## _cr1117 ## Source details **Canonical URL:** [_cr1117](https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2011/_cr1117.pdf) ## Other formats - [Markdown version](/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2011/_cr1117.pdf.md) - [Structured JSON version](/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2011/_cr1117.pdf.json) --- ### FOREWORD — Purpose, Achievements, Challenges, Orientation - Purpose and timeframe: - Second National Strategy for Growth and Reduction of Poverty (NSGRP II) / MKUKUTA II to be implemented between 2010/11 and 2014/15. - Vehicle for realizing Tanzania’s Development Vision 2025 and the Millennium Development Goals (MDGs). - Continuing focus from MKUKUTA I: - Accelerating economic growth, reducing poverty, improving standard of living and social welfare, supporting good governance and accountability. - Selected MKUKUTA I achievements: - Economic growth: since 2005, economy grew at 7 percent (target set: 6 – 8 per cent per annum). - Government revenues: monthly average increased from Tanzanian shillings 177 billion in 2005/06 to Tanzanian shillings 390 billion in 2009/10. - Education: 2,171 new public secondary schools built in last five years; secondary students increased from 524,325 in 2005 to 1,638,669 in 2010. - Health: New Health Policy in 2007 and Primary Health Service Development Programme (2007 – 2017); new health facilities constructed. - Water access: rural 53 .7 percent (2005) to 60 .1 percent (2010); urban 74 percent (2005) to 84 percent (2010). - Transport: country size 945,000 sq . km .; road network 86,472 km of roads of which only 6,700 is paved; over 2,200 km upgraded from gravel to tarmac in last five years. - Governance: improvement in public financial management and judicial expansion; increased women leadership outcomes. - MKUKUTA I identified challenges for MKUKUTA II: - Need to increase economic growth and raise peoples’ incomes; insufficient progress in reducing income poverty. - Consolidate education gains; strengthen health capacities to reduce child and maternal mortality and malnutrition. - Provide clean and portable water close to homesteads; expand transport and communication networks; sustain and advance governance achievements. - MKUKUTA II orientation and emphases: - Greater alignment toward productivity and wealth creation; scale up private sector participation; respond to global/regional developments (WTO, EPA, climate change, East African Common Market). - Strategic emphases (i)–(x) include sharper prioritization, evidence-based planning, aligning MDAs/LGAs strategic plans, strengthening implementation capacity, scaling up private sector role, improving human resources, fostering mind-set change, mainstreaming cross-cutting issues, strengthening monitoring/reporting, and improving public finance management. ### INTRODUCTION AND BACKGROUND — Framework, Context, Consultation - MKUKUTA II essentials: - Continuation of government commitment; medium-term framework for 2010/11 – 2014/15; three clusters: Cluster I (Growth for Reduction of Income Poverty), Cluster II (Improvement of Quality of Life and Social Well‑being), Cluster III (Governance and Accountability). - Sectors align Strategic Plans to MKUKUTA II and cost Priority Action Programmes; detailed costing under implementation plan. - National policy context: - Results and MDG-based strategy; five-year implementation period; emphasis on cross-sectoral linkages, private sector role, good governance, vulnerability and social protection. - External economic context and risks: - Impact channels: trade (exports) and financial flows (FDI). - First round crisis effects: slowdown of growth and reduction in financial/capital flows. - Noted external influences: WTO, EPA, climate change policies, EACM, SADC, IOR, NBI. - Review and consultation process stages: - (i) Preparatory stage — Guidelines for the Review and Preparation of MKUKUTA II. - (ii) Assessment Stage — analytical reports including PER. - (iii) Drafting and Dialogue Phase — strategy outline and framework. - (iv) Stakeholder Consultations — national ownership, gaps identification; participants included MDAs, LGAs, CSOs, DPs, private sector actors. - Document layout: - Seven chapters plus Annex; Ch II status of poverty; Ch III framework and prioritization; Ch IV clusters/goals; Ch V implementation arrangements; Ch VI M&E; Ch VII budget/financing; Annex A: Result Matrix. ### STATUS OF POVERTY, CHALLENGES, OPPORTUNITIES — Key statistics and sector performance - Poverty and population: - Poverty head count: 36 out of 100 Tanzanians poor in 2000/01 vs 34 in 2007. - Food poverty national: 16 .6 percent (2007); rural food poverty 18 .4 percent. - National population growth rate: 2 .9 percent. - Jobs: approximately 630,000 new jobs created annually (informal sector). - Youth unemployment: females about 15 .4 percent vs males 14 .3 percent (ILFS 2006). - Women in paid employment: 24 .7 percent. - Sectoral growth patterns: - GDP annual growth averaged 7 percent since 2005; 2009 GDP growth 6 .0 percent. - Sector shares (per cent): 2005 Agriculture 27 .6; Services 42 .5; Industry and construction 20 .8. 2009 Agriculture 25; Services 45; Industry and construction 20 .8. - Agriculture: about 70 percent of farming dependent on the hand hoe; constraints include poor infrastructure, inadequate extension, low value addition. - Fisheries: growth 5 percent in 2008, 2 .7 percent in 2009. - Manufacturing: constrained by high cost of doing business, unreliable power and water, transport and ICT issues. - Mineral sector: growth about 15 percent annually before 2007; 2 .5 percent in 2008; 1 .2 percent in 2009. - Tourism: 2009 growth 4 .4 percent (4 .5 percent in 2008). - Macroeconomic management: - Inflation: rose to 12 .1 percent by December 2009 (upward trend began in 2005). - Credit to private sector: domestic credit to private sector rose from 4 .6 percent in 2001 to 13 .8 percent in 2007. - FDI: averaged USD 603 million annually since 2005. - Exports as percent of GDP: ranged between 21 .7 percent and 23 .1 percent. - Quality of life and social wellbeing highlights: - HDI ranking improved from 163 (2000) to 151 (2009). - Education: secondary school students increased from 524,325 (2005) to 1,638,669 (2010); adult illiteracy increased from 28 percent (2005) to 31 percent (2009); female adults without formal education 19 .1 percent vs men 9 .5 percent (DHS 2010). - Health and nutrition: - Total Fertility Rate 5 .4 children per woman (15-49); rural TFR 6 .1; urban 3 .7. - Life expectancy increased from 51 years (2002) to 54 years (2008) — male 53, female 56. - Infant mortality trend: Infant mortality 88 (1996), 68 (2004-05), 58 (2007-08), 51 (2010); Under-five mortality 137 (1996), 112 (2004-05), 91 (2007-08), 81 (2010). - Maternal mortality ratio 454 maternal deaths per 100,000 live births (2010, ten-year period). - Malnutrition: four out of every 10 children under five are stunted; about one out of every five underweight. - HIV prevalence (15-49): national 5 .7 percent (women 6 .6 percent; men 4 .6 percent) (THMIS 2007-2008). - ART demand: more than 60 percent unmet; PMTCT reach 37 percent during first half of 2009. - Health workforce shortage: estimated at 65 percent. - Water and sanitation: - WSDP (since July 2007): 8,285 additional water points, serving over 1 .89 million additional beneficiaries. - Rural water access: 55 percent (2005) to 58 .7 percent (December 2009). - Urban access in major urban centres: 74 percent (2005) to 84 percent (December 2009). - Dar es Salaam water supply remained at 68 percent since 2005; city population growth 8 percent. - Only 24 percent of households used improved sanitation facilities (JMP, 2010 estimate). - Social protection: - Disability prevalence 7 .8 percent (2008) (rural 8 .3 percent; urban 6 .3 percent). - Governance and accountability: - Investigation of 706 corruption cases completed. - Compliance to Public Procurement Act: 60 percent (2008/09); central government procuring entities 57 percent. - Audits: out of 105 MDAs audited, 88 percent received a clean audit certificate in 2008/09 (70 percent in 2007/08); LGAs 58 percent (72 percent in 2007/08). - Financing status and challenges: - Domestic revenue collection increased from TShs . 1,284 .6 billion annually in 2005/06 to an average of TShs . 3,605 .1 billion in 2009. - Domestic revenue as ratio of GDP increased from 11 .8 percent (2004/05) to 15 .9 percent (2008/09). - Global crisis estimated to have reduced domestic revenue collection target by 10 percent and nominal revenue growth expectation from 30 percent to 18 percent. - Cluster allocation averages (2006/07–2009/10): Cluster I average 41 .5 percent; Cluster II average 38 .2 percent; Cluster III average 20 .4 percent. - Major financing challenges: insufficient resources, global crisis impact, omission of wages/transfers in MKUKUTA budget, delayed costing, unclear non-state actors’ financing. ### FRAMEWORK AND PRINCIPLES (3.1) — Fundamentals and organizing framework - Principles of MKUKUTA II (selected): - National ownership; political commitment; macro-micro linkages; sector strategies and collaboration; local partnerships and community engagement; harmonized assistance; sustainable human development and equity; sharper and focused prioritization. - Five key fundamentals: - i. Efficient use and development of factors of production (land, human resources, capital, technology); improve education quality and skills, scale up private sector and ICT. - ii. Strengthening and establishing well functioning institutions and markets. - iii. Provision of infrastructure (priority: energy, roads, railway, marine, communication, ports, strategic airports). - iv. Ensuring good economic governance (public finance management, market facilitation, core reforms). - v. Resource mobilization and financing (government revenue, loans/grants, private investment, PPPs, sovereign bonds, community contributions). - Organizing framework: - Long term policy anchor: Tanzania Development Vision 2025. - Three clusters maintained from MKUKUTA I: Cluster I (Growth), Cluster II (Quality of Life), Cluster III (Governance). - Growth enablers: macro level (policy environment, finance), sub-national (property rights, markets), micro (skills, health, finance). - Implementation considers four development corridors: East-West, North-South, TAZARA, Complementary and Supportive. ### CLUSTER I — Growth for Reduction of Income Poverty (Goals, targets, sectoral drivers) - Broad aim: - Inclusive and accelerated growth; employment opportunities for all including women and youth; good economic governance and enhanced social services. - Cluster target growth ambition: - Aligns with Tanzania Development Vision 2025 target of 8 – 10 percent per annum. - Five goals: - 1. Pursuing sound macroeconomic management - 2. Reducing income poverty through inclusive, sustainable, employment-enhancing growth - 3. Ensuring creation and sustenance of productive and decent employment (women, youth, PWDs) - 4. Ensuring food and nutrition security, environmental sustainability and climate change adaptation and mitigation - 5. Leveraging returns on national resources for national and community benefits - Selected operational and quantitative targets (preserved exactly): - GDP growth accelerated from 6 .0 percent in 2009 to 8 - 10 percent per annum by 2015. - Income poverty incidence reduced: - national: from 33 .6 percent in 2007 to 24 percent (MDG 19 .3 percent) in 2015; - rural: from 37 .6 percent in 2007 to 26 .4 percent (MDG 20 .4percent) in 2015. - Unemployment reduced from 10 percent in 2008 to 5 percent by 2015. - Working poverty reduced from 36 percent in 2007 to 20 percent in 2015. - Manufacturing growth (real terms) from 8 .0 percent in 2009 to 15 percent by 2015; SMEs contribution from 33 percent to 40 percent in 2015. - Mining growth from 1 .2 percent in 2009 to 3 .2 percent by 2015. - Tourism growth from 4 .2 percent in 2009 to 7 .9 percent by 2015. - Agricultural growth from 2 .7 percent in 2009 to 6 .0 percent by 2015. - Livestock: 2 .3 percent in 2009 to 4 .5 percent by 2015. - Crops: 3 .4 percent in 2009 to 6 .4 percent by 2015. - Forestry: 3 .5 percent in 2009 to 5 .8 percent by 2015. - Honey and beeswax: 3 .4 percent in 2008 to 4 .5 percent by 2015. - Area under irrigation: from 370,000 ha . in 2009 to 1,000,000 ha by 2015 (supply 25 percent of domestic food demand through irrigation farming by 2015). - Fisheries: 2 .7 percent in 2009 to 5 .3 percent by 2015. - Electricity generation and access: - Electricity generation increased from 1064MW in 2010 to 1722MW by 2015. - Use of non-hydro renewable for power generation increased from 4 percent 2010 to 6 percent in 2015. - Total length of transmission and distribution lines doubled by 2015. - Access to electricity in rural areas increased from 2 percent in 2010 to 6 percent in 2010 in rural areas; national level from 14 percent in 2010 to 18 percent in 2015. - Access to clean substitute for wood fuel for cooking increased from 10 percent in 2010 to 20 percent in 2015. - Transport sector growth raised from 6 .0 percent in 2009 to 9 .12 percent by 2015. - Sectoral strategies (high-level highlights): - Agriculture: irrigation expansion; mechanization; R&D and STI; value addition; warehouse receipts; cooperative strengthening; market development. - Manufacturing: energy reliability; industrial parks/EPZs; Road Map for easing doing business; finance and credit guarantees for MSMEs; formalization. - Tourism: marketing and promotion; human resource development; ICT and service quality improvements; link communities to tourism. - Mining: promote domestic value addition; empower artisanal miners; improve fiscal regime; environmental standards; joint ventures. - Cross-sector drivers: infrastructure (roads, rail, ports, energy), ICT, water resources, hydrometric stations (increase from 83 in 2009 to 438 by 2015 noted elsewhere). - Employment and labor market targets and strategies: - Enforce labor laws and standards; strengthen Labor Market Information System; enhance employable skills for youth, women and PWDs; promote entrepreneurship and MSME support. - Food security and climate adaptation: - Strategic Grain Reserve of at least 4 month of national food requirement maintained. - Crop and livestock varieties suited to adverse climate introduced. - Strengthen early warning and natural disaster response frameworks. - Natural resources leverage: - Strengthen administration and monitoring; earmark revenues for long term investments; strengthen TRA capacity to capture taxes from natural resource rents; promote community-based management. ### CLUSTER II — Improvement of Quality of Life and Social Well‑being (Goals, targets, strategies) - Broad outcomes: - Improved quality of life and social wellbeing for the poorest and vulnerable; reduced inequities in education, survival and health across geographic, income, age, gender groups. - Six goals with operational targets (selected and preserved exactly): - Goal 1 (Education): NER to 100 percent for pre-primary and primary; NER to 45 percent for lower secondary and 5 percent for upper secondary; student–teacher ratio targets Primary=1:45 and secondary=1:25. - Goal 2 (TVET/Higher/Adult): Adult illiteracy rate reduced by 50 percent from 31 percent in 2009 to 16 percent in 2015. - Goal 3 (Health & Nutrition): Maternal mortality ratio reduced from 454 per 100,000 live births (2010) to 265 per 100,000 live births by 2015; Neonatal mortality reduced from 26 per 1,000 live births (2010) to 19 per 1,000 live births in 2015; Proportion of births attended by skilled health personnel increased from 50 .6 percent (2010) to 80 percent (2015); Total Fertility rate slowed from 5 .4 (2010) to 5 .0 by 2015; Population growth reduced from 2 .9 (2002) percent pa to 2 .7 percent pa by 2015. - Infant mortality target: 51 per 1000 (2010) to 38 per 1000 by 2015. - Under-five mortality target: 81 per 1000 (2010) to 54 per 1000 by 2015. - Under-five underweight: 21 percent (2010) to 14 percent by 2015. - Stunting: 35 percent (2010) to 22 percent by 2015. - Exclusive breastfeeding <6 months: 50 percent (2010) to 60 percent by 2015. - Anaemia reductions: women from 48 .4 percent to 35 percent by 2015; children from 71 .8 percent to 55 percent by 2015. - HIV target: national HIV prevalence in 15-24 age group reduced from 2 .4 percent in 2010 to 1 .2 percent by 2015. - Contraceptive rate increase: from 28 percent in 2010 to 60 percent by 2015. - Goal 4 (Water & Sanitation): - Rural households with improved water: 58 .7 percent in 2009 to 65 percent by 2015. - Small towns: 53 percent in 2009 to 57 percent by 2015. - Urban authorities: 84 percent in 2010 to 95 percent by 2015. - Dar es Salaam: 68 percent in 2010 to 75 percent by 2015. - Improved household toilets: rural 23 percent (2010) to 35 percent (2015); urban 27 percent (2010) to 45 percent (2015). - Households connected to public sewage system: 18 percent (2010) to 22 percent (2015). - Solid waste collected in urban centres: 47 percent (2008) to 85 percent (2015). - Goal 5 (Human Settlements): planned and serviced urban settlements; land titling and regularization; peri-urban land reserves; PPP arrangements in settlements. - Goal 6 (Social Protection): proportion of vulnerable children and eligible elderly covered with social protection increased; proportion of eligible elderly reached with minimum social pension increased. - Key strategies: - Education infrastructure expansion and quality improvement; teacher training and deployment; curricula review; ICT integration; inclusive education for children with disabilities. - Scale up TVET, higher education and adult learning; review Higher Education Loans Policy; Lifelong Learning Qualification Framework. - Health system strengthening: HRH training and deployment; P4P schemes; maternal/newborn interventions; universal vitamin A; malaria control; immunization expansion; PMTCT+ and ARV access; social protection for PLWHAs. - Water/sanitation infrastructure rehabilitation and expansion; COWSO registration; water point mapping and functionality monitoring; large investments for Dar es Salaam supply (Lower Ruvu pipeline, 55 km pipeline, drilling 20 high yielding boreholes producing 260,000 cubic meters per day; Kidunda Dam). - Sanitation policy finalization; school and health facility WASH; storm water and solid waste management. ### CLUSTER III — Good Governance and Accountability (Goals, strategies) - Broad outcomes: - Deepened democracy, good governance, human rights and rule of law; consolidated peace and national unity; accountable and efficient public service leadership; equitable access to public resources and services. - Five goals and selected operational targets: - Goal 1: systems/structures uphold rule of law and are democratic, effective, accountable, predictable, transparent, inclusive and corruption-free at all levels; operational targets include applying principles of democracy, separation of powers, and curbing corruption and money laundering. - Goal 2: improve public service delivery; cover 65 percent of the poor and vulnerable groups currently excluded from public service delivery. - Goal 3: promote and protect human rights; achieve 45 percent of vulnerable groups reporting full access to their rights; ensure equal access to timely justice. - Goal 4: ensure national and personal security and safety; reduce crime including domestic and gender based violence; enhance disaster/climate resilience. - Goal 5: promote and preserve culture of patriotism, hard work, moral integrity, self-confidence. - Strategic interventions: - Deepen core reforms (public service, public finance, local government, legal sector); implement e-government; strengthen watchdog and oversight institutions; revise laws and enforcement to curb corruption; capacity building for judiciary, prosecutors, investigative agencies. - Implement accountability/performance frameworks, client service charters, public expenditure tracking, and grievance handling systems. - Legal aid, justice infrastructure, paralegal centres, and protections for women, children and PWDs. - Strengthen disaster preparedness, early warning systems and community policing. - Civic education and programs to promote hard work, patriotism, cultural heritage and creative industries. ### IMPLEMENTATION ARRANGEMENTS — Coordination, PPP, Capacity, M&E - Coordination and reforms: - PER process to continue; MDAs to undertake PER analysis at least once every two years. - Medium Term Strategic Planning, Budgeting and M&E Manual adopted to guide SPs, MTEF and reporting. - Core reforms (LGRP, LSRP, PFMRP, PSRP-II) aligned to MKUKUTA II. - Collaboration and macro-micro linkage: - Strengthen PMO, IMTC, Planning Commission, Cabinet Secretariat, Regional Secretariat, District Development Committees; improve information sharing with NSAs; provide spatial/geographical information on programmes. - Strengthen communication mechanisms (e.g., community radio in every district) and meso-level institutions (TRA, regional business forums). - Planning and prioritization: - Joint planning among MDAs; specify primary and secondary actors for interventions; prioritization criteria include impact, enabler status, quick wins and sustainability. - Public-Private Partnership (PPP): - Promote PPPs for infrastructure and social services; PMO to sensitize actors on PPP policy and PPP Act; develop PPP guidance; ensure PPPs are pro-poor. - Capacity development and Technical Assistance (TA): - Formulate national capacity development policy/strategy linked to Vision 2025 and MKUKUTA II; emphasize modalities such as learning by doing, South-South cooperation; TA guided by national TA Strategy focused on capacity development. - Knowledge-driven economy: - Increase R&D resources; develop innovation programs; strengthen links among research, policy and production via National Systems of Innovation. - Roles and responsibilities (selected): - Central Ministries: oversight, economic management, financing, public service management, local government coordination. - MDAs/LGAs: coordinate implementation and monitoring, integrate MKUKUTA priorities into Plan and Budget Guidelines, mobilize resources, implement sectoral policies. - Private sector: develop inclusive markets, mobilize resources, create employment, engage in PPPs, pay taxes. - Communities: participate in financing, planning, implementation and monitoring. - CSOs: build local capacity, monitoring and advocacy, include cross-cutting issues. - Development Partners: work in line with PARIS Declaration and Accra Agenda for Action; use national systems; facilitate capacity building. - Monitoring & Evaluation system (MMS): - Objectives include timely reliable data for growth and poverty reduction, enhanced access and use of data, evidence-based planning, and integration of international/regional targets into national targets. - Institutional arrangements: inclusive working groups; indicator framework; NBS survey calendar; calendar of planning, budgeting and reporting; funding mechanism for M&E. - MMS functions to retain and strengthen data quality and harmonization; expand qualitative data use; expand analytical capacities for growth and poverty analytics; strengthen communications component. - Evaluation arrangements: internal (PHDR, Annual Status Reports), ongoing (Participatory Poverty Assessments, service delivery reports, impact and process evaluations), and comprehensive national reviews; capacity development for evaluation planned. - Monitoring tools/databases to harmonize: PlanRep2, SBAS, Epicor, LGMD, RIMKU II, TSED; TSMP coordination emphasized. - Reporting: MDAs and LGAs required to report annually based on Government Manual; MKUKUTA II Monitoring Master Plan to provide detailed reporting system including NSA reporting. ### BUDGET AND FINANCING FRAMEWORK (2010/11 – 2014/15) — Macroeconomic projections and financing scenarios - Macroeconomic assumptions and projections: - Global growth projection cited: World Economic Outlook April 2010 (IMF) global growth 4 .2 per cent in 2010 and 4 .5 per cent by 2014. - National growth projections: average real GDP growth rate projected at 7 .7 per cent annually during 2010 – 2015. - Real GDP growth path: 7 .0 per cent in 2010 (from 6 .0 per cent in 2009), 7 .4 per cent in 2012, and 8 .5 per cent by 2015. - Key macro assumptions: domestic economy recovering from global crisis; macro stability maintained; domestic revenue collection enhanced; Kilimo Kwanza implemented; PPP progress; supportive monetary policy; political stability; strengthened M&E. - Revenue and financing highlights: - Government revenue as share of GDP projected to increase from 15 .7 per cent during 2009/10 to 21 .8 per cent by 2014/15. - Table 7 .1 (Billions of shillings) — Total Government Domestic Revenue by year: - 2010/11: 6,176 .2 - 2011/12: 7,451 .3 - 2012/13: 8,955 .9 - 2013/14: 0,671 .3 - 2014/15: 12,651 .0 - Total: 45,905 .7 - % of Government Revenue for MKUKUTA rises: 60 .7 (2010/11), 67 .3 (2011/12), 73 .3 (2012/13), 78 .8 (2013/14), 84 .4 (2014/15). - Government MKUKUTA-II Financing (Billions of shillings): - 2010/11: 3,749 .0 - 2011/12: 5,014 .7 - 2012/13: 6,564 .7 - 2013/14: 8,409 .0 - 2014/15: 10,677 .5 - Total: 34,414 .7 - Average domestic revenue linked to MKUKUTA II equal to minimum cost: average Shillings 6 .9 trillion per annum. - Recurrent expenditures to be contained at an average of 17 .5 per cent of GDP for 2010/11 to 2014/15 (from 18 .6 per cent in 2009/10). - Medium Term Budget Framework — Table 7 .2 key figures (IN BILLION OF SHILLINGS): - Total Domestic Revenue: 4,799 .6 (2009/2010 Actual); 6,176 .2 (2010/2011 Budget); 7,451 .3 (2011/2012 Projection); 8,955 .9 (2012/2013 Projection); 10,671 .3 (2013/2014 Projection); 12,651 .0 (2014/2015 Projection). - Tax Revenue: 4,427 .8; 5,638 .6; 6,806 .2; 8,181 .7; 9,742 .3; 11,536 .3. - Non-Tax Revenue: 371 .8; 537 .6; 645 .1; 774 .1; 929 .0; 1,114 .8. - Total Expenditure: 8,311 .8; 10,769 .7; 11,688 .3; 13,316 .7; 15,382 .7; 17,546 .8. - Recurrent Expenditure: 5,700 .5; 6,950 .6; 7,036 .9; 7,648 .1; 8,432 .4; 9,439 .4. - Development Expenditure: 2,611 .3; 3,819 .1; 4,651 .5; 5,668 .6; 6,950 .3; 8,107 .4. - Overall deficit before grants: -3,512 .2; -4,593 .5; -4,237 .1; -4,360 .8; -4,711 .5; -4,895 .8. - Grants: 1,405 .3; 2,020 .9; 1,828 .8; 1,934 .5; 2,044 .2; 2,142 .7. - Overall balance: -1,948 .1; -2,572 .6; -2,408 .3; -2,426 .3; -2,667 .3; -2,753 .1. - Financing (Foreign net): 1,379 .6; 1,942 .6; 2,010 .7; 1,976 .4; 2,156 .2; 2,174 .0. - Financing (Domestic net): 568 .5; 630 .0; 397 .6; 449 .9; 511 .1; 579 .1. - Medium Term Budget Framework (IN PER CENT OF GDP) highlights: - Total Domestic Revenue: 15 .7 (2009/2010 Actual); 17 .6 (2010/2011 Budget); 18 .7 (2011/2012 Projection); 19 .9 (2012/2013 Projection); 20 .9 (2013/2014 Projection); 21 .8 (2014/2015 Projection). - Total Expenditure: 27 .2; 30 .7; 29 .4; 29 .6; 30 .1; 30 .3. - Recurrent Expenditure: 18 .6; 19 .8; 17 .7; 17 .0; 16 .5; 16 .3. - Development Expenditure: 8 .5; 10 .9; 11 .7; 12 .6; 13 .6; 14 .0. - Overall balance: -6 .4; -7 .3; -6 .1; -5 .4; -5 .2; -4 .8. - Financing (Foreign net): 4 .5; 5 .5; 5 .1; 4 .4; 4 .2; 3 .8. - Financing (Domestic net): 1 .9; 1 .8; 1 .0; 1 .0; 1 .0; 1 .0. - Financing strategy options to fill financing gap: - Increase domestic revenue via tax administration and formalization (National Identity Program, MKURABITA). - Private sector financing via PPPs. - Continued international borrowing (concessional/commercial), domestic borrowing (infrastructure/municipal bonds), sovereign bonds when conditions allow. - Access international climate finance (CDM/carbon credits). - Foreign support projections (as percent of GDP): - Grants: around 5 .8 per cent of GDP in 2010/11, tailing to 3 .7 per cent by 2014/15. - Foreign loans: 5 .5 per cent of GDP in 2010/11 to around 3 .8 per cent in 2014/15. - Domestic borrowing: projected around 1 .0 per cent of GDP in the medium term. - Basic considerations and risks: - Lessons: private sector contributions were lower than expected; budget estimates not fully result-based; suggest cluster budget shares: Growth 50 percent; Quality of life 40 percent; Governance 10 percent. - Risks: adverse global developments (slower world growth, high oil prices, piracy, Euro crisis); internal shocks (drought/floods, power outages, implementation bottlenecks, political instability, inadequate anti‑corruption progress). ### ANNEX A — Result Matrix: structure and examples - Result chain: BROAD OUTCOMES → GOALS → OPERATIONAL TARGETS → CLUSTER STRATEGIES → INTERVENTION PACKAGE. - Illustrative operational targets preserved exactly from examples: - "Reduce infant mortality from 95 (1000) in 2004 to 50 (1000) in 2010" - "Improved access to clean and safe water from 53% in 2003 to 65% in 2010 of rural population and 73% to 90% in urban population." - "Increased proportion of the population having an access to electricity in rural areas from less than 2% to 15% by the year 2015." - Annex organizes cluster goals, operational targets, intervention packages, and key actors for implementation and monitoring. *FOREWORD, INTRODUCTION AND BACKGROUND, CLUSTERS I–III, IMPLEMENTATION ARRANGEMENTS, MONITORING & EVALUATION, BUDGET/FINANCING FRAMEWORK, and ANNEX A as presented in _cr1117.* ### FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . ### _cr1117 - FOREWORD ### Overview - Document structured as a multi-chapter strategy with a Foreword and ACRONYMS. - Table of contents enumerates chapters, subchapters, cluster goals, implementation, monitoring, and budget/financing framework. ### Front matter - FOREWORD vii - MKUKUTA I: Achievements and Challenges vii - MKUKUTA II: Expectations and Challenges ix - ACRONYMS xi ### CHAPTER 1: INTRODUCTION AND BACKGROUND - 1 .1 . Introduction 1 - 1 .2 . National Policy Context 2 - 1 .3 . External Economic Context 2 - 1 .4 . Review and Consultation Processes 3 - 1 .5 . Layout of the Document 4 ### CHAPTER 2: STATUS OF POVERTY, CHALLENGES, AND OPPORTUNITIES - 2 .1 . Introduction 5 - 2 .2 . Growth and Reduction of Income Poverty 5 - 2.2.1. Income Poverty and Challenges of Income Distribution 5 - 2.2.2. Growth Patterns 6 - 2.2.3. Macroeconomic Management 9 - 2 .3 . Quality of Life and Social Well Being 10 - 2.3.1. Education 11 - 2.3.2. Health and Nutrition 12 - 2.3.3. Water and Sanitation 15 - 2.3.4. Decent Shelter and Human Settlement 17 - 2.3.5. Social Protection and Wellbeing of Vulnerable Groups 17 - 2 .4 . Good Governance and Accountability 18 - 2.4.1. Structures and Systems of Governance 19 - 2.4.2. Gender –Balanced Inclusion 19 - 2.4.3. Effective Public Service Framework 20 - 2.4.4. Equitable Allocation of National Resources 20 - 2.4.5. Governance in Natural Resources 20 - 2.4.6. Human Rights 21 - 2.4.7. Culture and Development 21 - 2 .5 . Implementation Arrangement 21 - 2 .6 . Monitoring and Evaluation 23 ### CHAPTER 3: FRAMEWORK OF THE STRATEGY - 3 .1 Introduction 27 - 3 .2 . Principles and Fundamentals of MKUKUTA II 27 - 3.2.1. Principles of MKUKUTA II 27 - 3.2.2. Fundamentals of MKUKUTA II 27 - 3 .3 . Organizing Framework for a Cluster Approach 29 - 3.3.1. Long Term Policy Perspective 29 - 3.3.2. Structure of MKUKUTA II 29 - 3.3.3 Interdependence of Clusters and Cross-cutting Issues 32 - 3 .4 Prioritization and Implementation 33 ### CHAPTER 4: THE STRATEGY — CLUSTERS AND GOALS - 4 .0 . Introduction 35 - 4 .1 Cluster I: Growth for Reduction of Income Poverty 35 - Goal 1 Pursuing Sound Macroeconomic Management 36 - Goal 2 Reducing Income Poverty Through Promoting Inclusive, Sustainable, and Employment-Enhancing Growth and Development 40 - Goal 3 Ensuring Creation and Sustenance of Productive and Decent Employment, Especially for Women, Youth and People with Disabilities 56 - Goal 4 Ensuring Food And Nutrition Security, Environmental Sustainability and Climate Change Adaptation and Mitigation 58 - Goal 5 Leveraging Returns on National Resources (both within and outside) for Enhancing Growth and Benefits to the Country at Large and Communities in Particular, Especially in Rural Areas 61 - 4 .2 Cluster II Improvement of Quality of Life and Social Well-Being 63 - Goal 1 Ensuring Equitable Access to Quality Early Childhood Development (ECD) Programmes, Primary and Secondary Education for all Girls and Boys 64 - Goal 2 Ensuring Expansion of Quality Technical and Vocational Education and Training, Higher Education, and Adult, Non-Formal and Continuing Education 67 - Goal 3 Improving Survival, Health, Nutrition and Well Being, Especially for Children, Women and Vulnerable Groups 70 - Goal 4 Increasing Access to Affordable Clean and Safe Water; Sanitation and Hygiene 76 - Goal 5 Developing Decent Human Settlements While Sustaining Environmental Quality 79 - Goal 6 Providing Adequate Social Protection and Rights to the Vulnerable and Needy Groups 81 - 4 .3 Cluster III Good Governance And Accountability 82 - Goal 1 Ensuring Systems and Structures of Governance Uphold the Rule of Law and are Democratic, Effective, Accountable, Predictable, Transparent, Inclusive and Corruption-Free at all Levels 83 - Goal 2 Improving Public Service Delivery to all, Especially to The Poor and Vulnerable 87 - Goal 3 Promoting and Protecting Human Rights for all, Particularly for Poor Women, Children, Men and the Vulnerable, Including People Living With HIV/AIDS 89 - Goal 4 Ensuring National and Personal Security and Safety of Properties 92 - Goal 5 Promoting and Preserving Culture of Patriotism, Hard Work, Moral Integrity, and Self-Confidence 94 ### CHAPTER 5: IMPLEMENTATION ARRANGEMENT - 5 .1 Introduction 97 - 5 .2 . Coordination Of Processes, Core Reforms and Programmes 97 - 5 .3 . Collaboration and Linkages 99 - 5.2.1. Macro-micro Linkage 99 - 5.2.2. Planning and Prioritization of Key Interventions 100 - 5.4. Capacity Development 102 - 5 .5 . Technical Assistance 103 - 5 .6 . Strengthening Knowledge Driven Economy 103 - 5 .7 . Mainstreaming of Cross-Cutting and Employment Issues 104 - 5 .8 . Review And Development of Mkukuta Ii Communication Strategy 105 - 5 .9 . Roles and Responsibilities 105 - 5.9.1. Central Ministries 106 - 5.9.2 Mdas and Lgas 106 - 5.9.3. Non-Government Actors 107 ### CHAPTER 6: MONITORING AND EVALUATION - 6 .1 . Introduction 109 - 6 .2 . Objectives of MKUKUTA II Monitoring 109 - 6.3 . Strategy for Monitoring and Evaluation 110 - 6.3.1. Institutional Arrangement 110 - 6.3.2. Monitoring System 111 - 6.3.3. Evaluation 112 - 6.3.4. Monitoring Tools, Indicators, and Outputs 112 - 6.3.5. Reporting Arrangements 113 ### CHAPTER 7: BUDGET AND FINANCING FRAMEWORK - 7 .1 . Introduction 115 - 7 .2 . Macroeconomic and Budgetary Framework: 2011 -2015 115 - 7.2.1. Macro-economic and Budgetary Assumptions 115 - 7.2.2. Medium Term Budgetary Framework: 2010/11 – 2014/15 116 - 7 .3 . Basic Considerations and Risks 120 ### Annex - ANNEX A: RESULT MATRIX 123 *Canonical source: https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2011/_cr1117.pdf* ### FOREWORD ### FOREWORD ### Purpose and overarching goals - This is the Second National Strategy for Growth and Reduction of Poverty (NSGRP II) to be implemented between 2010/11 and 2014/15. In Kiswahili it is known as Mpango wa Pili wa Kukuza Uchumi na Kuondoa Umaskini Tanzania or MKUKUTA II. - Continuing focus from MKUKUTA I: accelerating economic growth, reducing poverty, improving the standard of living and social welfare of the people of Tanzania, and supporting good governance and accountability. - MKUKUTA II is a vehicle for realizing Tanzania’s Development Vision 2025, the Millennium Development Goals (MDGs) and the aspirations of the ruling Party’s Election Manifesto. ### MKUKUTA I: Achievements - Macroeconomic performance: - Since 2005, the economy grew at 7 percent, in line with the set target of 6 – 8 per cent per annum. - Fiscal revenues: - Government revenues increased from a monthly average of Tanzanian shillings 177 billion in 2005/06 to Tanzanian shillings 390 billion in 2009/10. - Education: - Some 2,171 new public secondary schools were built in the last five years through community participation and government cooperation. - Comparison: 1,202 secondary schools constructed since independence in 1961 up to 2005. - Number of secondary school students increased from 524,325 in 2005 to 1,638,669 in 2010. - Challenges: huge demand for teachers, textbooks, science laboratories and teachers housing. - Health: - New Health Policy in 2007 and Primary Health Service Development Programme (2007 – 2017) conceived/designed. - New health facilities – dispensaries, health centres and hospitals – were constructed; availability of equipment and medicines has been improved. - Major objectives: bring health care services closer to the people (at a distance of not more than 5 kilometers), improve referral system at all levels and availability of health workers including doctors and nurses. - Water and sanitation: - Rural access to water increased from 53 .7 percent in 2005 to 60 .1 percent in 2010. - Urban access to water increased from 74 percent in 2005 to 84 percent in 2010. - Noted as a daunting challenge with only modest success under MKUKUTA I. - Transport and infrastructure: - Country size: 945,000 sq . km . - Road network: 86,472 km of roads of which only 6,700 is paved. - Over 2,200 kilometers of roads have been upgraded from gravel to tarmac in the last five years. - Many regional, urban and rural roads and bridges were constructed or repaired and maintained making majority of them passable throughout the year. - Governance and institutions: - Notable progress under the National Framework on Good Governance and various reforms. - Public financial management has improved and the judicial system has been significantly expanded. - Efforts to increase gender equality in leadership positions are showing encouraging outcomes and the fight against corruption has been strengthened. ### MKUKUTA I: Challenges (identified for MKUKUTA II focus) - Need to increase economic growth and raise peoples’ incomes. - Insufficient progress in reducing income poverty under MKUKUTA I. - Consolidate gains in education by addressing pressures from rapid expansion of secondary and tertiary education. - Further improve health by building stronger capacities to prevent and cure diseases, increase access to health care, scale up efforts to reduce child and maternal mortality and eliminate malnutrition. - Provide clean and portable water to every Tanzanian close to their homesteads. - Expand and connect the country with efficient modes of transport and communication networks. - Sustain and advance achievements in good governance and intensify the fight against corruption. ### MKUKUTA II: Orientation and external context - MKUKUTA II builds on MKUKUTA I but is oriented more towards growth and enhancement of productivity, with greater alignment of interventions toward wealth creation as a way out of poverty. - Calls for more active private sector participation and realignment of subsequent medium term strategies. - Recognizes continued ramifications from the recent global financial and economic crises. - Notes global and regional policy developments and opportunities/constraints associated with WTO, EPA policies, climate change, and regional developments such as the onset of the East African Common Market. - Identified opportunities: trade expansion, joint infrastructure development, and non-economic benefits such as regional peace initiatives. ### MKUKUTA II: Strategic emphases (as listed) - (i) focused and sharper prioritization of interventions - projects and programmes - in key priority growth and poverty reduction sectors - (ii) strengthening evidence-based planning and resource allocation in the priority interventions - (iii) aligning strategic plans of MDAs and LGAs to this strategy - (iv) strengthening government’s and national implementation capacity - (v) scaling up the role and participation of the private sector in priority areas of growth and poverty reduction - (vi) improving human resources capacity, in terms of skills, knowledge, and efficient deployment - (vii) fostering changes in mind-set toward hard work, patriotism, and self-reliance - (viii) mainstreaming cross cutting issues in MDAs and LGAs processes - (ix) strengthening the monitoring and reporting systems - (x) better implementation of core reforms, including paying strong attention to further improvement of public finance management systems ### Implementation and partnership stance - Emphasis that strategies, plans and intentions alone cannot result in growth and poverty reduction without concerted effort from public sector, private sector, communities and individual citizens. - Government commitment: strengthen capacity at all levels to deliver envisaged development outcomes efficiently. - Call to development partners to continue support during the crucial period of implementing MKUKUTA II and MDGs. - Expression of appreciation to those who worked to produce MKUKUTA II and to long-term development partners. *FOREWORD, _cr1117 - FOREWORD.* ### INTRODUCTION AND BACKGROUND1 ### INTRODUCTION AND BACKGROUND1 ### 1.1. Introduction - MKUKUTA II (Second National Strategy for Growth and Reduction of Poverty II) is a continuation of government and national commitments to accelerating economic growth and fighting poverty. - MKUKUTA II succeeds the first National Strategy for Growth and Reduction of Poverty implemented from 2005/06 to 2009/10. - MKUKUTA II emphasizes: - focused and sharper prioritization of interventions - projects and programmes in key priority growth and poverty reduction sectors; - strengthening evidence-based planning and resource allocation in the priority interventions; - aligning strategic plans of Ministries, Departments and Agencies (MDAs) and Local Government Authorities (LGAs) to this strategy; - strengthening government’s and national implementation capacity; - scaling up the role and participation of the private sector in priority areas of growth and poverty reduction; - improving human resources capacity, in terms of skills, knowledge, and efficient deployment; - fostering changes in mind-set toward hard work, patriotism, and self-reliance; - mainstreaming cross cutting issues in MDAs and LGAs processes; - strengthening the monitoring and reporting systems; and - better implementation of core reforms, including further improvement of public financial management systems. - MKUKUTA II is a framework to rally national efforts during 2010/11 – 2014/15 in accelerating poverty-reducing growth by pursuing pro-poor interventions and addressing implementation bottlenecks. - MKUKUTA II is a medium term mechanism to achieve the aspiration of Tanzania’s Development Vision 2025 (TDV 2025) and the Millennium Development Goals (MDGs) of transforming Tanzania into a middle income country characterized by: - high quality livelihood; - peace, stability and unity; - good governance; - a well educated and learning society; and - a strong and competitive economy. - MKUKUTA II translates Vision 2025 aspirations and MDGs into measurable broad outcomes organized under three clusters: - Cluster I: Growth for Reduction of Income Poverty; - Cluster II: Improvement of Quality of Life and Social Well-being; - Cluster III: Governance and Accountability. - Sectors align Strategic Plans with MKUKUTA II, develop Priority Action Programmes, and cost them. Detailed costing of interventions and the financing framework is undertaken under the MKUKUTA II implementation plan. ### 1.2. National Policy Context - The commitment to accelerate economic growth and fight poverty has been implemented through a series of strategies and plans ranging from sector specific strategies to multi-sectoral strategies. - The Government adopted a results and MDG-based strategy, the National Strategy for Growth and Reduction of Poverty, to sustain and scale up achievements and address challenges to growth and poverty reduction. - Prerequisites introduced by the results-based strategy included: - recognition of cross-sectoral contribution to outcomes and inter-sectoral linkages and synergies; - emphasis on mainstreaming cross cutting issues; - integration of MDGs into cluster strategies; - adoption of a five-year implementation period to give ample time to implementation and monitoring; - greater role of private sector, economic growth and good governance; and - recognition of the need to address vulnerability, human rights and social protection issues. - MKUKUTA I broadened content through an enlarged view of poverty, informing policy mix and stakeholder participation, particularly of the private sector. - MKUKUTA II builds on MKUKUTA I but is oriented more towards growth and enhancement of productivity, with greater alignment of interventions towards wealth creation as a way out of poverty. ### 1.3. External Economic Context - MKUKUTA II was informed by changing global environment, including increases in oil and food prices, and global financial and economic crisis, which have ramifications on Tanzania’s economy. - Main transmission channels of external shocks: trade (especially exports) and financial flows (especially foreign direct investment). - First round effects of the crisis included slowdown of growth and reduction in financial and capital flows. - Effects of increases in food and oil prices are reflected in the surge for large scale land acquisitions for bio-fuel and food production. - External shocks also create opportunities, e.g., increased demand for bio-fuel and food produce. - Global and regional policy developments continue to shape Tanzania’s external interactions; relevant examples noted: - World Trade Organisation (WTO); - Economic Partnership Agreements (EPA); - policies related to global climate change. - Regional developments identified: - East African Common Market (EACM); - Southern Africa Development Community (SADC); - Indian Ocean Ream (IOR); - Nile Basin Initiatives (NBI). - Opportunities from these developments include expanded trade, joint infrastructure development, and non-economic benefits such as regional peace initiatives. - Effects on trade, movement of labor and capital will be important for national development in the medium to long term. ### 1.4. Review and Consultation Processes - Government and stakeholders resolved to undertake MKUKUTA I review to develop a successor strategy towards the end of 2008; rationale included the scheduled end of MKUKUTA I in 2009/10 and changing domestic and global realities. - The review and subsequent processes were organized in five stages; details presented in a separate report. Summarized stages: i. Preparatory stage: - Objective: establish consensus on scope, modality, issues for review, coordination and management. - Key stakeholders: government officials from the United Republic of Tanzania and Revolutionary Government of Zanzibar (RGZ), Development Partners (DPs), Civil Society Organizations (CSOs). - Process operationalized through the National Dialogue Structure and Division of Labor. - Output: Guidelines for the Review and Preparation of MKUKUTA II. ii. The Assessment Stage: - Aim: provide critical analysis and identify reasons for under- or non-achievement of targets. - Focus: development impacts and analysis of processes and implementation effectiveness of MKUKUTA I. - Involved: Public Expenditure Reviews (PER) process and Consultants from various Academic and Research Institutions. - Output: analytical reports informing the drafting of MKUKUTA II. iii. Drafting and Dialogue Phase: - Activities: literature review, drafting and limited consultations. - Output: strategy outline and framework for MKUKUTA II design, shared with key stakeholders to reach consensus on broad strategic direction. iv. Stakeholder Consultations: - Consultation process took into account ongoing and recent stakeholder consultations, notably African Peer Review Mechanism (APRM) and the National Social Protection Framework. - Consultation phases: stakeholder-led consultations and National level consultations. - Objectives: identify gaps in the draft; enhance national ownership of development initiatives; capacity building of national stakeholders. - Key stakeholders engaged: MDAs, LGAs, CSOs, Research and Academic institutions, DPs, Association of Tanzania Employers (ATE) and Private sector. ### 1.5. Layout of the Document - MKUKUTA II is presented in seven chapters and one appendix. - Chapter II: status of poverty, challenges, and opportunities; covers income poverty and growth, quality of life and social wellbeing, and good governance and accountability. - Chapter III: framework of the Strategy, including principles and fundamentals, design, and criteria for prioritization. - Chapter IV: Strategy in detail, showing broad outcomes, goals, operational targets, and order of priority areas and cluster strategies. - Chapter V: implementation arrangements including a multi-phase approach for programming process, budgeting and implementation. - Chapter VI: monitoring and evaluation systems are highlighted. *Source: _cr1117 - INTRODUCTION AND BACKGROUND1* ### Chapter VII sets the projections of the macroeconomic framework and financing ### Chapter VII sets the projections of the macroeconomic framework and financing ### 2.1. Introduction - Reviews performance of the economy in relation to growth and reduction of poverty during implementation of MKUKUTA I 2005/06 -2009/10. - Analysis organised around three clusters: Growth and Reduction of Income Poverty; Quality of Life and Social Wellbeing; Good Governance and Accountability. - Highlights on implementation, monitoring and evaluation, and financing presented. Appendix 1 is the Results Matrix. ### 2.2. Growth and Reduction of Income Poverty HIGHLIGHTS ON INCOME POVERTY AND INCOME DISTRIBUTION - Out of every 100 Tanzanians, 36 were poor in 2000/01 compared to 34 in 2007. - Food poverty is highest in rural areas, at 18 .4 percent compared to the national average of 16 .6 percent. - Rural growth proxied by growth of the agricultural sector was about 4 .5 percent on average. - National population growth rate: 2 .9 percent. - Approximately 630,000 new jobs were created annually, particularly in the informal sector. - Unemployment rate for youth: females about 15 .4 percent compared to 14 .3 percent for male youth (ILFS 2006). - Women constituted only 24 .7 percent of paid employees. - Observation: significant positive correlation between basic needs poverty and food poverty; agriculture central to poverty reduction and hunger/food poverty. Table 2.1: Incidence of Poverty in Tanzania (poverty head count index) - Food - 2000/01: Dar es Salaam 7 .5; Other Urban Areas 13 .2; Rural Areas 18 .4; Mainland Tanzania 16 .7 - 2007: Dar es Salaam 7 .4; Other Urban Areas 12 .9; Rural Areas 18 .4; Mainland Tanzania 16 .6 - Basic Needs - 2000/01: Dar es Salaam 17 .6; Other Urban Areas 25 .8; Rural Areas 38 .7; Mainland Tanzania 35 .7 - 2007: Dar es Salaam 16 .4; Other Urban Areas 24 .1; Rural Areas 37 .6; Mainland Tanzania 33 .6 - Source: URT, NBS, Household Budget Survey 2000/01, and 2007 GROWTH PATTERNS AND SECTORAL PERFORMANCE - Since 2005, Tanzania’s GDP annual growth rate averaged 7 percent; MKUKUTA target was 6 – 8 percent per annum. - 2009 GDP growth: 6 .0 percent (decline partly due to the global financial crisis). - Structural shift: share of agriculture in GDP declined relative to services and industry and construction. Services constitute the main sector. - Figure 2.1: Shares of Major Sectors in GDP 2005 and 2009 (per cent) - 2005: Agriculture 27 .6; Services 42 .5; Industry and construction 20 .8 - 2009: Agriculture 25; Services 45; Industry and construction 20 .8 - Source: MOFEA (2010) Economic Survey 2009 Sector-specific notes: - Agriculture - About 70 percent of farming dependent on the hand hoe; 20 percent on ox-plough; 10 percent on tractors. - Constraints: poor infrastructure, inadequate extension services, poor production technology, low value addition, lack of appropriate financing, unreliable markets, unfair/uncompetitive farm gate prices, environmental degradation. - Fisheries - Growth: 5 percent in 2008, declined to 2 .7 percent in 2009. - Challenges: illegal fishing and trafficking, inappropriate fishing gear, limited credit, resource degradation, high post-fishing losses. - Manufacturing - Constrained by high cost of doing business, unreliable power and water, ineffective transport networks and ICT infrastructure, small domestic market, intense competition from imports, inadequate export drive. - Mineral sector - Endowed with gold, diamond, tanzanite, ruby, tin, copper, nickel, iron, phosphate, gypsum, coal, natural gas, uranium and oil. - Growth: about 15 percent annually before 2007; 2 .5 percent in 2008; 1 .2 percent in 2009. - Challenges: wide fluctuation in growth, weak linkages to local supply chains, low domestic value addition, limited multiplier effects and employment creation, environmental conflicts, technical and institutional capacity gaps. - Land use - Urbanization growing at about 6 percent per annum. - Most land un-surveyed and undeveloped, leading to conflicts; private sector participation in land development critical. - Tourism - 2009 sector growth: 4 .4 percent (down from 4 .5 percent in 2008). - Constraints: dependence on foreign tourists, insufficient technical/managerial/entrepreneurial skills, infrastructural bottlenecks, poor supporting services. - Infrastructure - Modest improvements in roads, ports (sea and air), energy; little progress in railways. - Percentage of roads in fair and good conditions increased since 2005. - Installed energy production capacity increased but lagged demand; frequent power outages, port congestion, poor rural roads remain challenges. MACROECONOMIC MANAGEMENT - Objectives: improve public finance management, align spending with priorities, supportive monetary policy to ensure macro stability. - Inflation - Rose to 12 .1 percent by December 2009 (had dropped to just below 5 percent in early 2000s; upward trend began in 2005). - Drivers: drought-instigated food shortages, electricity outages raising production costs, increases in petroleum prices. - Credit to private sector - Ratio of domestic credit to private sector rose from 4 .6 percent in 2001 to 13 .8 percent in 2007. - Foreign Direct Investment (FDI) - Averaged USD 603 million annually since 2005; largest shares to mining and tourism. - External balance - Exports as a percentage of GDP ranged between 21 .7 percent and 23 .1 percent. - Import bill expanding faster than export earnings; rapid increase in gold price driven by the global financial crisis noted as likely short-lived; decline in gold production signals risk of reliance on a single product. ### 2.3. Quality of Life and Social Wellbeing OVERALL CLUSTER II OBJECTIVES AND OUTCOMES - Two broad outcomes: (i) improved quality of life and social wellbeing, particularly for the poorest and most vulnerable; (ii) reduced inequities in education, survival, and health across geographic areas, income, age, gender and other attributes. - Human Development Index (HDI) ranking improved from position 163 in 2000 to 151 in 2009, graduating from Low Human Development Group to mid human development group. 2.3.1 Education - Guided by Education and Training Policy (ETP), Education Sector Development Programme (ESDP), PEDP, SEDP, HEDP, FEDP, ANFES, TDMS, Vocational Education Act, Technical Education and Training Policy, Higher Education Policy, and cross-sectoral programmes such as TASAF. - Main result: increased access to education at all levels; challenges in quality due to overstretched infrastructure and human resources. Key statistics and issues: - Dropout due to pregnancy increased from 6 .5 percent in 2006 to 10 .3 percent in 2008 (out of total reasons for drop out). - Pass rates: - Ordinary level: 89 .1 percent in 2006 to 83 .7 percent in 2008. - Advanced level: 96 .3 percent in 2006 to 89 .6 percent in 2009. - Adult and non-formal education: - About half a million out-of-school children and youth obtained education through COBET programs since 2005. - ICBAE learners’ enrolment increased from 675,000 in 2005 to 957,289 in 2009. - Enrolment in Open and Distant Learning (ODL) increased from 6,782 in 2005 to 38,036 in 2009. - Adult illiteracy rate increased from 28 percent in 2005 to 31 percent in 2009. - About 19 .1 percent of women aged between 15 and 49 year did not have formal education (DHS 2010) compared to 9 .5 percent for men. - School inspection coverage low at less than 25 percent of the target. - Higher education: - Females made up only 32 .1 percent of total enrolment in public universities and university colleges during 2008/09 (32 .2 percent in 2006). - Technical and vocational education and training received a declining share of public funding despite increased enrolment. 2.3.2 Health and Nutrition - Fertility, life expectancy and mortality: - Total fertility rate (TFR): 5 .4 children per woman (15-49 age group). - TFR: 6 .1 in rural areas; 3 .7 in urban areas. - Life expectancy increased from 51 years in 2002 to 54 years in 2008 (53 years for male and 56 years for females). - Early childhood mortality trends (Table 2.2): - 1996 (1992-1996): Infant mortality 88; Under-five mortality 137 - 2004-05 (2000-2004): Infant mortality 68; Under-five mortality 112 - 2007-08 (2003-2007): Infant mortality 58; Under-five mortality 91 - 2010 (2006-2010): Infant mortality 51; Under-five mortality 81 - Note: Data refer to five years prior to each survey. Source: NBS (2010): Tanzania Demographic and Health Survey 2010. - Maternal mortality ratio (2010, ten-year period before survey): 454 maternal deaths per 100,000 live births (previous estimates: 578 for period prior to 2004-05 TDHS; 529 for 1996 TDHS). - Malnutrition: - Four out of every 10 children under five are stunted; about one out of every five is underweight. - Major causes: food insecurity, poor caring practices, unhealthy living environment, inadequate access to quality health services, inadequate breastfeeding and bad complementary feeding practices, poor maternal nutrition and micronutrient deficiencies. - Malaria, TB, HIV and AIDS: - Malaria prevalence in children (6-59 months) during 2007/08 ranged between 5 percent and 30 percent. - HIV prevalence (THMIS 2007-2008) among sexually active population (15-49): national prevalence 5 .7 percent (women 6 .6 percent; men 4 .6 percent). - More than 60 percent of the demand for ART is not met. - PMTCT reach: only 37 percent of pregnant women attending Antenatal Clinics (ANCs) were reached by PMTCT services during the first half of 2009. - Fewer than 600 Counselling and Testing Centres (CTCs) for the whole country. - Human resources in health: - Shortage of health professionals estimated at 65 percent (most felt in rural areas). - Uneven distribution of existing health professionals; disparities within regions and districts. 2.3.3 Water and Sanitation - WSDP started July 2007; twenty year nationwide programme for water supply and sanitation and integrated water resource management. - Quick-win sub-projects developed an additional 8,285 water points, providing water supply to over 1 .89 million additional beneficiaries. - Access to water supply services in rural settlements increased from 55 percent in 2005 to 58 .7 percent in December 2009. - Urban water supply coverage in major urban centres increased from 74 percent in 2005 to 84 percent in December 2009. - Dar es Salaam water supply service coverage remained at 68 percent since 2005; city population growth: 8 percent. - HBS07 prior to WSDP showed decline in use of water supply services: urban from 90 percent in 2000/01 to 79 percent in 2007; rural from 46 percent to 40 percent over same timeframe. - Sanitation and hygiene: - Only 24 percent of households used improved sanitation facilities (HBS data, estimated by the Joint Monitoring Programme, 2010). - In schools: about 58 female pupils share one latrine (target 20 per latrine); 61 male pupils share one latrine (target 25 per latrine). - Water-borne diseases such as diarrhoea and dysentery remain significant health challenges. 2.3.4 Decent Shelter and Human Settlement - Rapid urbanisation, peri-urban unplanned subdivisions, developments on hazard-prone lands, congested CBDs. - Shortages of adequately serviced land for women, youth, elderly, disabled and disadvantaged. - Challenges: poor infrastructure and social services, inability to create employment, low capacity for trained professionals for land use planning and management. 2.3.5 Social Protection and Wellbeing of Vulnerable Groups - National Social Protection Framework identifies orphans and vulnerable children, widows, people living with HIV, youths, young mothers, people with disabilities, and eligible elders over the age of 60 as vulnerable. - Disability prevalence: 7 .8 percent in 2008 (rural 8 .3 percent; urban 6 .3 percent). - Social and cultural practices, low incomes, lack of education and skills, lack of access to clean and safe water, and indecent shelter contribute to vulnerability. - Need for customized interventions to address social protection issues and livelihood shocks. ### 2.4 Good Governance and Accountability 2.4.1 Structures and Systems of Governance - Tanzania described as a functioning democracy with political stability, peace, respect for human rights and rule of law. - Examples of progress: - Investigation of 706 cases associated with corruption was completed. - Compliance level to the Public Procurement Act by both public and other procuring entities: 60 percent in 2008/09; central government procuring entities average 57 percent; compliance for LGAs unsatisfactory. - Out of 105 MDAs audited, 88 percent received a clean (unqualified) audit certificate in 2008/09 (70 percent in 2007/08). - Proportion of LGAs receiving clean audit certificate: 58 percent (72 percent in 2007/08). - Assessments (World Bank Doing Business Report, Transparency International, PEFA, Controller and Auditor General, GBS/MKUKUTA/PER) indicate quality of public finance management, accountability, business environment, corruption, service delivery and legal services satisfactory but needing further improvement. 2.4.2 Gender – Balanced Inclusion - Constitutional amendments in 2005 set a target of 30 percent for women’s participation in Parliament. - Female members of Parliament: 21 .5 percent in 2000 Elections to 30 .3 percent in 2005 Elections. - Percentage of women in leadership positions in public service increased from 20 percent in 2004/05 to 22 percent in 2008/09. - Only 5 percent of LGA councillors were women. 2.4.3 Effective Public Service Framework - Improvements in service delivery systems (issuance of certificates, property rights). - Vital registration needs improvement; strengthen linkages between families and service delivery points, LGAs and health services. - Citizen participation in local institutions and committees improved (school committees, water committees, public works committees, farmers’ groups, village/ward plans). 2.4.4 Equitable Allocation of National Resources - Tax revenues: 15 percent of GDP collected from a narrow base due to large informal sector. - Needs-based formula allocation to LGAs effective in many areas; disparities in staff distribution between urban and rural LGAs observed. 2.4.5 Governance in Natural Resources - Environmental degradation and over-utilisation driven by weak regulation, fragmented policy frameworks, commercial interests and limited incentives for sustainable management. - Economic value of revenues from concessions and licenses in mining, forestry, fishing and wildlife was low. 2.4.6 Human Rights - Protection of human rights improved but needs sustained emphasis. - Challenges: inadequate capacity of justice institutions, inadequate human resources, weak physical infrastructure, low knowledge of justice officials on human rights, discriminatory social and cultural norms. 2.4.7 Culture and Development - Progress in language usage (Kiswahili), preservation of historical sites, capacity building, funding research, infrastructure related to culture and sports. - Scope to expand role of games and sports in education, employment, empowerment, sensitization and awareness raising. - Need to adopt a wider definition of culture as in Development Vision 2025 (mind sets, self reliance, confidence, patriotism, environmental conservation, reading culture, ethical conduct, work ethics, entrepreneurship, savings). ### 2.5 Implementation Arrangement - MKUKUTA provided coordination mechanisms in planning, resource mobilization and allocation, and stakeholder participation. - Alignment of MDAs’ Strategic Plans (and MTEF) to MKUKUTA guided planning. - Strengthened management tools: Strategic Budget Allocation System (SBAS), Integrated Financial Management Systems (IFMS), monitoring and evaluation and reporting systems. - Expanded stakeholder participation in policy dialogue; National Policy Dialogue and Division of Labour adopted. - Implementation challenges: - i. Inadequate prioritization and coordination of interventions: actors did not fully comply with implementation guidance; weak collaboration across clusters, sectors and MDAs. - ii. Inadequate complementary strategies and plans: lack of clear growth strategy and human resource development plan; capacity issues and overreliance on Technical Assistance (TA) that did not enhance local capacity. - iii. Weak emphasis on implementing PPP Modality: PPP not well coordinated; government remained both financier and provider; lack of PPP policy and limited capacity to design and implement PPP projects. - iv. Slow pace of reform programmes implementation: inadequate complementarities and alignment among processes and reforms, weak collaboration and poor linkages. ### 2.6 Monitoring and Evaluation - MKUKUTA Monitoring System (MMS) achieved significant gains in data collection, analysis and dissemination. - Multi-year survey plan rationalized National Bureau of Statistics work. - Strengthened reporting: Poverty and Human Development Reports (PHDRs), MDG Reports, MKUKUTA Annual Implementation Reports, Survey Reports, Views of the People Report. - National Annual Policy Dialogue combined with Public Expenditure and General Budget Support (GBS) reviews in 2008. - Government Manual for Strategic Planning, Budgeting, Monitoring and Evaluation and Reporting promoted guidance to MDAs, Regional Secretariats and LGAs. - M&E challenges: - Weak incentives for robust data production, analysis, interpretation, dissemination and utilization in some MDAs. - Evaluation function underdeveloped; Expenditure Tracking Unit introduced in 2007/08 to help address gaps. - Pervasive capacity constraints in the Monitoring System; capacity building remains key. ### 2.7 Status and Challenges of Financing RESOURCE MOBILIZATION - Domestic revenue collection increased from Tshs . 1,284 .6 billion annually in 2005/06 to an average of TShs . 3,605 .1 billion in 2009. - Domestic revenue as ratio of GDP: increased from 11 .8 percent of GDP during 2004/05 to 15 .9 percent of GDP in 2008/09. - Global crisis impact: estimated to have reduced the target of domestic revenue collection by 10 percent and reduced expected nominal revenue growth rate from 30 percent to 18 percent. - Tanzania benefited from concessional foreign borrowing and foreign grants; composition of capital vis-à-vis non-capital components not favourable to long-term sustainable growth. - Zero domestic borrowing envisaged for budget financing consistent with private sector promotion; government resorted to domestic borrowing in 2008/09 and 2009/10 as countercyclical measures. ALLOCATION - Cluster-based expenditure programming linked budgetary resource allocation to MKUKUTA priorities. - MKUKUTA vs Non-MKUKUTA composition of annual budget allocation showed increasing share for MKUKUTA between 2006/07 and 2009/10 (Figure 2 .3 source: MFEA (2010) Macroeconomic Frame 2010/11 - 2013/14). - Cluster allocation averages (2006/07 to 2009/10): - Cluster I: average 41 .5 percent of MKUKUTA allocation. - Cluster II: average 38 .2 percent of MKUKUTA allocation (later scaled up to dominate allocation). - Cluster III: average 20 .4 percent annually. - SBAS helpful in resource allocation. MAJOR CHALLENGES TO MKUKUTA FINANCING - i. Insufficient resources for MKUKUTA implementation: resources often fell short of approved allocations, necessitating reallocation or phasing out of activities. - ii. Global financial and economic crisis: adversely affected key sectors, trade flows, capital inflows, natural resource sectors and agricultural exports. - iii. Omission of important items: exclusion of wages and salaries and transfers to LGAs in MKUKUTA budget understates real resources allocated to MKUKUTA clusters; wages and salaries are the real cost of service delivery. - iv. Delay in costing: costing of MKUKUTA delayed; three-year rolling MTEF used as proxy, which did not give comprehensive picture to establish resource gap. - v. Non-state actors’ financing: difficult to ascertain actual amounts spent by these bodies to implement MKUKUTA. *Source: Chapter VII sets the projections of the macroeconomic framework and financing (content unit: _cr1117 - Chapter VII sets the projections of the macroeconomic framework and financing).* ### 3.1 Introduction ### 3.1 Introduction ### Principles and Fundamentals of MKUKUTA II - The chapter presents three subsections: principles and fundamentals, organizing framework, and prioritization and implementation. - 3.2.1. Principles of MKUKUTA II: - i. National ownership (the people, GOT, CSOs, Private Sector, etc); - ii. Political commitment, leadership, and enhanced accountability; - iii. Commitment to stabilize macroeconomic variables and accelerate core reforms implementation; whereby the role of the private sector in pro-poor economic growth is emphasized and given a central role; - iv. Macro-micro linkages; - v. Sector strategies, linkages and collaboration; - vi. Local partnerships and people’s participation and community engagement; - vii. Harmonized assistance; - viii. Sustainable human development and equity; - ix. Sharper and focused prioritization. - 3.2.2. Fundamentals of MKUKUTA II: - Major shift: high drive and scaling up the role and participation of the private sector in economic growth and employment generator and creation, through strengthening business climate for efficient use of factors of production, investing in people and infrastructure development, and sustaining the already achieved socio-economic progress. - Five key fundamentals: - i. Efficient use and development of factors of production, including human capital/resources - Factors essential for production: land (including water resources, mineral deposits, and other natural resources such as wildlife, fishery, and forestry), human resource, capital and technology. - Strategy aims at enhancing efficient use of the factors of production for productivity gains and value addition and developing these factors by investing in them (e.g., land development in terms of surveying, zoning, exploration and extraction of minerals, etc; expansion of capital stock such as plants and machinery; technology advances through R&D; human resource development in terms of education, training, skills development and health provisioning). - Aim to improve quality of education, knowledge and skills development and ensure education and training systems produce skills demanded by the labour market. - Role of the private sector and ICT usage will be scaled-up. - ii. Strengthening and establishing well functioning institutions and markets - Institutions are central to governance; well functioning institutions induce efficient functioning of markets, improve service delivery and governance. - Strategy aims at strengthening reforms implementation framework for institutional change to take place and markets to function efficiently. - iii. Provision of infrastructure - Infrastructure development is at the centre stage of economic development: reduces cost of doing business, attracts private investment, enables production and social service delivery, links markets, and helps sustain improvement of the quality of life through redistribution of wealth. - Infrastructure increases productivity of labour and capital thereby raising production, profitability, income and employment. - Critical infrastructures prioritized: energy, roads, railway, marine, communication, ports, and strategic airports. - iv. Ensuring good economic governance - Economic governance encompasses policies and institutions for economic decision making and management for quality public finance management, market facilitation and governance of public goods. - Strategy calls for a stronger role for the private sector and government in ensuring policies are designed in a participatory manner, implemented efficiently, and that critical decisions are made in a transparent manner; emphasizes deepening implementation of core public reforms including reforms on reducing the cost of doing business. - v. Resource mobilization and financing - Key assumption: availability of adequate financing. - Financing framework built around contributions from government own revenue, loans and grants; private sector investment (both domestic and foreign); community contributions; and contributions from development partners. - Resources will be mobilized through: scaling up domestic revenue mobilization; borrowing internationally on concessional and commercial terms (while ensuring external debt sustainability); domestic borrowing; issuing sovereign bonds; use of PPP arrangements; investing in land to facilitate private sector investment in property development for the purpose of generating future revenue; and community contributions. ### Organizing Framework for a Cluster Approach - 3.3.1. Long Term Policy Perspective: - Guiding framework: Tanzania Development Vision 2025. - Vision pillars: peace, stability and unity; good governance; a well educated and learning society; and a sustaining, strong, diversified, resilient and competitive economy capable of producing sustainable growth and shared benefits. - Socio-economic transformation envisioned to move the country to the status of medium income group of countries. - MKUKUTA II terminal year coincides with MDGs target year, with 15 years remaining to Tanzania Development Vision 2025 target year. - 3.3.2. Structure of MKUKUTA II: - MKUKUTA II maintains three clusters as in MKUKUTA I to depict three interrelated development outcomes: - Cluster I: Growth for Reduction of Income Poverty - Focus: equitable and employment-generating growth, sustainable development principle, food security, affordable and reliable modern energy services, and adequate infrastructure for production purposes. - Cluster II: Improvement of Quality of Life and Social Well-Being - Focus: the poorest and most vulnerable groups; reduced inequities in access to social services such as education, survival, health across geographic, income, age, gender and other groups; provision and access to clean and safe water, sanitation, decent shelter and energy; a safe and sustainable environment; access to social security and social protection; reducing vulnerability from environmental risk. - Cluster III: Good Governance and Accountability - Focus: ensure the poor have access to and control over natural resources for lawful productive purposes; checking waste and diversion of public financial resources; ensuring democratic participation in the monitoring of public resources; rule of law; human rights; and a conducive business environment for attracting investments. - Cluster I: Growth for Reduction of Income Poverty (details) - Aim: availing income generating opportunities across social groups, regions and sectors through pro-poor public investment and empowerment arrangements to bring about more equitable participation in production and sharing of outcomes. - Concentration guided by country’s growth drivers considering natural endowments (comparative advantage) and potential (competitive) advantages in agriculture, tourism, manufacturing and mining; cross-sectoral drivers include infrastructure (roads, energy, water etc). - Criteria for identifying sectors: - i. Income generation especially for the poor sections of society; - ii. Potential for unlocking human capital by reducing food and nutrition insecurity; - iii. Creation of productive and decent employment for all, especially women and youth and disadvantaged groups; - iv. Natural resource fit – sustainable exploitation of national resource endowments to generate revenue and employment; - x. Potential for increasing growth, paying particular attention to environmental sustainability issues and productivity, especially in rural areas; - xi. Potential human development impact - whether a particular sector employs large number of people, especially poor people; is a potential important source of employment of the poor or produces key products consumed by the poor; - xii. Broadening existing economic base in order to enhance domestic supply and demand capacity; - xiii. Potential for exports (both in terms of current export performance and potential demand in world markets); and - xiv. Potential for industrial development. - Emphasis: rural development and particularly agriculture given vast natural resources and potential irrigable land; choices within agriculture guided by market developments, comparative and competitive advantages and domestic capacity to supply the markets. - Other sectors: agriculture, manufacturing, service sectors, and tourism will continue to play roles; sustainable mining, fishing and harvesting of forestry resources will be fostered. - Constraints to address: lack of requisite infrastructure, weak innovation capacity, and linkages with the domestic economy. - Growth enablers identified at three levels: - Macro level: policy environment, paradigm shift toward holistic approach to agriculture, international dimensions of change, finance, insurance, efficient communication. - Sub-national level: efficient property rights structure, functioning domestic markets. - Micro level: skills and knowledge, right attitude and values, healthy labour force, larger loans. - Enablers linked to existing policy instruments and the Tanzania Mini-Tiger Plan 2020, drawing on the model of ponds (SEZs) and birds (FDI) with targets for growth, exports, per capita income, and job creation. - Implementation mobilized taking into account four development corridors: East-West Development Corridor, North-South Development Corridor, TAZARA Development Corridor, and Complementary and Supportive Development Corridor. - Cluster II: Improvement of Quality of Life and Social Well being - Focus: deliver quality social services in education, survival, health and nutrition, clean and safe water, sanitation, decent shelter and a safe and sustainable environment to reach more of the targeted poor. - Emphasis on interventions that bring about quality improvements and addressing population dynamics to create human capital from a learning population. - Identified gap: low-to-medium level technical cadre in all sectors for improvement. - Cluster III: Good Governance and Accountability - Maintain best practices from MKUKUTA I while addressing governance constraints. - Emphasis on sound policy environment including protection and enforcement of property rights, human rights, provision of an efficient regulatory regime, lower incidence of corruption and appropriate institutions to support peaceful human co-existence. - Note: governance lapses around natural resources (mining, forestry, tourism) can hamper production and productivity through conflicts and industrial dispute resolution. - 3.3.3 Interdependence of Clusters and Cross-cutting Issues: - Clusters are interdependent: Cluster II (health, education) is vital for long-term growth; Cluster III (governance) underpins investor confidence and welfare. - Cross-cutting issues defined as themes, factors and policy interventions to improve delivery of outcomes across clusters (examples: environment-growth linkages, gender equity, HIV/AIDS impacts). - Interdependence poses challenges in specifying operational targets (example: reducing fertility rate listed under health but attributable to interventions outside health such as education and labour market participation). ### Prioritization and Implementation - Joint planning and execution among MDAs will be emphasized. - Planning will explicitly show primary actors and secondary actors (those whose interventions are prerequisites to achieving desired results). - Example result/outcome template (as presented): - Result/outcome: improved food security - Primary intervention(s): - i. Irrigation schemes (for food crops, or specific food crop) - Secondary interventions: - i. Rural roads (supportive) - ii. Marketing facilities (supportive) - iii. Malaria control (mitigate) - Primary Actor(s): - i. MDAs, - ii. LGAs - Government Actor: Harmonized MTEF line items - Other Actors: Private Sector, PDs, NSA (eg. CSO, FBO, etc) Communities, etc. - Secondary Actor(s): - i. MDAs - ii. LGAs - Interventions prioritized to achieve expected results, largely growth-related drivers in agriculture, tourism, manufacturing, ICT & STI, and mining. - Resource allocation implied to focus on few key drivers of growth to attain poverty reduction results. - Social services prioritization will focus on addressing quality. *Source: _cr1117 - 3.1 Introduction* ### 4.1 Cluster IGrowth for Reduction of Income Poverty ### 4.1 Cluster IGrowth for Reduction of Income Poverty ### Broad outcomes - Inclusive and accelerated growth achieved and sustained. - Employment opportunities for all, including women and youth, created. - Good economic governance ensured and quality of social services enhanced. ### Cluster emphasis and five goals - Emphasis: accelerate economic growth to increase per capita incomes in an inclusive and substantial poverty-reducing manner in line with the target of 8 – 10 percent per annum as envisaged in the Tanzania Development Vision 2025. - Five goals: - 1. Pursuing sound macroeconomic management - 2. Reducing income poverty through promoting inclusive, sustainable, and employment-enhancing growth - 3. Ensuring creation and sustenance of productive and decent employment, especially for women, youth and people with disabilities - 4. Ensuring food and nutrition security, environmental sustainability and climate change adaptation and mitigation - 5. Leveraging returns on national resources (both within and outside) for enhancing growth and benefits to the country at large and communities in particular, especially in rural areas --- ### Goal 1 — Pursuing Sound Macro-economic Management Operational targets - Macroeconomic stability maintained: - i. Inflation rate maintained at single digit, desirably not higher than 5 percent; - ii. Official reserves maintained at not less than 6 months of imports. Cluster strategies and intervention areas - Inflation - i. Pursuing and sustaining non-inflationary/prudent fiscal and monetary policies such as restricting budget deficit and bank borrowing; - ii. Strengthening productive capacity to meet imported inflation challenges; - iii. Strengthening preparedness for exogenous shocks such as increases in oil prices. - Balance of payments - i. Increase volume and value of exports, especially non-traditional (value addition, negotiating better prices); sustain production; maintain a competitive exchange rate; trade-related services (quick clearance, transit trade); business capacity enhancement; quality assurance and packaging; - ii. Promote consumption of locally produced goods and services; curtail dumping and counterfeits; - iii. Strengthen external market opportunities regionally; - iv. Strengthen economic diplomacy regionally and globally; - v. Curb capital flight; - vi. Encourage remittances from abroad; - vii. Prudent pursuance of trade liberalization. - Official (foreign) reserves - Maintain reserves equal to at least six months of imports through export drive, transit trade, prioritizing strategic imports. - Exchange rate management - i. Prudent foreign exchange operations; - ii. Promote exports and competitiveness regionally (EAC and SADC) and globally; - iii. Trade policy measures that promote exports. - Interest rate and financial market efficiency - i. Conduct Bank of Tanzania Open Market Operations prudently; - ii. Full implementation of Second Generation Financial Sector Reform Programme; - iii. Improve efficiency of commercial banks and capital markets considering EAC Common Market and SADC developments; - iv. Implement measures to minimize borrowing risks (insurance schemes) especially for agriculture and SMEs. - Fiscal deficit (revenue and expenditure) - Revenue side: - i. Improve revenue yield through tax administration efficiency; - ii. Widen the tax net (including extractive sector and informal sector incomes); - iii. Enhance non-tax revenue collection, especially rents from natural resources; - iv. Strengthen role of PPPs to ease pressure on government budget. - Expenditure side: - i. Prioritize expenditure to support MKUKUTA II; - ii. Improve efficiency and effectiveness in use of financial and human resources; - iii. Improve public financial management and accountability; - iv. Ensure value for money. - External debt - i. Enhance export drive to generate foreign exchange for debt service; - ii. Improve monitoring and coordination to avoid debt build-up; - iii. Timely servicing to avoid arrears; - iv. Improve data/information management, especially on private borrowers. Order of priority areas - 1. Consistency of macroeconomic policies. - 2. Promotion of trade. --- ### Goal 2 — Reducing Income Poverty Through Promoting Inclusive, Sustainable, and Employment-Enhancing Growth and Development Operational targets (selected quantitative targets) - i. GDP growth accelerated from 6 .0 percent in 2009 to 8 - 10 percent per annum by 2015 especially in areas where the poor have strong links. - ii. Income poverty incidence reduced: - national: from 33 .6 percent in 2007 to 24 percent (MDG 19 .3 percent) in 2015; - rural areas: from 37 .6 percent in 2007 to 26 .4 percent (MDG 20 .4percent) in 2015 and underemployment especially in rural areas effectively addressed. - iii. Unemployment reduced from 10 percent in 2008 to 5 percent by 2015. - iv. Working poverty reduced from 36 percent in 2007 to 20 percent in 2015. - v. Manufacturing growth (real terms) increased from 8 .0 percent in 2009 to 15 percent by 2015; contribution of SMEs increased from 33 percent to 40 percent in 2015. - vi. Mining growth increased from 1 .2 percent in 2009 to 3 .2 percent by 2015. - vii. Tourism growth increased from 4 .2 percent in 2009 to 7 .9 percent by 2015. - viii. Agricultural growth increased from 2 .7 percent in 2009 to 6 .0 percent by 2015. - Livestock sub-sector: 2 .3 percent in 2009 to 4 .5 percent by 2015. - Crops sub-sector: 3 .4 percent in 2009 to 6 .4 percent by 2015. - Forestry and forest produce: 3 .5 percent in 2009 to 5 .8 percent by 2015. - Honey and beeswax: 3 .4 percent in 2008 to 4 .5 percent by 2015. - Area under irrigation: from 370,000 ha . in 2009 to 1,000,000 ha by 2015 (supply 25 percent of domestic food demand through irrigation farming by 2015). - Fisheries: 2 .7 percent in 2009 to 5 .3 percent by 2015. - ix. Electricity generation and access: - Electricity generation increased from 1064MW in 2010 to 1722MW by 2015. - Use of non-hydro renewable for power generation increased from 4 percent 2010 to 6 percent in 2015. - Total length of transmission and distribution lines doubled by 2015. - Access to electricity in rural areas increased from 2 percent in 2010 to 6 percent in 2010 in rural areas; national level from 14 percent in 2010 to 18 percent in 2015. - x. Access to clean and affordable substitute for wood fuel for cooking increased from 10 percent in 2010 to 20 percent in 2015. - xi. Transport sector growth raised from 6 .0 percent in 2009 to 9 .12 percent by 2015. Cluster strategies for GDP growth and key sectors - Cross-cutting interventions - i. Improve business environment (reduce cost of doing business; legal and regulatory reform; ease registration and license requirements; improve courts and land registries). - ii. Implement District Development Plans and regional pro-poor initiatives. - iii. Expand private sector access to micro-finance, financial markets, and capital markets. - iv. Harness regional integration opportunities (EAC Common Market, SADC FTA) and international trade arrangements (WTO/DDA, EAC/EU EPA). - v. Mainstream HIV & AIDS issues. - vi. Integrate environmentally sustainable policies including climate change adaptation and mitigation. - Agriculture (targets and strategies) - Agricultural growth targeted from 3 .2 percent in 2009 to 6 .0 percent by 2015. - Drivers and strategies include irrigation expansion; strengthen physical infrastructure; improve knowledge, skills and information; land reforms; mechanization and farm-level agro-processing; R&D, STI and ICT adoption; human resources for extension; financing links; climate change mitigation/adaptation; farm insurance pilots; ensure fair farm gate prices; increase exported processed agricultural commodities; standards and certification conformity; promote deep sea and EEZ fisheries; strengthen cooperatives; fisheries management and value addition; aquaculture development; livestock disease-free zones; warehouse receipt systems; strengthen weights and measures and packaging. - Order of priority drivers in agriculture: - 1. Supportive physical infrastructure; - 2. Water and irrigation infrastructure; - 3. Financial and extension services; and incentives to promote investments Knowledge and information; - 4. Value addition activities (agro, livestock and fish-processing, and mechanization); - 5. Trade/export development services. - Manufacturing - Target: growth from 8 .0 percent in 2009 to 15 .0 percent by 2015; provide at least 10 industrial parks with supportive infrastructure. - Strategies: improve business climate (Road Map for easing doing business); reduce cost of doing business; industrial parks/EPZs; reliable energy and water; transport and ports; promote technological innovation, IPR regimes; translate R&D into product development; finance and credit guarantees for MSMEs; promote agro-processing and manufactured exports; formalize informal sector; support value chains linking farmers and manufacturers; enhance industrial property rights and quality standards. - Order of priority drivers in manufacturing: - 1. Energy/electricity, - 2. Knowledge and skills, - 3. Information Communication Technology (ICT), - 4. Marketing interventions, - 5. Financial, technology research and development services, - 6. Legal environment and Intellectual Property Rights. - Tourism - Target: growth to 7 .9 percent by 2015 from 4 .2 percent in 2009. - Strategies: marketing and promotion; human resource development; compliance to labor laws and human rights; coordination among MDAs; risk management, legal regime and property rights; increase earnings from concessions and licenses; improve roads and ICT (web-based tourism portal, e-tourism, GDS subscription); improve service quality; promote supportive services (health, banking); diversify attractions including domestic tourism; invest in leisure and recreation; link local communities to tourism business; restore cultural and historical sites; address HIV and AIDS. - Order of priority drivers of growth in Tourism: - 1. Business environment - 2. The People in Tourism – skills - 3. Marketing and promotion - 4. Competitiveness and Value for Money - 5. Expanded access to transport - 6. Product development and innovation. - Mining - Target: growth from 1 .2 percent in 2009 to 3 .2 percent by 2015. - Strategies: promote domestic value addition; empower artisanal miners (geological information, title deeds, equipment, skills, start-up capital); promote joint ventures linking foreign companies with land owners, small scale miners and communities; improve fiscal regime for mining revenue; enforce security, laws and environmental standards; improve infrastructure; enforce intergenerational equity via long term investments from mining proceeds; complete exploration studies; ensure sustainable extraction and equitable distribution of proceeds; provide technological information for small miners; facilitate formalization; address HIV and AIDS; resolve policy conflicts between mining and natural resources; improve institutional framework; promote fabrication and beneficiation; promote lapidary, stone carving and jewellery making. - Order of Priority drivers of growth in Mining: - 1. Value addition and improving fiscal regime; - 2. Training of local experts (engineering, law); - 3. Financing (local investors); - 4. Small artisanal miners (technology, skills, start-up capital, environmental management etc); - 5. Marketing interventions; - 6. Increasing government shareholding and monitoring. --- ### Cross-Sector drivers of growth — Infrastructure, Energy, Water - Infrastructure role: attract private investment, link markets, reduce production costs, increase productivity, support poverty reduction. - Transport infrastructure strategies - Construct and upgrade roads to increase kilometers of paved and graveled roads; - Upgrade railways to increase cargo tonnage within and through Tanzania; - Improve urban transport (Dar es Salaam, Arusha, Mwanza) to reduce congestion; - Expand cargo handling capacity at sea ports and lake ports; - Expand air cargo and passenger handling capacities; - Develop and strengthen institutions to implement strategic PPPs in transport; - Efficiency measures: rationalize use of existing systems and continuous maintenance; - Strengthen institutions and regulatory frameworks for fair competition across transport modes; - Improve safety; - Enforce HIV & AIDS gender-responsive prevention and service provision guidelines in sector; - Integrate Tanzania’s investment with SADC Spatial Development Initiatives and Transport Corridors. - Order of priority areas in transport physical infrastructure: - 1. Primary infrastructure in rural areas (feeder, collector, community roads); - 2. Labor-based methods in rural roads construction and maintenance; - 3. Transit traffic facilitation (port and maritime); - 4. Trunk and regional roads; - 5. Rail and air transport and sea ports; - 6. Urban transport. - Energy strategies and targets - Medium term target: double power generation capacity by 2015 to enhance availability and reliability. - Strategies: - Increase generation, utilization of capacity and coverage; - Develop new power plants (hydro, gas, coal-fired); - Expand renewable energies (solar, wind, mini-hydro, biogas) for off-grid rural areas; - Promote PPPs especially IPP schemes; - Promote rural electrification (support Rural Energy Agency, REA); - Expand and strengthen the National Grid and carry fiber optic cable to district level; - Expand bio-fuel exploitation without compromising food security; - Promote energy-efficient appliances and natural gas use for industrial heating and cooking; - Promote energy saving technology at household, firm, institution, and community levels; - Promote integrated environmental management and CDM-qualifying projects for carbon credit; - Expand exploration for oil and increase contribution of natural gas and coal to GDP; - Collaborate in SADC energy initiatives (SAPP, RERA) to implement Power Sector Development Roadmap and SAPP Pool Plan. - Order of priority areas in energy: - 1. new power plants; - 2. renewable energies; - 3. rural electrification; - 4. Expanding and strengthening the National Grid; - 5. Promoting projects which qualify for carbon credit; - 6. Promoting participation of local land owners in generation. - Water supply strategies - Strengthen basin-level water resources management institutions and water user associations; - Rehabilitate and install hydrometric stations (increase from 83 in 2009 to 438 by 2015 noted elsewhere as a target under Goal 2); - Rehabilitate non-functioning water storage dams and construct new dams; - Demarcate and conserve water sources in all basins; - Establish water use and effluent discharge permit register; - Integrate water resource management; - Collaborate in SADC’s Regional Strategic Water Infrastructure Development. - Order of Priority Areas in water supply: - 1. Strengthening basin water resource management; - 2. Rehabilitating non functioning systems; - 3. Constructing new dams; - 4. Integrated management of water resources. --- ### Goal 3 — Ensuring Creation and Sustenance of Productive and Decent Employment, Especially for Women, Youth and People with Disabilities Operational targets - i. Effective enforcement of labor laws and standards ensured; - ii. Labor Market Information System strengthened; - iii. Employable skills, particularly for youth, women and people with disabilities enhanced; - iv. Consequences of migration on population distribution, urbanization, and implications for employment addressed. Cluster strategies - Enforce labor laws and develop competitiveness framework for Tanzanians in regional and global integration; - Improve labor market information systems and employment services; - Strengthen institutional coordination on employment issues; - Implement affirmative action in employment for youth, women, people with disabilities and other disadvantaged groups; - Increase number of vulnerable economically active population reached with social protection; - Provide selective and customized investment in human capital (expand VET, polytechnics, Folk Development Centers, Youth Development Centers, ICT/Resource Centers); - Step up financial sector support for creation of decent employment (credit schemes, cooperatives, start-up capital, empowerment funds); - Address rural underemployment through production clusters and non-farm programs; - Promote entertainment, cultural, sports and creative industries as employment sources; - Implement gender-responsive HIV & AIDS workplace programs; - Support entrepreneurship, mentorship, formalization and regularization of businesses, especially for women, youth and people with disabilities; - Create conducive environment for youth to settle in rural areas. Order of Priority Areas in employment - 1. Improving labor market information system; - 2. Implementing affirmative action in employment creation; - 3. Providing selective and customized investment in human capital; - 4. Addressing underemployment in rural areas; - 5. Boosting cultural, sports and creative industries for income generation (and growth of the economy). --- ### Goal 4 — Ensuring Food and Nutrition Security, Environmental Sustainability and Climate Change Adaptation and Mitigation Operational targets - i. Food security at household, district, regional, and national levels ensured through increasing food crops, livestock and fishery production; - ii. Nutrition of infant, young children and mothers promoted; - iii. Strategic Grain Reserve of at least 4 month of national food requirement maintained; - iv. Crop and livestock varieties suited to adverse conditions brought about by climate change introduced and adopted; - v. Climate change projection and early warning and natural disaster response coordination framework strengthened. Cluster strategies - Promote farmer skills for new farming practices and agro-processing for value addition and shelf-life extension; - Promote aquaculture to complement declining capture fisheries; - Improve sustainable fisheries development, management, conservation and utilization; - Promote exclusive breastfeeding during first six months; - Promote health of infant, young child and mother; - Ensure production and universal consumption of iodized salt and food fortification; - Enhance sustainable forest management and efficient use of wood resources; - Promote grading and packaging of food and forestry products; - Create awareness on climate change and adaptation strategies; - Monitor food stocks at household, village, and ward levels; - Maintain Strategic Grain Reserve of at least 4 months of national food requirement; - Support research to introduce climate-resilient crop, livestock and fish varieties and breeds; - Apply new pest and disease management technologies (IPM, breeding, biotechnology); - Increase awareness of climate change impacts among farmers; - Design sustainable crop systems reflective of climate scenarios; - Increase carbon sequestration on farms (reduced tillage, high carbon crops, agroforestry); - Improve soil and water conservation including irrigation development; - Provide adaptation and mitigation options regionally tailored; - Strengthen weather projection and early warning systems; - Facilitate market-based financing mechanisms for climate actions and leverage private sector resources; - Support accelerated development and deployment of adaptation and mitigation technologies; - Enhance policy research, knowledge and capacity building on climate change impacts; - Enhance storage facilities and food preservation technologies; - Promote private sector investments in cold storage for perishables. Order of Priorities in ensuring food and nutritional security - 1. Promoting skills among farmers; - 2. Maintaining strategic Grain Reserve; - 3. Promoting nutrition of infants, young children and mothers; - 4. Supporting research, training and extension; - 5. Increasing farmers’ awareness; - 6. Providing specific adaptation and mitigation options; - 7. Strengthening weather projection and early warning systems; - 8. Promoting private sector investments. --- ### Goal 5 — Leveraging Returns on National Resources (both within and outside) for Enhancing Growth and Benefits to the Country at Large and Communities in Particular, Especially in Rural Areas Operational targets - i. Sustainable utilization of natural resources ensured with benefits to local communities; - ii. Optimal contribution of human resources ensured. Cluster strategies - Strengthen capacity for administration and monitoring of natural resources, including earmarking revenues from national resources for long term investments; - Enhance sustainable management and utilization of natural and cultural resources; - Strengthen capacity of TRA in capturing taxes from natural resources rents; - Enforce corporate governance and responsibility for beneficiaries of licenses in exploitation of natural resources, especially extractive activities; - Improve skills in identified growth sectors (agriculture, sports, tourism, mining, manufacturing); - Strengthen mechanisms for capturing Diaspora resources and contribution of sports; - Increase Government and local participation in resource exploitation; - Support private sector exploitation of natural resources while monitoring and regulating transparently; - Encourage Tanzanians in the Diaspora to invest in Tanzania; - Enhance community-based natural resource management arrangements; - Improve legislation on ownership/access to environmental and natural resources. Order of Priorities in leveraging returns on national resources - 1. Strengthening capacity for administration and monitoring; - 2. Strengthening the capacity of TRA; - 3. Supporting the private sector; - 4. Enhancing community-based natural resource management arrangements; - 5. Strengthening weather projection and early warning systems; - 6. Promoting private sector investments. *Source: _cr1117 - 4.1 Cluster IGrowth for Reduction of Income Poverty* ### 4.2 Cluster II ### 4.2 Cluster II ### Cluster II — Improvement of Quality of Life and Social Well-being - Focus: improving quality of social services (education, survival, health and nutrition, clean and safe water, sanitation, decent shelter and a safe and sustainable environment) and reaching the majority of the poor and vulnerable groups. - Primary target: create human capital out of learning and healthy population; address gaps in the low-to-medium level technical cadre across sectors. - Two broad outcomes: - i. Quality of life and social wellbeing for enhancing capabilities, with particular focus on the poorest, people with disabilities, and other vulnerable groups, improved; - ii. Inequities in accessing social and economic opportunities, along geographical areas, income, age and gender reduced. - Cluster structured under six goals with operational targets and strategies to guide implementation. ### Goal 1 — Ensuring equitable access to quality ECD, Primary and Secondary Education Operational targets: - i. Early Childhood Development (ECD) facilities and number of young children prepared for schools increased - ii. Universal access for boys and girls to quality pre-primary and primary education achieved (NER to 100 percent for pre-primary and primary) - iii. Access to lower and upper secondary for male and female students increased (NER to 45 percent for lower secondary and 5 percent for upper secondary) - iv. Primary school survival rate for boys and girls (Std I to Std VII) improved - v. Secondary school survival rates for boys and girls (Form 1 to 4; Form 5 to 6) improved - vi. Improved pass rate for boys and girls at primary and secondary schools - vii. Improved primary and secondary school transition rates - viii. Quality teachers trained, deployed, and retained to achieve recommended students – qualified teacher ratio at all levels (Primary=1:45 and secondary=1:25) Key strategies: - Rehabilitate and expand school infrastructure (sport facilities, laboratories, water supplies, latrines, hand-washing facilities, dormitories) - Provide school materials and sport equipment in required ratios and mix - Ensure achievement of subject specific recommended textbook-student ratios; classroom density and student-desk ratios; (pit) latrine ratio - Review curricula to address skills gaps; equip classrooms with ICT; promote ICT in teaching and learning - Support regular school inspection at pre-primary, primary, and secondary levels; strengthen quality assurance and train/recruit qualified school inspectors - Implement HIV and AIDS and life skills education components in teacher training; ensure safe education environment free of sexual abuse, stigma and discrimination - Implement integrated Early Childhood Development policies; provision of school feeding programs - Expand access for children with disabilities; strengthen and equip accessible laboratories, sports and game facilities - Address causes of drop-out comprehensively Order of Priority Areas: - 1. Improved quality of education at primary and secondary levels through training, recruiting, and deploying qualified teachers and school inspectors; - 2. Increased access, especially in upper secondary. ### Goal 2 — Expansion of Quality Technical & Vocational Education, Higher Education, Adult/Non-formal & Continuing Education Operational targets: - i. Enrolment expansion, quality, and relevance of Technical and Vocational Education and Training ensured; - ii. Enrolment expansion, quality, and relevance of Higher education ensured; - iii. Enrolment expansion, quality, and relevance in provision of adult, non-formal and continuing education ensured; - iv. Adult illiteracy rate reduced by 50 percent from 31 percent in 2009 to 16 percent in 2015. Technical and Vocational Education & Training strategies: - Expand and improve infrastructure to expand enrolment, especially of girls - Review and update curricula to align with job market and national growth agenda - Strengthen PPPs for delivery; improve teaching and learning environment; strengthen quality assurance - Promote adaptation of science and technology to Tanzania’s conditions; promote ICT in teaching and learning - Mainstream HIV and AIDS into curricula; implement HIV and AIDS interventions for students - Strengthen M&E to monitor acquisition of desired competencies Higher Education strategies: - Strengthen and expand enrolment while ensuring quality and equitable access by gender - Expand and improve infrastructure; integrate ICT; review curricula to address emerging issues - Review Higher Education Loans Policy to explore other financing sources and increase accessibility - Strengthen research, accreditation, and monitoring; improve teaching and learning environment to attract and retain students and staff Adult, Non-Formal and Continuing Education strategies: - Scale up the ‘Yes I can’ campaign and advocacy and awareness - Link ICBAE programs with income generation activities; revise curricula in line with growth agenda - Expand and improve education infrastructure; ensure effective use of schools and other institutions for basic and continuing education, especially in rural areas - Strengthen institutional and technical capacity; develop Lifelong Learning Qualification Framework; train and motivate facilitators and teachers - Expand parenting education for child rearing practices Order of Priority Areas: - 1. Increased access and quality of technical education and vocational training and higher education - 2. Improved quality and relevance of tertiary education - 3. Expanding and improving education infrastructure for effective use of schools and continuing education for out-of-school children ### Goal 3 — Improving Survival, Health, Nutrition and Well Being (Children, Women, Vulnerable Groups) Overall focus: - Strengthen health service delivery system; improve maternal and child health; address malaria, HIV and AIDS; address human resource crisis in health; promote reproductive health education and family planning; make health service delivery affordable and reduce disparities. Addressing human resources for health Operational target: - i. Appropriate number and mix of health professionals trained, deployed and retained. Key strategies: - Improve human resources management capacity at all health delivery levels - Increase throughput and number of health training institutions; strengthen private sector engagement in training - Enhance capacity of training institutions; improve zonal training centers to support regions and districts - Deepen and accelerate Local Government and Public Service Reforms to improve availability, productivity, and equitable deployment of human resources; revisit staffing norms; improve staff productivity - Train health workers to provide non complicated services; address inequitable distribution across Regions and districts with incentives - Administer Pay for Performance (P4P) schemes; promote ICT use in teaching and learning; improve human resource planning, policy capacity, performance management, reward systems and monitoring indicators Addressing Fertility, Maternal and Neonatal Health Operational targets: - i. Maternal mortality ratio reduced from 454 per 100,000 live births (2010) to 265 per 100,000 live births by 2015; - ii. Neonatal mortality reduced from 26 per 1,000 live births (2010) to 19 per 1,000 live births in 2015; - iii. Proportional of births attended by skilled health personnel increased from 50 .6 (2010) percent to 80 percent (2015); - iv. Total Fertility rate slowed down from 5 .4 (2010) to 5 .0 by 2015; - v. Population growth reduced from 2 .9 (2002) percent pa to 2 .7 percent pa by 2015. Key interventions: - Improve access to quality maternal, antenatal, basic and comprehensive emergency obstetric care, and post-natal care - Address disparities in health outcomes and service delivery by socio-economic groups and urban/rural and districts - Strengthen PPPs in health care delivery; provide nutrition education and micronutrient supplements to women of reproductive age - Promote child spacing via access to modern contraceptives; ensure access to primary and secondary education to reduce early pregnancy - Increase IPTp coverage; improve obstetric care access and referral systems; prevent malaria incidences; strengthen community care and involvement for expectant mothers - Prevent chronic diseases (malaria, TB, HIV and AIDS); build procurement and supply management capacity for timely provision of medical supplies and pharmaceuticals Addressing Infant and Child Health and Nutrition Operational targets: - i. Infant mortality rate reduced from 51 per 1000 live births (2010) to 38 per 1000 live births by 2015 . - ii. Under-five mortality rate reduced from 81 per 1,000 live births (2010) to 54 per 1,000 live births by 2015 . - iii. Proportion of under-five underweight (weight for age) reduced from 21 percent (2010) to 14 percent by 2015 . - iv. Proportion of stunted under-fives (height for age) reduced from 35 percent (2010) to 22 percent by 2015 . - v. Prevalence of exclusive breast-feeding in children under 6 months increased from 50 percent (2010) to 60 percent by 2015 . - vi. Proportion of anaemic women and children reduced (from 48 .4 percent to 35 percent in women; from 71 .8 percent to 55 percent in children) by 2015 Key interventions: - Improve quality of facility and community-based Integrated Management of Childhood Illnesses (IMCI) - Strengthen health promotion and community engagement on childhood illness management - Ensure universal Vitamin A coverage of under-five children and post partum women - Scale up public health and primary preventive strategies (safe and clean water); promote personal hygiene and sanitary measures; implement environmental health programs - Increase immunization coverage; introduce new EPI vaccine options - Promote optimal breastfeeding and complementary feeding practices - Combat malaria: universal distribution of long-lasting nets; implement Rapid Malaria Test (RDT) country-wide; introduce indoor residual spraying - Regulate and promote food fortification with vitamins and minerals - Respond rapidly to child health and nutritional challenges from adverse conditions (e.g., climate change) - Engage partnerships across sectors and levels to adapt and mitigate weather impacts Addressing HIV and AIDS and TB Operational targets: - i. HIV/AIDS infection rate reduced; - ii. National HIV prevalence rate in 15-24 years age group reduced from 2 .4 percent in 2010 to 1 .2 percent by 2015; - iii. Access to ARV and food supplement for PLHAs increased; - iv. Percentage and number of orphaned and vulnerable children aged 0 -17 whose household receiving free basic external support increased from 586,170 ( 2009) to 1,318,187 by 2015 . Key interventions: - Sustain multi-sectoral and sector-specific HIV prevention strategies; sustain care and treatment with emphasis on PMTCT+ and paediatrics’ AIDS services - Improve HIV surveillance and follow-up of neonates; integrate measures to address gender and inequalities driving higher prevalence among women and girls - Protect girls by keeping them longer in school; promote income-generating/livelihood schemes and life-skills for adolescent girls and women including access to credit - Strengthen social protection for PLWHAs (focus on women, children, elderly carers, widows and child-headed households) - Strengthen awareness campaigns and stigma reduction measures; ensure universal access to ARVs and increase VCT and BCC measures - Ensure better management of HIV funding for efficiency and effectiveness; implement National Strategy for TB and Leprosy and Operational Plan - Improve Health Systems and human resource capacity to handle BoD from TB/HIV - Expand and mainstream DOTs strategy into general health system; involve CBOs and NGOs in DOTs Order of Priority Areas: - 1. Improve human recourses for health system (training, deployment, and retention) - 2. Improve maternal health - 3. Improve health facilities and service delivery ### Goal 4 — Increasing Access to Affordable Clean and Safe Water; Sanitation and Hygiene Water supply operational targets: - i. Proportion of households in rural settlements provided with improved sources of water increased from 58 .7 percent in 2009 to 65 percent by 2015; - ii. Proportion of households in small towns provided with improved sources of water increased from 53 percent in 2009 to 57 percent by 2015; - iii. Proportion of households in urban authorities provided with improved sources of water increased from 84 percent in 2010 to 95 percent by 2015; - iv. Proportion of households in Dar es Salaam provided with improved sources of water increased from 68 percent in 2010 to 75 percent by 2015. Water sector strategies: - Rehabilitation of water facilities and construction of low-cost appropriate water sources (boreholes, dams and surface water supply networks) - Registration of all Community Owned Water Supply and Sanitation Organizations (COWSOs) at District level - Conduct water point mapping country wide; quarterly monitor mapped water points for functionality - Facilitate supply chain of essential tools and spare parts in rural settlements for sustainable maintenance - Rehabilitation and expansion of water supply systems; construct water sources and distribution networks in small towns, district headquarters, and major regional urban centers - Conduct regular monitoring of water supply networks to detect leakages and reduce non-revenue water - Rehabilitate water production and treatment plant at Lower Ruvu; construct and lay new 55 km pipeline from Lower Ruvu to Dar es Salaam City to augment conveyance capacity - Rehabilitation of water supply distribution networks in Dar es Salaam to reduce non-revenue water - Drill 20 high yielding boreholes at Kimbiji and Mpera in Kigamboni that will produce 260,000 cubic meters per day to add to the current total production of 300,000 cubic meters - Construct Kidunda Dam to regulate the flow of the Ruvu as a climate change adaptation measure Sanitation and hygiene operational targets: - i. Access to improved toilet and functional hand washing facilities at household and public places, particularly schools, health facilities, transport facilities (improved toilets at household level increased from 23 percent rural and 27 percent urban (in 2010) to 35 percent rural and 45 percent urban) in 2015; - ii. Proportion of population with access to improved sanitation facilities increased; - iii. Proportion of schools with improved sanitation facilities increased; - iv. Proportion of households connected to the public sewage system increased from 18 per cent in 2010 to 22 percent in 2015; - v. Solid waste collected in urban centers increased from 47 per cent in 2008 to 85 percent in 2015; - vi. Storm water management in urban centers strengthened. Sanitation and hygiene strategies: - Ensure schools and health facilities have adequate WASH provision - Strengthen solid waste management and drainage/storm water management in urban areas - Develop and implement clear Sanitation and Hygiene policy and plan for participatory sanitation and hygiene promotion and marketing; clarify roles, responsibilities, budget requirements, and strategies for schools and health facilities WASH provision - Establish a dedicated budget with monitoring of resources, outcomes and outputs - Rehabilitate and expand sanitation and hygiene facilities and ensure sustainability systems - Enhance and expand impact evaluation Order of Priority Areas: - 1. Rehabilitation of water facilities - 2. Construction of additional low-cost appropriate water sources - 3. Sanitation, especially in public facilities/places ### Goal 5 — Developing Decent Human Settlements while Sustaining Environmental Quality Operational targets: - i. Planned and serviced urban settlements with functioning town planning procedures, including improved solid and liquid waste management, use of sustainable transport and cleaner energy ensured; - ii. Implications of rapid urban population growth on settlements addressed. Planned and serviced urban and peri-urban settlements strategies: - Support Municipalities and Councils to prepare integrated human settlement plans, surveys and gender-balanced issuance of land titles at least in cities, municipalities and towns - Prepare base maps and other data (e.g., environmental profiles) to enhance access to serviced land of different sizes commensurate with demand and affordability - Establish land reserves in peri-urban areas to ensure sustainable public use - Scale up regularization of unplanned settlements - Implement orderly urban land development (legal changes of land uses, urban general schemes, efficient machinery for resolving urban land use conflicts) - Establish land rangers’ and building inspectors’ Units to manage land development - Build capacity of local leaders and socially grafted institutions to enhance security of tenure and protect land parcels - Provide education and awareness on land rights, obligations, laws and national land tenure to women, men and vulnerable groups - Review the Land Act regularly to make land tenure more inclusive Migration and urbanization strategies: - Integrate urban planning, including incorporation of PPP arrangements in settlements development - Harmonize and match service provision between urban and rural settings to reduce pull and push factors, including supporting low cost housing in rural areas Order of Priority Areas: - 1. Plans, surveys, and issuance of land titles - 2. Regularization of unplanned settlements and enforcement of urban land use plans ### Goal 6 — Providing Adequate Social Protection and Rights to Vulnerable and Needy Groups Operational targets: - i. Proportion of vulnerable children, including children outside family care, disabled, and eligible adults covered with social protection measures increased; - ii. Proportion of eligible elderly people reached with minimum social pension increased. Cluster strategies: - Mainstream provision of social protection measures in plans of state and non-state actors - Continue provision of care and support to people living with HIV and those indirectly affected, including home-based care and social security schemes including food safety nets - Strengthen systems and institutions for effective access to minimum social protection package, including exemption and waiver schemes for PWDs, OVCs, elderly people living with HIV and other vulnerable groups - Support capacity of poor households to care for vulnerable members - Increase access to civil registration systems for older people, OVCs and PWDs - Promote economic empowerment of vulnerable groups through start-up kits for Income Generating Activities (IGAs) and cash transfers - Revise policy and regulations to ease access to financial services and exemptions applicable to vulnerable groups - Promote and coordinate involvement of government, development partners (DPs), NGOs, faith-based organizations (FBOs), the business sector and communities - Improve capacity to deal with disasters and strengthen emergency preparedness systems at village, district, and national level - Ensure equitable geographical recruitment and retention of adequate number of social workers - Promote private sector initiatives and corporate social responsibility to support social protection interventions Order of Priority Areas: - 1. Exemption and waiver schemes for PWDs, OVCs, eligible elderly people living with HIV and other vulnerable groups - 2. Systems and institutions for effective delivery of social protection packages *Source: _cr1117 - 4.2 Cluster II* ### 4.3 Cluster IIIGood Governance and Accountability ### 4.3 Cluster IIIGood Governance and Accountability ### Overview - Good governance and accountability are fundamental components to shaping a favorable environment for economic growth and poverty reduction and are given a central role in reaching the goals and objectives of MKUKUTA II. - Broad outcomes for Cluster III: - i . Democracy, good governance, human rights and the rule of law deepened and ensured; - ii . Peace, political stability, social cohesion and national unity consolidated and sustained; - iii . Accountable, responsive, effective, and efficient leadership in public service ensured; - iv . Equity in accessing public resources and services ensured. - Five goals have been identified to advance the achievements of the three broad outcomes. The goals are: - 1 . Ensuring systems and structures of governance uphold the rule of law and are democratic, effective, accountable, predictable, transparent, inclusive and corruption-free at all levels - 2 . Improving public service delivery to all, especially to the poor and vulnerable - 3 . Promoting and protecting human rights for all, particularly for poor women, children, men and the vulnerable, including people living with HIV/AIDS - 4 . Ensuring national and personal security and safety of properties - 5 . Promoting and preserving culture of patriotism, hard work, moral integrity, and self-confidence ### Cluster strategy summary - Cluster strategies are holistic and implemented as a package. - Emphasis on scaling up implementation of Core Reforms focusing on: - creating an enabling environment for promotion of pro-poor growth; - strengthening business and investment environment; - fighting both petty and grand corruption; - strengthening public finance management and value for money in use of resources; - ensuring credible legal sector, responsive and performance based public service administration and capable local government; - enhancing institutional and human resource capacity of each pillar of the state for proper execution of its functions. ### Goal 1 — Ensuring systems and structures of governance uphold the rule of law and are democratic, effective, accountable, predictable, transparent, inclusive and corruption-free at all levels - Operational targets: - i . Principles of democracy, rule of law, integrity accountability, transparency, inclusiveness, effectiveness and efficiency ensured and applied at all levels; - ii . Separation of powers and effectiveness of the three pillars of the state ensured and nurtured; - iii . Corruption as well as money laundering effectively curbed. - Strategic interventions — Strengthening legal, policy and institutional framework: - i . Reviewing, mainstreaming, accelerating and deepening implementation of core reforms addressing weaknesses in public service management, public finance management, public goods and services delivery systems, Local-Central Government relations, business and Investment environment and Financial Services, stakeholders’ participation, legal and judicial processes, citizens and corporate responsibility, and enforcement of rule of law and order; - ii . Deepening democracy through further electoral reforms, expanded freedom of expression, enhanced transparency, local participation, and access to information; - iii . Implementing measures for promoting domestic accountability and effectiveness of watchdog and oversight institutions; - iv . Introducing mechanisms for strict follow up, accountability and sanctions on implementation, enforcement and compliance to legislative, policy, regulatory and operational rules; - v . Promoting use of ICT in public service delivery and complete installation of e-government; - vi . Promoting gender equity and broaden participation in planning, budgeting, and implementation; - vii . Enhancing operational capacity of governance institutions; - viii . Reviewing and streamlining various operational procedures and processes to increase effectiveness and efficiency in Government business. - Strategic interventions — Nurturing separation of powers and effectiveness of the three pillars: - i . enhancing the institutional and human resource capacity of each pillar of the state for the proper execution of its functions; - ii . undertaking awareness campaigns, information dissemination and selected training to the general public, media and civil society organizations on the roles of the pillars of state; - iii . Building capacity through training, sensitization and dialogue among stakeholders on constitutional mandate, independence, professionalism and non-interference of each pillar; - iv . Enhancing independence, transparency and stakeholder participation on the operations of each pillar in accordance with laid down rules, procedures and legal provisions. - Strategic interventions — Curbing petty and grand corruption, and money laundering: - i . Sustaining and stepping up the fight against corruption and money laundering as a national agenda with clear monitoring and evaluation tools; - ii . Revising Laws and strengthening mechanisms for fighting corruption and money laundering in order to cope with changes in technology and circumstances; - iii . Continuing to streamline operational procedures in public service delivery through reforms and change management, enhancing integrity in MDAs and increasing the supply and quality of public goods and services on an equitable basis in order to prevent corruption; - iv . Instituting strict surveillance and enhancing transparency in public service operations to increase the marginal cost of indulging in corrupt practices and plugging all loopholes of corrupt practice; - v . Building capacity of oversight and watch dog institutions, including media and civil society organizations to enhance domestic accountability; - vi . Increasing public involvement, mass campaigns and education in stamping out corruption and money laundering; - vii . Building capacity of investigative, detective, prosecuting, judiciary and prisons agencies; - viii . Stepping up combatant mechanisms steered by the Prevention and Combating of Corruption Bureau, Ethics Secretariat and Director of Public Prosecution, through detection, investigation and prosecution of cases for both petty and grand corruption; - ix . Ensuring speedy but fair delivery of judgments based on the compliance of due process requirements; - x . Collabourating with other countries through mutual legal assistance, information sharing and returning stolen assets as per the limits of respective countries’ laws. ### Goal 2 — Improving public service delivery to all, especially to the poor and vulnerable - Operational targets: - i . Capacities and management systems in service delivery improved; - ii . Mechanisms for targeting the poor and vulnerable groups introduced (cover 65 percent of the poor and vulnerable groups currently excluded from public service delivery); - iii . Monitoring, performance for results and accountability mechanisms in public service delivery strengthened. - Improving capacities and management systems: - i . Implementing a framework on accountability and performance monitoring and measurement for public servants and leaders; - ii . Updating the Code of Ethics for public servants and leaders and strictly enforcing it including sanctioning mechanisms; - iii . Deepening public service reforms, legal sector and local government reforms including decentralization by devolution (D-by-D); - iv . Reviewing the remuneration system and incentive structure for public servants and leaders and streamlining pay policy to motivate, attract and retain staff; - v . Devising and operationalizing a human resource management strategy for planning and deployment of staff and skill mix; - vi . Reviewing, restructuring and strengthening public institutions to ensure efficiency and effectiveness in use of resources; - vii . Training public servants, including leaders and senior officials as well as officials of lower cadre of LGAs; - viii . Providing necessary infrastructure such as roads, water, housing and energy, especially in underserved areas; - ix . Educating the people to know and demand their rights for quality and equitable public services; - x . Providing working tools and emphasizing use of ICT for improving quality service delivery; - xi . Promoting political environment that allows the LGAs to fulfill their obligation with regard to governance and administrative system. - Instituting mechanisms for targeting the poor and vulnerable: - i . Implementing transparent, formula-based criteria for allocation, disbursement and utilization of resources to ensure equitable service delivery across the country; - ii . Supporting institutions that work among the poor and vulnerable groups to tackle pockets of poverty; - iii . promoting implantation of social protection interventions to minimize risks to the most vulnerable groups, including the unemployed, retrenchees, pensioners, women, children, the elderly, and victims of disasters; - iv . Providing special incentives to the private sector to motivate investment in underserved locations and in businesses that support the poor and vulnerable. - Strengthening monitoring and accountability mechanisms: - i . Ensuring that all MDAs, LGAs and public institutions have client service charters that are updated after every five years and are made public to all service users; - ii . Strengthen the monitoring and evaluation systems and developing clear indicators for assessment and determination of effectiveness of service delivery and people’s satisfaction or perceptions; - iii . Strengthen the Public expenditure tracking system both at the national and local level to include not only public funds but also other resources; - iv . Involving CSOs and other CBOs to increase public awareness toward local autonomy and participation toward their community development; - v . Strengthening and extending the complaint handling system to cover all public institutions from the national to local level (village or community) and ensure feedback and its effective functioning; - vi . Strengthening the accountability and supervision mechanisms at national and local levels to ensure public servants are fulfilling their duties and are held accountable. ### Goal 3 — Promoting and protecting human rights for all, particularly for poor women, men and children, the vulnerable, including people living with HIV/AIDS - Operational targets: - i . Equal access to timely justice for all; - ii . Social, political, economic and cultural rights for all particularly vulnerable groups ensured (achieve 45 percent of vulnerable groups reporting having a full access to their rights); - iii . Children rights promoted and protected; - iv . Rights of women promoted and protected. - Ensuring equal access to timely justice: - i . Improving capacity and efficiency of justice institutions through investing in human resources development and streamlining processes and procedures; improving court infrastructure (including construction of new primary courts); - ii . Developing legal policy to guide MDAs on priorities and approaches to improving access to justice; - iii . Enhancing independence of the judiciary and improving efficiency of case management; - iv . Deepening the legal sector reform and law reform; - v . Providing legal aid support to individuals who cannot afford court fees; - vi . Revising laws which contain back claw clauses; - vii . Training and retraining justice officials in human rights. - Ensuring social, political, economic and cultural rights for vulnerable groups: - i . Legislating Media Business and the Right to Information Act; - ii . Ensuring that the media is supported to function in an ethical and responsible manner; - iii . Building skills to create equal opportunities for people with disabilities; - iv . Promoting measures to ensure vulnerable groups (women, youth, disabled people, and people living with HIV/AIDS) participate in training and skill building in economic activities to reduce vulnerability to HIV; - v . Ensuring provision of services, such as skills training, material assistance, and long-term care for those unable to engage in economic activity; - vi . Establishing baseline information disaggregated by gender; - vii . Strengthening involvement of LGAs and CSOs to create awareness for the rights of people living with HIV/AIDS and the most vulnerable groups at all levels. - Promoting and protecting children’s rights: - i . Providing an environment ensuring all children have a right to basic services including education, food, shelter, and legal protection; - ii . Supporting children’s rights against the worst forms of forced labor, sexual abuse, improving juvenile justice, and supporting children living in difficult circumstances; - iii . Holding duty bearers including parents, teachers, and law enforcers accountable for abuse of children’s rights; - iv . Investing in facilities to support children with disabilities including making schools and public institutions disability friendly, training more teachers for learning disabilities, and producing learning materials such as brail and hearing aid. - Promoting and protecting rights of women: - i . Strengthening enforcement of land laws through imparting knowledge to law enforcers on women’s rights, and disseminating knowledge about property rights; - ii . Improving women’s access to credit and financial resources through innovative ways to enable access to formal credit facilities; - iii . Supporting women to access information on markets and graduate businesses from small-scale and informal to formal medium-and-large-scale; - iv . Implementing affirmative action to promote women’s participation in electoral and non-elected positions through legislation requiring political parties to institute affirmative action; - v . Reviewing discriminatory laws to address domestic violence; - vi . Supporting women leaders with skills and knowledge to engage in decision making processes at all levels; - vii . Addressing cultural norms and values that hinder women’s effective participation through public education on women’s rights; - viii . Formalizing paralegal systems and improving the legal environment for CSOs and advocacy groups to promote women’s rights. ### Goal 4 — Ensuring national and personal security and safety of properties - Operational targets: - i . National, individual security and safety ensured; - ii . Crime including domestic and gender based violence reduced; - iii . Capacity to mitigate the adverse impacts of climate change and natural and human-made disasters enhanced. - Ensuring national, individual security and safety of property: - i . Strengthening international cooperation and peacemaking, conflict resolution, and diplomacy; - ii . Controlling immigration, checking inflow of arms and curbing cross-border violence and crimes; - iii . Implementing capacity-building and skills upgrading for agencies responsible for national security and defense; - iv . Strengthening mechanisms for resolving internal conflicts; - v . Stepping up involvement of citizens in maintaining peace and order through community policing, sensitization, awareness campaigns on rights and responsibilities, nationalism and patriotism; - vi . Streamlining and sanctioning the police and judicial systems to readily handle cases on crimes; - vii . Enhancing participation of Non-state Actors in safeguarding personal security and protecting property; - viii . Strengthening institutional capacity in issuance and secure usage of national identity cards by all citizens. - Fighting crime, including domestic violence: - i . Building capacity of agencies responsible for law and order through medium-term reform and modernization programs; - ii . Stepping up awareness campaigns for citizens to report sex-related and other abuse and harassment against women; - iii . Institute special programs in law and order agencies for tackling domestic, children, and gender based violence. - Enhancing capacity to mitigate adverse impacts of climate change and disasters: - i . Strengthening institutions dealing with early warning systems, risk management and preparedness, and disaster management and response; - ii . Developing and instituting methods for adapting to adverse impacts brought about by climate change and disasters; - iii . Revising laws, regulations and guidelines on risk management, protection, mitigation, and reduction of effects of human-made and natural disasters; - iv . Scaling up national capacity (army, police, fire and rescue, food reserve, relief agencies, communities, etc) and disaster preparedness; - v . Stepping up training and mass campaigns on management of disasters; - vi . Promoting voluntary assistance to victims of human made and natural disasters; - vii . Developing regional and international collaboration on information sharing. ### Goal 5 — Promoting and preserving culture of patriotism, hard work, moral integrity, and self-confidence - Operational targets: - i . Social cohesion, belonging, and national identity promoted and enhanced; - ii . Attitude toward hardworking, self-confidence, and self-esteem, creativity, innovation and moral integrity promoted and enhanced; - iii . Culture and heritage of the country preserved and promoted; - iv . Principles of cultural diversity and inter-cultural dialogue upheld. - Social cohesion and national identity: - i . Strengthening civic education from pre-primary to tertiary level; - ii . Introducing voluntary work and sports programmes for national building, patriotism and assisting disadvantaged and vulnerable groups; - iii . Conducting research and surveys on citizenship and national identity; - iv . Enhancing community responsibility and collective parenting; - v . Enhancing respect to human rights, security of life, and property of others; - vi . Using sports as a vehicle for bringing people together and empowering communities. - Hard work, self-confidence, creativity and moral integrity: - i . Imparting to youths from early age the importance of hard work, self-confidence, self-esteem, morals and integrity; - ii . Devising mechanisms to develop skills, hard work, self-confidence, and patriotism; - iii . Supporting children and youths to develop reading and learning habits through investing in public, national, and community-based libraries and learning centers; introducing a ‘one computer to one child’ program; - iv . Investing in communication skills at all education levels to enable expression in Kiswahili and at least one other international language; - v . Motivating talented people to innovate and produce goods and services by providing right incentives; - vi . Promoting spirit of daring to support young men and women to enter and participate in business and global opportunities; - vii . Device mechanisms to reward hardworking people with integrity and to hold others accountable; - viii . Use sports for rehabilitation of offenders and drug users by improving self confidence, self efficacy, and developing personal and social skills. - Cultural heritage and diversity: - i . Developing programs and policies to guide media to embrace social responsibility, revitalize patriotism, minimize cultural erosion, and educate the public on impact of media technology; - ii . Promoting community and national cultural events, including festivals, cultural dances, traditional games and sport, art exhibitions, preserving national historical sites, archives, and museums; - iii . Supporting and protecting creative and entertainment industry for promotion of culture and income generation; - iv . Promoting expression of culture such as language, works of arts, and sports; - v . Promoting entertainment industry, sports, music, film and other works of art that enhance cultural heritage and contribute to personal wealth and economic growth; - vi . Supporting communities to develop and manage cultural sites commercially to attract tourists and generate income; - vii . Promoting and protecting traditional sports and games as a means to foster socio economic development. - Upholding principles of cultural diversity and inter-cultural dialogue: - i . Promoting cultural tolerance and awareness on cultural differences and addressing special needs of certain cultures; - ii . Promoting mutual trust and respect amongst Tanzanians; - iii . Raising awareness of people on culture and its diversity; - iv . Organizing platforms such as national symposia, seminars and hearings to support cross cultural dialogue and resolution of cultural disputes; - v . Instituting special measures, such as law and order, in areas with a high potential for cultural clashes. *Source: _cr1117 - 4.3 Cluster IIIGood Governance and Accountability* ### 5.1 Introduction ### _cr1117 - 5.1 Introduction ### Implementation overview - Addresses key issues necessary for effective implementation of MKUKUTA II, including roles and responsibilities of different actors in the implementation of MKUKUTA II. - Spells out how to address weaknesses in implementation and coordination of government processes, core reforms and strategies/programmes. - Provides strategic guidance on addressing insufficient alignment, weak collaboration, and inadequate linkages to tap synergies within clusters and actors. - Emphasizes that collaboration and linkages are required at cluster and sector levels. - Provides guidance on: - (i) strengthening coordination of policies; - (ii) prioritization and phasing of key interventions for achieving the expected results; - (iii) undertaking of joint planning and execution of activities among the MDAs. ### Coordination of Processes, Core Reforms and Programmes - Government processes, reforms and programmes aim to improve effectiveness of service delivery at various levels. - The Public Expenditure Review (PER) process will continue as a key dialogue for prioritization, sequencing and execution of government budget. - Requirement: MDAs to undertake PER analysis and discussions at least once after every two years. PER discussions to address: - how priorities are identified on annual basis; - resource allocation to priorities; - the cost of the priority interventions; - implementation of priorities and associated reporting; - addition of geographical and location information to complement PER analysis and discussions. - MKUKUTA II implementation plan describes how goals and targets are addressed by core reforms, major development programmes and projects. - The Government has adopted the Medium Term Strategic Planning, Budgeting and Monitoring and Evaluation Manual to guide preparation of Strategic Plans (SPs), MTEF, monitoring and reporting, and implementation of Plan and Budget Guidelines (PBG). - Ministry responsible for Finance will implement measures to enhance capacities on use of the Manual, including: i . Training of MDAs’ staff responsible for planning, budgeting, monitoring and reporting; ii . Enforcing standards and principles established in the Government Manual through strengthening MDAs budget committees, Budget Guideline Committee and clusters working groups; iii . Tasking the Policy and Planning Departments in each MDA to drive the implementation of the contents of the Manual and report to MOFEA. - Core reform programmes include: LGRP, LSRP, PFMRP, PSRP-II and sectoral/multi-sectoral programmes across all three clusters of MKUKUTA II. These are revisited to ensure alignment with MKUKUTA II targets and goals. - Specific actions for aligning core reforms and MKUKUTA II: i . Review of all reform programmes in light of the Vision 2025 and MKUKUTA II goals, objectives and actions; ii . Strengthening the capacity of the reform coordination Unit; iii . Alignment of core reforms with MDAs, LGAs, Regions strategic plans; iv . Revise implementation modalities by moving from donorship to national ownership through inclusion and sensitization of NSAs; v . Devise friendly communication modality to inform stakeholders on the benefits and cost of the reforms. ### Collaboration and Linkages - Additional efforts to ensure actors are well coordinated and collaborate to achieve desired outcomes. - Actions required: - (i) strengthening capacity of institutions (PMO, IMTC, Planning Commission, Cabinet Secretariat, Regional Secretariat, and District Development Committees) responsible for policy coordination across government levels; - (ii) strengthening information sharing including access to information and dialogue between NSAs and government at all levels; - (iii) financing for coordination and collaboration mechanisms; - (iv) analysis of the synergies and linkages; - (v) provision of information on spatial and geographical location of programmes and activities. - All MDAs must show in strategic plans and budgets how they link and collaborate with other MDAs and NSAs in actions and geographical areas of operation. - Government will selectively introduce budgetary resource incentives and disincentive measures, including resource contestability to enforce compliance and reward good performance. ### Macro-micro Linkage - Strengthening the link between Macro and Micro viewed in two dimensions: - gains at macro level vs welfare at the micro level; - communication between higher (national) levels and lowers (Local Authorities). - Government to address transmission mechanisms: policies, laws, regulation, institutions at meso level; address mismatch between administrative decentralization and fiscal decentralization. - Issues to address: i . Inadequate communication mechanisms among actors (government, CSOs, private sector, communities) rendering communication of growth and anti-poverty efforts ineffective; ii . Information asymmetry and deficit: macro level has inadequate capacity to prioritize community needs; communities lack knowledge of accessible resources and opportunities; iii . Institutional mismatch between targets (and needs) and delivery mechanisms; inefficiencies in political and economic institutions inhibit macro-micro linkages; inadequate political and administrative decentralization blocks transmission channels; iv . Power relations: political will at macro level to establish meaningful links (empowerment, affirmative actions, redistribution of national assets to poor communities through pro-poor growth and social policies). - Actions to strengthen macro-micro linkage: - (i) capacitate Regional Secretariats to strengthen link between LGAs, Central and Line Ministries; - (ii) improve communication mechanisms among government, NSAs and communities (e.g., establishment of media including community radio stations in every district); - (iii) identify, review and strengthen capacity of meso level organizations/institutions such as TRA, regional and districts business forum, regulatory bodies, district development committees, private sector organizations, CSOs. ### Planning and Prioritization of Key Interventions - Emphasis on joint planning and execution among MDAs; plans must specify primary and secondary actors (those whose interventions are prerequisites). - Interventions prioritized to achieve expected results, largely growth-related; implies allocating resources to few key interventions that support drivers of growth and poverty reduction. - Prioritization criteria: i . New or ongoing primary interventions with significant result achievement; ii . New or ongoing secondary interventions with complimentary effect on primary interventions; iii . Informed by TDV 2025 and international commitments such as MDGs; iv . Identified as enabler to drivers/propellers of growth and reduction of poverty; v . A quick win to achieving planned results; vi . Emphasize sustainable development results. - Government may review these criteria as situations change. - To enhance adherence to priorities, budget execution through PER will be strengthened by enhancing PER functioning, including timely PER studies. ### Public – Private Partnership (PPP) - Government broadens stakeholder participation in implementation and financing via PPP framework. - Given large resource requirements and budgetary/borrowing constraints, Government will encourage private sector investment/participation in priority areas (drivers of growth and poverty reduction), including infrastructure and social services. - Private participation needs to expand to address infrastructure service deficits; appropriate incentives and systems are important. - Government actively promotes PPP for development/operation of high-priority public utilities and infrastructure: roads, ports, power, water supply, solid-waste management services. - Measures to improve environment for scaling up private sector participation include fiscal incentives, government guarantees, land titling and ownership. - PPP approach preferred to overcome public sector budgetary and borrowing constraints; recognizes accelerating infrastructure development requires large-scale investments beyond government resources. - Moving forward, Prime Minister’s Office will: i . Sensitize key actors on PPP policy and PPP Act; ii . Develop a guiding document for PPP implementation including in infrastructure sectors; iii . Capacity development for institutions engaging in PPP; iv . Expand space for Public Private Dialogue; v . Ensure PPP is also pro-poor through development of inclusive markets, e.g., making markets work for the poor; vi . Investment incentives and systems to encourage investment by domestic private sector participation in all clusters. ### Capacity Development - Strengthening capacity at various levels is a priority in leadership, policy analysis/formulation, strategic planning, implementation, coordination, supervision and monitoring. - Align MKUKUTA II with human resource development required to deliver MKUKUTA II and beyond. - Human resource constraints identified as critical; national agenda for building a capable state focused on: i . Formulation of a coherent and comprehensive capacity development policy/strategy linked to Vision 2025 and MKUKUTA II; ii . Strengthening Public-Private Partnerships (PPP) including institutional framework for PPP in human capacity development; iii . Allocating more financial, material and human resources to LGAs’ capacity development efforts; iv . Ensuring capacity development in procurement, contracting, program and project management based on capacity needs assessment; v . MDAs/LGAs and non-state actors include specific plans/activities in plans and budgets to increase number and quality of human resources (quality implies level and quality of all kinds of training); vi . Emphasize modalities for capacity development: learning by doing, exchange programs (South-South cooperation), coaching, mentoring, long-term training; vii . Improve enabling environment for private sector growth and enhance position of CSOs as partners of the State in delivering services; viii . Increase support to small entrepreneurs in priority areas, including access to finance, marketing and appropriate business premises; ix . Continue to improve quality of institutions and re-engineer business processes in public and private institutions. ### Technical Assistance - All programs and project activities requiring technical assistance (TA) will be guided by the national TA Strategy. - TA strategy details how TA should be accessed, procured, monitored, and evaluated. - TA will mainly focus on capacity development; systems/procedures to monitor TA impact on capacity development will be developed and applied. - Actions to be taken: i . Prepare and implement a national policy on Technical Assistance and TA strategy/action plan; ii . Match TA and national capacity development agenda; iii . Ensure strategic use of technical assistance for national development; iv . Strengthen and sustain national ownership and leadership of donor funded development programmes as a way of developing internal capacity. ### Strengthening Knowledge Driven Economy - Promote knowledge-based economic growth; research activities require special attention, especially those contributing to drivers of growth and poverty reduction. - Investment in R&D should address practical problems of technological, commercial, economic, social, and environmental application. - Strong national systems of innovation require links and integration among research, policy and productivity, particularly in manufacturing, agriculture and trade logistics. - National Systems of Innovation (NSI) provides foundation for links among research, policy and production. - Government actions to strengthen interface: - (i) increase resource for R&D; - (ii) develop innovation programs to support implementation of development strategies (e.g., risks management in agriculture); - (iii) promote collaboration and linkage between research activities, policy and productivity by strengthening capacity of tripartite institutions (e.g., technology council); - (iv) identify and address factors and conditions limiting linkages between academic institutions, industry and government. ### Mainstreaming Cross-cutting and Employment Issues - Cross-cutting issues to be deeply mainstreamed across clusters, MDAs and LGAs plans; priority gauged against contributions to growth strategy and reflected in resource allocation. - Employment recognized as major link between growth and poverty reduction; employment and creation of decent jobs will be treated unequivocally as a cross-cutting issue. - Rights-based perspective maintained (e.g., focus on people living with HIV/AIDS because they suffer more from poverty), consistent with MDG- and rights-based approaches. - Support for mainstreaming at LGAs and sector level will include: financing, procurement of experts, involvement of CSOs, and capacity development. - Government will promote Local Economic Development (LED) in every district. ### Review and Development of MKUKUTA II Communication Strategy - Develop a comprehensive Information, Education and Communication (IEC) Strategy to spearhead implementation cycle, addressing values, attitudes and mindsets and rallying all Tanzanians toward goals/targets. - IEC strategy to be revised each year to keep up with emerging needs; lessons from last five years of MKUKUTA implementation to inform design of successor strategy. - Communication Strategy to be implemented by government and NSAs including media; will spell out roles and responsibilities of actors, address limited access to information on policies/strategies and encourage positive attitude to work and desire to learn. - MKUKUTA II will expand engagement of CSOs in providing education and awareness campaigns to identified stakeholder constituencies; Communication Strategy will elaborate measures to engage stakeholders. ### Roles and responsibilities - Sets out roles and responsibilities of key institutions in implementation of NSGRP. Central Ministries (additional responsibilities): i . Ministry responsible for coordination of government business to provide oversight on MKUKUTA implementation; ii . Ministry responsible for economic management to ensure stable and predictable environment for smooth implementation of MKUKUTA II; iii . Ministry responsible for financing to mobilize financial resources for implementing the NSGRP; iv . Ministry responsible for public service management (in collaboration with other actors) to coordinate capacity building and skills development programs; v . Ministry responsible for local government to coordinate program implementation at regional and district level, lead capacity building at local government levels, and lead collection/dissemination of grassroots data. MDAs and LGAs responsibilities: i . Coordinate NSGRP implementation and its Monitoring System; work with other actors to monitor and evaluate progress in achieving NSGRP II outcomes; ii . Facilitate interface between national NSGRP II monitoring system and Local Government M&E; ensure cross-cutting issues are coordinated and mainstreamed; iii . Establish and incorporate NSGRP priorities in the Plan and Budget Guidelines; iv . Mobilize, allocate and monitor public financial resources made available to NSGRP II actors; v . Sectoral ministries responsible for policy guidance, supervision, coordination, implementation and monitoring of activities contributing to poverty reduction outcomes and identifying detailed priority activities; vi . At district level, LGAs (district/town/municipal/city councils, village/mtaa) will plan and implement programs within jurisdiction in collaboration with other actors, including communities and households through participatory processes. Non-Government Actors Private sector roles: i . Work closely with government to develop inclusive markets that are profitable and pro-poor; ii . In collaboration with government promote private sector development; iii . Mobilize resources to finance MKUKUTA II activities within private sector ambit through savings, credit, etc; iv . Create decent employment and jobs; v . Participate in policy formulation via expanded public-private dialogue; vi . Engage in implementation of MKUKUTA II through PPP and other business initiatives; vii . Strengthen business fora and networks at different levels (e.g., TNBC, District business organizations); viii . Fight corruption and ensure fair play in business; ix . Scan and tap emerging investment opportunities in the country and EAC and beyond; x . Encourage private sector members to pay required taxes. Communities: - Participate in financing, planning, implementation and monitoring of community activities supported by government and other actors; monitor quantity and quality of services; mechanisms to enable communities to hold leaders and governments accountable will be developed. Civil Society Organizations (CSOs): - Build local capacity and empower communities; participate in monitoring and evaluation at national and community level; mobilize and enhance community participation and resources; advocate for accountability of members and government; work with ministries and local authorities to include cross-cutting issues in sectoral and district plans; need to review and strengthen organizational and management frameworks at national, regional, district and community levels. Development Partners: - Continue to work closely with Government in line with PARIS Declaration, Accra Agenda for Action and JAST; use existing national systems and processes to provide financial, technical and other support; facilitate capacity building and support monitoring and evaluation initiatives. ### Monitoring and Evaluation (start of CHAPTER 6) - MKUKUTA II M&E embedded in National MKUKUTA Monitoring System (MMS), continuation of system established in 2001 under PRSP and reviewed in 2004. - Review of MMS required to improve effectiveness and efficiency given new growth focus and lessons from previous implementation. - Chapter objectives: highlight objectives of MKUKUTA II monitoring and outline the monitoring and evaluation strategy; details provided in revised MKUKUTA II Monitoring Master Plan. Objectives of MKUKUTA II monitoring: i . To ensure timely availability of reliable and adequate data for monitoring growth and poverty reduction; ii . To enhance storage, retrieval, access, and use of data by a wide array of development stakeholders; iii . To carry out detailed analysis of data on growth and poverty trends; iv . To disseminate the findings of research and analysis of data to a wide array of stakeholders; v . To promote evidence–based planning, budgeting, and decision making at all levels of government; vi . To promote evidence-based dialogue among development stakeholders; vii . To ensure that regional and international targets ratified by Tanzania are integrated into national development targets and monitored as part of MKUKUTA II monitoring. - Existing monitoring system to be strengthened and aligned with MDA and LGA strategic plan and monitoring; processes articulated in MKUKUTA II Monitoring Master Plan. Strategy for Monitoring and Evaluation: - Multiple-pronged approach focusing on data collection, analysis, storage, dissemination and communication and strategic linkages with other monitoring systems. Institutional Arrangement (key features of MKUKUTA II M&E): i . An inclusive institutional framework bringing together stakeholders in working groups linked to Government policy and decision making bodies; ii . An indicator framework that tracks MKUKUTA II implementation and results, specifying data sources, frequency of reporting, institutional responsibility; iii . A survey calendar to be implemented by the National Bureau of Statistics (NBS) to provide estimates for key MKUKUTA II indicators; appropriateness of calendar may be revised to fit current funding arrangement; iv . A calendar of planning, budgeting and reporting; v . Defined outputs of MKUKUTA II M&E, including survey reports and analytical reports; vi . A funding mechanism and budget for MKUKUTA II M&E to be adopted according to a new mechanism to be agreed upon, aimed at reducing transaction costs and increasing effectiveness. - Consolidation aims to deepen integration of MKUKUTA II strategies/interventions into the budget and PER processes and strengthen alignment with MDAs' strategic plans; enhance accountability and reporting by MDAs and other actors. - Synchronize and harmonize MKUKUTA II and MKUZA II M&E components to ensure economies of scope, comparability, aggregation, and cross-fertilization; emphasize timetables of census and survey, regular reports, analysis and evaluation. Monitoring System: - Existing monitoring system to be reviewed by all stakeholders including NSAs to obtain a comprehensive but manageable list of indicators and to redefine the functional structure in line with the new growth focus and MMS key features. *Source: _cr1117 - 5.1 Introduction* ### section 3 .1 . The MMS will retain and strengthen data quality and harmonization, ### _cr1117 - section 3 .1 . The MMS will retain and strengthen data quality and harmonization, ### Data quality, harmonization, and MMS functions - The MMS will retain and strengthen data quality and harmonization, including the collection and use of qualitative data to supplement quantitative data that was previously emphasized. - The research and analysis component of MMS will be retained and supported to expand analytical capacities for growth and poverty analytics and diagnostics. - The communications component will be strengthened and given impetus to fulfill its duties. - The envisaged strengths of MMS components depend on the functional structure of key stakeholders including NSAs involved in the working groups and link them to decision making. - The functional structure must be well aligned to the new focus of MKUKUTA II, and all key implementing actors including NSAs have to: - participate in monitoring; - be in a well defined institutional linkage; - have appropriate incentives to produce relevant data, analyse, and report appropriately and on time for planning, budgeting, and execution. - MMS must strengthen the link between national level monitoring, NSAs and LGA monitoring systems, including efforts to step up demand for information at district and sub-district levels, and their capacity for collection, use, and dissemination to enhance downward accountability. - The system will rely on few but comprehensive and manageable sets of indicators and target for each cluster. ### Evaluation arrangements - Evaluation is envisaged at three levels: - Internal evaluation through production of Poverty and Human Development Reports (PHDR), Annual Status Reports, Views of the People Reports, and other implementation reports, which must more proactively inform the PER process at both macro and micro levels; enhanced alignment and linkages between MMS and the PER process are required. - Ongoing evaluation mechanisms through Participatory Poverty Assessments and other methodologies such as service delivery reports, cost benefit analysis, impact assessment, outcome evaluation, process evaluation (as guided in the Medium term Strategic Planning, Budgeting, Monitoring and Evaluation Manual) and other qualitative assessments particularly of reform programs (e.g. Local Government Reform Program II, Public Reform Program). - Comprehensive national review and use of Regional Consultative Meetings/District Consultative Meetings (RCC/DCC) and strengthening of PER especially at lower level. - The evaluation process requires capacity in both human and financial resources, which has proved to be inadequate at most levels envisaged; a plan for capacity development in evaluation will be developed as an integral part of the MMS master plan. ### Monitoring tools, indicators, and outputs - Existing tools and databases linking macro and micro M&E systems include: PlanRep2, SBAS, Epicor, LGMD, RIMKU II and TSED. Some have been successful in some sectors and LGAs, while others have not been very successfully implemented. - These tools will be strengthened and harmonized to reduce duplication of efforts and data inconsistencies. - The Tanzania Statistical Master Plan (TSMP) and guidance for harmonized performance reporting, monitoring and evaluation through tools such as PAF matrix, GBS/MKUKUTA consultative discussion and MDGs are efforts toward strengthening the monitoring framework. - MKUKUTA II will continue to draw benefits from these tools with more emphasis on reporting for results as stipulated in the Government Manual for Strategic planning, Budgeting, Monitoring and Evaluation and Reporting. - MMS must ensure appropriate linkage between its action plans and timing of inputs and outputs with those under the TSMP to maximize effectiveness and efficiency of data collection, analysis, and dissemination. - The TSMP will provide avenue for timely administrative data, frequent census and survey data, and strengthening M&E at various levels of implementation. - The revised MKUKUTA II Monitoring Master Plan will document: - a set of monitoring indicators for all the clusters; - tools for data collection, timing, responsibilities, and institutional arrangement for data collection, analysis, and dissemination; - major requirements for reporting for both upward and downward accountability, including innovative monitoring on public expenditure and effectiveness of MKUKUTA II budgeting, such as value for money audits. ### Reporting arrangements - A detailed reporting system including NSAs reporting will be provided in the MKUKUTA II Monitoring Master Plan. - Reporting system will be based and aligned to the wider reporting framework set out in the Government Manual for Strategic Planning, Budgeting and Monitoring and Evaluation. - Particular focus is on monitoring progress on achieving the MKUKUTA Goals and operational targets; this is linked to tracking physical outputs at the level of MDAs and LGAs. - On an annual basis, MDAs and LGAs are required to report on their performance based on the requirements of the Manual for Strategic Planning, Budgeting, and Monitoring and Evaluation. - Detailed analysis on results is given using surveys data produced. ### Chapter 7: Budget and financing framework — overview (2010/11 – 2014/15) - MKUKUTA II targets and strategies aim to take forward the economic and social development agenda in the Tanzania Development Vision 2025; achieving targets requires a credible budgeting and financing framework. - The Chapter sets out the macroeconomic outlook and medium term budgetary framework for 2010/11 – 2014/15 and highlights risks associated with financing. - Key macroeconomic and budgetary assumptions: - The domestic economy gradually recovering and stabilizing from the impact of global financial and economic crisis; - Macroeconomic stability will be maintained and socio-economic development will continue to be improved; - Domestic revenue collection will be enhanced; - Increased impetus in the implementation of MKUKUTA II and resource allocation in areas that have rapid multiplier effects in the economy; - Kilimo Kwanza initiative will be implemented; - Increased progress in private sector development and PPP implementation, including further improvement in the business environment; - A supportive monetary policy, reflected in low inflation, a narrowing interest rate spread, and increased credit to the private sector; - Political stability will be maintained, especially after the general election in 2010; - Strengthened monitoring and evaluation, to ensure effective use of public resources. - Five-year macroeconomic framework assumes continuation of sound policies and structural reforms, taking into account a less favorable external environment with impacts of global financial, economic crisis and Euro zone crisis. - Global economy projection cited: World Economic Outlook of April, 2010 (IMF) projects global growth at 4 .2 per cent in 2010 (from a contraction of 1 .1 per cent in 2009) and a further growth rate to 4 .5 per cent by 2014. - National growth projections: - Average real GDP growth rate projected at 7 .7 per cent annually during 2010 – 2015 (higher than average GDP growth of 6 .9 per cent a year during 2005 – 2009). - Real GDP growth path: 7 .0 per cent in 2010 (from 6 .0 per cent in 2009), 7 .4 per cent in 2012, and 8 .5 per cent by 2015. ### Medium Term Budgetary Framework highlights and financing scenario - Government revenue as a share of GDP projected to increase from 15 .7 per cent during 2009/10 to 21 .8 per cent by 2014/15. - Definition: non-MKUKUTA II expenditure includes Consolidated Fund Services (CFS) – debt and interest payments, pension payments and other contractual obligations. - Table 7 .1 key figures (Billions of shillings): - Total Government Domestic Revenue: 6,176 .2 (2010/11), 7,451 .3 (2011/12), 8,955 .9 (2012/13), 0,671 .3 (2013/14), 12,651 .0 (2014/15), Total 45,905 .7 - % of Government Revenue for MKUKUTA: 60 .7 (2010/11), 67 .3 (2011/12), 73 .3 (2012/13), 78 .8 (2013/14), 84 .4 (2014/15) - Government MKUKUTA-II Financing: 3,749 .0 (2010/11), 5,014 .7 (2011/12), 6,564 .7 (2012/13), 8,409 .0 (2013/14), 10,677 .5 (2014/15), Total 34,414 .7 - Financing scenario assumption: share of government revenues allocated to MKUKUTA II rises from projection of 60 .7 per cent to 84 .4 per cent by 2014/15. - Domestic revenue available for MKUKUTA-II interventions estimated at least TShs 34,414 .7 billion for five-year period. - The average domestic revenue linked to MKUKUTA II is taken as the minimum cost of implementing MKUKUTA II and is equal to an average of Shillings 6 .9 trillion per annum. - Recurrent expenditures will be contained at an average of 17 .5 per cent of GDP for 2010/11 to 2014/15 from 18 .6 per cent in 2009/10 to increase domestic savings and scale up investment in infrastructure. ### Financing strategy options to address substantial financing gap - Options listed: - Further increases in Government domestic revenue through improvements in tax administration and other tax policy measures; National Identity Program and MKURABITA program expected to formalize assets and businesses. - Financing from private sector via Public-Private Partnerships (PPPs) as alternative source for long-term development expenditure, especially public infrastructures. - Continued international borrowing on commercial terms and concessional terms from bilateral and multilateral sources. - Domestic borrowing for financing large infrastructure projects (infrastructure bonds for central government and municipal bonds for local government authorities). - Support from international community/current or new development partners for specific high-return projects and programs. - Issuance of Sovereign Bonds when market conditions allow, with proceeds directed to specific projects. - Accessing international climate finance facilities – carbon trade (CDM) by preparing necessary projects and strengthening coordination. - Foreign support projections: - Grants expected around 5 .8 per cent of GDP in 2010/11, gradually tailing off to 3 .7 per cent by 2014/15. - Foreign loans projected at 5 .5 per cent of GDP in 2010/11 and around 3 .8 per cent of GDP in 2014/15. - Domestic borrowing projected around 1 .0 per cent of GDP in the medium term. ### Medium Term Budget Framework: Table 7 .2 key figures (IN BILLION OF SHILLINGS) - Row values by column (2009/2010 Actual; 2010/2011 Budget; 2011/2012 Projection; 2012/2013 Projection; 2013/2014 Projection; 2014/2015 Projection): - Total Domestic Revenue: 4,799 .6; 6,176 .2; 7,451 .3; 8,955 .9; 10,671 .3; 12,651 .0 - Tax Revenue: 4,427 .8; 5,638 .6; 6,806 .2; 8,181 .7; 9,742 .3; 11,536 .3 - Non-Tax Revenue: 371 .8; 537 .6; 645 .1; 774 .1; 929 .0; 1,114 .8 - Total Expenditure: 8,311 .8; 10,769 .7; 11,688 .3; 13,316 .7; 15,382 .7; 17,546 .8 - Recurrent Expenditure: 5,700 .5; 6,950 .6; 7,036 .9; 7,648 .1; 8,432 .4; 9,439 .4 - Development Expenditure: 2,611 .3; 3,819 .1; 4,651 .5; 5,668 .6; 6,950 .3; 8,107 .4 - Overall deficit before grants: -3,512 .2; -4,593 .5; -4,237 .1; -4,360 .8; -4,711 .5; -4,895 .8 - Grants: 1,405 .3; 2,020 .9; 1,828 .8; 1,934 .5; 2,044 .2; 2,142 .7 - Adjustments (including exp. Floats and cash): 158 .8; 0 .0; 0 .0; 0 .0; 0 .0; 0 .0 - Overall balance: -1,948 .1; -2,572 .6; -2,408 .3; -2,426 .3; -2,667 .3; -2,753 .1 - Financing: 1,948 .1; 2,572 .6; 2,408 .3; 2,426 .3; 2,667 .3; 2,753 .1 - Foreign (net): 1,379 .6; 1,942 .6; 2,010 .7; 1,976 .4; 2,156 .2; 2,174 .0 - Domestic (net): 568 .5; 630 .0; 397 .6; 449 .9; 511 .1; 579 .1 ### Medium Term Budget Framework: Table 7 .2 key figures (IN PER CENT OF GDP) - Row values by column (2009/2010 Actual; 2010/2011 Budget; 2011/2012 Projection; 2012/2013 Projection; 2013/2014 Projection; 2014/2015 Projection): - Total Domestic Revenue: 15 .7; 17 .6; 18 .7; 19 .9; 20 .9; 21 .8 - Tax Revenue: 14 .5; 16 .1; 17 .1; 18 .2; 19 .1; 19 .9 - Non-Tax Revenue: 1 .2; 1 .5; 1 .6; 1 .7; 1 .8; 1 .9 - Total Expenditure: 27 .2; 30 .7; 29 .4; 29 .6; 30 .1; 30 .3 - Recurrent Expenditure: 18 .6; 19 .8; 17 .7; 17 .0; 16 .5; 16 .3 - Development Expenditure: 8 .5; 10 .9; 11 .7; 12 .6; 13 .6; 14 .0 - Overall deficit before grants: -11 .5; -13 .1; -10 .7; -9 .7; -9 .2; -8 .5 - Grants: 4 .6; 5 .8; 4 .6; 4 .3; 4 .0; 3 .7 - Adjustments (including exp. Floats and cash): 0 .5; 0 .0; 0 .0; 0 .0; 0 .0; 0 .0 - Overall balance: -6 .4; -7 .3; -6 .1; -5 .4; -5 .2; -4 .8 - Financing: 6 .4; 7 .3; 6 .1; 5 .4; 5 .2; 4 .8 - Foreign (net): 4 .5; 5 .5; 5 .1; 4 .4; 4 .2; 3 .8 - Domestic (net): 1 .9; 1 .8; 1 .0; 1 .0; 1 .0; 1 .0 ### Basic considerations and risks - Lessons from MKUKUTA I: - Financial contribution from private sector and other actors was not forthcoming as expected. - Budget estimates not being consistent with an overarching result-based approach focusing on attaining specific outcomes. - Recognition of three MKUKUTA-II clusters with budgetary share: - Growth for Reduction of Income Poverty – 50 per cent; - Improvement of Quality of life and Social Wellbeing – 40 per cent; - Good Governance and Accountability – 10 per cent. - Effectiveness of budget execution (cash management): operations executed on cash basis; explore quarterly releases for development expenditure and strengthen cash flow forecasting in MDAs. - Risks associated with MKUKUTA II financing: - Adverse developments in the world economy: - Slower world growth or return to recession may reduce demand for exports, FDI, ODA, and domestic revenue collection. - High oil prices. - Continuing pirates activities in the Indian Ocean affecting import/export trade and investment. - Ongoing Euro crisis impacting aid to Tanzania. - Insecurity issues such as global terrorism and regional insecurity. - Internal risks and adverse shocks: - Adverse natural conditions such as drought and floods affecting agriculture and livestock. - Power outages and shortage due to inadequate capacity and unreliable weather conditions leading to slow economic growth and low domestic revenue. - Inadequate progress on addressing implementation bottlenecks, including core reforms. - Political instability. - Inadequate achievement on the war against corruption. *Source: _cr1117 - section 3 .1 . The MMS will retain and strengthen data quality and harmonization,* ### ANNEX A: RESULT MATRIX ### ANNEX A: RESULT MATRIX ### Overview: Purpose and Structure - Presents broad outcomes, goals, operational targets, cluster strategies, intervention packages, and key actors in matrix form. - Core strategies organized in three clusters: - Cluster I: Growth and Reduction of Income Poverty - Cluster II: Improvement of Quality of Life and Social Well Being - Cluster III: Good Governance and Accountability - Result chain example flow: BROAD OUTCOMES → GOALS → OPERATIONAL TARGETS → CLUSTER STRATEGIES → INTERVENTION PACKAGE ### Example definitions and illustrative operational targets - Broad outcomes: longer-term sectoral or national outcomes (e.g., "Improved quality of life and social well being of rural population"). - Goals: outcomes aimed at achieving broad outcomes (e.g., "Reduce child and maternal mortality"). - Operational targets: outcomes with specific timeframes and targets. Examples: - "Reduce infant mortality from 95 (1000) in 2004 to 50 (1000) in 2010" - "Improved access to clean and safe water from 53% in 2003 to 65% in 2010 of rural population and 73% to 90% in urban population." - "Reduce the HIV prevalence from 11% in 2004 to 10% in 2010 between ages of 15-24 years." - "Increased proportion of the population having an access to electricity in rural areas from less than 2% to 15% by the year 2015." - Cluster strategies: activity examples include immunisation, community nutrition programmes, rural roads, protected water sources, fuel-efficient stoves, low-cost electrification, renewable energies, and school-based reproductive health and HIV/AIDS prevention programmes. - Intervention packages: more specific set of completing action which leads to the intended result. ### Cluster I: Growth for Reduction of Income Poverty — Broad outcomes - i. Inclusive and accelerated growth achieved and sustained - ii. Employment opportunities for all, including women and youth - iii. Good economic governance enhanced and ensured #### Goal 1: Pursuing Sound Macro-economic Management - Operational targets: - "Inflation rate not higher than 5 per cent." - "Official reserves to at least 6 months of imports." - Cluster strategies and intervention highlights: - Contain inflation to avoid distortion of incentives: "Non-inflationary fiscal measures; investments in production." - Enhance export competitiveness: "Exchange rate management; conducive business environment; efficient and reliable energy, transportation, and red-tape reduction; value addition." - Stabilize the exchange rate: "Exchange rate policy; Monetary policy." - Ensure interest rate structure that encourages savings and borrowing: "Central Bank Operations." - Maintain official reserves: "Export promotion measures" and "Import curtailing measures." - Strengthen domestic resource mobilization to finance Government budget: "Tax Administration, domestic finance mobilization, expanding the tax net." - Reduce fiscal deficit (after grants) as per cent of GDP: fiscal expenditure measures and charges on extractive activities. - Prudently manage national debt: "National debt management (monitoring and coordination)." - Key actors cited: MFEA, BOT, PO-PC, MAFSC, MLDF, MEAC, MITM, Private sector, LGAs, Consulates, TRA, PMO and others. #### Goal 2: Reducing Income Poverty through Promoting Inclusive, Sustainable, and Employment-enhancing Growth and Development - Overall growth target: - "GDP growth accelerated from 6.0 per cent in 2009 to 8 per cent-10 per cent per annum by 2015 especially in areas where growth have strong direct links to poverty reduction" - Operational targets (selected): - Income poverty incidence reduced: "(national: from 33.6 per cent in 2007 to 24 (MDG 19.3) per cent in 2015; rural area: from 37.6 per cent in 2007 to 26.4 (MDG 20.4) per cent in 2015)." - Working poverty reduced: "from 36 per cent in 2007 to 20 per cent in 2015" - Unemployment and underemployment reduced: "unemployment from 10 per cent in 2008 to 5 per cent by 2015" - Cluster strategies and intervention highlights: - Promote inclusive/pro‑poor growth at district, regional and national levels based on comparative advantage: small scale credit, farmers associations, rural roads, Special Economic Zones, Export Processing Zones, Development Corridors, PPPs. - Expand and strengthen financial markets, banking and capital markets to mobilize financing for marginalized groups. - Harness regional and international trade arrangements (EAC–COMESA–SADC FTA, WTO/DDA, EAC/EU EPA): effective trade logistics, reduce red tape, aggressive marketing. - Enhance investment and business environment: legal/institutional reforms, public-private partnerships, property rights, startup capital. - Mainstream HIV & AIDS into economic sectors via Multi-Sectoral HIV and AIDS Program. - Integrate, harmonize and coordinate environmentally sustainable growth, including climate change adaptation and mitigation. - Key actors cited: MFEA, Financial Sector, MAFSC, MLDF, MITM, TIC, MEM, Private sector, LGAs, MNRT, MEAC, TRA, PMO, TACAIDS, VPO, NEMC, MDAs/LGAs. #### Agricultural transformation, targets and strategies (selected operational targets and numeric goals) - Agricultural growth targets: - "Agricultural growth increased (from 3.0 per cent in 2009 to 6.0 per cent by 2015)" - "Growth of livestock sub-sector increased from 2.3 per cent in 2009 to 4.5 per cent by 2015" - "Growth of crops sub sector increased from 3.4 per cent in 2009 to 6.4 percent by 2015." - "Growth of hunting and forestry sub-sector increased from 3.5 per cent in 2009 to 4.1 per cent by 2015" - "Growth of fisheries sub-sector increased from 2.7 per cent in 2009 to 3.6 per cent by 2015." - Irrigation and agro‑processing targets: - "Area under irrigation increased (from 370,000 ha. in 2009 to 1,000,000 ha by 2015) (annual capacity increase 30,000 ha supply 25 per cent of domestic food demand though irrigation farming by 2015.)" - "Agro-processing in key products scaled up to enhance value chains" - Cluster strategies and intervention highlights for agriculture: - Modernize and commercialize agriculture and fisheries consistent with KILIMO KWANZA pillars: "Financing; Land issues; Industrialization; Infrastructure; Incentives; Science, technology and human resources; Institutional reorganization." - Strengthen MDAs and institutional coordination for KILIMO KWANZA implementation; establish National Irrigation Agency. - Transform production and fish farming technology; empower agro-entrepreneurs (youth and women); warehouse receipt systems; link to product chains. - Deepen land reforms: amend Village Land Act, land titling, survey, reservation, allocation and management; rural land use planning; security of tenure and equitable (en‑gendered) land distribution. - Create conducive investment environment: strategic food reserves, price stabilizing mechanisms, fair competition. - Enhance backward and forward linkages: fertilizer production, improved seeds, artificial insemination, fish fingerlings, agrochemicals, agro-processing incentives, agricultural market information system. - Strengthen human resources and R&D: productivity-enhancing practices, veterinary services, recruitment of irrigation engineers and hydrologists, deploy Para Agricultural “Extension Support” at every ward. - Strengthen infrastructure: training, research and extension, cold storage, market centres, modern abattoirs, rural roads, regional connectivity, rail, airports, harbours, use of ICT, funding to the Rural Energy Fund. - Improve access to agricultural financing: "Long term financing for agricultural development; Tanzania Agricultural Development Bank (TADB); Special Fund for Tanzania Green Revolution; long term credit schemes for agriculture investment for the poor (soft loans)." - Provide subsidies and microfinance: "Provision of subsidy on crop and livestock inputs; affordable financing and credit facilities by both public and private sectors; Development of Commodity Exchanges; listing of Agricultural companies nationally and regionally; access to micro financial services for women and men, especially the youth." - Fisheries sustainability and development: deep sea and EEZ investment; fish quality assurance; improved technologies for handling, processing, preservation, storage and transportation; enforcement of fisheries legislation; promote aquaculture and quality aqua feeds and seeds; address HIV and AIDS issues in the sector. - Key actors cited in agriculture and fisheries: PMO, VPO, MFEA, Private sector, MAFSC, MCST, MLDF, MNRT, MEAC, MITM, MEM, TWLB, PMORALG, MWI, MCDGC, MJCA, TRA, TIC, TADB. #### Manufacturing and MSMEs - Operational target for manufacturing: - "Growth of Manufacturing sector in real terms increased from 8.0 per cent in 2009 to 15 per cent by 2015; contribution of SMEs increased (from 33 per cent to 40 per cent in 2015)" - Cluster strategies and intervention highlights: - Improve manufacturing supporting systems: reliable energy and water, transport infrastructure, ports and harbors; de-bottleneck supply constraints; market development. - Develop Export Processing Zones and SEZs; implement EAC Investment and Industrialization Strategy. - Promote knowledge, skills and translate R&D into product development: Technology Industrial Zones/Parks, incubators, clusters, IPR regimes, patenting and commercialization. - Avail technological information (e.g., ICT) and skills to entrepreneurs; marketing support for MSMEs. - Avail capital, credit and other supporting services for MSMEs: financial capital, credit guarantees, insurance and micro-insurance; National Empowerment Policy of 2004. - Promote manufacturing exports based on comparative and competitive advantages. - Key actors cited: MITM, Private sector, TCCIA, TIC, MID, MEAC, MEM, MCST, SIDO, VETA, Higher Learning Institutions, MFEA, BOT, Financial Institutions. *Source: ANNEX A: RESULT MATRIX (excerpt).* ### 4.2 per cent in 2009 to 7.9 ### _cr1117 - 4.2 per cent in 2009 to 7.9 ### Tourism: targets, strategies, interventions, and actors - Operational target: - Tourism growth from 4.2 per cent in 2009 to 7.9 per cent by 2015 - Cluster strategies and intervention packages: - Implement the Tourism Development Master Plan; aggressive marketing; cost reduction; diversification of the sector and investments - Integrate tourism with other sectors: supply of goods and services, employment linkages, increasing earnings from tourism proceeds - Step up marketing and product promotion of tourism packages, including sports and products of MSME operating in the tourism industry: marketing and promotion; product development and innovation; use of market information, market intelligence, research; quality of services (value for money) by small and large scale operators - Promote human resource development and professionalism: impart knowledge, skills and right attitude; create critical mass of tourism sector professionals (customer care orientation, coaching and internship); compliance to labour laws and human rights in the tourism sector - Improve infrastructure for tourism sector growth: basic infrastructure (roads, railways, airstrips, ports) connecting to existing and potential destinations; energy, water, health facilities; communication technology; facilitation of acquisition of land for tourism activities such as land for hotel chains, recreational sites, etc. - Key actors: - MNRT, MLHSD, MFEA, TIC, MICS, Private sector, MID, MHSW, MEM, MAFSC, MFLD, MITM ### Mining: targets, strategies, interventions, and actors - Operational target: - Growth of mining sector increased in real terms from 1.2 per cent in 2009 to 3.2 per cent by 2015 - Cluster strategies and intervention packages: - Promote establishment of domestic mineral-based value adding activities to increase earnings, create employment, and build wider linkages with manufacturing and services; facilities for mineral processing; laws and regulations including employment regulation in mines; security to facilities; quality and standards; promotion of lapidary clusters - Empower artisan miners: acquire geological information, title deeds, equipment and appropriate mining and processing skills and technologies; start-up capital; scale up capacity building; application of environmentally friendly technologies; adequate security in mining areas - Promote collaboration of large foreign mining companies with land owners, small scale miners, communities, and local experts: joint ventures; cooperatives of small scale miners; information sharing - Avail technological information and support to small scale entrepreneurs: use of ITC; training in general and tailor-made entrepreneurial and marketing skills to enhance productivity and competitiveness in local, regional and international markets - Improve the fiscal regime for enhancement of revenue from mining activities: licensing considers national interests first; curb all forms of corruption in licensing and collection of revenue; avoidance and evasion of payment; adjustment of taxation and other fees and economic rent formulas - Address HIV and AIDS issues in mining sector: implementation of the Multi-Sectoral HIV and AIDS Program - Key actors: - MEM, MITM, Private sector, MLHHS, VPO, MoFEA, TIC, MSCT, MEAC, MFAIC, MOFEA, BOT, PMO, TACAIDS ### Energy: generation, coverage, and interventions - Operational targets: - Electricity generation increased from 1064MW in 2010 to 1722MW by 2015 - Use of renewable increased - Cluster strategies and intervention packages: - Expand production, distribution, and access to energy - Enhance investments in rural energy provision and energy saving technologies - Adequate financing of selective components of the Power System Master Plan (PSMP) and EAC-SADC Power Pool Master Plan (e.g. the Southern African Power Pool (SAPP), the Regional Electricity Regulators Association (RERA), Regional Generation and Transmission Expansion Plan (the SAPP Pool Plan)); implement Regional Power Connectivity - Emergency Power Generation; Natural Gas Development; Rural Electrification projects through Rural Energy Agency (REA); strengthening, upgrading and expanding the National Grid - Harness wind, solar, small hydro, biogas, with emphasis on renewable sources - Apply energy saving technologies; use of environmentally friendly alternative and indigenous energy resources; ensure access by poor communities especially women - Key actors: - MEM, TANESCO, REA, VPO(NEMC), MFEA, MEAC, MFAIC, Private sector ### Water resources for the production sector: targets and interventions - Operational targets: - Water resources availability for both productive use and environmental sustainability assured by 2015 - Basin-level management plans in all basins by 2015 - Increase number of monitoring stations regularly producing reliable data from 83 to 438 - Rehabilitate 45 failed dams and build 3 major new dams - Initiate participatory climate change adaptation measures at catchment/water user association level - Cluster strategies and intervention packages: - Strengthen the capacity of basin level water resources management institutions: water user associations; support to multi-sector array of productive activities; participatory, basin-wide integrated planning - Strengthen water sources protection and monitoring: rehabilitation of non-functioning hydrometric stations; design, construct and install new hydrometric stations; demarcation of water sources in all basins; protection and conservation of water sources; control environmental depletion and pollution; enforcement of the polluter pays principle; periodic knowledge of the volume of water extracted and effluents discharged in all basins; water samples and laboratory tests; implement EAC Lake Victoria Environment Management Programme (REVEMP II) - Enhance access to safe water supply and expand distribution network: rehabilitate non-functioning water storage dams; design and construct new dams for increasing availability of water for productive activities - Mainstream gender in water resources management: water supply and coverage for production and expanding distribution network; good governance and equity in water resources use and management; sustainable water resource management; sound balance between competing users and biodiversity; development of small scale irrigation schemes; rain water harvesting; SADC Regional Strategic Water Infrastructure Development - Key actors: - MWI, BWOs, MAFSC, MEM, MFAIC, MLDF, VPO, MEAC ### Transport - Operational target (partial text as provided): - Growth of transport sector increased from 6.0 per cent in 2009 to *Italic: Content excerpt from the provided IMF PDF content unit.* ### 9.12 per cent by 2015. ### _cr1117 - 9.12 per cent by 2015. ### Transport infrastructure and connectivity - Strategic objective: Different parts of the country linked and connected to regional and global networks by efficient transport systems. - Physical infrastructure targets and interventions: - "1000 km of paved roads rehabilitated" - "15000 km of national roads rehabilitated / regraveled (3000 km trunk and 12000 km regional)" - "30000 km per year of national roads maintained" - "10 major bridges constructed." - Implement EAC Road network Master Plan, EAC Railway Master plan, and EAC Port Modernization Programme. - Promote PPP modality in infrastructure development; long term maintenance contracts for key highly trafficked roads. - Implement TSIP; promote efficiency through revision of laws, regulations and procedures. - ICT infrastructure: "Affordable and accessible ICT infrastructure"; connectivity; transfer of knowledge for production, marketing and monitoring. - Operational measures to facilitate transit and safety: - Reduce transit time and cost through streamlining documentation, procedures and processes; establish one stop border operations; improve rail and roads to neighbouring landlocked countries. - Improve safety and reduce accidents/fatalities via implementation of road safety policy; drivers training and licensing; enhancing enforcement of legislations. - Improve rural roads by increasing use of labour-based methods and enhancing Road fund and LGA sources of finance. - Modernize rail system: restructuring concession (RAHCO, TAZARA), PPP financing, recapitalization/investment, efficient management. - Ports: expand and modernize facilities; implement Ports Development Master Plan; expand port container facilities; establish new container freight stations. - Urban transport: decongest urban transport; implement transport/decongestion plan; separated junctions. - Aviation: increase passengers and freight via construction/rehabilitation/upgrading/expansion of airports; PPP strategic partnerships; enhance ground handling and safety at airports. ### Employment, labour markets, and skills - Labour law enforcement and labour market institutions: - "1.3.1. Effective enforcement of labour laws and standard ensured" - Enforce labour laws and flexible labour market standards considering regional and global economic integrations. - Key actors: MLEYD, MEVT, MFEA, PO-PC, MEAC, Private sector, CSOs, Financial institution. - Affirmative action. - Labour Market Information System: - "1.3.2 Labour Market Information System strengthened" - Strengthen employment service delivery countrywide including labour market information systems and exchange centers. - Interventions: Employment services, advisory services, career guidance, placement services; regulate private employment agents; database of job seekers and employers; return of Tanzanians with special skills in the Diaspora. - Skills development and youth employment: - "1.3.4.. Employable skills, particularly for youth, women and people with disabilities enhanced" - Support entrepreneurship and mentorship programs, including sports for women, youth, and vulnerable groups. - Interventions: VETA/polytechnics; entrepreneur-friendly credit schemes; Start-up capital; off-farm employment credit schemes, equipment, and inputs for rural SME. - Migration and population structure: - "1.3.5. Employment implications of migration and population structure addressed" - Address underemployment in rural areas through production clusters and promoting non-farm income generating programs; integrate population dynamics in growth for poverty reduction. ### Food security, climate adaptation, and disaster response - Household and national food security: - "1.4.1. Food and nutritional security at household, district, regional, and national levels ensured" - Promote sustainable food security at household, village and ward levels via storage facilities; crop/cereal banks; shelf life extension technologies; culture of dietary diversification; policies and guidelines on food stocking and cultivation of food security crops; agro-processing industries for value addition. - Strategic Grain Reserve: - "1.4.2. Strategic Grain Reserve of at least 4 month of national food requirement maintained" - Sustain minimum food reserve requirements; timely SGR intervention; financing of SGR. - Climate-resilient agriculture: - "1.4.3. Crop and livestock varieties suited to adverse conditions brought about by climate change introduced and adopted" - Promote research on improved varieties and breeds; low emission farming practices (conservation farming). - Early warning and disaster response: - "1.4.4. Early warning and natural disaster response, coordination framework strengthened" - Strengthen early warning systems including regional information sharing; monitoring in every district; preparedness and response measures; disease surveillance; regional cooperation in early warning information and disaster management. ### Natural resources and diaspora returns - Sustainable resource management: - "1.5.1. Sustainable exploitation of natural resources ensured with benefits to local communities" - Strengthen institutional capacity for administration and monitoring of natural resources; review and enforcement of laws; sound corporate governance and responsibility; earmarking revenues. - "1.5.1..2. Enhance community based natural resource management arrangements" — natural resource management organs at local levels; resource rent sharing formulae. - Diaspora and human capital: - "1.5.2. Optimal contribution of human resources ensured" - Strengthen mechanism for capturing contribution of Diaspora resources; policies on returns to human and non-human capital of Tanzania in the Diaspora; domestic investment of Tanzanians in the Diaspora; economic diplomacy. - "1.5.2.2. Enhance optimal utilization of local resources and communities benefiting especially in agriculture, sports, tourism, mining, and manufacturing." ### Education: access, quality, and inclusion (Early Childhood to Secondary) - Early childhood, primary and secondary goals: - "2.1.1. Early Childhood Development (ECD) and number of young children prepared for schools increased" - "2.1.2. Universal access for boys and girls to quality pre-primary and primary education (NER to 100 per cent for pre-primary and primary)" - "2.1.3. Access to secondary education for girls and boys improved (NER to 45 per cent for lower secondary, 5 per cent for upper secondary)" - Infrastructure and learning environment: - Rehabilitate and expand school infrastructure including ECD centers, classrooms, laboratories and dormitories accessible to students with disabilities. - Improve hygiene and sanitation, ensure achievement of recommended (pit) latrine ratio, implement school feeding programmes. - Teacher quality and deployment: - Target student–teacher ratios: "Primary=1:45 and secondary=1:25" - Train different cadres of teaching professionals (gender-balanced), emphasize science and language subjects; ensure equitable deployment and retention through incentives. - Inclusion and cross-cutting issues: - Incorporate HIV and AIDS; gender and environmental issues in teaching; implement HIV and AIDS and life skills education components; provide safe education environment free of sexual abuse and stigma. - "2.1.10. Proportion pupils with disabilities (girls and boys) enrolled in pre-primary, primary and secondary education" — transform regular schools into inclusive schools; provide specialized teaching and learning materials. ### Technical, vocational, higher, and adult education - TVET objectives: - "2.2.1. Enrolment expansion, quality, and relevance of Technical and Vocational Education and Training ensured" - Expand and improve infrastructure to expand enrolment, especially of girls; promote adaptation of Science, Technology and Innovation; strengthen PPPs; improve quality of teaching and learning environment; review curricula regularly; promote ICT in teaching and learning. - Higher education: - "2.2.2. Enrolment expansion, quality, and relevance of Higher education ensured" - Expand and improve infrastructure for gender equitable enrolment; integrate ICT; review curricula; review Higher Education loan policy; strengthen accreditation and monitoring; improve teaching and learning environment. - Adult and continuing education: - "2.2.3. Enrolment expansion, quality, and relevance in provision of adult, non-formal and continuing education ensured" - Link ICBAE programs with income generation activities; expand education infrastructure and effective use of schools; strengthen institutional and technical capacity; expand parenting education. - Quantitative literacy target: "2.2.4. Illiteracy rate reduced by 50 per cent from 31 per cent to 16 per cent by 2015" - Scale up the ‘Yes I can’ campaign and advocacy and awareness. ### Health, maternal and neonatal outcomes, and population targets - Health workforce and systems: - "2.3. 1. Appropriate number and mix of health professionals trained, deployed and retained" - Improve HR capacity and management; enhance training institutions and zonal training centers; revisit Local Government and Public Service Reforms; improve performance management and reward systems; implement HMIS and P4P; job shifting. - Maternal and neonatal health targets: - "2.3.2. Maternal mortality ratio reduced from 454 per 100,000 live births (2010) to 265 per 100,000 live births by 2015" - "2.3.3. Neonatal mortality reduced from 26 per 1,000 live births (2010) to 19 per 1,000 live births in 2015" - "2.3.4. Proportional of births attended by skilled health personnel increased from 50.6 (2010) per cent to 80 per cent (2015)" - Interventions: Improve access to quality maternal health care (antenatal care, emergency obstetric care, post-natal care); One Maternal and Newborn Plan; logistical systems, supplies and equipment; devolution of partial budgetary authority; strengthen Facility Governing Committees and Councils Health Services Boards; community awareness and early identification of child illnesses. - Address disparities via health financing policies and risk-pooling; promote and strengthen PPP in health care delivery (accreditation; service-based funding agreement). - Nutrition: provide nutrition education and micronutrient supplements to women of reproductive age; programmes for anemia prevention and control including iron-folate supplementation, deworming, IPT and ITN use. - Fertility and population growth targets: - "2.3.5. Total Fertility rate slowed down from 5.4 (2010) to 5.0 by 2015" - "2.3.6. Population growth reduced from 2.9 (2002) per cent pa to" (text ends). *Source: _cr1117 - 9.12 per cent by 2015.* ### 2.7 per cent pa by 2015 ### 2.7 per cent pa by 2015 ### B. Family Planning: increase contraceptive use and service provision - Operational target: - Increase the contraceptive rate among all women of reproductive age from 28 per cent in2010 to 60 per cent by 2015 - Strategies and interventions: - Provide information, services and education on family planning methods and options - Availability and choices of safe, effective acceptable and affordable contraceptive methods and provide access for young women and men to quality reproductive health services, including family planning - Capacity building of providers to deliver and support safe, effective use of family planning methods and services - Strengthen the health service delivery system to increase options for delivery of quality, affordable and sustainable family planning - Reinvigorate advocacy to increase visibility of and support for family planning as a key investment for improving the lives, health and well-being of people - Education and counseling centres - Key actors: - MHSW, PMO-RALG, FBOs, private sector ### C. Infant & Child Health including nutrition - Targets: - Infant mortality rate reduced from 51 per 1000 live births (2010) to 38 per 1000 live births by 2015 - Under-five mortality rate reduced from 81 per 1,000 live births (2010) to 54 per 1,000 live births by 2015 - Proportion of under-five underweight (weight for age) reduced from 21 per cent (2010) to 14 per cent by 2015 - Proportion of stunted under-fives (height for age) reduced from 35 per cent (2010) to 22 per cent by 2015 - Prevalence of exclusive breast-feeding in children <6 months increased from 50 per cent (2010) to 60 per cent by 2015 - Proportion of anemic women and children reduced (from48.4 per cent to 35 per cent in women; from 71.8 per cent to 55 per cent in children) by 2015 to 22 per cent by 2015) - C.1. Improve quality of facility- and community-based Integrated Management of Childhood Illnesses (IMCI): - Objective: enhance infant and child care - Interventions: Integrated Management of Childhood Illnesses (IMCI); health centre facilities - Goal: facility- and community-based IMCI services to cover the entire country - Key actors: MHSW, PMO-RALG, TFNC, CSOs, private sector - C.2. Scale up public health and primary preventive strategies: - Focus: use of safe and clean water, personal hygiene and sanitary measures; promote greater awareness and emphasize cost-effective interventions for reduction of water-borne diseases - Interventions: clean and safe water and sanitation facilities; Environmental health programs; awareness and sensitization; Implement Environmental health programs - C.3. Malaria control: - Explore options for more effective control of malaria - Interventions: Malaria control measures (e.g. long-lasting nets; Rapid Malaria Test (RDT), malaria control strategies including indoor residual spraying) - C.4. Immunization: - Increase immunization coverage and introduce new options for EPI vaccines - Interventions: Research (for developing new EPI vaccines (Hib, Pneumococcal, Human Papilloma Virus (HPV) and Rota Virus vaccines)); Expanded Program for Immunisation (EPI) - C.5. Promote optimal infant feeding and nutrition: - Promote exclusive breast feeding during first six months, sound feeding and weaning practices for infants and young children - Interventions: nutrition interventions, breastfeeding appropriate infant and young child feeding practices; technical supervision and support; essential nutrition interventions; universal Vitamin A coverage; de-worming campaigns; and rehydration - Key actors: MHSW, PMO-RALG, private sector, MHSW, MCDGC, CSOs - C.6. Promote food fortification with vitamins and minerals: - Interventions: integrated management of acute malnutrition in children; Essential vitamins and minerals; Micro-nutrient supplementations; Regulation and enforcement of regulations for fortification of food staples, and promote the consumption of fortified foods - Key actors: MHSW, PMO-RALG, private sector - C.7. Promote universal consumption of iodized salt: - Integrated with food fortification and micronutrient strategies ### D. HIV & AIDS, Malaria and TB - Targets: - 2.3.12. HIV/AIDS infection rate reduced - 2.3.13. National HIV prevalence rate in 15-24 years age group reduced from 2.4 per cent in 2010 to 1.2 per cent by 2015 - 2.3.14. Access to ARV and food supplement for PLHAs increased - 2.3.15. Per centage and number of orphaned and vulnerable children aged 0 -17 whose household receiving free basic external support increased from 586,170 (2009) to 1,318,187 by 2015 - D.1. Sustain care and treatment with emphasis on prevention of mother to child transmission (PMTCT+): - Interventions: STI screening and treatment, VCT services, condom use, non-ARV interventions addressing stigma and discrimination; Prevention of mother to child transmission (PMTCT+); Reproductive Health programs; VCT (to match scaling up of PMTCT); Counseling mothers on breastfeeding and other infant feeding options - Key actors: MHSW, PMO-RALG, FBOs, CSOs, private sector - D.2. Reduce HIV prevalence rates among women and girls: - Interventions: HIV+ mothers to avert transmission through breastfeeding; Prophylaxis; non-ARV interventions; HIV/AIDS and sexual and reproductive health programmes; youth friendly HIV/AIDS and sexual and reproductive health information, services and facilities - Key actors: MHSW, PMO, MLEYD (TACAIDS), CSOs - D.3. Improve surveillance and follow-up of neonates: - Interventions: Surveillance of all newborns on paediatric prophylaxis to assess survival of those on treatment - Key actors: MHSW, PMO-RALG, FBOs, CSOs, private sector, TACAIDS - D.4. Strengthen support for PLHAs: - Interventions: Home-Based Care (HBC) program; increased support (financial, technical, psychosocial) to PLHA caretakers - Key actors: MHSW, PMO-RALG, FBOs, CSOs, private sector - D.5. Integrate measures to address gender and inequities: - Interventions: keeping girls longer in schools; promoting income-generating/livelihood schemes for adolescent girls and women - Key actors: MHSW, PMO-RALG, FBOs, CSOs, private sector - D.6. Sustain HIV and AIDS prevention strategies with focus on awareness and behavior change: - Interventions: Promotion of behavior change; communication into existing structures (religious institutions, work places, school, etc), mass media; Blood injection and bio-safety - Key actors: MHSW, TACAIDS, PMO-RALG, MICS, FBOs, CSOs, private sector, Media - D.7. Promote and support community-based support for MVC (orphans and vulnerable children) through a multi-sectoral response: - Interventions: capacity of families and neighborhoods and communities to protect and care for MVC, local systems; Psycho-social support for MVC; Empowerment of PLHA caretakers and other stakeholders - Key actors: TACAIDS, MHSW, PMO-RALG, FBOS, CSOS, PRIVATE SECTOR *IMF staff report: _cr1117 - 2.7 per cent pa by 2015* ### 58.7 per cent in 2009 ### _cr1117 - 58.7 per cent in 2009 ### National target headline - 58.7 per cent in 2009 to 65 per cent by 2015 ### Goal 4: Increasing Access to Affordable Clean and Safe Water; Sanitation and Hygiene — Targets, Strategies, Interventions, Key Actors - 2.4.1 Scale-up rural water supply services - Operational target: Increase management and investment support; rehabilitation of mul-functioning water facilities; construction of additional low-cost water sources (boreholes, dams and surface water supply networks); registration and capacity building of community water supply and sanitation organizations (COWSOs) in all LGAs; water point mapping country wide; monitoring of all mapped water points. - Intervention packages: Supply chain of essential tools and spare parts in rural settlements; water facility maintenance. - Key actors: MWI, PMO-RALG; Communities, private sector, CSOs. - 2.4.2 Proportion of households in small towns provided with improved sources of water increased from 53 per cent to 57 per cent by 2015 - A.2 Rehabilitate and expand water supply systems in small towns: Rehabilitation and expansion of water supply systems; construction of new water sources and distribution networks; technical support from UWSAs under clustering arrangements. - Key actors: MWI, PMO-RALG; Communities, private sector, CSOs. - 2.4.3 Proportion of households in urban authorities provided with improved sources of water increased from 84 per cent 2010 to 95 per cent by 2015 - A.3 Rehabilitate and expand water supply systems in urban authorities: Rehabilitation and expansion of water supply systems; construction new water sources and distribution networks in all major regional urban centres; monitoring of the water supply networks; reduction of leakages and water loss; management and investment supports. - Key actors: MWI, UWSAs; Communities, private sector, CSOs. - 2.4.4 Proportion of households in Dar es Salaam provided with improved sources of water increased from 68 per cent 2010 to 75 per cent by 2015 - A.4 Increase capacity of water production and distribution to match increasing demand: - Rehabilitation of water production plant and treatment plant at lower Ruvu to stabilize levels of water production. - Construction and lay the new 55 km pipeline from Lower Ruvu to Dar es Salaam City to augment the conveyance capacity of the current pipe. - Rehabilitation of water supply distribution networks in Dar es Salaam and lay new ones to reduce non-revenue water. - Drilling of 20 high yielding boreholes at Kimbiji and Mpera in Kigamboni that will produce 260,000 cubic meters per day to add to the current total production of 300,000 cubic meters. - Construction of Kidunda Dam that will regulate the flow of the Ruvu as a climate change adaptation measure. - Finalization of the search for new sources of water and implement recommended actions. - Key actors: MWI, Water Authorities, PMO-RALG; MWI, PMO-RALG; MWI, DAWASA, DAWASCO. - Sanitation and Hygiene (B) - 2.4.5 Access to improved toilet and functional hand washing facilities at household and public places, particularly schools, health facilities, transport facilities (improved toilets at household level increased from 23 per cent rural and 27 per cent urban (in 2010) to 35 per cent rural and 45 per cent urban) in 2015. - 2.4.6 Proportion of population with access to improved sanitation facilities. - 2.4.7 Proportion of schools with improved sanitation facilities. - B.1 Strengthen implementation of water, sanitation and hygiene interventions; B.2 Strengthen implementation of WASH programme: - Finalization of Sanitation and Hygiene policy; participatory plan for sanitation and hygiene promotion and marketing; guidelines and training manuals; Total Sanitation and Sanitation Marketing (TSSM) approach. - Key actors: MWI, MHSW, MEVT, PMO-RALG, CSOs, LGA, FBOs, Private sector, Communities; MLHHS, MHSW, PMRALG, CBOs, NGOs, Private sector, Mass media, community. - 2.4.8 Proportion of households connected to the public sewage system increased to 22 per cent. - B.4 Diagnosis of cholera at district and village level; B.5 Training on health standards; development of regulation for implementing Water Supply and Sanitation Act 2009; utility responsibility for on-site sanitation, sewerage, wastewater disposal and private sector development sanitation, sewerage, wastewater disposal services. - Key actors: MLHHS, MHSW, PMO-RALG, CBOs, NGOs, Private sector, Mass media, community. - B.4 Ensure that schools and health facilities have adequate WASH provision: Rehabilitation and construction of more public sanitation facilities; disability-friendly. - Key actors: MHSW, MEVT, PMO-RALG. - 2.4.9 Solid waste collected in urban centers increased from 47 per cent to 85 per cent: - B.5 Strengthen solid waste management in urban areas: Guidelines for environmental sound management of wastes; law enforcement; construction and management of sanitary landfills. - Key actors: PMO-RALG, VPO, MWI, MHSW. - 2.4.10 Storm water management in urban centers strengthening: - B.6 Strengthen drainage and storm water management in urban areas: Construction and rehabilitation of drainage infrastructure. - Key actors: PMO-RALG, VPO, MWI, MHSW. ### Goal 5: Developing Decent Human Settlements while Sustaining Environmental Quality — Planning, Tenure, and Services - 2.5.1 Planned and serviced urban settlements with functioning town planning procedures, including improved solid and liquid waste management, use of sustainable transport and cleaner energy ensured. - A.1 Supporting Municipalities and Councils to prepare and implement integrated human settlement plans, surveys and issuance of land titles at least in all cities, municipalities and towns: Capacity building, financing; establishment of the national land compensation fund; National housing policy. - Key actors: MLHHS, VPO; MCAJ, PMO-RALG, CSOs. - 2.5.2 Increased number of people having secure tenure of land and properties that can be mortgaged, and women/men have equal rights to access ownership and inheritance. - A.2 Strengthen preparation of base maps and other forms of data e.g. environmental profiles; pilot city environmentally sound Land use and conservation plans; land surveying and mapping; new service centers in peri-urban areas; Town Planners Registration Board regularizing unplanned settlements. - Key actors: MLHHS, PMORALG, VPO (NEMC). - 2.5.3 Implications of rapid urban population growth on settlements addressed. - A.3 Strengthen implementation of land laws (SPILL); land and property management. - Key actors: MLHHS, VPO; MCAJ, PMO-RALG, CSOs. - A.4 Establish land reserves in peri-urban areas to ensure sustainable land use: - Harmonization of urban growth rate with supply of facilities and services (housing, transport, health, education, etc). - Key actors: MLHHS, VPO; MCAJ, PMO-RALG, CSOs. - A.5 Integrating urban planning, including incorporation of PPP arrangements in settlements development: - Legal framework; appropriate incentives. - Key actors: MLHHS, PMO-RALG, Private Sector. - A.6 Harmonizing and matching service provision between urban and rural settings to reduce the effects of pull and push factors, including supporting low cost housing in rural areas: - Settlements planning; low cost housing. - Key actors: MLHHS, PMO-RALG, Private Sector. ### Goal 6: Providing Adequate Social Protection and Rights to the Vulnerable and Needy Groups — Targets and Measures - 2.6.1 Proportion of vulnerable children, including children outside family care, disabled, and eligible adults covered with social protection measures increased. - 2.6.1.1 Mainstreaming provision of social protection measures in the plans of state and non-state actors; block grants to LGAs; disaster management and emergency preparedness. - Key actors: MOFEA, MLEYD, MCDGC, MHSW / DSW, PMO, PMO-RALG, TASAF, MCAJ, TACAIDS, Private Sector, Pension and social security funds, FBOs, CSOs, Trade Unions, Communities. - 2.6.2 Proportion of elderly people reached with minimum social pension increased. - 2.6.2.1 Promoting economic empowerment of vulnerable groups: Financial services; capacity building in entrepreneurship; start-up kits for Income Generating Activities (IGAs); cash transfers. - 2.6.2.2 Strengthen systems for effective access to minimum social protection package and exemptions and waivers: Progressive health financing mechanisms; exemption and waiver schemes; identification and registration; food safety nets; integrated social transfer; birth certificates; pension systems and income tax policies. - Continuing provision of care and support to people living with HIV and affected including home-based care and social security schemes including food and nutritional safety nets; HBC programmes. - Key actors implicit across measures (government and social agencies listed above). ### Cluster III: Good Governance and Accountability — Broad Outcomes and Goals - Broad outcomes: - i. Democracy, good governance, human rights and the rule of law deepened and ensured. - ii. Peace, political stability, social cohesion and national unity consolidated and sustained. - iii. Accountable, responsive, effective, and efficient leadership in public service ensured. - iv. Equity in accessing public resources and services ensured. - Goal 1: Ensuring systems and structures of governance uphold the Rule of Law and are democratic, effective, accountable, predictable, transparent, inclusive and corruption-free at all levels. - 3.1.1 Principles of democracy, rule of law, integrity accountability, transparency, inclusiveness, effectiveness and efficiency ensured and applied at all levels. - 3.1.1.1 Strengthen Legal, Policy and Institutional framework for democracy, rule of law, and good governance: National and Regional core reforms, local-central Government relations, local and stakeholders’ participation with gender equality, legal and judicial processes, electoral reforms, expanded freedom of expression, access to information; capacity of governance institutions; enforcement and implementation of rule of law practice; civic education. - Key actors: PO-SH, MFEA, VPO, PMO, MEAC, CSOs, LGAs, Media, MCAJ, BOT; PO-PSM, PMO-RALG, MOHA, PCCB. - 3.1.2 Separation of powers and effectiveness of the three pillars of the state ensured and enhanced. - 3.1.2.1 Enhance separation of powers and effectiveness of the three pillars of the state: Institutional and human resource capacity, awareness campaigns, and training, transparency and stakeholder participation. - Key actors: Parliament, PMO-RALG, PO-SH, LGAs, MCAJ, CSOs, Media, Academia. - 3.1.3 Corruption as well as money laundering effectively curbed. - 3.1.3.1 Curb petty, grand corruption, sexual corruption, and money laundering: Laws and strengthening institutions; operational procedures; integrity in MDAs; surveillance and transparency; capacity of oversight and watch dog institutions; public involvement; mass campaigns and education; capacity of investigative, detective, prosecuting, judiciary and prisons agencies; speedy but fair delivery of judgments. - Partnership with governments, intergovernmental and international organizations as well as commercial entities. - Key actors: NAO, LGAs, MCAJ, PO-RALG, MDAs, Community, CSOs, PCCB, GGCU, BoT, Media, MHA, MEAC. - Goal 2: Improving Public Service Delivery to all, Especially to the Poor and Vulnerable - 3.2.1 Capacities and management systems in service delivery improved. - 3.2.1.1 Improve capacities and management systems in service delivery: framework on accountability and performance monitoring; Update the code of Ethics; sanctioning mechanisms; deepen public service reforms and local government reforms, including D-by-D; remuneration system and incentive structure; pay reform; strengthen public institutions. - Key actors: PO-PP, MFEA, VPO, PMO, PO-SH, CSOs, LGAs, Media, MCAJ; PO-PSM, MDAs. - 3.2.2 Mechanisms for targeting the poor and vulnerable groups introduced (cover 65 per cent of the poor and vulnerable groups currently excluded from public service delivery). - 3.2.2.1 Instituting mechanisms for targeting the poor and vulnerable groups: Introducing and supporting institutions that work with the poor and vulnerable groups to enhance capacity for monitoring and reporting; support LGAs to develop and maintain database of members of vulnerable groups; support initiative at community level. - Capacity of MDAs to implement the Social Protection Strategy. - Key actors: MHSW, PMO-RALG, FBOs, TASAF, MCDGC, MLEYD, CSOs, PMO, MDAs. - 3.2.3 Monitoring and accountability mechanisms in public service delivery strengthened. - 3.2.3.1 Strengthening mechanisms for monitoring and accountability: All MDA, LGAs and public institutions have client service charters - updated after every five years and are made public to all service users; monitoring and evaluations systems and the Public expenditure tracking system. - Key actors: PO-PSM, MDAs, NAO. - Goal 3: Promoting and Protecting Human Rights for all, Particularly for Poor Women, Children, Men and the Vulnerable, Including People Living with HIV/AIDS - 3.3.1 Equal access to timely justice especially by the poor and disadvantaged ensured. - 3.3.1.1 Ensure equal access to timely justice: Capacity and efficiency of justice institutions; human resources development and streamline processes and procedures; court infrastructure; independence of the judiciary; legal sector reform and law reform; and legal aid support; establish paralegal Centres. - Key actors: PO-SH, PO-PSM, CSOs, Media, MCAJ, MCDGC, MLEYD. - 3.3.2 Social, political, economic and cultural rights for all particularly vulnerable groups ensured (achieve 45 per cent of vulnerable groups reporting having a full access to their rights). - 3.3.2.1 Ensure social, political, economic and cultural rights for all: Enforce Media Business and the Right to Information Act; skills to create equal rights and opportunities for people with disabilities; ensure vulnerable groups participate in training and skill development; material assistance, and long-term care; public education. - Key actors: PO-RALG, PO-PSM, LGAs, MDAs, Civil society, MCDGC, MLEYD. - 3.3.3 Children rights promoted and protected. - 3.3.3.1 Promoting and protecting children: children have a right to basic services; improve juvenile justice; hold duty bearers accountable; facilities to support children with disabilities. - Key actors: PO-RALG, PO-PSM, MLEYD, LGAs, MDAs, Civil society, MCDGC, MCAJ, MOHSW, MHA. - 3.3.4 Rights of women promoted and protected. - 3.3.4.1 Promoting and protecting rights of women: land laws; knowledge about property rights; hold duty bearers accountable; ensure vulnerable groups participate in training and skill development; material assistance, and long-term care; improve the legal environment. - Key actors: MCDGC, MLHS, MFEA, MCAJ, MTIM, MICS. - Goal 4: Ensuring National and Personal Security and Safety of Properties - 3.4.1 National, individual security and safety ensured. - 3.4.1.1 Ensuring national, individual security and safety: Control immigration, checking inflow of arms and curbing cross-border violence and crimes; capacity-building and skills upgrading; strengthen mechanisms for resolving internal conflicts; step up involvement of citizens in maintaining peace; participation of Non-state Actors in safeguarding personal security and strengthen institutional capacity; implement Regional Security and Safety Programmes; implement Police Force Reform Programme. - Key actors: MHA, MDNS, MFAIC, PMO, PMO-RALG, MEAC, PO-SH (Reform Coordination Unit). - 3.4.2 Crime including domestic and gender based violence reduced. - 3.4.2.1 Fighting crime: capacity building; awareness campaigns; redress mechanisms. - Key actors: MFEA, PMO-RALG, MHA, Media, MCDGC, CSOs. - 3.4.3 Capacity to mitigate the adverse impact of climate change and natural and human made disasters enhanced. - 3.4.3.1 Enhancing the capacity to mitigate adverse impacts: strengthen institutions; risk management and preparedness; disaster management and response; develop and institute methods for adapting to adverse impacts; laws, regulations and guidelines; scale up national capacity; training and mass campaigns; voluntary assistance and regional and international collaboration on information sharing. - Key actors: VPO, PMO, MNRT, MFAIC, MAFSC, MLDF, MCST, MOEM, MEAC, MDAs. - Goal 5: Promoting and Preserving Culture of Patriotism, Hard Work, Moral Integrity, and Self-confidence - 3.5.1 Social cohesion, belonging, and national identity promoted and enhanced. - 3.5.1.1 Enhance social cohesion: strengthen civic education; voluntary work programmes; research and surveys; promote common values and creativity; enhance community responsibility and collective parenting; national cultural day. - Key actors: MEVT, MICS, MCDGC, MCAJ, MCST, MHA, MLEYD. - 3.5.2 Attitude toward hard work, self-confidence, creativity, innovation and moral integrity promoted and enhanced. - 3.5.2.1 Enhance hard work and self-confidence: awareness campaigns; develop skills; support children and youths to develop a habit of reading and learning; communication skill; right incentives; reward hard work and integrity. - Key actors: MICS, MEVT, MCDGC, MLEYD, MDNS, Media, FBOs, MOCST, MEAC. - 3.5.3 Culture and heritage of the country preserved and promoted. - 3.5.3.1 Promoting cultural heritage: media programs; minimize cultural erosion; promote community and national cultural events; preserve national historical sites, archives, and museums; support creative and entertainment industry; support communities to develop and manage cultural sites. - Key actors: MICS, MNRT, PMO-RALG, MEVT, Media, CSOs. - 3.5.4 Principles of cultural diversity and inter-cultural dialogue upheld. - 3.5.4.1 Upholding cultural diversity and inter-cultural dialogue: cultural tolerance; awareness on cultural differences; addressing special needs of certain cultures and religions; mutual trust and respect. - Key actors: MHA, MLHHS, MCAJ, PMO-RALG, MICS, MDAs. *Content from _cr1117 - 58.7 per cent in 2009* --- _Source: https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2011/_cr1117.pdf_