements, experiences and challenges among stakeholders including identification of gaps and collective actions to address the challenges. Moreover, the mechanism will improve the quality and timely submission of reports. 6.7. Use of Monitoring and Evaluation Information Stakeholders will use M&E reports for: (i) Decision making; (ii) Improving services delivery; (iii) Improvement in policy implementation; (iv) Demonstrated results as part of accountability; and (v) Planning. 58 PAGE I THE WILDLIFE POLICY IMPLEMENTATION STRATEGY 2023-2033 6.8. Action Plan A National Wildlife Action Plan that covers Policy issues, emerging issues and cross- cutting issues will be developed in a participatory manner after the approval of the Policy Implementation Strategy. The underpinned broad actions of the Strategy will be cascaded into interventions and activities with estimated costs. Through this Plan, each implementing agency or institution will be assigned specific responsibilities that will be outlined in the result framework. 6.9. Conclusion The Monitoring, Evaluation and Reporting are essential tools that will be used by the Ministry responsible for natural resources management and other stakeholders for internal decision-making and enhancing accountability and transparency during the implementation of the Wildlife Policy of 2007. Ministry of Natural Resources and Tourism P. O. Box 1351 Prime Minister’s Street Dodoma - Tanzania Tel: +255 (26) 232 1568, +255 (26) 232 1514 Email: dw@maliasili.go.tz Website: http://www.maliasili.go.tz