UNITED REPUBLIC OF TANZANIA IMPLEMENTATION OF THE NATIONAL DEVELOPMENT STRATEGIES TO ACHIEVE IADGS/ MDGS: THE TANZANIA NATIONAL REPORT

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UNITED REPUBLIC OF TANZANIAIMPLEMENTATION OF
THE NATIONAL DEVELOPMENT STRATEGIES TO ACHIEVE
IADGS/ MDGS THE TANZANIA NATIONAL REPORT

• PRESENTATION AT ECOSOC MEETING IN NEW YORK
• on 2nd July 2008

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PRESENTATION OUTLINE

• 1. Introduction
• 2. The National Development Strategy
• Key Strategic Successes in Implementation
• CB and Scaling up Challenges and Lessons
• Building Partnerships
• Financing Requirements
• Conclusions and Way Forward

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INTRODUCTION

• The 2005 World Summit mandated the United Nations
  Economic and Social Council (ECOSOC) to undertake
  an annual ministerial-level substantive review
  (AMR) of progress in the implementation of the
  internationally agreed development goals (IADGs),
  including the MDGs.
• In this context Tanzania volunteered to prepare a
  national report in order to share its experience
  with others

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OBJECTIVES

• The Objectives
• International community to understand Tanzanias
  policies and experience
• Provide feedback to Tanzania on its performance
• Share with others our lessons from experience

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The NATIONAL DEVELOPMENT STRATEGY

• Key Features and relationship to IADGs
• Vision 2025/Vision 2020
• Quest for direction following several years of
  Structural adjustment and stabilization
  Programmes
• Five attributes of Vision 2025
• Quality of life
• Peace, security and unity
• Good governance and rule of law,
• Educated and learning society
• Strong and competitive economy

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The NATIONAL DEVELOPMENT STRATEGY

• Having dwelled on macroeconomic stabilization for
  a decade, Tanzania started to address poverty as
  a major policy concern in 1996 within the
  framework of the macroeconomic policies which
  were being implemented.
• These initiatives started with the formulation of
  the National Poverty Eradication Strategy (NPES)
  in 1997 and the subsequent PRSP process in 1999
  and 2000 which produced the Poverty Reduction
  Strategy Paper (PRSP) and Zanzibar Poverty
  Reduction Plan (ZPRP) in order to gain access to
  the HIPC debt relief resources.

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The NATIONAL DEVELOPMENT STRATEGY-2

• Poverty Reduction Strategies
• (i) PRSP/ZPRP First Generation PRS
• (ii) (MKUKUTA and MKUZA second generation PRS
• Initiative taken to incorporate IADGs including
  MDGs

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THE NATIONAL DEVELOPMENT STRATEGY-3

• Figure 1 Major clusters of poverty reduction
  outcomes.

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THE NATIONAL DEVELOPMENT STRATEGY-4

• 4.1.3 Sectoral Policies and LGAs
• Implementation through Strategic Plans, SWAps,
  MTEFs and PERs and annual budgets.
• Decentralisation policy (District development
  plans, DADPs

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THE NATIONAL DEVELOPMENT STRATEGY-5

• Progress in Implementation
• Participation in policy making
• PRS as a guiding framework
• Aligning PRS to budget
• Costing PRS initiated
• Monitoring system developed
• evolution from PMS to MMS
• MKUKUTA Annual implementation report
• Strategic policy brief to Parliament
• National surveys
• Poverty policy week,
• PHDR and Status Reports
• Views of the people report

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Key Strategic Successes and challenges-1

• Goal 1 Eradication of poverty and hunger
• Average growth of 7 in recent years is still
  below 8-10 envisaged
• 35.9 still live below the poverty line (modest
  decline in poverty but more recent data is
  expected soon).
• Challenges
• Translating growth to poverty reduction
• Growth in agricultural GDP is lower than
  average-risk of rural poverty persisting
• Malnutrition persists
• Hunger could worsen with food crisis
• Getting recent data

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Key Strategic Successes and challenges-2

• Goal 2 Achieving UPE
• Achievements
• UPE basically achieved after removing fees for
  primary education in 2001
• Gender parity achieved
• PEDP contributed to success.
• Challenges
• quality and performance
• More teachers and facilities needed to cope with
  UPE (quality?)
• Creativity and innovativeness good for
  competitive labour market
• Adult illiteracy still high and adult education
  still lagging behind.

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Key Strategic Successes and challenges-3

• Goal 3Gender equality
• Achievements
• ratio of girls to boys in schools has improved
• The share of women in public service increased
• Amended and is implementing the Constitutions
  provision for a minimum of 30 percent of women
  members of parliament in the National Assembly.
  Target has been achieved
• Good progress in terms of high level positions at
  Cabinet and Permanent Secretary level
• Good progress has been made in gender budgeting
• Challenges
• Share of girls drops at higher levels of
  education (though the situation is improving)

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Key Strategic Successes and challenges-4

• Goal 4 Reducing child mortality
• Achievements
• Under-five mortality declined from 112 per 1000
  in 2000 to 68 in 2006
• Infant mortality rate declined from 95 to 68
• Vaccination increased from 78.2 to 82.5
• Challenges
• Diseases are still a major factor
• Malnutrition is a factor

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Key Strategic Successes and challenges-5

• Goal 5 Improving maternal health
• Achievements
• No significant change
• Challenges
• Impact of HIV/AIDS though prevalence rates are
  declining
• Poor health and malnutrition

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Key Strategic Successes and challenges-6

• Goal 6 Combating HIV/AIDS, Malaria and other
  diseases
• Achievements
• Declining prevalence rate
• Wider use of ARVs
• Awareness increased with the national campaign
• Challenges
• Reliability of data in question
• Burden on the health system
• Burden the economy (esp. household level)
• Caring for orphans

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Key Strategic Successes and challenges-7

• Goal 7Environmental Sustainability
• Achievements
• Environmental concerns have also been
  mainstreamed in the MKUKUTA/MKUZA, and sectoral
  policies have been reviewed to incorporate
  environmental concerns and the management of
  biodiversity in particular.
• The URT government has ratified and is
  implementing international environmental
  conservations treaties.
• The URT government is committed to promoting
  community participation in environmental
  management activities
• Regional environmental programmes implemented
• International Environmental Treaties ratified and
  are being implemented

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Key Strategic Successes and challenges-7a

• Access to safe water increased from 68 in 2000
  to 78 in 2006/07 in urban areas and 49 to 55.7
  in rural areas.
• Sanitation improved (access from 91.6 in 2002 to
  98.5 in 2005.
• Improved human settlements but not yet adequate
  to cope with the high rate of urbanization.

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Key Strategic Successes and challenges-8

• Challenges
• Rate of deforestation still high
• Slums and sanitation are still a problem given
  the high rate of urbanization
• Use of biomass based fuel still persisting as
  alternative sources of energy are slow to take
  over.

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Key Strategic Successes and challenges-9

• Goal 8 Develop Global Partnership for
  Development
• Achievements
• Developing TAS and JAST
• IMG as good practice instrument for mutual
  accountability
• Debt relief through HIPC and improved debt
  management
• Challenges
• High level of aid dependence persists
• Creation of decent jobs lagging

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Building national Capacity and Scaling up
Successes-1

• Key challenges are identifies as follows
• (i) Under funding is the main challenge of all
  sectors of the Tanzania economy
• (ii) progress has been made in poverty reduction
  but progress in this area needs to be stepped up
  to combat both the large proportion of the rural
  poor as well as meet the rising challenges of
  urban poverty.
• (iii) Achievements in education needs to be
  better linked to the changing demands of the
  labour market
• (iv) gender inequality continues to be a major
  challenge at higher levels of education and in
  terms of economic empowerment while maternal
  health care remains an area of great concern
• (v) child and maternal mortality are still high
  posing a major to the health system as a whole
  compounded by HIV and AIDS

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Building national Capacity and Scaling up
Successes-2

• Challenges
• (vi) HIV and AIDS pandemic has been declared as
  catastrophe in Tanzania. Although the rate of
  new infections has declined the main challenge
  is to continue to raise the level of knowledge on
  the pandemic and translating that knowledge into
  behavioural change. The challenge of stigma and
  discrimination also deserves special attention.
• (vii) the environmental sustainability challenges
  have increased in almost all dimensions due to
  low general level of education and inadequate
  attention to developing alternative sources of
  energy for use especially in rural areas.
  Challenges
• (viii Environmental challenges persist
• (ix) Social protection for the poor and
  vulnerable groups - still narrow.

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Building national Capacity and Scaling up
Successes-3

• Poverty Processes
• consultation is important for subsequent
  positive impact of policy,
• growth is a necessary (but not sufficient)
  condition for poverty reduction in medium and
  long term and that it is important to development
  a comprehensive monitoring system.
• These lessons was taken on board more explicitly
  in the second generation of poverty reduction
  strategies. Need to mobilize more effectively
  against poverty and inequality especially by
  broadening growth and social protection

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Building national Capacity and Scaling up
Successes-4

• Governance and accountability
• an underlying condition for growth and reduction
  of poverty,
• The URT government is committed and hence
  promoted good governance, democracy and rule of
  law
• anti-corruption strategy and action plan measures
  at both the central and local government levels.
• Reinforcing ME

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Building national Capacity and Scaling up
Successes-4

• Managing aid relationships Six lessons
• (i) the establishment of an independent
  mechanism has facilitated strengthening of
  ownership
• (ii) acquiring greater policy space is a process
  which involves many actors and it takes time
• (iii) there is need to balance appropriately the
  firmness on implementing agreed actions and
  flexibility to be inclusive in terms of bringing
  more players on board.

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Building national Capacity and Scaling up
Successes-5

• (iv) managing for results can be implemented if
  an effective monitoring and evaluation system is
  in place
• (v) there is a limit to which one country can
  successfully manage a whole donor community
  suggesting that collective action on the part of
  aid recipient countries can play an important
  role in making progress in negotiations over
  critical points of action
• (vi) an exit strategy from high levels of
  dependence should be considered from an early
  stage even if a country may need higher levels of
  aid in order to build the domestic capacity for
  managing with less aid in a future date. Lessons
  learned

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Building national Capacity and Scaling up
Successes-6

• Improving the business climate for growth and
  employment creation broadly.
• Strategic positioning in global trade

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Building partnerships

• DPs to continue financial and technical support,
  share experiences and facilitate capacity
  building
• Continue to improve the quality of aid and aid
  effectiveness ensure effective functioning of
  DCF)
• Open up markets (remove subsidies on agricultural
  products and tariffs on import tariffs of
  agricultural products (esp. EU and Japan) and
  stop food export bans)
• More Aid for Trade- Support capacity to export by
  addressing supply constraints and enhancing
  quality to enable Tanzania reap the benefits of
  more open trade.
• Coordinate macroeconomic policies to support
  pro-poor growth
• Act collectively on climate change
• Strengthen partnership started under the
  Innovation Fair (governments, private sector and
  civil society) for meet IADGs.
• Government to improve coordination in
  implementation of policies, improve ME systems
  and improve domestic resource mobilization
• Non-sate sectors and communities improve
  participation, adaptation and adoption of
  policies at implementation level.

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Financial requirements

• Resource mobilization
• Scale up aid to meet international aid
  commitments
• Improve the quality and effectiveness of aid
• To allow flexibility to spend on essential
  economic and social infrastructure to meet IADGs
• Improve predictability
• Scale up domestic resource mobilization
• Ensure full integration of public resources (aid
  and budget)
• Resource costing
• Improve costing and prioritization
• Improve estimates of resource requirements

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Conclusion and Way Forward

• Tanzania has lessons to share with other
  countries
• Tanzania has made deliberate efforts to ensure
  that IADGs are mainstreamed in the national
  development strategy.
• Lessons from the first generation of PRS have
  shown that there is need to add growth and
  governance dimensions to more effectively address
  poverty concerns
• Tanzania is aware that growth is necessary for
  poverty reduction but is not automatic (it has to
  be broadly shared and inequality addressed)
• Positive lessons from TAS, IMG, and JAST
• Partnership with civil society and private sector
  has progressed but more needs to realize
  complementarity and enhance accountability.

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Conclusion and Way Forward-2

• Universal primary education has been achieved and
  good progress has been made in other levels of
  education through special programmes, community
  initiatives, private sector participation and
  action on fees to enhance access( removal at
  primary school level, remission at secondary
  school fees and loans at tertiary education
  level. The challenge is in improving quality and
  alignment to the labour market needs. Education
  quality and structure (creativity and
  innovativeness enhanced)
• SWAps in health sector have helped to address
  sector-wide issue, user fees have been a positive
  experience. Have learned the need to strengthen
  the health system as a whole and supportive
  sectors such as sanitation, nutrition and public
  education.
• Good progress has been made in articulating
  national development strategies and sectoral
  policies but the challenge of making sure they
  percolate to district and community levels and
  ensuring two-way feedbacks and flow of
  information remains.

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Conclusion and Way Forward-3

• Addressing the food crisis need to enhance
  capacity for supply response
• Domestic resource mobilization (broaden the
  revenue base and complete financial sector reform
  to ensure broader access to financial services)
• Productivity increase through ST and innovations
• Transformation of the economy and positioning in
  the regional and global economy

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Conclusion and Way Forward-4

• Areas likely to meet MDGs
• universal education gender equality in primary
  and secondary education and
• reduction in child mortality.
• improving aid relationships as part of the global
  partnerships.
• safe water for drinking and sanitation.

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Conclusion and Way Forward-5

• Areas of concern
• Tanzania is unlikely to achieve MDGs in the areas
  of poverty and malnutrition, maternal health,
  improving life in slums, environment and decent
  employment especially among the youth unless new
  initiatives are taken to change the current
  trends.
• Hunger and malnutrition challenges are been
  aggravated by the current food price increases in
  the world market. However this could be an
  opportunity for Tanzania, being a largely
  agricultural economy provided adequate supply
  response in agriculture can be achieved.
• Combating HIV/AIDS, malaria and related diseases
  and efforts to attain environmental
  sustainability will need to be stepped beyond
  current trends if the targets are to be achieved
  by 2015.