3. Strategies Dominated by Social Priorities

3.1 Country Report on Implementation of the Beijing Platform for Action (Beijing + 5)

3.1.1 The Origin of the Idea

In 1946, the UN Commission on the Status of Women was established in order to facilitate the process of enhancing women’s rights. The year 1975 was declared by the UN as the International Women’s Year so as to focus public attention throughout the world, on the plight of women. The critical issues of women were then deliberated upon during the Nairobi Forward Looking Strategies, the Dakar and Beijing Conferences.

This report reviews the progress made in the implementation of the commitments undertaken by the Government of Tanzania at the 4^th World Conference on Women held in Beijing in 1995.

Following the Beijing Conference, the Government of Tanzania formulated and adopted an Action Plan known as the National Sub-Programme for Women’s and Gender Advancement as part of the national strategy. This plan aims at implementing the Beijing Platform of Action within the framework of the Community Development Policy.

3.1.2 Major Objectives of the Strategy

The "National Sub-Programme for Women’s and Gender Advancement" focuses on four out of the twelve critical issues raised at the Beijing Conference. These four areas of concern, which can be considered as broad development objects, are:

1. Enhancement of women’s legal capacity

2. Economic empowerment of women and poverty eradication

3. Enhancement of Women’s political empowerment and decision making

Improvement of women’s access to education, training and employment

3.1.3 Key Stakeholders involved in the Strategy

Various international organizations are involved in the implementation of the strategy. These include the United Nations Development Programme (UNDP), UNIFEM, World Bank, ILO, FAO, UNFPA, UNICEF, WFP, DFID, USAID, NORAD, CIDA, WHO, UNIDO, SIDA, DANIDA, GTZ, Royal Netherlands, Irish Aid, AIDOS (Italy), JOICIP, and FHI. National institutions and NGOs which are implementing the strategy include: VETA, EOTF, TGNP, TAMWA, KULEANA, TAWLA, FWETA and UMATI, WLAC, TAHEA, Women and Law in East Africa (T), and Plan International. At the grassroot level, the main stakeholders are the women.

3.1.4 Methodology/Process used to Formulate the Strategy

With respect to the enhancement of women’s legal capacity, several methods or actions are being pursued as follows:

1. The review of laws which oppress women, and the enactment of new laws which give fair treatment to women. This includes review of the inheritance law, the marriage Act and child custody laws

2. To carry out legal literacy programmes and mass campaigns as a way of educating the public, both women and men alike, regarding their human rights. This includes teaching various issues related to women in the school curriculum and adult education programmes. In some cases para-legal training is offered to females

3. Steps are being taken to establish a Commission on Human Rights in Tanzania which would include the promotion of the rights of women

4. Since the Beijing Conference, the Government of Tanzania has passed two laws, which protect the rights of women. One is the Sexual Offences Special Provisions Act of 1998, the other is a set of laws known as the Land Law Act and the Village Land Act of 1999.

Methodologies for the economic empowerment of women and poverty eradication include:

• The promotion of the establishment of women’s groups as a way of making credit facilities available.

• Training women in entrepreneurial skills, management capabilities, and marketing skills

• Improving women’s access to technology and social services

• Assisting women in setting up savings and credit societies

• Establishment of the "Women’s Development Fund (WDF)" for giving loan support to income-generating projects

• Establishment of the "Credit for Rural Enterprises for Women (CREW) (T)"

• Numerous other credit facilities are operated by CBOs and local and international NGOs.

Methodologies for women’s political empowerment and decision making

(i) Increasing the number of women in parliament and local councils

Women have been mobilized to contest for various seats

1. Encouraging women to be involved in elections, both as voters and candidates, through media campaigns, public meetings, workshops and seminars

2. The government plans to ensure that at least 30% of those appointed in political and public services are women. Gender focal points were set up in all ministries and regional structures

Methodologies for improving women’s access to education, training and employment

• Steps to increasing the enrolment of girls in schools by making the school environment more attractive to female students by, for example, increasing the number of female teachers, providing financial support to girls, improving reproductive health education in schools, providing more boarding facilities, and making curricula and textbooks more gender sensitive
• Establishment of girls’ vocational training centers and technical secondary schools
• Sensitization of parents so that they encourage girls to further their education
• Launching of short courses relevant to women’s needs.

3.1.5 Current Status of Implementation of the Strategy

Generally, the achievements have been short of the goals set. Major constraints have been financial limitations on the part of the government and non-fulfilment of the international obligations (according to the Beijing Platform for Action), including the debt burden.

4. Strategies which Emphasize Environmental Issues

4.1 The National Anti- Corruption Strategy and Action Plan for Tanzania

4.1.1 The Origin of the Idea

In 1966, the Government established the office of Permanent Commission of Inquiry (Ombudsman), the first of its kind in Africa. This was followed by the establishment in 1975 of the Anti-corruption squad after enactment of Act No. 16 of 1971, the Prevention of the Corruption Act. This was followed by the 1983 enactment of the Economic Sabotage Act which was followed by the enactment of the Prevention of Corruption Act in 1984. The year 1995 witnessed several developments. These included corruption being an important agenda in the general election and the enactment of Leadership Code of Ethics Act, Act No. 13 of 1995. At the same time the Government established a Presidential Commission of Inquiry Against Corruption (PCIC). The Commission carried out a diagnostic study of why corruption has become endemic in the country.

The Government views corruption as a public enemy number one. Therefore the above initiatives were taken to fight the problem. The strategy document is a continuation of the government’s efforts to provide policy framework to address the problem of corruption in a systematic way.

4.1.2 Major Objectives of the Strategy

The strategy outlines short term and long term objectives

Long-term objectives

1. increased economic growth in Tanzania through strengthening of the basic systems and infrastructures

2. equal treatment of different political, ethical, religious, and cultural groups

3. increased Government revenues

4. improved social equity and stability

5. improved efficiency and productivity in the public sector

6. increased investments to Tanzania and

7. improved public awareness in civil society and the private sector.

Short-term (immediate) objectives

1. optimal utilization of Government resources and assets

2. equal access to fair, transparent and effective public services

3. effective and fair execution of Government business transactions and

4. effective combat of corruption assured

4.1.3 Key Stakeholders involved in the Strategy

The stakeholders are grouped according to activities performed, namely formulation, planning, implementation management, and monitoring and evaluation.

(i) Formulation

(a) Rule of Laws and the legal framework institutions, Judiciary, PCB, Police DPP, Justice and Constitutional Affairs.

(b) Financial Discipline and Management, Ministry of Finance, Finance Directorates of all Ministries, Bank of Tanzania, Tanzania Revenue Authority, Customs, Licensing Authorities, Controller and, Auditor General, Auditor General.

3. Procurement, Central Tender Board, Ministry of Works, Ministry of Defence, All other Ministries, Pension Funds, Professional Registration Boards.

4. Public Awareness and Sensitisation of their Rights, PCB, All media organs, All ministries, All NGOs, All Civil Associations.

5. Whistle Blowers and Witness Protection, PCB, Police, DPP, Immigration, Prisons.

6. Media, All media organs

(ii) Planning and Implementation, Judiciary, PCB, Police, DPP, Justice and Constitutional Affairs, Ministry of Finance, Finance Directorates of All Ministries, Bank of Tanzania, Tanzania Revenue Authority, Customs, Licensing Authorities, Controller and, Auditor General, Auditor General, Central Tender Board, Ministry of Works, Ministry of Defence, All other Ministries, Pension Funds, Professional Registration Boards, PCB, All media organs, All ministries, All NGOs, All Civil Associations, PCB, Judiciary, Police, TRA, All Ministries, All Government Authorities, All Public Corporations, PCB, Police, DPP, Immigration, Prisons, All media organs, DPP, Immigration, Prisons, All media organs

4.1.4 Methodology/Process used to Formulate the Strategy

The process was participatory and spearheaded by the PCB. Several meetings and workshops were conducted. The following meetings or workshops were earmarked as pivotal in the strategy formulation process:

1. The Workshop to Develop Strategies for a National Programme on Governance, Arusha Momela Lodge 29-31 March 1999.

The workshop invited several senior government officers from the following government institutions: Home Affairs, Lands, Works, Health, Civil Service, Justice and Constitutional Affairs, Finance, Prevention of Corruption Bureau, Universities, the Parliament, Auditor General, the State House, Regional Administration and Local Governments, Education, Local Government Reform Programme, Registrar of Political Parties, TRA.

The following institutions also participated:

United Nations, BAKWATA, TAWLA, USAID, ESAMI, ESRF, Episcopal Conference, Media, Foreign Embassies

2. Workshop on Anti-Corruption and Transparency 14^th April, 1999 and

Meeting on 20 April, 1999.

Participants were drawn from President’s Office, Ministry of Home Affairs, Ministry of Works, Civil Service Department, Ministry of Finance, Ministry of Education, Ministry of Health, Prevention of Corruption Bureau, National Electoral Commission, University of Dar es Salaam,. Planning Commission, Tanzania Women Lawyers Association, AG’s Chambers, United Nations Development Programme, European Commission, Ministry of Lands, SIDA, TCCIA.

The strategy is still being development. However, several institutions have been earmarked for its successful implementation.

4.1.5 Current Status of Strategy Implementation

Significant progress has been made in making government institutions and processes more transparent. Economic and political liberalization has already been actively pursued. Private sector is now playing an increasingly important role. There is increased freedom of expression and association. The government has also restructured its tax and investment policies. At the same time regulatory and administrative procedures have been simplified in numerous government institutions. More generally, and partly as a result of these reforms, Tanzania has experienced improved macroeconomic stability, including a low inflation rate, stable exchange rate, and improved foreign reserve position. In 1998, the Dar es Salaam Stock Exchange Market was launched and work continues to improve Tanzania’s capital markets generally.

At the same time, more reforms are still underway. These include initiatives such as simplification of regulatory processes (e.g. investors’ roadmap) and fiscal management institutions such as TRA and Accounts General’s Department continue to be reformed to enhance their effectiveness. Reforms in the Parastatal Sector are also ongoing in the form of selling or leasing assets (e.g. the Kilimanjaro International Airport and DAWASA) to private operators.

In the area of democratization and local government reforms, the achievement to date include:-

1. peace and stability since independence with regular elections

2. recent transition to multi-partism

3. recent government commitment to decentralization

4. the creation of the post of the Minister responsible for Good Governance

5. increased freedom of expression and association;

6. commitment of involvement of all gender in decision making.

4.2 The National Tourism Policy of Tanzania

4.2.1 The Origin of the Idea

The first National Tourism Policy of Tanzania was adopted in 1991 to provide the overall objectives and strategies necessary to ensure sustainable tourism development in Tanzania. The outcome of this initiative was the establishment of the Tanzania Tourist Board (TTB), the improvement of the private sector participation and the approval of many tourism related projects in collaboration with the Tanzania Investment Centre (TIC). Following changes both at international as well as the national scene, the revision of the tourism policy was inevitable. This was particularly important given the fact that the government’s role was changing from that of being directly engaged in commercial activities, to that of regulation, promotion, facilitation and service provision.

The revision of the National Tourism Policy in 1998 was a result of considerable changes on the political, economic and social fronts within the country. The changes have led to the expansion of the private sector in tandem with the disengagement of the government from the sole ownership and operation of tourist facilities. While overall goals of the policy remain valid, changes have been inevitable, given the fact that the government’s role is changing.

4.2.2 Major Objectives of the Strategy

The objectives of the National Tourism Policy are categorized into two major categories namely, general as well as specific objectives.

The general tourism policy objectives seek to assist in an effort to promote the economy and livelihood of the people, essentially poverty alleviation through encouraging the development of sustainable and quality tourism that is culturally and socially acceptable, ecologically friendly, environmentally sustainable and economically viable. The policy also seeks to market the country as a favoured tourist destination for touring and adventure. The specific objectives are categorized into economic social objectives environmental objectives and cultural objectives.

4.2.3 Key Stakeholders and Institutions involved in the Strategy

The revised Tourism Policy is a result of the involvement of various stakeholders through an interactive and participatory process. The development and finalization of the policy document was a result of the joint and collaborative efforts of resource persons from the Ministry of Natural Resources and Tourism (MNRT) and other government departments and ministries such as the Ministry of Finance, Planning Commission, Vice President’s Office, Ministry of Justice and constitutional Affairs, Ministry of Transport and Communication and the Ministry Lands and Human Settlement Development.

Other government departments and/or institutions included Tanzania National Parks (TANAPA, Ngorongoro Conservation, and Tanzania Wildlife Research Institute (TAWIRI). The private sector and NGOs were represented by a number of research institutions and associations including the Tanzania Association of Tour Operators (TATO), Hotel Keepers Association of Tanzania (HKAT) and Tanzania Association of Travel Agents (TASOTA). Others included African Tourism Operators (ATO), Economic and Social Research Foundation (ESRF) and the CHL consultants.

4.2.4 Methodology/Process used to Formulate the Strategy

As noted earlier, the revised Tourism Policy is a result of the interaction and participation of a number of stakeholders. The process was interactive and participatory, involving stakeholders at different levels namely ministries, government departments and institutions, private sectors and NGOs and research institutions.

During the policy revisions a number of workshops were conducted in Arusha and Dar es Salaam between 1994 and 1998. In Dar es Salaam a total of two workshops were organized. These workshops drew participants from different key stakeholders and the main objective was to look at how best the tourism policy can be revised to suit the changing macroeconomic and political environment.

The Task Force went further and studied policies from other countries such as Botswana and Namibia. A number of domestic sectoral politicies were also reviewed such as Forestry, Wildlife, Land and Fisheries.

Moreover, from the onset, the whole exercise has also taken into account opinions, observations, comments and inputs of individuals.

4.2.5 Current Status of Implementation of the Strategy

The ministry did not develop and/or formulate the institutional strategic plan after the 1991 Tourism Policy. It was therefore one of the intentions of the ministry to ensure that the framework of policy implementation was in place after the 1998 revision of the plan of action. This would enable the government not only to evaluate the achievement but also to make some policy corrective measures where necessary. So far, a good many of implementation activities have started. For example, significant investments have been made following a conducive investment environment thus promoting employment.

4.2.6 Major Problems during Strategy Formulation and Implementation

According to the respondents during the interviews, problems were experienced during both the formulation and implementation periods.

Problems during formulation included:-

1. Problems related to full and/or adequate participation of the stakeholders. It was very difficult to capture views from all the stakeholders because finance was not adequate.

2. The time and manpower allocated for the exercise did not allow for wider coverage.

Problems encountered during the implementation period are the following:-

1. there is lack of implementation plan

2. the stakeholders are not prepared for the exercise because they are not aware of the policy changes. In other words, they don’t understand the tourism policy and therefore implementation becomes difficult.

3. financial resources are meagre to the extent of making the policy and/or strategy implementation difficult.

4. overlapping of functions, roles and activities is a common problem. For many years, this problem has fuelled conflicts and encouraged duplication of efforts thus, wastage of resources.

For MNRT it becomes very difficult to ensure smooth tourist operations when there are more than one institution incharge for the single operation. The MLHSD could have identified the area for hotels and then hand it over to MNRT who are the main custodians of such economic activities.

4.3 The National Energy Policy (2000)

4.3.1 The Origin of the Idea

The first National Energy Policy of Tanzania was put in place in April 1992. Since then, the energy sector, as well as the overall economy, has gone through profound changes. In line with the recommendations in the National Energy Policy of 1992, the policy has been revised taking into account structural changes in the national economic and global political transformations, which together have led to the restructuring and liberalization of all sectors of the economy. Following these changes, the Government of Tanzania felt it was important for each sector to have or revise policies and strategies so that they suit the new macroeconomic environment.

4.3.2 Major Policy Objectives of the Strategy

Overall Objective

The National Energy Policy overall objective is to ensure availability of reliable and affordable energy supplies and their use in a rational and sustainable manner in order to support national development goals.

Specific Objectives

1. To establish an efficient energy production, procurement, distribution and end-use system in an environmentally sound manner with due regard to international energy cooperation and gender issues

2. To enhance the harnessing of indigenous energy resources in order to diversify energy services and reduce the dependence on imported petroleum based products.

3. Key Stakeholders involved in the Strategy

A list of stakeholders (institutions) who participated in one way or another during formulation stage include the Ministry of Finance, Planning Commission, the Ministry of Natural Resources and Tourism and Ministry of Water. Other institutions were the Ministry of Lands and Human Settlements Development, Ministry of Transport and Communication, Ministry of Trade and Commerce and the Swedish International Development Cooperation Agency (SIDA).

4.3.4 Methodology /Process used to Formulate the Policy

During the process of revising the energy policy an interactive and participatory process between the government, stakeholders and relevant groups was an important part of the process in order to incorporate views of market actors and energy consumers to address the complex nature of the sector.

The exercise involved a consultant AF International who also involved the local stakeholders to form a task force. The task force came up with a draft Energy Policy. Among the local consultants and NGOs who were involved in the process are Kipondya & Company (a local consulting firm) and CEEST (a local NGO).

Also important to mention is the fact that AF International was working very closely with the ministry’s experts. The task force organised three stakeholders’ workshops where the draft policy was discussed and improved accordingly. One workshop was organized for parliamentarians. In addition, a study visit was carried out to South Africa, Uganda and Sweden.

4.3.5 Current Status of Implementation of the Policy

Regarding the extent of implementation and achievement of the objectives of the strategy, some progress has been made. More energy comes from local sources today than it used to be before the revision of the policy. Approximately 80% of the domestic energy consumption comes from indigenous sources, as exploration works for e.g. fuel have to a certain extent been accomplished. There is coal production at Kiwira where the plan is to expand production from 6 to 30 megawatts. A new hydropower station has just been officially opened at Kihansi in Morogoro region.

4.3.6 Major Problems during Policy Formulation

The major problems which were pointed out by stakeholders as drawback implementing the policy included the following:-

1. dependency on foreign assistance

2. inadequate commitment of the key stakeholders

3. financial constraint

4. poor expertise and technological capacity

What is more problematic is, that the solutions to the problems depend on foreign assistance, and there is no clear indication in the document of some kind of political commitment. Nevertheless, stakeholders made the following observations in respect of political commitment: many key stakeholders were involved during the formulation stage. They included members of parliament (MPs) and the ministers through the Inter-Ministerial Technical Committee and the Cabinet. Further, MPs were involved during the stakeholders’ workshops, and for the minister’s during the approval of the policy.

4.4. National Biodiversity Strategy and Action Plan (NBSAP) Final Draft (September, 1999)

4.4.1 The Origin of the Idea

Tanzania ratified the Convention on Biological Diversity (CBD) in March 1996. The CBD provides for a global consensus for the contracting parties to conserve biological diversity and enhance development opportunities banking on more sustainable uses of biological resources and promoting equitable sharing of accrued benefits. Obligations of the contracting parties are articulated by the CBD for implementation of this global consensus. The provision focuses on Development of National Strategies, plans or programmes for the conservation and sustainable utilisation of biological resources.

4.4.2 Major Objectives of the Strategy

The overall vision which guides the NBSAP is "to build a society that values all the Biodiversity richness, using it sustainably and equitably, while taking the responsibility for actions that meet both the competing requirements of the present and the legitimate claims of future generations".

1. Agro-biodiversity

2. Aquatic biodiversity and

3. Terrestrial biodiversity

1. Policy, regulatory issues and international co-operation

2. Planning and co-ordination

3. Education and information

4. Research and development

5. Ecosystem and species conservation and sustainable utilization

6. Biodiversity monitoring and evaluation

7. Capacity building

4.4.3 Key Stakeholders and Institutions involved in the Strategy

Stakeholders participation has been through the following mechanisms:

(v) Encouraging co-operation between the Ministry of Agriculture and Co-operatives (MAC) and the private sector in developing methods for sustainable use of biological resources

4.4.4 Methodology/Process used to Formulate the Strategy

The NBSAP process adopted by Tanzania was formulated on a step by step basis guided by the jointly published guidelines for the National Biodiversity Planning by the World Resource Institute in co-operation with UNEP and IUCN in 1995.

The planning team also underwent a one week training on the formulation of NBSAP. The Vice President’s Office (VPO) - Division of Environment (focal point for Convention on Biodiversity was mandated to establish partnership with other Government sectors and institutions, NGOs, community leaders as well as industry and business community with a view to soliciting balanced and viable inputs for the formulation of the NBSAP.

The VPO established both a National Steering Committee composed of Permanent Secretaries from relevant sectors and Multisectoral Technical Committee to co-ordinate the implementation of the process under the assistance of three consultants and a National Co-ordinator. The consultants were selected with respect to their expertise in three broad areas of biodiversity; namely terrestrial biodiversity, aquatic biodiversity and agro-biodiversity.

An international consultant was also involved in the whole process through provision of initial training and backstopping at various stages of the NBSAP development process.

The process began with a training workshop for the planning team (Team Committee members, the Co-ordinator and the three consultants), conducted by the international consultant in March 1998. Sectoral consultations were launched in May 1998, accomplishing the coverage of the twenty governmental and non-governmental sectors and agencies throughout the country by August 1998. Five zonal consultative workshops were organised. The workshops focused on identification and analysis of threats, constraints, challenges and opportunities for conservation and sustainable use of biodiversity with accent to selected fragile areas, which elicit limited coverage by current or previous programs. The workshop covered the following zonal areas: Coastal and marine (Tanga), semi-arid lands (Dodoma), Wetlands (Mwanza), Mountainous (Morogoro) and Agricultural lands (Iringa).

On the other hand, national workshops were intended to provide a forum for engaging policy makers in the finalization of the strategy.

4.4.5 Current Status of Implementation of the Strategy

The final draft document has been produced, and a stakeholder workshop was planned for mid August, 2000 to discuss the draft.

Thus, at the time of review the strategy was still in the preparation stage. It should be noted that the process has consulted widely and to a large extent involved relevant stakeholders in the formulation stage as well as identified many actors and stakeholders who would take part in its implementation.

4.5 National Action Programme to Combat Desertification (NAP)

4.5.1 The Origin of the Idea

Tanzania participated in the 1977 Conference on Desertification and made efforts to prepare a Plan of Action. Several studies were undertaken to identify ways and means of combating desertification in the country in the context of the plan of action. Due to lack of adequate financial resources, adequate co-ordination and little participation of affected communities in the planning, design and implementation of the plan; the plan of action did not meet the expectations.

Following the Rio Conference (1992), the United Nations General Assembly established an Intergovernmental Negotiation Committee on Desertification which consulted and negotiated amongst affected countries to produce the Convention to Combat Desertification (CCD) in those countries seriously affected by desertification particularly in Africa. This Convention was adopted in 1994; entered into force in 1996 and Tanzania ratified it in April 1997. The Convention requires affected countries to formulate National Action Programmes to Combat Desertification using bottom up approach and involving all stakeholders.

4.5.2 Major Objectives

The main objective of NAP is "to promote proper management and sustainable use of the resources of arid and semi-arid areas to meet both the local and national needs sustainably".

1. The participation of all stakeholders in the design and implementation of the programme

2. Creation of enabling environment at higher levels to facilitate action at national and local levels.

3. The "use of past experiences" in combating desertification and/or mitigating the effects of droughts in designing and implementing NAP.

4.5.3 Key Stakeholders and Institutions

The stakeholders and institutions which are expected to be involved in the implementation of the action plan would be:-

Local Communities: including farmers, women, youths, pastoralists, agropastoralists, civil societies and community based organizations:

Non-Governmental Organizations: these supportive organisations cut across all administrative levels and are well placed to enhance popular participation in Government (Local and Central) and Government Institutions:

Private Sector: degradation of natural resources affects the private sector and as such it is in the interest of the private sector to participate in efforts to combat desertification:

Politicians: politicians are well placed to mobilise popular participation; Research and Training Institutions: inadequate research data and information constitute a big bottleneck in effort to combat desertification;

Donors: Co-operation, solidarity and partnership of the donor community in the efforts to combat desertification is paramount

Linkages with other Programmes and Priorities: it has been ascertained that social and economic issues including food security are closely linked to land degradation and so are issues like climate change, biodiversity and freshwater supplies. The National Action Programme shall be implemented in the context of these related concerns. Finally Cross Border Linkages: NAP will be implemented closely linking it to the SADC sub regional action programme to combat desertification and others that address most of these cross border concerns.

4.5.4 Methodology/Process used to Formulate the Strategy

Before describing the process it is important to note that the Government has set up an institutional structure for coordinating and guiding the NAP process. This structure is as follows:-

(i) National Co-ordinating Body (NCB) under the leadership of the Permanent Secretary in the Vice Presidents Office. The main duty of NCB is to co-ordinate and guide the NAP process by making requisite decisions.

(iii) National Steering Committee (NSC)

(iv) NAP Secretariat

(v) National Technical Committee

(vi) Task Force on National Desertification/Environment Fund (ND/EF)

1. Sensitisation and awareness raising

Four teams toured zones to identify stakeholders, to sensitise them and to raise their awareness on desertification.

2. Awareness through mass media and publications

Booklets on the Convention have been produced in Kiswahili to increase awareness and information dissemination.

3. Consultations with Institutions

The Technical Committee carried out consultation with various national institutions to establish their awareness on desertification and identify measures to be taken by these institutions to combat desertification.

4. Zonal Workshops

6. The Current Status of Implementation

4.6.2 Major Objectives

9. to ensure sustainable and equitable use of resources for meeting the basic needs of the present and future generations without degrading the environment or risking health or safety.

1. to conserve and enhance our natural and man - made heritage including the biological diversity of the unique ecosystem of Tanzania.

2. to raise public awareness and understanding of the essential linkages between environment and development and to promote individual and community participation in environmental action

3. to improve the condition and productivity of degraded areas including rural and urban, and to promote international co-operation on the environment agenda and expand participation to relevant international programs including implementation of conventions

4.6.3 Key Stakeholders and Institutions

4.6.4 Methodology/Process used to Formulate the Strategy

4.6.5 The Current Status of Implementation

NEAP is being implemented. The National Environmental Policy is in place and environmental legislation is being worked out. Various sector policies now require EIA as an effective tool. Some districts have prepared their environmental Profiles and some are in the process of preparing.

4.7 The National Conservation Strategy for Sustainable Development (1995)

1. The Origin of the Idea

The origin of the idea for preparing a National Conservation Strategy (NCS) was within the NEM Act No. 19 of 1983. The methodology, approach and philosophy appropriate to this task was developed by the Exploratory Planning Mission for NCS which submitted its report in November 1989. The work was co-ordinated by NEMC. As a result of Tanzania’s participation in the UNCED in Rio (1992) and the subsequent Agenda 21 documents, the process was renamed the National Conservation Strategy for Sustainable Development (December 1992).

2. Major Objectives of the Strategy

1. to assist the nation in achieving development with conservation by highlighting strategies which consider natural resource issues and priorities

2. to review environment and development related plans, policies and legislation with the aim of recommending for their integration and enforceable legislation

3. to make proposals for promotion of public awareness on environmental management matters

4. to encourage public participation in environmental conservation

5. to promote environment related research, adoption of environmentally sound technology and environmental friendly consumer products.

4.7.3 Key Stakeholders and Institutions involved in the Strategy

The lead agencies during implementation of NCSSD included:- Planning Commission, Ministry of Foreign Affairs, NEMC, Ministry of Natural Resource and Tourism, Ministry of Regional Administration and Local Government, Ministry of Agriculture and Co-operatives, Ministry of Education and Culture, Ministry of Community Development, Children and Women Affairs, Non Governmental Organisations, Media, Ministry of Energy and Minerals, Sokoine University of Agriculture, University of Dar es Salaam, Commission for Science and Technology, Ministry of Science, Technology and Higher Education, Ministry of Lands, Housing and Urban Development, National Land Use Planning Commission, Institute of Resource Assessment, Tropical Pesticide Research Institute, Tanzania Forest Research Institute, Ministry of Industries and Trade, Ministry of Labour, Tanzania Bureau of Standards, TANESCO, RUBADA-(Rufiji Basin Development Authority) and TANAPA-(Tanzania National Parks)

4.7.4 Methodology/Process used to Formulate the Strategy

Following submission of the report by the Exploratory Planning Mission for National Conservation Strategy (NCS) to the Government in 1989, a workshop was convened in Dodoma in 1990 and identified priority areas for action within a National Conservation Strategy. At the NCS workshop held in Tanga (1992) participants from a wide variety of specialities contributed their analyses of the pressing environmental problems of Tanzania and prescribed solutions.

Following Tanzania’s participation in the UNCED (1992), in Rio and the subsequent Agenda 21 document, the process was renamed NCSSD and its scope widened to include a variety of sectoral specific problems of sustainable development and possible solutions. A wide range of representatives from Ministries participated in a series of seminars conducted in 1993 and provided invaluable inputs into the process. The document was reviewed by the Board of Directors of NEMC and approved on September 30, 1993. The document was subsequently discussed at a meeting of the Steering Committee in February 1994 and approved subject to the changes, which had been proposed.

The NCSSD was presented to representatives of district and regional governments in a weeklong conference held in Arusha in March of 1994. Their contribution (documented in separate proceedings available from NEMC) were also included to enrich the document.

The fourth and final Steering Committee meeting took place on May 2nd, 1995 at which time, changes incorporated were approved and the meeting made some additional minor changes which were included in the final version.

4.7.5 Current Status of Implementation of the Strategy

The planning process for the "National Conservation Strategy for Sustainable Development" involved very productive national level, inter-sectoral discussions and a good definition of national perspectives.

At some stage, the three processes (NCSSD, NEAP and Environment Policy) will have to merge and result in a single harmonised document which sets out the policy principles, strategies and actions which originate from these documents. This has not yet been done.

4.8 National Plan of Action to Combat Desertification

4.8.1 The Origin of the Idea

In 1985, the UN General Assembly endorsed the inclusion of Tanzania in the list of countries eligible to receive assistance through United Nations Sudano – Sahelian Office (UNSO) in implementing the Plan of Action to Combat Desertification. UNSO launched a desertification control planning and programming mission, which produced an assessment report in 1986. One of the projects proposed in that report was the establishment of a Drought and Desertification Control Unit within NEMC. One of the objectives of that project was to initiate a planning process to combat desertification.

4.8.2 Policy Objectives

4.8.3 Key Stakeholders and Institutions

4.8.4 Methodology/Process used to Formulate the Plan of Action

4.8.5 Current Status of Implementation

PACD represented only a part of a planning process which had already started in Tanzania by both the Government and development agencies to combat the degradation of the country’s natural resources. The document came up with a proposal for seven project profiles and tentative budgets. However, due to lack of financial resources, the proposed projects did not take off.

4.9 The National Forest Policy

4.9.1 The Origin of the Idea

The first National Forestry Policy in Tanzania was enunciated in 1953 and reviewed in 1963 to detail the manner in which the forest and tree resources would be managed sustainably to meet the needs and desires of the society and the nation. In 1988, the government of Tanzania initiated the preparation of the Tanzania Forestry Action Plan (TFAP). The TFAP was adopted by the Government in 1989 as a basis for the development of the forest sector. Between 1992 and 1994, TFAP was revised, including the assessment of policy related issues. This was a result of the macro and socio-economic policy reforms implemented in the country. The new forest policy document was prepared with involvement of relevant stakeholders. This policy was based on an analysis of the ecological and economic needs of the country and availability of human and other resources. The revised TFAP provided a basis for the policy review. The formulation process involved both sectoral and cross-sectoral stakeholder contributions.

4.9.2 The Major Objectives of the Policy

1. ensure sustainable supply of forest products and services by maintaining sufficient forest area under effective management;

(ii) increased employment and foreign exchange earnings through sustainable forest-based industrial development and trade.

2. ensure ecosystem stability through conservation of forest biodiversity, water catchments and soil fertility; and

3. enhance national capacity to manage and develop the forest sector in collaboration with other stakeholders.

4.9.3 Key Stakeholders involved in Policy Formulation

Local communities, NGOs, Local government, Forestry and Beekeeping authorities, Other government ministries and institutions and International community. It is expected that these stakeholders will also be involved in the planning, implementation, management, monitoring and evaluation of the policy.