Final MES English

UNITED REPUBLIC OF TANZANIA
THE THIRD NATIONAL FIVE-YEAR DEVELOPMENT PLAN 2021/22 – 2025/26
MONITORING AND EVALUATION STRATEGY
MINISTRY OF FINANCE AND PLANNING
JUNE 2021
TABLE OF CONTENTS
TABLE OF CONTENTS .............................................................................................. i
List of Abbreviations and Acronyms ............................................................................ii
CHAPTER ONE ......................................................................................................... 1

Introduction ................................................................................................................ 1
1.0 Background .......................................................................................................... 1
1.1 Situational Analysis of the M&E in Tanzania ...................................................... 2
1.2 Objectives of the MES .......................................................................................... 3
1.3 The Process of Developing FYDP III-MES ........................................................... 4
1.4. Layout of FYDP III – MES ................................................................................... 4
CHAPTER TWO ......................................................................................................... 5

2.0 An Overview ......................................................................................................... 5
2.1 Conceptual Framework of the FYDP III ................................................................ 5
2.2 Results framework for FYDP III ............................................................................ 6
2.3 Input and Output Indicators to Measure the Implementation of FYDP III ............. 7
2.4 Outcome and Impact Indicators to Measure the Implementation of FYDP III ....... 8
2.5 Flagship Projects ................................................................................................ 11
CHAPTER THREE ................................................................................................... 12

Implementation Strategy .......................................................................................... 12
3.0 An Overview ....................................................................................................... 12
3.1 MES Deliverables ............................................................................................... 12
3.2 Methods & Tools of MES Implementation .......................................................... 16
3.3 Key interventions ................................................................................................ 17
3.4 Institutional Framework for FYDP III MES .......................................................... 18
CHAPTER FOUR ..................................................................................................... 22

Capacity Development for M&E Strategy ................................................................. 22
4.0. An Overview ...................................................................................................... 22
4.1. Financial Resources .......................................................................................... 22
4.2 Human Resources.............................................................................................. 22
4.3 Information Technology enhancement for M&E ................................................. 23
Annex I: National Indicators ..................................................................................... 24
Operational Definitions ............................................................................................. 59

List of Abbreviations and Acronyms
ADP Annual Development Plan

CSO Civil Society Organizations
DP Development Partners
DPG Development Partners Group
EAC East African Community
FDI Foreign Direct Investment
FGD Focus Group Discussion
FYDP Five Year Development Plan
GDP Gross Domestic Product
GNI Gross National Income
HBS Household Budget Survey
HDI Human Development Index
ICT Information and Communication Technology
ILFS Integrated Labour Force Survey
IMTC The Inter-Ministerial Technical Committee
JNHPP Julius Nyerere Hydropower Project
LED Local Economic Development
LGA Local Government Authority
LGMD Local Government Monitoring Data Base
M&E Monitoring and Evaluation
MDAs Ministries, Departments and Agencies
MES Monitoring and Evaluation Strategy
MOA Ministry of Agriculture
MoFP Ministry of Finance and Planning
MoIT Ministry of Industry and Trade
MoLF Ministry of Natural Resources and Tourism
MPI Multi-dimensional Poverty Index
MTEF Medium- Term Expenditure Framework
MTSPB Medium Term Strategic Planning and Budgeting
MW Megawatt
NBS National Bureau of Statistics
NFRA National Food Reserve Agency
NPD National Planning Division
NPMIS National Project Management Information System
NSA Non-State Actors
NSS National Statistical System
OUT Open University of Tanzania
PER Participatory Evaluation Report
PMO-LYED Minister Office-Labour, Youth, Employment and Person with
Disability
PORALG President’s Office-Regional Authority and Local Government
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PS Permanent Secretaries
PSRP Public Service Reform Programme
RBM Results Based Management
RS Regional Secretariats
SADC Southern African Development Community
SDG Sustainable Development Goals
SGR Standard Gauge Railway
SP Strategic Plan
STI Science Technology and Innovation
SUA Sokoine University of Agriculture
TAHA Tanzania Horticulture Association
TDV 2025 Tanzania Development Vision 2025
TSMP Tanzania Statistical Master Plan
UDOM The University of Dodoma
UDSM University of Dar Es Salaam
VNR Voluntary National Review
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CHAPTER ONE
Introduction
1.0 Background
Tanzania reverted to five-year development plans in 2011 after a comprehensive
assessment of the National Development Vision 2025. The assessment resulted in
the preparation of the Long-Term Perspective Plan (LTPP). The LTTP was divided
into three interlinked Five-Year Development Plans. Each of these plans had a
specific theme. The theme of the first Five Year Development Plan, 2011/12 -
2015/16 (FYDP I) was "Unleashing Tanzania’s Latent Growth Potentials" addressing
binding bottlenecks for economic growth while the Second Five Year Development
Plan 2016/17 – 2020/21 (FYDP II) focused on "Nurturing Industrialization for
Economic Transformation and Human Development". The third Five Year
Development Plan 2021/22 – 2025/26 (FYDP III) focus is on "Realizing
Competitiveness and Industrialization for Human Development.
During preparation of FYDP II, the Government designed a Monitoring and

Evaluation Strategy (FYDP II - MES) to guide the monitoring and evaluation process
for the implementation of the Plan. The MES was designed to provide reliable data to
be used in gauging performance, tracking efficient use of resources and feedback on
FYDP II implementation in the priority areas, namely: industrialization and human
development.
FYDP II MES, it managed to provide informative reports for corrective policy

measures at different levels of FYDP II implementation. These include the SDGs
Baseline Report (2016), Poverty Status Reports, Annual Performance Reports, the
SDGs Voluntary National Review Report (2019), and periodic Supervision and
Monitoring Reports. Along with its accomplishments, the Strategy encountered
several hurdles, including a lack of a national monitoring and evaluation framework,
a dedicated monitoring and evaluation agency, and a databank for development
initiatives. Furthermore, the Government is taking measures to address the
challenges and limitations observed during the implementation of the FYDP II MES.
Among the measures are: Developing a Monitoring and Evaluation Framework;
establishing a Section dedicated to M&E activities in the Ministry of Finance and
Planning, strengthening of MDAs Planning Departments, especially the M&E Units;
and undertaking regular reviews to inform progress by adopting monitoring and
evaluation practices.
The FYDP-III M&E strategy is embedded in the government's operational structure

and system. It is planned to use the following modalities: control, inspection, review,
surveys, use of data management systems, studies, and research.
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1.1 Situational Analysis of the M&E in Tanzania
A well-functioning monitoring and evaluation system is recognized as an essential
cornerstone of performance management in development. In Tanzania, the process
of instituting monitoring and evaluation practices is both a supply and demand-side
phenomenon. The M&E provides continuous feedback and information on
policymakers' and decision-makers' performance. Generally, it has been attributed to
the Government desire to ensure that public taxes are properly used in an
accountable and transparent manner to attain value for money in all development
interventions.
In response to the demands, the government has taken several steps to develop and
implement M&E systems and tools throughout government institutions. The
measures include, but are not limited to:
(a) Devising a National Monitoring and Evaluation Framework of the
implementation of strategic plans in all MDAs following the implementation of
the Public Service Reform Programme (PSRP): The document clarifies
monitoring and evaluation systems, identifies key players and their roles in
strengthening government monitoring and evaluation functions, and guides
the design, development, and strengthening of monitoring and evaluation
systems in MDAs and LGAs. The framework is also aimed at improving the
monitoring indicators, performance reviews, performance reports, evaluations,
and data management systems in MDAs and LGAs.
(b) Medium-Term Strategic Planning and Budgeting: The MTSPB is prepared to

assist institutions in improving the quality of their plans and budgets,
monitoring and evaluation processes, and performance reporting. It aims to
improve public sector performance by focusing institutions on delivering
results, improving internal decision making, fostering internal and external
accountability, improving the allocation of resources, and ensuring
prioritization.
(c) Results-Based Management (RBM): This is a management strategy focusing

on performance and achievement of outputs, outcomes, and impacts.
(d) National Project Management Information System: This is a web-based

system that serves as a repository of all the project write-ups and
information/data for projects that have been analyzed (with pre-feasibility and
feasibility study) and projects that need funding. The system assists in
providing timely development project information.
(e) PO-RALG Monitoring and Evaluation Framework: The framework was

developed to facilitate the implementation of activities and programmes under
PO-RALG, Regional Secretariats (RS) and Local Government Authorities
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(LGAs) to ensure accountability and value for money.
(f) Local Government Monitoring Data Base (LGMD): This is a data source
developed by PO-RALG as a standalone database that captures non-financial
M&E indicators in seven categories at the District Council: villages, wards,
districts, poverty, education, health, and roads.
Despite the undertaken initiatives, several reviews and studies have indicated that
there is still room for further strengthening of Tanzania's monitoring and evaluation
systems. This includes establishing a comprehensive and integrated framework as
well as a whole-of-government M&E system to provide overall guidance on the
development and application of M&E across all sectors. Furthermore, the monitoring
and evaluation units need capacity development to analyze and synthesize
information collected for timely strategic decision-making and accountability.
Assuring that MDA and LGA M&E units are adequately staffed and equipped to
deliver output on time.
An initiative was taken during the implementation of the FYDP II M&E Strategy to
bridge the gaps by building a robust system that is comprehensive, fully integrated,
harmonized, and well-coordinated to monitor the implementation of national
development initiatives as well as evaluate their outcomes and impacts. This
initiative was carried forward in the FYDP III MES. Furthermore, the FYDP III M&E
strategy intends to strengthen implementation, monitoring and evaluation (including
impact assessment) and reporting during implementation. Stakeholders must have
adequate knowledge and awareness of M&E as part of good practice. There was
previously a desire to fully fund M&E activities to ensure value for money in
development programs and projects.
1.2 Objectives of the MES

The main objective of MES is to track high-level FYDP III results and ensure linkage
with MDAs, RSs and LGAs systems for input and output follow up. Specifically,
FYDP III MES aims at enabling the Government to:
(i) Track progress and demonstrate the results of FYDP III and interventions
over the period of implementation, including reporting on regional and
international targets such as SDGs that are integrated into national
development frameworks.
(ii) Coordinate and facilitate MDAs, RSs, LGAs, the private sector and other
stakeholders to track progress regularly and systematically during the
implementation of the priority initiatives of FYDP III.
(iii) Assess performance in accordance with the agreed objectives, performance
indicators and targets to support management of results (i.e. evidence-based
decision making), compliance with Government policies (accountability) and
constructive engagement with stakeholders (policy and implementation
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dialogue).
(iv) During the implementation of FYDP III, provide a continuous learning
environment for MDAs, RSs, LGAs, and other M&E stakeholders.
(v) M&E systems and tools need to be institutionalized and standardized across
MDAs, RSs, and LGAs.
1.3 The Process of Developing FYDP III-MES

Various methods were adopted in developing this document, including the review of
various documents and progress reports such as FYDP II, SDGs, 2030 Global
Agenda for Sustainable Development Goals, Africa Plan of Action 2063, MDAs,
LGAs and Non-State Actors progress reports. On the other hand, consultations at
different levels with relevant key stakeholders, including Government technical
experts, the Private Sector, Civil Society Organizations (CSOs), Academic and
Research Institutions, and Development Partners.
1.4. Layout of FYDP III – MES

The FYDP III – MES is organized into four chapters. Chapter one describes the
background and introduction. Chapter two describes the positioning of the MES in
the FYDP III. Chapter three focuses on implementing the strategy and Chapter four
expounds on capacity development issues to facilitate MES implementation. The
Result Framework Matrix, National Indicators Metadata and cycles of national
surveys are in the appendices.
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CHAPTER TWO
Strategic Positioning of MES in FYDP III
2.0 An Overview
This chapter presents the framework of MES based on the theme of FYDP III,
"Realizing Competitiveness and Industrialization for Human Development". The
chapter provides a link between the FYDP III and the Monitoring and Evaluation
strategy. It further provides a result chain showing the synergy of results from
inputs, process, output, outcome, and impact of the FYDP III. With this strategy,
two areas will be tracked at the impact level: becoming a middle-income country
and attaining a high level of human development. At the outcome level, five areas
are tracked. These are competitiveness, industrialization and services, trade and
investment, inclusive development, and skills development. At the output level,
indicators are articulated and tracked through sector/thematic and program
monitoring and evaluation systems.
2.1 Conceptual Framework of the FYDP III

The FYDP III aims to guide the national effort towards TDV 2025, making Tanzania a
middle-income, competitive, and semi-industrialised economy with shared growth
and high-quality human development. The FYDP III conceptual framework links its
area of focus with the following sub-themes:
(a) Competitiveness: is driven by new knowledge and Science, Technology, and
Innovation (STI), and the digital revolution in all sectors.
(b) Industrialisation and service provision: are reinforced by new knowledge, STI
and the digital revolution.
(c) Trade and investment: as well as export growth, can be achieved under
conditions of: (i) continuously improved competitiveness, (ii) deepened
industrialisation and service provision and (iii) increased investment.
(d) The quality of the desired outcomes of FYDP III: is synonymous with high-
level human development and is in tandem with TDV 2025. This will be
achieved by spending on social development interventions, with particular
attention to improved access to education, health, water, public administrative
services, law, and order to maximize development inclusiveness.
(e) Human capital development: improves skill development to address the most
pressing soft skills challenges (as identified in Chapter II of the FYDP III).
(f) Governance: entails a set of priceless national values such as national unity
and social cohesion, peace and security, a just and equitable society that
upholds human dignity, the rule of law, and political stability.
The sought-for competitiveness, industrialisation and service deepening, and trade

and investment together lead to economic growth while social
development strengthens economic growth. Governance is a fundamental condition
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without which economic growth and social development interventions cannot occur
on a sustained basis. The MES for FYDP III is designed to capture the key results in
these areas through a well-designed result chain embedding the outputs, outcomes,
impacts, activities, and inputs. Details of the FYDP III conceptual framework are
found in chapter four of the FYDP III Plan.
2.2 Results framework for FYDP III

Mapping out the results is an essential ingredient for the successful implementation
of the FYDP III planned interventions. The process involves elaborating linkages
between different development objectives based on targets set and indicators
embedded in the planned interventions. The results framework is an explicit
expression of different levels of results expected from a particular intervention
outlined in the plan. The framework entails describing the relationships between
FYDP III objectives and outlining how each output and outcome relates to them.
The long-term objective of the FYDP III is to enable Tanzania to become a lower-
middle-income country with a high level of human development. The impact can be
realised if the country maintains steady economic growth and social development
(outcomes). This outcome results from the intermediate outcomes of
competitiveness, industrialisation and services, trade and investment, inclusive
development, and skills development.
The FYDP III outcome will leverage the output delivered because of development
interventions (as specified in chapter Five of the FYDP III) that will be implemented
for the next five years. The commitment of inputs is paramount for the
implementation of development interventions. The input and output of the FYDP III
will be measured through sector indicators. Figure 1 provides an overview of the
result chain for FYDP III.
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Figure 1: Result Chain of the FYDP III
2.3 Input and Output Indicators to Measure the Implementation of FYDP III
The FYDP III will be cascaded down to strategic plans at the MDAs, RSs, and LGAs.
The developed strategic plans will be implemented through the Annual Development
Plans (ADPs). In that way, the annual performance of the FYDP III will be gauged
based on the ADPs. Thus, the output indicators of the FYDP III will be tracked
stepwise through the ADPs (Output indicators are found in chapter five of the FYDP
III).
The M&E unit within the responsible sector and institutions will be accountable for
monitoring input and output indicators and reporting to the Ministry responsible for
planning on a quarterly basis. However, the Ministry responsible for planning will
monitor the input and output levels when deemed necessary.
Since the private sector plays an important role in the implementation of FYDP III,
the Ministry responsible for Planning will monitor input and output indicators for
the sector through their umbrella organizations, such as the Tanzania Private Sector
Foundation and the Tanzania National Business Council – TNBC. In consultation
with the private sector umbrella, the Ministry will also conduct various business
and investment platforms to obtain opinions, recommendations, and feedback on the
plan's implementation. Furthermore, the Government's Online Complaints and
Feedback Portal, which was developed in collaboration with the Tanzania Private
Sector Foundation, will be utilized to track the private sector's development. In
addition, the Ministry will conduct monitoring and assessment of some selected
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development projects implemented by the private sector to assess their progress
and contribution to the plan.
2.4 Outcome and Impact Indicators to Measure the Implementation of FYDP III
Evaluation of the FYDP III will be conducted at the impact and outcome level. The
impact level indicators related to lower middle-income and human development will
be used as detailed in Table 1. Further, indicators for measuring the FYDP III
outcome are detailed in Table 2.
Table 1: Impact Indicators

2020/21 2025/26
A: Per Capita Income
1.1. Per capita income in nominal terms (US$) 1126 3000
B: Human Development
2.1. Human Development Index 0.57 0.6
Proportion of Population Below Basic Need
2.2. 26.4 (2018) 22
Poverty Line (national)
2.3. 31.3 (2018) 28.4
Poverty Line (rural)
2.4. 15.8 (2018) 13.2
Poverty Line (urban)
Proportion of population below food poverty
2.5. 8.0 (2018) 5.8
line (national)
Proportion of population below the food
2.6. 9.7 8
poverty line (rural)
2.7. Multi-dimensional Poverty Index (MPI), 55.4 29.2
Proportion of population below the food
2.8. 4.4 3.1
poverty line (urban)
2.9. Income inequality (national) 0.38* 0.36
2.10. Income inequality (rural) 0.32* 0.3
2.11. Income inequality (urban) 0.38* 0.37
2.12. Unemployment rate (national) 9.7** 8
* HBS 2017/18
**Projected 2018
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Table 2: Outcome Indicators
A. Competitive Economy (Economic growth)
1.1. Annual economic growth rate averaging above 8 percent in the medium term;
1.2. GNI per capita increasing from US$ 1,080 attained in 2019/20 to US$ 3,000 in
2025/26 nominal terms
1.3. The improved environment of doing business thus FDIs projected to surge from US$
1,173.5 million in 2019/20 to over USD$ 7,980.7 million (equivalent to 19.583 trillion
shillings) in 2025/26;
1.4. Government annual tax revenue collection rising from 13.5 percent of GDP in 2019/20
to 14.4 percent in 2025/26;
1.5. Electricity generation capacity increased from 1,601.3 MW available in 2019 to 4,915
MW by 2025, and correspondingly connectivity to electrical power improved to 60
percent of the population in 2025/26 as compared to 39.9 percent in 2019/20;
1.6. Manufacturing exports increasing from the share of 17.1 percent in 2019/20 to 19
percent in 2025/26 out of total goods’ exports;
1.7. Improved food self-sufficiency by grain equivalent, sugar, and edible oils from 121
percent in 2019 to 140 percent by 2025/26 respectively;
1.8. Self-sufficiency in uniform supplies (clothes and shoes) to the armed forces and
primary and secondary school students; and
1.9. The number of tourists rising from 1,500,000 in 2019/20 to 5,000,000 by 2025/26
whilst proceedings thereof increasing from US$ 2.6 billion in 2019/20 to US$ 4.2
billion in 2025/26.
B. Social Wellbeing
2.1. Proportion of Population below Basic Needs Poverty reduced from 26.4 percent
(National), 31.3 percent (rural) and 15.8 (urban) recorded in 2019/20 to 22 percent
(National), 28.4 (rural) and 13.2 (urban) in 2025/26 respectively with a reflection on
improvement for national human development index from 0.57 percent in 2019/20 to
0.60 percent by 2025/26;
2.2. The number of graduates from higher education increasing from 61,000 in 2019/20 to
98,000 graduates and those graduating from folk, vocational and technical education
surging from 86,547 in 2019/20 to around 222,000 by 2025/26 respectively;
2.3. Under Five Mortality Rate reduced from 50.8 deaths per 1,000 live births recorded in
2019/20 to around 40 deaths per 1000 live births by 2025/26:
2.4. Maternal mortality ratio reduced from 321 deaths per 100,000 live births in 2019/20 to
220 deaths per 100,000 live births by 2025/26:
C. Industrialisation
S/N Indicator Target
2019/20 2025/26
3.1. Overall industrial GDP real growth rate (%) 11.8% (2019) 9.9%
3.2. Share of the overall industrial sector to GDP at 28.6% (2019) 32.8%
current prices (%)
3.3. Per capita Gross Domestic Product (GDP), 1,126 (2019) 1,427
nominal (US$)
3.4. GDP Value Added at current prices (Millions) 139,893,804 (2019) 214,829,997
3.5. GDP Value Added at constant prices (Millions) 123,175,839 (2019) 175,498,236
D. Competitiveness
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S/N Score Target
2019/20 2025/26
4.1. Macroeconomic stability 86/141 40/141
4.2. Infrastructure 121/141 60/141
4.3. Institutions 97/141 50/141
4.4. ICT Adoption 133/141 70/141
4.5. Health 114/141 70/141
4.6. Skills 126/141 60/141
4.7. Product market 107/141 60/141
4.8. Labour market 86/141 40/141
4.9. Financial system 114/141 70/141
4.10. Market Size 73/141 45/141
4.11. Business Dynamism 107/141 50/141
4.12. Innovation Capability 123/141 50/141
E. Trade
S/N Indicator/Target 2020/21 2025/26
5.1. Exports
5.1.1. Share of exports in GDP (%) 16.1 28.0
5.1.2. Share of manufactured goods in total exports (%) 35 40
5.1.3. Share of services in total exports (%) 45 50
5.1.4. Share of exports in the world market (%) 0.1 0.15
5.1.5. Share of exports to EAC (%) 7 15
5.1.6. Of which manufactured goods (%) 10.8 14
5.1.7. Share of exports to SADC (%) 14 30
5.2. Imports
5.2.1. Share of imports in GDP (%) 17.9 13
5.2.2. Share consumer goods in total imports (%) 15 12
5.2.3. Share of intermediate goods in total imports (%) 32 23
5.2.4. Share of imports from EAC (%) 7.5 11
5.2.5. Share of imports from SADC (%) 10 10
F. Inclusive Development
2019/20 2025/26
6.1. GDP Growth Rate 6 8
6.2. Per capita Gross Domestic Product (GDP), nominal (US$) 1126 3000
6.3. Proportion of Population Below Basic Need Poverty Line 26.4 (2018) 22
(national)
6.4. Income inequality (national) 0.38* 0
6.5. Coverage of health insurance scheme (%) 50 80
6.6. Unemployment rate (national) 9.7** 8
G. Skills development
2019/20 2025/26
7.1. Number of people with Internship training 30,000 150,000
7.2. Number of people with Apprenticeship Training 46,200 231,000
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7.3. Number of people with Modern Agricultural Farming 40,000 200,000
Technology
2.5 Flagship Projects

The rollout of FYDP III goes along with flagship projects aimed at reinforcing
interventions and achieving results in the identified priority areas across sectors.
These are strategic projects singled out to spearhead the development of the
country. They are deemed critical based on their sizeable positive multiplier effects
on the rest of the economy, particularly on the areas that can catalyse the aspired
transition towards a competitive economy as identified in FYDP II and on the new
projects added in FYDP III.
The 17 flagship projects fall under five (5) areas of implementation of the FYDP III:
competitiveness, industrialisation and service provision for economic growth, trade
and investment, human development, and skills development. It is expected that
effective and timely implementation of these projects will accelerate economic
growth, create jobs, stimulate industrialization efforts, generate income, and produce
rapid, measurable positive results for the plan's objectives and targets. The projects
will be implemented at both sectoral and institutional levels and reported
implementation status at the central levels.
These 17 flagship projects include: Construction of New Central Railway Line to

Standard Gauge; Construction of Julius Nyerere Hydropower Project (JNHPP) –
2,115 MW; Reviving the National Air Carrier –ATCL; East African Crude Oil Pipeline
(EACOP); Mchuchuma and Liganga Projects; Ruhudji Hydropower Project – 358
MW; Rumakali Hydropower Project – 222 MW; Construction of Liquefied Natural
Gas Plant (LNG) – Lindi; Soda Ash Project at Engaruka, Construction of Sugar
Processing Plant – Mkulazi; Construction of Large Bridges including Kigongo –
Busisi, New Selander Bridge (Tanzanite) and Flyovers. This involves construction of
nine (9) flyovers at main road junctions and intersections at UHASIBU, Chang'ombe,
Jangwani, KAMATA, Morocco, Mwenge, Magomeni, Tabata and Gerezani;
Procurement of Deep-Sea Fishing Vessels and construction of a Fishing Harbour in
Mbegani – Bagamoyo; Eyasi Wembere Petroleum Exploration Project; Mnazi Bay
North Petroleum Exploration Project; Construction of a Railway Line to Standard
Gauge from Mtwara to Mbambabay with spurs to Liganga and
Mchuchuma; Development of Special Economic Zones and Export Processing
Zones; and Mass training for the development of rare and specialised skills for
industrialisation and human development.
The flagship projects' outputs will highly accelerate deliverables of the intermediate,
high-level outcome and impact of the FYDP III. Monitoring of the flagship projects
(output level) will be done quarterly through respective sectors and institutions. On
the other hand, the flagship projects' outcome and impact level results will be
reported through the FYDP III MES.
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CHAPTER THREE
Implementation Strategy
3.0 An Overview
This chapter presents the mechanism and modality for the implementation of the
M&E Strategy (MES). It provides the basis for un-packing the strategy and content
for developing an action plan which will operationalize the MES aligned with FYDP III.
The chapter outlines expected outputs (deliverables) of the strategy and required
interventions to deliver the outputs. It further spells out the specific methods and
tools necessary to deliver the output. Generally, the chapter provides the Institutional
Framework of the MES. As a result, aims to achieve the stated strategic objectives of
this strategy through deliverables, methods and tools, and institutional arrangements,
which will be supplemented by capacity building, human resource development, and
financing.
3.1 MES Deliverables

The expected deliverables from the implementation of the M&E Strategy include
quarterly implementation reports, and stakeholders’ dialogues policy reports and
implementation of interventions. Other deliverables are supervision and monitoring
reports prepared annually by MoFP in collaboration with MDAs, RSs and LGAs; and
evaluation reports which include participatory, Mid-Term and Final evaluation reports.
At a further level (outcome and impact), MES will have analytical reports resulting
from surveys and censuses.
(i) Quarterly Implementation Reports

The MES guides MDAs, RSs and LGAs to collect routine data on project inputs,
outputs, outcomes, and impact by adhering to the format provided in Table 1. The
collected data will assist MDAs in producing quarterly implementation reports of
development projects and submitting them to MoFP within thirty (30) days of the end
of the respective quarter. These quarterly reports will be augmented by the annual
Implementation Report submitted to the MoFP not later than 15th October after the
end of the financial year by virtue of the Plan and Budget Guideline. The format for
reporting on progress is included in the budget guidelines distributed by the MoFP
(Table 3).
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Table 3: Quarterly Progress Report Forms
S/N Form No. Description
1. 10B Project Implementation - Quarterly Performance Assessment Form
2. 12B Quarterly Cumulative Milestone (Priority) Monitoring Form
3. 12C Outcome Indicator Monitoring Form
4. 13A Quarterly Cumulative Financial Overview Form
5. 13B Quarterly Cumulative Financial Detailed Form
6. 13 (C1-C5) Council Financial Report
7. 15B Framework for Mainstreaming Employment Creation in Sector

Development Plans – Execution Level
(ii) Mid-Year Implementation Reports

MoFP will continue to prepare mid-year implementation reports to assess how far the
government has progressed in implementing development projects against the plan
in the current fiscal year. This report will be prepared through compiling and
analyzing the first and second quarter implementation reports submitted by MDAs,
RSs and LGAs.
(iii) Annual Implementation Reports

These reports are prepared through a cumulative compilation of quarterly reports
submitted to the MoFP not later than 15th October after the end of the financial year.
The report assists in the evaluation of annual plans aiming at analyzing the
achievement of the intended targets. The annual implementation report can also be
prepared through desk review and stakeholder consultations.
(iv) Flagship Project Reports

These reports are generated from the implementation of flagship projects that have a
large positive multiplier for other sectors growth. The reports are prepared after
analyzing inspection reports and desk reviews of quarterly reports from various
sectors as well as studies conducted by different stakeholders when necessary.
(v) Mission Reports for Project Inspection

These reports provide the implementation status of flagship projects, as indicated in
the FYDP III Implementation Strategy through detailed inspections by MoFP in
collaboration with MDAs, RSs and LGAs. The reports will contain suggestions and
key measures to implement the development projects in the financial year.
(vi) Thematic Analytic Reports

These are reports generated from different surveys or studies such as the census,
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household budget surveys, agricultural surveys, and enterprise surveys as per the
calendar of surveys for multiyear surveys aiming at delivering predictive analysis of
specific issues.
(vii) Tanzania Multidimensional Poverty Reports

These reports are prepared and presented after the Household Budget Survey
(HBS). Tanzania conducts the HBS every five years, with the most recent survey
taking place in 2017.
(viii) Tanzania Human Development Reports

These reports are prepared and presented by compiling various surveys (household
budget surveys, agricultural surveys), censuses and selected studies linked to the
national economy and social development. Through this report, the country will be
evaluated and reported. Every two years, it is prepared and presented.
(ix) Evaluation Reports

There will be three types of evaluation reports produced: participatory, mid-term, and
final evaluation reports. In some instances, diagnostic work will be conducted:
(a) Participatory Evaluation Report (PER): Participatory evaluation is an
extension of the stakeholder-based model focusing on enhancing evaluation
utilization through primary users' increased depth and range of participation in
the evaluation process. The PER addresses project efficiency, cost-
effectiveness, impact, sustainability, and lessons learnt and the associated
plausible recommendations. This will be done twice in the period of the plan.
(b) Mid-term Evaluation Report: This report addresses performance against the
intended objectives and targets. It recommends changes required to go
back/return to the right trajectory of implementation towards achieving the
objective targets set in the original set up of the plan. This report was
completed after the plan had been in place for two and a half years.
(c) Final Evaluation Report: The report will assess the overall efficiency,
effectiveness, relevance, and sustainability of FYDP III against its goals and
outcomes. The report will be produced after four-and-a-half years of the plan’s
implementation roadmap.
(d) Diagnostic Work and Data Analysis: Further to the above three
(3) components of evaluation, in some cases, the M&E strategy allows
detailed diagnostic work to provide more insights into the constraints that
economic agents face in realizing plan objectives.
14
Table 4: Timeline for Production of FYDP III Reports
2021/22 2022/23 2023/24 2024/25 2025/26
Report Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Stakeholders
Dialogue Report
Monitoring
Report
Participatory
Evaluation
Report
Mid-term
Evaluation
Report
Final Evaluation
Report
Mission Reports
Project
Inspection
Quarterly
Progress
Implementation
Report
15
3.2 Methods & Tools of MES Implementation
The mechanism to deliver MES for the FYDP III is informed by a logical framework
approach, which explains the linkage of intervention and results measured by targets
and indicators. It further identifies sources of data and the required conditions
necessary for outputs and outcomes to be delivered. Control, Inspection, Review,
Survey, Use of the Data Management System, Studies and Research, and
Supervision are some of the methods and tools used in delivering MES.
(i) Control
The oversight of the use of resources, financial control systems, procurement and
human resources will be used and maintained. The approach uses
existing Government financial control measures and Internal Audit reports from
MDAs, RSs and LGAs to evaluate the proper use of financial resources.
(ii) Inspections
Regular follow-ups and inspections will be carried out on the implemented
interventions. The inspection report will be generated and is part of the monitoring
and evaluation process. MoFP will undertake the inspection of strategic and flagship
projects for expenditure tracking, monitoring implementation and tracking FYDP III
indicators. RSs and LGAs will inspect projects implemented in their jurisdiction and
submit reports to the MoFP under the coordination of the PO - RALG.
(iii) Reviews
The implementation performance of plans and interventions will be reviewed
annually. The methods to be used include interviews, Focus Group Discussions
(FGD) and Regional/District Consultative meeting reports. The MoFP will develop
standardized methods and tools to guide the process. MDAs, RSs, LGAs and Non-
State Actors will further customize the developed instruments for utilization.
(iv) Census and Surveys

Data on the FYDP III performance at the level of outputs, outcomes, and impact will
be collected through the census and surveys. The surveys designed to collect
information from a designed population are usually a representative sample for that
purpose. The National Bureau of Statistics (NBS) will undertake multi-year surveys
that will include the 2022 Population and Housing Census, Household Surveys,
Demographic Surveys, Enterprise Surveys and Agricultural Surveys.
(v) Independent Studies and Research

Independent studies and research are used to produce evidence that contributes to
enhancing the performance of designed plans and interventions. Academia and
research institutions will implement the research agenda and produce the outputs to
assess projects and service delivery performance in relation to FYDP III. More
specifically, academia and research institutions will ensure the independence of
16
research work and objectivity. The purpose is to provide evidence for consideration
by policymakers; produce research output that is of good quality and relevant to
policymakers and the broad range of stakeholders engaged in FYDP III
implementation; and, set annual research and analysis priorities based on the broad-
based research agenda.
(vi) Use of Data Management Systems

The MES for FYDP III will continue using existing data management systems from
MDAs, RSs, LGAs, and NSAs that have already established a comprehensive
Management Information System (MIS). The routine data and information collected
at different implementation levels will be audited before being reported to the
appropriate authorities. Similarly, the MoFP will use the National Project
Management Information System (NPMIS) to aid in timely monitoring and evaluation
of projects. It is expected that the completion of a web based NPMIS will ensure the
availability of onsite information about development interventions.
(vii) Desk Review

This method can be termed as secondary data research where it does not engage in
fieldwork to get data. Rather, one can review various literature, such as reports and
journals prepared by stakeholders, to gain a broad understanding of the field and
acquire information that can be relied on for the FYDP III's performance.
(viii) Commissioned Studies

This method is designed to collect information in collaboration with consultants using
various methods that can either utilize primary or secondary data. In some cases,
the method obtains reliable information on the performance of FYDP III at different
levels of output and outcome.
3.3 Key interventions

For MES to deliver its intended outputs, the following interventions will be
implemented.
(i) Enhance Analytical Capacity of Stakeholders

Capacity building to enhance MDA, RSs and LGA officials' analytical capacity is
required for monitoring and evaluation. Data analysis and synthesis skills, analytical
report writing, and policy briefs will be developed for the officials using available
information. This will improve the quality of reports generated to inform policy and
decision making.
(ii) Harmonized/Standardized Data Collection Tools and Systems

Standardization of systems and data collection tools is important to bring
homogeneity in data collection and reporting. Similar information collected via
different methods and tools might lead to analytical errors and difficulties in
17
comparing and generalizing information. Therefore, harmonizing data collection tools
and systems is important to ensure quality delivery of MES outputs.
(iii) Continued Upgrading of ICT Facilities

Technological improvement is necessary to enhance the quality and timely
availability of data. Therefore, it is necessary for the M&E units at MDAs, RSs and
LGAs to invest in the acquisition, installation and availability of modern information
and communication technologies to enhance the delivery of the MES outputs.
(iv) Adequate Funding of Research and surveys

Most of the reports that will be generated as the output of the MES will require
firsthand information. The information generated will emerge from various studies
and surveys that will be undertaken at different stages. Adequate budgeting and
funding of these studies and surveys will be necessary to ensure timely reporting.
(v) Strengthen the Competitive Recruitment of Competent Consultants

Consultants will commission some of the work to deliver the MES outputs. Thus,
competitive, and transparent sourcing of competent consultants will be key to
producing quality information and reports.
(vi) Strengthening Routine Monitoring of Implementation

Visits to project sites are essential for the verification of many variables that will yield
meaningful results and reports. These visits must be supported by developing a clear
ToR for the mission teams.
(vii) M&E Support Facilities

Units in charge of M&E at MDAs, RSs, and LGAs must be equipped with vehicles,
stationery, and other office supplies to facilitate the delivery of MES outputs.
(viii) Strengthen Institutional Framework

Institutional capacity will be strengthened through capacity building to enable
different levels to play their envisaged roles to enhance the effective implementation
of this strategy.
3.4 Institutional Framework for FYDP III MES

The success and credibility of a monitoring system requires the support and
cooperation of key stakeholders. Institutions responsible for implementing various
interventions relevant to MES are crucial/key to providing access to routine data,
survey data, reports, public expenditure reviews, and participation in roundtables and
workshops for validation and discussion of outputs.
Support from all partners and the private sector is needed to facilitate technical
backstopping and financial resources to supplement the existing technical capacity
18
as well as the financial needs within and outside the Government. The coordination
framework comprises the Inter-Institutional Steering Committee, Sectoral Technical
Committees, and the MOFP. Furthermore, the framework includes the private sector,
NGOs, CSOs, and development partner representatives. Each of these components
and their functions are outlined in the next section (from i to vii):
(i) Inter-Ministerial Technical Committee

The Inter-Ministerial Technical Meeting (IMTC) will endorse reports submitted by the
inter-institutional Steering Committee, which oversees and coordinates the
implementation of FYDP III. The IMTC will receive, discuss, and make decisions on
the implementation reports on an annual basis.
(ii) Inter-Institutional Steering Committee

This Committee will be chaired by the Permanent Secretary of the Prime Minister’s
Office, and its members will be drawn from the key sector ministries. The
proposed members are: Permanent Secretaries (PSs) from key Ministries, including
the Presidents' Office (Regional Administration and Local Government Authorities),
the Vice-Presidents' Office; the Prime Minister’s Office, Finance and Planning;
Research and Academia; Civil Society and Private sector. The Technical Committee
will regularly provide the Inter-Institutional Steering Committee with implementation
progress reports and challenges that require their attention, and the IMTC will keep
the IMTC informed of matters that require the government's attention. The Inter-
Institutional Steering Committee will meet twice a year and can be convened when
the need arises.
(iii) Sectoral Technical Committees

This Committee comprises of General/Executive/Managing Directors from MDAs,
Private Sector, CSOs, Academia and Development Partners Group (DPG) and will
be chaired by the Permanent Secretary of the Ministry of Finance and Planning.
This Committee will be responsible for overseeing the coordination and monitoring
process and ensuring that data needs are met, adequate and objective assessments
are undertaken and effective dialogue, dissemination, and reporting of progress
towards the achievement of development goals. The Committee will meet quarterly.
(iv) Ministry of Finance and Planning

The main function of MoFP through NPD will be to oversee, coordinate, harmonize
the implementation of activities by various implementers and provide feedback. The
division will also oversee the day-to-day operations to ensure a smooth
implementation.
(v) National Bureau of Statistics (NBS)

The role of NBS will be to provide core statistics and data that are critical for
monitoring and evaluation. It will entail scaling up and deepening the implementation
19
of the existing Tanzania Statistical Master Plan (TSMP). The main objective of TSMP
is to strengthen the national statistical system and facilitate the production of quality
statistics for decision making in an objective, timely and cost-effective manner. In
facilitating the monitoring of FYDP III implementation, NBS will be responsible for
carrying out surveys and census and survey programs in line with the selected
indicators. Specifically, NBS tasks will be to:
(a) Ensure that official statistics (both social and economic) are made available
for the monitoring system.
(b) Coordinate the National Statistical System (NSS) to ensure that quality official
statistics are produced.
(c) Support capacity building of national and local stakeholders in the collection,
analysis and use of data.
(d) Provide guideline to all MDAs/LGAs on how to retrieve administrative data
from their respective sectors; and
(e) Provide procedural guidelines to the Private sector, CSOs and NGOs on how
to generate official data within the existing framework for MDAs and LGAs.
(vi) Ministries, Departments and Agencies (MDAs)

These are key implementing agents and central for reporting day to day and timeline
implementation performance as well as reporting on progress against planned
milestones. MDAs will also manage and report on time and cost outruns alignment of
plans and budget implementation with their strategic plans, targets as well as
attendant interventions in line with their delivery responsibilities. In that essence,
MDAs will be required to submit the implementation report directly to MoFP.
RSs and LGAs will be responsible for reporting the progress of implementation and
achievements of planned outputs to PO-RALG.
(vii) Private sector and other strategic partners

The implementation of FYDP III involves state and non – state actors as well as
other strategic partners envisaged providing the information needed for a policy
review. The coordination framework for monitoring FYDP III implementation
explores mechanisms and tools for capturing policy information from non-state
actors. Through their umbrella organization, these actors will be required to share
the Plan’s implementation status that relates to FYDP III for inclusion in reporting of
implementation status.
(viii) Research and Academia Group

The Research and Academic group will be in charge of coordinating research and
analysis to investigate trends and factors underlying FYDP III targets, assess
questions of causality and impact, and test the assumptions underlying general
human development interventions and targets. The group will also include data from
CSO, NGOs and the Private sector as non-traditional data sources, so that when the
20
analysis is done, it will yield additional insights that complement the information
received from traditional data sources.
The institutional arrangement for the engagement of these various organizations is

depicted in Figure 2.
Figure 2: MES Institutional Arrangements
3.5 Program of Work and Budget for Institutional Arrangement

This section presents the costs of generating various deliverables outlined in this
chapter and capacity building and development costs. It includes costs to be incurred
by different institutions during the implementation of the designed institutional
framework. These institutions will organize meetings to discuss and agree on their
work plans, reporting arrangements and other issues to ensure the institutional
framework is adequately and sustainably funded. A five-year budget and planning
horizon for each institution will be developed to provide estimates for major activities
formulated to achieve various outputs, such as the Tanzania Human Development
Report, the SDGs status report, and other analytical reports. Activities and budgets
will be developed in consultation with institutions responsible for the
operationalization of the institutional framework.
21
CHAPTER FOUR
Capacity Development for M&E Strategy
4.0. An Overview
This chapter presents critical areas requiring capacity strengthening of various actors
to facilitate the Monitoring and Evaluation Strategy's operationalization. On resource
mobilization, it includes financing, human resource and technology for data
generation, management, and analysis. As a result, the chapter focuses on specific
goals such as continuous learning, institutionalization of M&E systems across MDAs,
RSs, and LGAs, and efforts to secure adequate funding for the M&E strategy.
4.1. Financial Resources

Financial resources are required for effective M&E. Adequate funding for M&E
activities will be critical during FYDP III implementation. It will facilitate performance
reviews across sectors at regular intervals and generate strategy deliverables on
time. As a result, a detailed action plan for resource mobilization has
been developed under the leadership of the Ministry responsible for Planning, as
well as sufficient guidance to MDAs and LGAs on budget allocations to monitoring
and evaluation activities as articulated in the M&E strategy.
4.2 Human Resources

Human resources play a central role in planning, implementing, measuring, and
reporting on results. Many human resources personnel in institutional departments
assigned to M&E have general knowledge, so a study to identify critical skills to be
embedded in M&E human resources is required to identify the competency gap. In
this case, the Ministry Responsible for Human Resource Development will advocate
for increased M&E human capacity, as well as equitable distribution of skilled M&E
personnel in institutional departments in charge of M&E activities. Both the public
and private sectors will improve coordination and management of M&E personnel. In
addition, a range of interventions to build capacity in the short, medium, and long-
term will be considered. These will include:
(i) Training of staff: These include M&E unit heads as well as M&E specialists.
Training modalities can include external formal qualifications from higher
education institutions.
(ii) Skills development for M&E will be undertaken through routine supervision
and/or on-the-job training and mentorship in the institution. Seminars, tailor-
made courses, and workshops will add value to the human resource
capacities for M&E.
(iii) Structured skills transfer from academics, consultants, and other external
providers
(iv) Internal M&E forums are being established, as is participation in external
learning networks.
22
(v) To have a strategy in place to improve the M&E skills of the sector.
4.3 Information Technology enhancement for M&E

Monitoring and evaluation (M&E) efforts, particularly data collection, typically take a
long time and necessitate careful planning and execution. In the past, these tasks
were performed with paper and pen, which made them prone to error, difficult to
conduct on a large scale and high in transaction costs. ICT tools, such as mobile
phones and tablets, applications that allow users to create digital surveys, and
software that allows users to upload data to storage facilities in real-time, have
reduced the traditional challenges associated with remote data collection and M&E
capacity development. Spatial data can also be used to track environmental
indicators such as deforestation and soil degradation, to filter information that
circulates on social media, such as changes in commodity prices, and to determine
the demand and supply of various commodities across different geographical
locations. To ensure the advancement of information technology in M&E, the
National Project Management Information System (NPMIS) should be successfully
implemented.
23
Annexes
Annex I: National Indicators
S/N Indicator Target Data Source Frequency of
2020/21 2025/26 Data
collection
A. Interventions for Promoting Industrialization for Economic Growth
1. Agriculture
Average Growth rate (%) 5.0 6.1 NBS 1 Year
Percentage share to GDP (current prices) 25.7 23.4 NBS 1 Year
Percentage share on Total export Earning 13 19 MoA, NBS 1 Year
Percentage Share on Total Employment 65 60 MoA, NBS, 1 Year
PMO-LYEPD
Productivity (% growth) 4 4.7 MoA 1 Year
1.1. Crops
1.1.1. Average Growth rate (%) 5.1 5.7 NBS 1 Year
1.1.2. Percentage share to GDP (current prices) 14.2 12.3 NBS 1 Year
1.1.3. Percentage share on Total export Earning 13.0 19.0 MoA 1 Year
1.1.4. Hectare under irrigation 694,715 1,200,000 MoA 1 Year
1.1.5. Student enrolment increased 2,600 3,600 MoA, NFRA 1 Year
1.1.6. Number of extension officers increased 6,704 20,538 MoA, TAHA 1 Year
1.1.7. Certified Seed production increased 71,000 140,000 MoA 1 Year
1.1.8. Percentage Decrease in postharvest loss 35 17.5 MoA 1 Year
1.1.9. National reserve capacity increased 501,000 700,000 MoA, NFRA 1 Year
1.1.10. Volume of total horticultural production per 6,556,102 14,600,000 MoA, TAHA 1 Year
year (tons)
1.1.11. Volume production of the traditional 794,500 1,583,200 MoA, 1 Year
commercial crops (tons).
1.1.12. Percentage of agricultural land under 47 75 MoA 1 Year
mechanization services along the value chain
24
2020/21 2025/26 Data
collection
1.1.13. Number of Large-Scale Farms (Block Farms 110 200 MoA 1 Year
established
1.1.14. Number of Industries owned by Cooperatives 113 183 MoA 1 Year
1.1.15. Cooperative using formal market system 3,001 4,039 MoA 1 Year
increased
1.1.16. Members in Cooperatives Societies (Millions) 5.9 14.5 MoA 1 Year
1.1.17. Food sufficiency ratio (%) 124 130 MoA 1 Year
1.2. Livestock
1.2.1. Average Growth rate (%) 5.1 6.5 NBS 1 Year
1.2.2. Share to GDP (at current prices) 7.0 6.8 NBS 1 Year
1.2.3. Livestock mortality rate 27 12 MoLF 1 Year
1.2.4. Livestock morbidity rate 6 3 MoLF 1 Year
1.2.5. Livestock Dipping rate 70 85 MoLF 1 Year
1.2.6. Livestock vaccination coverage rate 25 50 MoLF 1 Year
1.2.7. Endogenous herd milk average productivity 2 4 MoLF 1 Year
(Litres)
1.2.8. Mature Endogenous herd meat average 75 130 MoLF 1 Year
productivity (Carcass weight in Kg)
1.2.9. % Of quality hides and skin 10 50 MoLF 1 Year
1.2.10. Meat Production (Tons in ‘000’) 702 951.7 MoLF 1 Year
1.2.11. Milk Production in (Litres in billions) 3.01 4.3 MoLF 1 Year
1.2.12. % Of Milk Processed 5 14 MoLF 1 Year
1.2.13. Meat Processing (Tons) 286 500 MoLF 1 Year
1.2.14. Hides and skin Processed (Tons) 1,190 9,210.6 MoLF 1 Year
1.2.15. Meat exports (Tons) 692 7,200 MoLF 1 Year
1.2.16. Finished Leather exports (Tons) 25.5 92 MoLF 1 Year
1.3. Fisheries
1.3.1. Average Growth Rate (%) 6.3 8.4 NBS 1 Year
1.3.2. Share to GDP (at current prices) 1.8 1.9 NBS 1 Year
25
2020/21 2025/26 Data
collection
1.3.3. Percentage share on Total Export Earnings 3.0 4.5 MoLF 1 Year
1.3.4. Per Capita Consumption (kg) 8.5 10.5 MoLF 1 Year
1.3.5. Contribution to the National Animal Protein 30 35 MoLF 1 Year
intake
1.3.6. Fisheries production (Tons) 497,567.28 600,000 MoLF 1 Year
1.3.7. Number of fish processing industries 12 17 MoLF 1 Year
1.3.8. Number of Aquaculture Development centres 9 12 MoLF 1 Year
(ADC)
1.3.9. Fish feed production (Tons) 464 2,500 MoLF 1 Year
1.3.10. Number of Fisheries Extension Officers 657 1,850 MoLF 1 Year
2. Overall Industrialization Indicators
2.1. Overall industrial GDP real growth rate (%) 7.3 8.7 MoIT 1 Year
2.2. Share of the overall industrial sector to GDP 29.6 31.1 MoIT 1 Year
at current prices (%)
2.3. Per capita Gross Domestic Product (GDP), 1151 1,427 MoIT 1 Year
nominal (US$)
2.4. GDP Value Added at current prices (TZS 155,469,618 212,879,041 MoIT 1 Year
Millions)
2.5. GDP Value Added at constant prices (TZS 132,685,131 180,513,619 MoIT 1 Year
Millions)
2.6. Share of industrial exports to total export 14.6 20.2 MoIT 1 Year
earnings (%)
3. Manufacturing
3.1. Share of GDP at current prices (%) 8.2 8.5 NBS 1 Year
3.2. Real Growth rate (%) 4.8 6.8 NBS 1 Year
3.3. Share of total employment (%) 6.75 12.8 MoIT, NBS, 1 Year
PMO-LYED
3.4. Share of export earnings (%) 17.1 19 MoIT, NBS 1 Year
3.5. Share of low tech (%) 35 42 MoIT 1 Year
26
2020/21 2025/26 Data
collection
3.6. Share of medium tech (%) 28 39 MoIT 1 Year
3.7. Share of high tech (%) 8 10 MoIT 1 Year
3.8. Number of exporting firms 1,180 2,114 MoIT, NBS 1 Year
3.9. Percentage Contribution to Total Export 16.9 (2019) 24 MoIT, NBS 1 Year
4. Mining
4.1. Average Growth Rate (%) 6.9 7.7 NBS 1 Year
4.2. Share to GDP (%) 5.6 10.0 NBS 1 Year
4.3. Total Foreign Exchange Earnings (USD 2,997 5,505 MoM, BoT 1 Year
Million)
4.3.1. % Of raw export 15 5 MoM, NBS 1 Year
4.3.2. % Beneficiated 85 95 MoM, NBS 1 Year
4.4. % Share on Foreign Exchange Earnings 50.3 50.5 MoM, NBS 1 Year
5. Construction
5.1. Average Growth Rate (%) 9.0 9.9 NBS 1 Year
5.2. Share to GDP (%) 14.8 16.7 NBS 1 Year
5.3. Percentage market share of domestic 35 60 MoWTC 1 Year
companies
5.4. Number of employments created in 23,585 30,129 MoWTC 1 Year
development projects (Construction projects) (2024/25)
5.5. Percentage Share in Total Employment 14.7 18.8 MoWTC 1 Year
6. Environment and Natural Resources Management
6.1. Average Growth rate (%) 4 7 NBS 1 Year
6.2. Percentage share of GDP from sustainable 4 7 NBS 1 Year
utilization of forest, water, and marine
resources
6.3. % Contribution from sustainable tourism to 6 11 MoNRT, NBS 1 Year
GDP
6.4. Area under Community Plantations Forest and 120,000 160,000 MoNRT, MoA 1 Year
woodlots increase (Ha)
6.5. Reduced Deforestation Rate (Ha) 469,420 234,710 MoNRT, MoA 1 Year
27
2020/21 2025/26 Data
collection
6.6. Area of commercial forest Plantation 500,000 550,000 VPO, NEMC 1 Year
established (Ha)
6.7. Increased consumption of alternative charcoal 100 100,000 VPO, NEMC 1 Year
in urban areas (Tones)
6.8. % of large projects complying with approved 90 120 VPO, NEMC, 1 Year
Environmental and Social Impact Assessment MOFP,
(EIA) and audit regulations NBS
6.9. Loss of biodiversity reduced (%) 30 20 VPO, NEMC 1 Year
6.10. The cost incurred due to climate impact 1 0.9 VPO, NEMC 1 Year
reduced (%)
6.11. Land degradation reduced (%) 16 14 VPO, NEMC 1 Year
6.12. Environmental pollution reduced (%) - 5 VPO, NEMC 1 Year
B. Competitiveness
1. Competitiveness indicators
1.1. Macroeconomic stability 86/141 40/141 MOFP 1 Year
1.2. Infrastructure 121/141 60/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.3. Institutions 97/141 50/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.4. ICT Adoption 133/141 70/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.5. Health 114/141 70/141 World 1 Year
Bank/PMO-
Investment/MI
T
28
2020/21 2025/26 Data
collection
1.6. Skills 126/141 60/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.7. Product market 107/141 60/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.8. Labour market 86/141 40/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.9. Financial system 114/141 70/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.10. Market Size 73/141 45/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.11. Business Dynamism 107/141 50/141 World 1 Year
Bank/PMO-
Investment/MI
T
1.12. Innovation Capability 123/141 50/141 World 1 Year
Bank/PMO-
Investment/MI
T
2. Macroeconomic Stability
2.1. GDP growth Rate 5.2 8.0 NBS 1 Year
2.2. Inflation Rate 3.3 4.4 NBS 1 Year
29
2020/21 2025/26 Data
collection
2.3. Domestic Revenue as percentage of GDP 14.7 16.9 MoFP, TRA 1 Year
2.4. Tax revenue as percentage of GDP 12.9 14.4 MoFP, TRA 1 Year
2.5. Nominal Exchange Rate (TZ/USD 2,340 2,497 BOT 1 Year
2.6. Budget deficit (%) -2.6 ≤ -3.0 MoFP, TRA 1 Year
2.7. Public Debt as a percentage of GDP 27.9 28.2 MoFP 1 Year
2.8. Growth of Broad Extended Money (%) ≥ 10.0 ≥ 10.0 BOT 1 Year
2.9. Foreign Reserve (Months of Imports Cover) ≥4 ≥4 BOT 1 Year
2.10. Average Time Taken to accomplish Customs 1 0.25 TRA,TPA 1 Year
Clearance - Lodgment to Issuance of Release
Order (days) at DSM Port
2.11. Percentage of taxpayer’s awareness on tax 79 100 TRA 1 Year
education programs
2.12. GDP growth Rate 5.2 8.0 NBS 1 Year
2.1. Per capita Gross Domestic Product (GDP), 1126 3000 NBS 1 Year
nominal (US$)
3. Financial Sector: Insurance Sub-Sector
3.1. Contribution to GDP (%) 0.7 2 NBS 1 Year
3.2. Real growth rate (%) 28.5 29.1 NBS 1 Year
3.3. Level of population awareness on insurance 36 78 NBS 1 Year
matter (%)
3.4. Customer satisfaction/protected (%) 70 80 NBS 1 Year
3.5. Number of demands driven insurance 2 7 NBS 1 Year
products introduced to the market
3.6. % Of adult population using insurance 6 18 NBS 1 Year
services
3.7. Insurance Assets to GDP (%) 0.9 3 NBS 1 Year
3.8. Number of populations using insurance 3,582,000 12,278,000 NBS 1 Year
products
4. Financial Sector: Capital Market Sub-Sector
30
2020/21 2025/26 Data
collection
4.1. % of population invested in the capital 1.3 3 Capital 1 Year
markets Markets and
Securities
Authority
(CMSA), FSDT
4.2. Domestic Market capitalization (% of GDP) 7.4 10 Capital 1 Year
Markets and
Securities
Authority
(CMSA), FSDT
4.3. Number of listed companies 28 35 NBS, TIRA 1 Year
5. Infrastructural Development
Infrastructure (Position in Global ranking, out 102 100 MoWT 1 Year
of 189 countries)
5.1. Roads
5.1.1. Road position in the global ranking 86 55 MoWT, 1 Year
TANROADS
5.1.2. The proportion of paved roads in total road 8.9 12 MoWT, 1 Year
network (%) TANROADS
5.2. Railways
5.2.1. Railway position in the global ranking 83 70 MoWT, TRC 1 Year
5.2.2. Length of Standard Gauge Railway in km 395.2 1,219 MoWT, TRC 1 Year
(Central Line)
5.2.3. Volume of freight (cargo) transported by 1,569,536 2,162,258 MoWT, TRC 1 Year
railway lines (tons)
5.2.4. Number of passengers transported by railway 972,000 2,272,682 MoWT, TRC 1 Year
lines
5.3. Ports
5.3.1. Ports position in the global ranking 72 50 MoWT, TPA 1 Year
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5.3.2. Number of Ship calls at port per month 2,106 3050 MoWT, TPA 1 Year
5.3.3. Port’s throughput in Tonnage
(i). Import cargo to neighboring countries 15.1 18 MoWT, TPA 1 Year
handled (mil. Tons)
(ii). Export cargo to neighboring countries 6.3 10 MoWT, TPA 1 Year
handled (mil. Tons)
5.4. Air Transport
5.4.1. Number of aircrafts procured 11 19 MoWT, TGFA 1 Year
5.4.2. Number of airports with aeronautical ground 4 10 MoWT, TAA 1 Year
lighting system
5.4.3. Number of cargo aircraft procured 0 1 MoWT, TGFA 1 Year
5.4.4. Number of intercontinental range passenger 2 3 MoWT, ATCL 1 Year
aircraft procured
5.4.5. Number of regional range passenger aircraft 2 8 MoWT, ATCL 1 Year
procured
5.4.6. Number of ATCL’s operational aircraft 11 19 MoWT, ATCL 1 Year
5.4.7. Number of air professional cadre trained 61 1,359 MoWT, ATCL 1 Year
5.4.8. Number of Airports with Airport Information 1 14 MoWT, ATCL 1 Year
Management System
5.4.9. Number of security equipment X-ray machine 46 71 MoWT, TAA 1 Year
5.4.10. Number of airports with perimeter security 9 27 MoWT, TAA 1 Year
fence
5.4.11. Number of weather radars in place 5 7 MoWT, TCAA 1 Year
5.5. Communication
5.5.1. Percentage of Internet users 43 80 MoCIT, TCRA 1 Year
5.5.2. Percentage of broadband communication 45 80 MoCIT, TTCL 1 Year
coverage
5.5.3. Percentage of broadband infrastructure 20 70 MoCIT, TTCL 1 Year
installed at government institutions and offices
5.5.4. Household with at least one member owning 82.6 87.8 MoCIT, NBS 1 Year
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mobile phone (%)
5.5.5. Percentage share of the communication 1.5 3 NBS 1 Year
sector to GDP
5.5.6. Number of individuals who own mobile 25.1 28.6 MoCIT, TCRA, 1 Year
phones (million) NBS
5.5.7. Number of households using physical address 450,980 1,975,000 MoCIT, TCRA 1 Year
and postcode system
5.5.8. Number of public institutions using physical 48,516 97,000 MoCIT, TCRA 1 Year
address and postcode system
5.5.9. Proportion of population covered by a mobile 94 100 MoCIT, TCRA, 1 Year
network (%) NBS
5.6. Energy
5.6.1. Electrical Power (generation in MW) 1,602.30 4,915 MoE, 1 Year
TANESCO
5.6.2. Electricity – Regions connected to the national 23 26 MoE, 1 Year
grid TANESCO
5.6.3. Electricity – national grid length (in km) 5,896.3 9,351 MoE, 1 Year
TANESCO
5.6.4. Electricity – Per capita consumption (KWh) 137 220 MoE, 1 Year
TANESCO
5.6.5. Overall Power loss (%) 16.19 12.3 MoE, 1 Year
TANESCO
5.6.6. Population with access to electricity (%) 78.4 85 MoE, 1 Year
TANESCO,
NBS
5.6.7. Households connected to electricity (%) 39.9 60 MoE, 1 Year
TANESCO,
NBS
6. Investment Development
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6.1. Ranking in Doing Business 141 95 World 1 Year
Bank,PMO-
Investment,MI
T
6.2. Number of Investment Projects registered at 269 540 PMO- 1 Year,
TIC Investment
6.3. Value of investment in US $ Million 2,623 10,600 PMO- 1 Year
Investment,TIC
6.4. Number of Job created 46,762 86,250 PMO- 1 Year
Investment,TIC
6.5. Number of plug and play Investment 0 5 PMO- 1 Year
Infrastructures Investment,TIC
6.6. Number of Bankable Projects 0 186 PMO- 1 Year
Investment,TIC
6.7. Number of Investment Guides 13 26 PMO- 1 Year
Investment,TIC
6.8. Number of One Stop Centre Offices 1 7 PMO- 1 Year
Investment,TIC
6.9. Land set aside for Investment (Acres) 622,030 900,000 PMO- 1 Year
Investment,TIC
, MOLHHSD
6.10. Number of Investment Forums (Local, 24 240 PMO- 1 Year
regional and Foreign) and meetings Investment,TIC
6.11. Investment Development Strategy in Place 0 1 PMO- 1 Year
Investment
6.12. Investment Monitoring and Evaluation System 0 1 PMO- 1 Year
in place Investment
6.13. Number of Reforms implemented 232 380 PMO- 1 Year
Investment
,MIT
7. Ease of Doing Business
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7.1. Ease of Doing Business (Global Ranking) 141/190 95/190 World Bank, 1 Year
MIT
7.2. Starting a Business 162/190 91/190 World Bank, 1 Year
MIT
7.3. Dealing with Construction Permits 149/190 87/190 World Bank, 1 Year
MIT
7.4. Getting Electricity 85/190 50/190 World Bank, 1 Year
MIT
7.5. Registering Property 146/190 55/190 World Bank, 1 Year
MIT
7.6. Getting Credit 67/190 50/190 World Bank, 1 Year
MIT
7.7. Protecting Investors 105/190 40/190 World Bank, 1 Year
MIT
7.8. Paying Taxes 165/190 92/190 World Bank, 1 Year
MIT
7.9. Trading Across Borders 182/190 102/190 World Bank, 1 Year
MIT
7.10. Time to export (days) 8 < 4 days World Bank, 1 Year
MIT
7.11. Cost to export (US$) 1,175 600 – 800 World Bank, 1 Year
MIT
7.12. Documents to export (No.) 8 <5 World Bank, 1 Year
MIT
7.13. Enforcing Contracts 71/190 14/190 World Bank, 1 Year
MIT
8. Innovation Science and Technology
8.1. R&D Expenditure
8.1.1. Share of R&D expenditure in GDP (%) 0.8 1 COSTECH, 1 Year
NBS
8.1.2. Total Expenditure (TZS billion) 90.2 139.7 COSTECH, 1 Year
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NBS
8.1.2.1. Of which on agriculture (%) 38.0 40.0 COSTECH, 1 Year
NBS
8.1.2.2. Of which on manufacturing (%) 40.0 42.8 COSTECH, 1 Year
NBS
8.1.2.3. Of which on mining, construction & utilities 13.5 10.6 COSTECH, 1 Year
(%) NBS
8.1.2.4. Of which % on services 8.5 6.6 COSTECH, 1 Year
NBS
8.2. Institutional Technological Capabilities
8.2.1. R&D expenditure by public sector (%) 68.3 72 COSTECH, 1 Year
NBS
8.2.2. Number of qualified researchers 9,556 12,639 COSTECH, 1 Year
NBS
8.2.3. R&D institutions with foreign partner 22 32 COSTECH, 1 Year
institution NBS
8.2.4. Number of firms participating in TIUMP 80 200 COSTECH, 1 Year
NBS
8.2.5. Number of firms practicing KAIZEN 132 140 MIT, NBS 1 Year
8.2.6. Share of engineers in total tertiary 1,567 2,660 MoWT, NBS 1 Year
government disbursements for
training programmes
C. Trade Development
1. Trade Development indicators
1.1. Exports
1.1.1. Share of exports in GDP (%) 16.1 28.0 NBS 1 Year
1.1.2. Share of manufactured goods in total exports 35 40 NBS 1 Year
(%)
1.1.3. Share of services in total exports (%) 45 50 TRA, MoIT, 1 Year
NBS
1.1.4. Share of exports in world market (%) 0.1 0.15 TRA, MoIT, 1 Year
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NBS
1.1.5. Share of exports to EAC (%) 7 15 TRA, MoIT, 1 Year
NBS
Of which manufactured goods (%) 10.8 14 TRA, MoIT, 1 Year
NBS
1.1.6. Share of exports to SADC (%) 14 30 TRA, MoIT, 1 Year
NBS
1.2. Imports
1.2.1. Share of imports in GDP (%) 17.9 13 NBS 1 Year
1.2.2. Share consumer goods in total imports (%) 15 12 TRA, MoIT, 1 Year
NBS
1.2.3. Share of intermediate goods in total imports 32 23 TRA, MoIT, 1 Year
(%) NBS
1.2.4. Share of imports from EAC (%) 7.5 11 TRA, MoIT, 1 Year
NBS
1.2.5. Share of imports from SADC (%) 10 10 TRA, MoIT, 1 Year
NBS
2. Tourism
2.1. Contribution to GDP (%), current prices 17.5 11 NBS 1 Year
2.2. Real growth rate (%) 1.5 2.0 NBS 1 Year
2.3. Number of tourists 1,527,230 5,000,000 MoNRT, NBS, 1 Year
BOT,
Immigration
2.4. Average number of nights spent by tourist 13 14 MoNRT, NBS, 1 Year
BOT,
Immigration
2.5. Average expenditure per tourist per day (non- 216/379 326/455 MoNRT, NBS, 1 Year
package/package) (US$) BOT,
Immigration
2.6. Employment (number) 1,500,000 1,750,000 MoNRT, NBS 1 Year
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2.7. Share of foreign exchange earnings (%) 25 27 MoNRT, TRA 1 Year
2.8. Earnings from tourists (US$ billion) 2.6 6.0 MoNRT 1 Year
3. Creative Industry
3.1. Number of districts with TBC coverage (TBCFM 102 161 MoICAS, TBC 1 Year
and TBCTaifa)
3.2. Number and type of additional and improved 63 72 MoICAS, 1 Year
sports infrastructure countrywide Sports
Department
3.3. Two Arts and Sports Arena in Dodoma and 0 2 MoICAS 1 Year
Dar es Salaam
3.4. Number of infrastructures 35 40 MoICAS, 1 Year
constructed/renovated at Malya Sports Malya Sports
Development College and Bagamoyo Institute Dev’t College,
of Arts and Culture (TaSUBa). TaSUBa
3.5. Number of films and music approved for 15,303 25,735(Male MoICAS, TFB 1 Year
distribution/consumption. (Male 19,301 &
12,518 & Female 6,434)
Female
2,785)
3.6. Number of registered artists in creative 3,462 8,666 MoICAS, 1 Year
activities. BASATA
3.7. Tanzania Information Auditorium in Dodoma. 0 1 MoICAS 1 Year
3.8. Sanaa House in Dodoma 0 1 MoICAS 1 Year
3.9. National culture complex at Kiromo, 0 1 MoICAS 1 Year
Bagamoyo
3.10. TBC headquarters in Dodoma; 0 1 MoICAS, TBC 1 Year
3.11. New printing facility of Tanzania Standard 0 1 MoICAS, TSN 1 Year
Newspapers in Dodoma
3.12. Number of press conference on matters 64 144 MoICAS 1 Year
relating to implementation of government
policies, programmes, and projects.
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3.13. Number of cinema and recreation halls 442 709 MoICAS, TFB 1 Year
registered
3.14. Number of practitioners in creative industry 2,852 4,297 MoICAS, 1 Year
trained BASATA
3.15. Number of international sports 178 350 MoICAS, NSC 1 Year
competitions/tournaments organized and
participated.
3.16. Number of permits issued to clubs and 178 400 MoICAS, 1 Year
individuals’ athletes. NSC
3.17. A film complex. 0 1 MoICAS, 1 Year
TFB
3.18. Number of professional athletes playing 54 150 MoICAS, 1 Year
abroad. NSC
3.19. Number of foreigners undertaking film 359 1,059 MoICAS, TFB 1 Year
production in Tanzania.
3.20. Number of newspapers produced by Tanzania 4,158,642 4,659,975 MoICAS, 1 Year
Standards Newspapers (TSN) TSN
3.21. Number of artists/creative industry 1,620 1,755 MoICAS, 1 Year
practitioners/groups performing overseas. BASATA
3.22. Number of overseas artists/creative industry 720 2,312 MoICAS, 1 Year
practitioners performing in Tanzania. BASATA
3.23. Overcoming piracy in films and music 3,050,638 1,000,000 MoICAS, 1 Year
activities. COSOTA
3.24. Total Amount of royalties provided to artists 220.01 1,225.00 MoICAS, 1 Year
COSOTA
3.25. The number of artists benefited (Tshs 1,934 2,100 MoICAS, 1 Year
Million)/Artists COSOTA
3.26. Number of Kiswahili experts working outside 56 656 MoICAS, 1 Year
the country. BAKITA
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3.27. Number of Kiswahili publications sold 200 700 MoICAS, 1 Year
overseas. BAKITA
3.28. Number of international cultures, arts and 47 130 MoICAS, 1 Year
creative Awards organized and participated. BAKITA
3.29. Number of foreign culture and arts 5 20 MoICAS, 1 Year
practitioners participated in TaSUBa annual BASATA
international Culture and Arts festival.
3.30. Number of students enrolled at Malya Sports 300 (Male 1,300 (Male MoICAS, 1 Year
Development College. 190 & 900 & Female Malya Sports
Female 110) 400) Dev’t College
3.31. Number of students enrolled level at 350 1,200 MoICAS, 1 Year
Bagamoyo Arts and Culture Institute. TaSUBa
3.32. Journalists Accreditation Board 0 1 MoICAS 1 Year
3.33. Independent Media Council 0 1 MoICAS 1 Year
3.34. Media Training Fund 0 1 MoICAS 1 Year
3.35. Number of Ministry personnel capacitated in 2 (Male 1 & 40 (Male 20 & MoICAS 1 Year
information, culture, arts and sports sector Female 1) Female 20)
D. Human Development
1. Human Development indicators
1.1. Human Development Index 0.57 0.6 UNDP,NBS, 1 Year
MoFP
1.2. Proportion of Population Below Basic Need 26.4 (2018) 22 NBS 1 Year
Poverty Line (national)
1.3. Proportion of Population Below Basic Need 31.3 (2018) 28.4 NBS 1 Year
Poverty Line (rural)
1.4. Proportion of Population Below Basic Need 15.8 (2018) 13.2 NBS 1 Year
Poverty Line (urban)
1.5. Proportion of population below food poverty 8.0 (2018) 5.8 NBS 1 Year
line (national)
1.6. Proportion of population below food poverty 9.7 8 NBS 1 Year
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line (rural)
1.7. Proportion of population below food poverty 4.4 3.1 NBS 1 Year
line (urban)
1.8. Multi-dimensional Poverty Index (MPI), 55.4 29.2 NBS 1 Year
1.9. Income inequality (national) 0.38* 0.36 NBS 1 Year
1.10. Income inequality (rural) 0.32* 0.3 NBS 1 Year
1.11. Income inequality (urban) 0.38* 0.37 NBS 1 Year
1.12. Unemployment rate (national) 9.7** 8 NBS, PMO- 1 Year
LYEPD
2. Education and Capacity Development
2.1. Education
2.1.1. Early Learning
2.1.1.1. Gross Enrolment Ratio (% of Eligible) 78.5 100 MoEST, PO- 1 Year
RALG
2.1.1.2. Net Enrolment Ratio (% of Eligible) 35.9 80 MoEST, PO- 1 Year
RALG
2.1.1.3. Pupil/Qualified Teacher Ratio (PTR) 130:1 50:1 MoEST, PO- 1 Year
RALG
2.1.1.4. Number of Qualified Teachers 8,000 8,727 MoEST, PO- 1 Year
RALG
2.1.2. Primary Education
2.1.2.1. Gross School Enrolment Ratio 110.6 100 MoEST, PO- 1 Year
RALG
2.1.2.2. Net Enrolment Ratio (% of Eligible) 95.7 100 MoEST, PO- 1 Year
RALG
2.1.2.3. Percentage of cohort passing the examination 82.24 100 MoEST, PO- 1 Year
(PSLE) RALG
2.1.2.4. Pupil/Teacher Ratio 56:1 50:1 MoEST, PO- 1 Year
RALG
2.1.2.5. Pupil/Textbook Ratio 4:1 1:1 MoEST, PO- 1 Year
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RALG
2.1.2.6. Pupil/Classroom Ratio 75:1 60:1 MoEST, PO- 1 Year
RALG
2.1.2.7. Pupil/Latrine Ratio (Boys) 54:1 25:1 MoEST, PO- 1 Year
RALG
2.1.2.8. Pupil/Latrine Ratio (Girls) 51:1 20:1 MoEST, PO- 1 Year
RALG
2.1.2.9. Pupil/desk Ratio 4:1 2:1 MoEST, PO- 1 Year
RALG
2.1.2.10. % of Schools with clean water 49.3 60.0 MoEST, PO- 1 Year
RALG
2.1.2.11. % of Schools with electricity 43.5 60.0 MoEST, PO- 1 Year
RALG
2.1.2.12. Transition rate from standard seven to form 77.55 95.9 MoEST, PO- 1 Year
one RALG
2.1.2.13. Adult literacy rate 77.6 81.6 MoEST, PO- 1 Year
RALG
2.1.3. Secondary Education
2.1.3.1. Gross Enrolment Ratio in lower secondary 46 48 MoEST 1 Year
schools (%)
2.1.3.2. Net Enrolment Ratio (% of Eligible) 36 42 MoEST 1 Year
2.1.3.3. Pupil/Teacher Ratio in lower secondary 23:1 20:1 MoEST 1 Year
schools
2.1.3.4. Pupil/Classroom Ratio in lower secondary 41:1 40:1 MoEST 1 Year
schools
2.1.3.5. Pupil/Latrine Ratio in lower secondary schools 27:1 20:1 MoEST 1 Year
2.1.3.6. % of Schools with clean water 68.5 88.5 MoEST 1 Year
2.1.3.7. % Of Schools with electricity 69.8 85 MoEST 1 Year
2.1.3.8. % Of students passing form IV examination 80.65 90.0 MoEST 1 Year
2.1.3.9. % Of transition rate from form four to form five 19.2 23 MoEST 1 Year
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2.1.3.10. Improve examination pass rate in 20 25 MoEST 1 Year
Mathematics
2.1.3.11. Improve examination pass rate in Science 56.2 60.2 MoEST 1 Year
subjects
2.1.4. Higher Secondary Education
2.1.4.1. Gross Enrolment Ratio (%) 6.9 10 MoEST 1 Year
2.1.4.2. Net Enrolment Ratio (% of Eligible) 3.3 8 MoEST 1 Year
Of which male 3.3 4 MoEST 1 Year
Of which female 3.2 4 MoEST 1 Year
2.1.4.3. Percentage of students passing form VI 99.51 100 MoEST 1 Year
examination
2.1.5. Higher Education
2.1.5.1. Higher education enrolment rate 8.2 10 MoEST,TCU 1 Year
% of which male 4.5 6 MoEST,TCU 1 Year
% of which female 3.7 4 MoEST,TCU 1 Year
2.1.5.2. % of science and mathematics graduates 26 30 MoEST,TCU 1 Year
among all university graduates
2.1.5.3. No. of students facilitated with higher educ. 132,392 180,000 MoEST, 1 Year
loans HESLB
2.1.5.4. Loan/Grant to science subjects 63.9 70 MoEST, 1 Year
HESLB
2.1.5.5. Number of graduates 60,940 70,081 MoEST,TCU 1 Year
of which male 34,513 39,690 MoEST, TCU 1 Year
of which female 26,427 44,700 MoEST, TCU 1 Year
2.1.6. Tertiary Education
2.1.6.1. Tertiary gross enrolment rate (%) 4.5 6.0 MoEST, 1 Year
NACTE
2.1.6.2. Annual number of students graduating from 55,501 120,000 MoEST, 1 Year
tertiary/higher education NACTE
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2.1.6.3. Of whom science and engineering students 36 40 MoEST, 1 Year
(%) NACTE
2.1.6.4. Of whom women/girls (%) 42 43 MoEST, 1 Year
NACTE
2.1.6.5. Tertiary and higher learning students with 60 90 MoEST, 1 Year
access to student loans NACTE
3. Skills Development
3.1. Skills Development indicators
3.1.1. Technical Education
3.1.1.1. Average annual number of students enrolled 150,000 200,000 MoEST, 1 Year
in technical institutions NACTE, VETA
Of whom women/girls (%) 51.7 50 MoEST, 1 Year
NACTE, VETA
Of whom are students with disabilities (%) 0.09 0.1 MoEST, 1 Year
NACTE, VETA
3.1.1.2. Technical Education gross enrolment rate (%) 5.8 6.9 MoEST, 1 Year
NACTE, VETA
3.1.1.3. Annual number of students graduating from 70,000 150,000 MoEST, 1 Year
Technical Education NACTE, VETA
Of whom science and engineering students 24.2 40 MoEST, 1 Year
(%) NACTE, VETA
Of whom women/girls (%) 44.8 50 MoEST, 1 Year
NACTE, VETA
3.1.1.4. Technical Education students with access to 20 35 MoEST, 1 Year
student loans (%) NACTE,
VETA, HESLB
3.1.1.5. Number of teaching staff in Technical 10,555 15,000 MoEST, 1 Year
Education (Female staff (Female staff NACTE, VETA
26.6%) 50.0%)
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3.1.1.6. Number of research for labour market 17 25 MoEST, 1 Year
Information reports produced NACTE, VETA
3.1.1.7. Number of Tracer Study report for TVET 0 4 MoEST, 1 Year
graduates NACTE, VETA
3.1.1.8. Number of incubation centres established 2 30 MoEST, 1 Year
NACTE,
VETA,
COSTECH
3.1.1.9. TVET operations automated (%) 17 1 MoEST, 1 Year
NACTE, VETA
3.1.1.10. Number of TVET institutions monitored for 430 800 MoEST, 1 Year
quality assurance NACTE, VETA
3.1.1.11. Number of new TVET institutions registered 20 40 MoEST, 1 Year
NACTE, VETA
3.1.1.12. Engineers-Technician-Artisan ratio N/A 1:5:25 MoEST, 1 Year
NACTE, VETA
3.1.1.13. Number of graduates 16,000 (65% 25,000 (60% MoEST, 1 Year
male, 35% male, 40% NACTE, VETA
females) females)
3.2. Vocational Training
3.2.1. Average annual number of students enrolled 320,143 1,000,000 MoEST, VETA 1 Year
in vocational training centres (37% male, (45% male,
0.03 0.05 students
students with with
disabilities) disabilities)
3.2.2. Number of teaching staff 10,112 12,321 MoEST, VETA 1 Year
Of whom is female teaching staff (%) 36 47 MoEST, VETA 1 Year
3.2.3. Number of Labour Market Information MoEST, 1 Year
assessment reports produced 9 15 VETA, PMO-
LYEPD
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3.2.4. Number of incubation centres established MoEST, 1 Year
5 30 VETA,
COSTECH
3.2.5. Number of graduates 118,270 207,518 MoEST, VETA 1 Year
(72,861 (128,195 male,
male, 45,409 79,323
females) females)
3.3. Other Training
3.3.1. People with skills obtained through informal MoEST, PMO- 1 Year
system learning for six priority sectors 20,886 100,000 LYEPD
(annually)
3.3.2. Apprenticeship training for students at MoEST, PMO- 1 Year
745 5,000
workplaces (annually) LYEPD
3.4. Skill Levels
3.4.1. Working population with high level skills (%) MoEST, PMO- 1 Year
3.3 12.1
LYEPD
3.4.2. Working population with middle level skills MoEST, PMO- 1 Year
33.7 54.0
(%) LYEPD
3.5. Employability Skills
3.5.1. Number of people with Internship training 30,000 150,000 MoEST, PMO- 1 Year
LYEPD
3.5.2. Number of people with Apprenticeship 46,200 231,000 MoEST, PMO- 1 Year
Training LYEPD
3.5.3. Number of people with Modern Agricultural 40,000 200,000 MoEST, MoA 1 Year
Farming Technology
3.5.4. Number of people with Recognized Prior 20,000 100,000 MoEST, PMO- 1 Year
Learning Skills Development LYEPD
4. Health Sector
4.1. Infant Mortality Rate per 1,000 births 36 30 NBS, 1 Year
MoHCDGEC
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4.2. Under five Mortality Rate per 1,000 births 50 40 NBS, 1 Year
MoHCDGEC
4.3. Births attended by a skilled health worker (%) 80 85 NBS, 1 Year
MoHCDGEC
4.4. Maternal Mortality Rate per 100,000 220 180 NBS, 1 Year
MoHCDGEC
4.5. Life Expectancy (Years) 66 68 NBS, 1 Year
MoHCDGEC
4.6. National HIV Prevalence rate (%) 4.7 3.1 NBS, 1 Year
MoHCDGEC
4.7. Health expenditure, public (% of Govt. 10 12.2 MoHCDGEC 1 Year
expenditure)
5. Water and Sanitation
5.1. Percentage of rural population with access to 70 85 NBS, MoW 1 Year
piped or protected water as their main source
5.2. Proportional of the households in Rural areas 36 75 NBS, MoW 1 Year
with improved sanitation facilities
5.3. Percentage of Regional Centre’s population 84 95 NBS, MoW 1 Year
with access to piped or protected water as
their main source
5.4. Percentage of households connected to 13 30 NBS, MoW 1 Year
convention public sewer systems in Regional
Centre’s
5.5. Percentage of Non-Revenue Water (NRW) for 30 20 NBS, MoW 1 Year
Regional Centre’s
5.6. Percentage of district capitals and areas small 70 85 NBS, MoW 1 Year
towns population with access to piped or
protected water as their main source
5.7. Percentage of Dar es salaam population with 85 95 NBS, MoW 1 Year
access to piped or protected water as their
main source
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5.8. Percentage of household connected to 13 30 NBS, MoW 1 Year
convention public sewer systems in Dar es
Salaam
5.9. Percentage of Non-Revenue Water (NRW) for 35 20 MoW 1 Year
Dar es Salaam
5.10. Number of water sources demarcated and 18 200 MoW 1 Year
gazette for protection and conservation
6. Urbanization, Housing and Sustainable Human Settlements
6.1. % Of land surveyed 25 37 MoLHHSD, 1 Year
PO-RALG
6.2. Number of regularized properties in 1,496,357 2,496,357 MoLHHSD, 1 Year
unplanned settlements PO-RALG
6.3. Number of residential licences issued to 1,738 20,000 MoLHHSD, 1 Year
property owners in unplanned settlements PO-RALG
6.4. % of general land covered by informal 70 25 MoLHHSD, 1 Year
settlements PO-RALG
6.5. Area of land (acres) allocated and protected 858,665 1,452,415 MoLHHSD, 1 Year
for public uses PO-RALG
6.6. Number of Functional DLHTs (district land 57 139 MoLHHSD, 1 Year
housing tribunals) PO-RALG
6.7. Proportions of villages with Land Use Plans 19.3 52.7 MoLHHSD, 1 Year
PO-RALG
6.8. Length of Exclusive Economic Zone (EEZ) in 0 370 MoLHHSD, 1 Year
kilometres extended into the Indian Ocean PO-RALG
(km)
6.9. Number of updated base maps for region 1 26 MoLHHSD, 1 Year
PO-RALG
6.10. Number of allocated plots and farms MoLHHSD, 1 Year
1,551,716 4,051,716
PO-RALG
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6.11. Number of Towns with up-to-date general 24 54 MoLHHSD, 1 Year
planning schemes (Master Plans) PO-RALG
7. Food Security and Nutrition
7.1. Prevalence of stunting in children aged 0 – 59 31.8 24 TFNC, NBS 1 Year
months
7.2. Prevalence of wasting (weight for height) 3.5 Less than 5 TFNC, NBS 1 Year
among children 0-59 months
7.3. Prevalence of low birth weight (LBW) at birth 6.3 Less than 3 TFNC, NBS 1 Year
7.4. Proportion of women aged 15-49 years with 44 22 TFNC, NBS 1 Year
anaemia
7.5. Prevalence of global acute malnutrition among 3.5 Less than 5 TFNC, NBS 1 Year
children 0-59 months
7.6. Median urinary iodine of women aged 15-49 100- 299 100- 299 μg/L TFNC, NBS 1 Year
years, 100- 299 μg/L; μg/L
7.7. Prevalence of overweight among children 0 – 2.8 Less than 5 TFNC, NBS 1 Year
59 months.
7.8. Overweight among adults aged 15-49 years 30 Less than 29 TFNC, NBS 1 Year
7.9. Proportion of households accessing 62 80 TFNC, NBS 1 Year
adequately iodized salt
7.10. Rate of Exclusive Breast Feeding (EBF) 59 65 TFNC, NBS 1 Year
7.11. Prevalence of vitamin A deficiency among - Less than 20 TFNC, NBS 1 Year
children aged 6 – 59 months (serum retinol
level < 20 µg/dl)
8. Social Protection
8.1. % Increase of social protection coverage 20 30 MoHCDGEC 1 Year
8.2. Coverage of health insurance scheme (%) 50 80 MoHCDGEC, 1 Year
NHIF
49
2020/21 2025/26 Data
collection
8.3. Coverage of the social security scheme (%) 7.3 13.1 NBS, PMO- 1 Year
LYEPD
8.4. Youth in vulnerable employment (%) 56.3 38.3 NBS, PMO- 1 Year
LYEPD
8.5. Proportion of children with disability attending 80 100 NBS, PMO- 1 Year
primary school (%) LYEPD
8.6. Children aged 5-17 engaging in child labour 24.9 21 NBS, PMO- 1 Year
(%) LYEPD
8.7. Number of destitute elders with health 166,866 500,000 MoHCDGEC 1 Year
insurances cards for free medical services
8.8. Number of Most Vulnerable Children placed 38 200 MoHCDGEC 1 Year
under foster care
8.9. Number of motorcycles provided to CDOs and 29 179 MoHCDGEC 1 Year
SWOs in LGAs
8.10. Number of reconciled children maintenance 12,068 50,000 PMO-LYED, 1 Year
cases MoHCDGEC
8.11. Number of adolescents trained on Health and 0 2,000,000 MoHCDGEC 1 Year
well being
8.12. Number of Day Care Centres registered 1,543 7,500 MoHCDGEC 1 Year
8.13. Number of Most Vulnerable Children adopted 17 60 MoHCDGEC 1 Year
8.14. Number of Most Vulnerable Children placed 689 1,189 MoHCDGEC 1 Year
under fit persons
8.15. Number of Councils reached by Ant-Gender - 184 MoHCDGEC 1 Year
Based Violence campaign
8.16. Number of Police Gender and Children Desks 420 455 MoHCDGEC 1 Year
established
8.17. Number of established One Stop Centers for 13 23 MoHCDGEC 1 Year
GBV victims
8.18. Number of women trained on Poultry, 0 4,000 MoHCDGEC 1 Year
Livestock Keeping and Horticultural skills
50
2020/21 2025/26 Data
collection
8.19. Number of women provided with soft loans 6,326 30,000 MoHCDGEC 1 Year
8.20. Number of Women and Children Protection 18,186 30,000 MoHCDGEC 1 Year
Committees established at all levels
8.21. Number of children victims of violence to get 5,228 12,000 MoHCDGEC 1 Year
referral services through Child Helpline
Service (116)
8.22. Number of Child Protection Desks established 182 1,182 MoHCDGEC 1 Year
at Primary and Secondary Schools
8.23. Number of Child Protection service providers 5,000 MoHCDGEC 1 Year
in 184 Councils provided with positive
parenting education
8.24. Number of established Parenting Groups 3,963 11,663 MoHCDGEC 1 Year
8.25. Number of established Junior Councils 1,669 1,919 MoHCDGEC 1 Year
8.26. Number of registered Crèches 33 43 MoHCDGEC 1 Year
8.27. Number of registered Children Homes 24 49 MoHCDGEC 1 Year
8.28. Number of Children enrolled in Day Care 163,394 1,000,000 MoHCDGEC 1 Year
Centers
8.29. Number of established Community-Based 30 180 MoHCDGEC 1 Year
ECD Centres
8.30. Number of children in conflict with law diverted 78 400 MoHCDGEC 1 Year
from formal legal system
8.31. Number of Retention Homes 5 7 MoHCDGEC 1 Year
8.32. Number of Rehabilitated Retention Homes 5 MoHCDGEC 1 Year
8.33. Number of Approved School 1 2 MoHCDGEC 1 Year
8.34. Number of Social Protection service providers 5,000 MoHCDGEC 1 Year
in in 184 Councils trained on psychosocial
care support
8.35. Number of students enrolled at Institute of 2,187 11,000 MoHCDGEC 1 Year
Social Work
8.36. Number of rehabilitated Elderly Homes 13 MoHCDGEC 1 Year
51
2020/21 2025/26 Data
collection
8.37. Number of established Elderly Councils 14,883 17,383 MoHCDGEC 1 Year
8.38. Number of students enrolled at Tengeru 2,492 10,000 MoHCDGEC 1 Year
Institute of Community Development (TICD)
8.39. Number of students enrolled at Community 4,753 20,000 MoHCDGEC 1 Year
Development Training Institutes
9. Productive inclusion
9.1. Beneficiary households participating in 40 50 MoHCDGEC 1 Year
functional saving groups (Percentage)
9.2. Beneficiaries receiving information on 628,037 1,119,676 MoHCDGEC 1 Year
livelihood enhancement services (Number)
9.3. Eligible beneficiary households receiving 75,000 200,000 MoHCDGEC 1 Year
enhanced livelihood support including
appropriate basic and skill training and
livelihood grant (Number)
9.4. Livelihood Income Generating Activities 70 90 MoHCDGEC 1 Year
(IGAs) with approved business plans that are
set up within six months of receiving livelihood
grant support (Percentage)
9.5. Trained members of beneficiary households 60 70 MoHCDGEC 1 Year
reporting improved skills because of the
training provided by the PSSN program
(Percentage)
10. Public Works
10.1. Beneficiary households receiving transfer 255,756 1,250,000 MoHCDGEC 1 Year
through public works (Number)
10.2. PWP sub-projects/community assets created 16,000 27,000 MoHCDGEC 1 Year
through PSSN Program (cumulative)
(Number)
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2020/21 2025/26 Data
collection
10.3. PW subprojects with clear maintenance plan 60 70 MoHCDGEC 1 Year
and sustainability measures (%)
11. Cash Transfer
11.1. Beneficiary households receiving Cash 1,167,243 1,219,347 MoHCDGEC 1 Year
Tranfer (both conditional + Unconditional)
(Number)
11.2. Proportion of children in beneficiary 94 95 MoHCDGEC 1 Year
households aged 0-24 months old attending
health facilities regularly (Percentage)
11.3. Proportion of children in beneficiary 94 95 MoHCDGEC 1 Year
households aged 6-18 years enrolled in
primary schools with more than 80% of
attendance a month (%)
11.4. Proportion of eligible children in beneficiary 7 8 MoHCDGEC 1 Year
Households linked to secondary school
(Percentage)
11.5. Proportion of beneficiary household receiving 4 6 MoHCDGEC 1 Year
disability benefit (%)
E. Foreign Relations and Economic Diplomacy
1. Strategic Implementation of Political Diplomacy
1.1. Number of bilateral, regional, and international 50 250 MoFAEAC 1 Year
meetings participated
1.2. Number of Tanzanians involved in 2,303 3,500 MoFAEAC 1 Year
peacekeeping missions
1.3. Number of new embassies opened abroad 1 10 MoFAEAC 1 Year
1.4. Number of new consulates opened abroad 2 6 MoFAEAC, 1 Year
TIC
1.5. Number of Joint Permanent Commissions 5 30 MoFAEAC 1 Year
meetings conducted
1.6. Number of signed MoUs in areas of 15 80 MoCLA, 1 Year
53
2020/21 2025/26 Data
collection
cooperation between Tanzania and other MoFAEAC
countries
1.7. Number of neighbourhood meetings 5 40 MoFAEAC 1 Year
conducted
1.8. Number of regional and international platforms 5 6 MoFAEAC 1 Year
using Kiswahili as official language
1.9. Number of Institutions teaching Kiswahili in 5 10 MoFAEAC 1 Year
Regional and International Arena
2. Strategic implementation of Economic Diplomacy
2.1. Number of Tanzanians participating in trade 240 1,200 MoFAEAC, 1 Year
fairs and forums TANTRADE
2.2. Number of trade fairs and forums which 20 100 MoFAEAC, 1 Year
Tanzania participated TANTRADE
2.3. Number of foreign investors 86 430 MoFAEAC, 1 Year
TIC
2.4. Number of foreign tourists 1,600,000 8,000,000 MoFAEAC, 1 Year
MNRT
2.5. Number of Tanzanians trained abroad through 7,600 10,000 MoFAEAC, 1 Year
scholarships MoEST
3. Expanding Tanzania’s international outreach
3.1. Number of offices and residential buildings 3 11 MoFAEAC 1 Year
rehabilitated
3.2. Number of plots owned by the government 1 11 MoFAEAC 1 Year
abroad located in prime commercial areas
developed
F. Good governance
1. Justice Service Delivery
1.1. Accessibility to Justice Services
1.1.1. Percentage of citizens residing in regions with MoCLA, 1 Year
69 100
functional High Court JUDICIARY
54
2020/21 2025/26 Data
collection
1.1.2. Percentage of cases represented by Legal Aid MoCLA, 1 Year
0.13 2.0
Providers JUDICIARY
1.1.3. Number of IJCs constructed and made MoCLA, 1 Year
10 28
operational in select locations. JUDICIARY
1.1.4. MoCLA, 1 Year
Number of District court buildings constructed 64 139
JUDICIARY
Number of Primary court buildings constructed 649 791
JUDICIARY
Number of AG Offices Constructed in Regions 0 10
JUDICIARY
1.1.7. Number of NPS Offices Constructed in MoCLA, 1 Year
1 7
Regions JUDICIARY
Number of NPS Offices Constructed in District 1 11
JUDICIARY
Number of SG Offices Constructed in Regions 0 5
JUDICIARY
1.1.10. Number of Districts with registered Legal Aid MoCLA, 1 Year
52 138
Providers. JUDICIARY
1.1.11. Number of institutions integrated with ICT in MoCLA, 1 Year
2 8
Justice delivery services. JUDICIARY
1.1.12. % Of under -five birth registered and issued MoCLA, RITA 1 Year
55 100
birth certificate registration
1.1.13. Legal framework for insolvency reviewed and MoCLA, 1 Year
0 1
made operational MoHA, RITA
1.2. Efficiency in Justice delivery
1.2.1. Average number of days from the date of case MoCLA, 1 Year
390 350
filing to the date of case execution JUDICIARY
1.2.2. Percentage of public satisfaction on Judiciary MoCLA, 1 Year
78 80
services JUDICIARY
55
2020/21 2025/26 Data
collection
1.2.3. Average time it takes from the date of filing to MoCLA, 1 Year
the date of decision of a case, at Commercial 480 350 JUDICIARY
Court
1.2.4. Percentage of case backlog to the total MoCLA, 1 Year
5 2
pending cases in the court system JUDICIARY
1.2.5. Number of Laws and Rules of Procedure MoCLA 1 Year
410 1,410
Reviewed
1.2.6. Number of laws and rules translated from MoCLA, 1 Year
50 250
English to Swahili JUDICIARY
1.2.7. Average time it takes to respond against MoCLA, 1 Year
complaints on violation of human right in 1 Year 6 Months JUDICIARY
international and national obligations
1.2.8. Average time it takes to vet investment MoCLA, AG, 1 Year
21 14
contract
1.3. Transparency in justice delivery
1.3.1. Number of natural wealth and resources MoCLA, 1 Year
contract approved by the parliament for its 0 10 JUDICIARY
executions
1.3.2. Percentage Court decisions for High Court MoCLA, 1 Year
5 25
and Court of Appeal published online JUDICIARY
2.1. The rate of (%) improving community defence 95 MoHA 1 Year
60
systems
2.2. Number of security risks identified and 98 MoHA 1 Year
75
reported by the public (%)
2.3. Level of participation of defence and security 10 MoHA 1 Year
5
forces in economic activities (%)
2.4. Rate (%) reduction in crime rates in the 35 MoHA 1 Year
5.20
country
2.5. Rate (%) reduction in road accidents 30.50 35 MoHA 1 Year
2.6. The rate of increase and efficiency of criminal 45.10 50 MoHA 1 Year
56
2020/21 2025/26 Data
collection
cases investigations (%)
2.7. Number of trained soldiers 15,234 77,891 MoHA 1 Year
2.8. Level of access to working facilities resources 1,776 10,140 MoHA 1 Year
2.9. Number of soldiers provided better 20,688 MoHA 1 Year
11,824
accommodation
2.10. Existing rate (%) of integration with other 70 MoHA, 1 Year
52
countries on security matters MoDNS
2.11. Decreased level of security threats and cross- 8.70 35 MoHA, 1 Year
border offenses (%) MoDNS
2.12. Number of offenders trained in production and 50,000 MoHA 1 Year
self-employment 12,000
2.13. The level of value of productions in the 2,343.57 34,000.00 MoHA 1 Year
Prisons Services and Training Colleges
increased (TZS Million)
2.14. Number of Rescue events held in various 3,600 MoHA, PMO 1 Year
2,768
parts of the country
2.15. Number of fire calls attended 8,511 9,000 MoHA 1 Year
2. Improving identification and registration of citizens and non-citizens and e-immigration
services
3.1. Number of refugees identified and registered 207,644 150,000 MoHA, NIDA, 1 Year
Immigration
3.2. Population registered and provided National 22,194,288 34,080,610 MoHA, NIDA, 1 Year
Identification card Immigration
3.3. Number of public and private institutions 40 200 MoHA, NIDA 1 Year
linked to the NIDA system
3.4. Increased number of beneficiaries of various MoHA 1 Year
immigration services 968,624 17,204,620
57
58
Operational Definitions
Accountability: Obligation to demonstrate that work has been conducted in

compliance with agreed rules and standards (including performance measures).
Activity (Activities): the actions taken, or work performed to produce a given target.
Activities are what institutions do and describe processes which are largely internal
to the institution. They describe how a target is to be produced.
Appraisal: an overall assessment of the relevance, feasibility, and potential

sustainability of a series of interventions prior to a decision to undertake or fund
them.
Assumptions: Hypotheses about factors or risks which could affect the progress or
success of an intervention.
Capacity Building: a process leading to: (i) skill upgrading (both general and
specific), (ii) procedural improvements, or (iii) institutional strengthening. Capacity
building refers to investment to improve the performance of people, institutions, and
practices.
Data Management: refers to all processes related to data collection, analysis,

synthesis, and dissemination in this document.
Effectiveness: the extent to which an intervention’s objectives are achieved, or are

expected to be achieved, considering their relative importance.
Efficiency: A measure of how economic resources/inputs (funds, expertise, time,

etc.) are converted to outputs or results.
Evaluation: a periodic assessment of efficiency, effectiveness, impact,

sustainability, and relevance in the context of stated objectives.
Feedback: the dissemination of findings derived from the monitoring and evaluation
process to parties who find them relevant and useful to facilitate learning. This may
involve the collection and dissemination of findings and conclusions.
Framework: provides guidance on selected models that provide descriptive linkages

of M&E issues in a specific sector, program, or agency.
Goal: A statement concerning the successful realization of an impact.
Governance: the way in which power and authority influence public life, especially
59
economic and social development.
Indicator: a number having a particular measurement purpose. A quantitative or

qualitative factor or variable that provides a simple and reliable means to measure
achievement, to reflect the changes connected to an intervention, or to help assess
the performance of a party or institution, or a variable that allows the verification of
changes in the development intervention or shows results relative to what was
planned. Indicators are usually indirect measures of an underlying phenomenon or
quality (the way "smoke indicates fire") and are usually stated in a SMART format.
Indicators are often dis-aggregated to compare results and frequently have time-
specified target and baseline values.
Input: the financial, human, and material resources used during the completion of an
activity. Inputs are frequently measured in terms of financial costs.
Learning: The process through which information generated from Monitoring and
Evaluation is reflected upon and intentionally used to continuously improve an
intervention's ability to achieve results.
Monitoring and Evaluation Framework: A performance-based framework for

monitoring and evaluating informed decisions made by high-level officials.
Monitoring and Evaluation Plan: It is an integral part of the component of the

strategy that addresses all the monitoring and evaluation activities of the strategy
identified in the Monitoring and Evaluation Framework.
Monitoring: The routine tracking and reporting of priority information about a

program against its intended targets.
Output: The products, goods, and services that result from an intervention may also
include changes (usually of an immediate nature) that occur because of the
intervention and are relevant to the outcomes.
Performance: the degree to which an intervention or an implementer operates

according to specific criteria.
Results: the output, outcome, or impact (intended or unintended, positive and/or

negative) of a development intervention.
Results-Based Management (RBM): a management strategy focusing on

performance and achievement of outputs, outcomes, and impacts.
Stakeholders: all of those who have an interest (either direct or indirect) in an

60
institution, its activities, and its achievements. These may include clients or
customers, partners, employees, shareholders/owners, governments, or regulators.
Sustainability: the continuation of benefits from an intervention after the intervention

has been completed. It is the probability of continued long-term benefits. The
resilience to risk of the net benefit flows over time.
61

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Final MES English

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UNITED REPUBLIC OF TANZANIA

THE THIRD NATIONAL FIVE-YEAR DEVELOPMENT PLAN 2021/22 – 2025/26

MONITORING AND EVALUATION STRATEGY

MINISTRY OF FINANCE AND PLANNING

CHAPTER ONE ......................................................................................................... 1

CHAPTER TWO ......................................................................................................... 5

CHAPTER THREE ................................................................................................... 12

CHAPTER FOUR ..................................................................................................... 22

Annex I: National Indicators ..................................................................................... 24

Operational Definitions ............................................................................................. 59

ADP Annual Development Plan

During preparation of FYDP II, the Government designed a Monitoring and

FYDP II MES, it managed to provide informative reports for corrective policy

The FYDP-III M&E strategy is embedded in the government's operational structure

(b) Medium-Term Strategic Planning and Budgeting: The MTSPB is prepared to

(c) Results-Based Management (RBM): This is a management strategy focusing

(d) National Project Management Information System: This is a web-based

(e) PO-RALG Monitoring and Evaluation Framework: The framework was

1.2 Objectives of the MES

1.3 The Process of Developing FYDP III-MES

1.4. Layout of FYDP III – MES

Strategic Positioning of MES in FYDP III

2.1 Conceptual Framework of the FYDP III

The sought-for competitiveness, industrialisation and service deepening, and trade

2.2 Results framework for FYDP III

Table 1: Impact Indicators

2.5 Flagship Projects

These 17 flagship projects include: Construction of New Central Railway Line to

3.1 MES Deliverables

(i) Quarterly Implementation Reports

1. 10B Project Implementation - Quarterly Performance Assessment Form

2. 12B Quarterly Cumulative Milestone (Priority) Monitoring Form

3. 12C Outcome Indicator Monitoring Form

4. 13A Quarterly Cumulative Financial Overview Form

5. 13B Quarterly Cumulative Financial Detailed Form

6. 13 (C1-C5) Council Financial Report

7. 15B Framework for Mainstreaming Employment Creation in Sector

(ii) Mid-Year Implementation Reports

(iii) Annual Implementation Reports

(iv) Flagship Project Reports

(v) Mission Reports for Project Inspection

(vi) Thematic Analytic Reports

(vii) Tanzania Multidimensional Poverty Reports

(viii) Tanzania Human Development Reports

(ix) Evaluation Reports

(iv) Census and Surveys

(v) Independent Studies and Research

(vi) Use of Data Management Systems

(vii) Desk Review

(viii) Commissioned Studies

3.3 Key interventions

(i) Enhance Analytical Capacity of Stakeholders

(ii) Harmonized/Standardized Data Collection Tools and Systems

(iii) Continued Upgrading of ICT Facilities

(iv) Adequate Funding of Research and surveys

(v) Strengthen the Competitive Recruitment of Competent Consultants

(vi) Strengthening Routine Monitoring of Implementation

(vii) M&E Support Facilities

(viii) Strengthen Institutional Framework

3.4 Institutional Framework for FYDP III MES

(i) Inter-Ministerial Technical Committee

(ii) Inter-Institutional Steering Committee

(iii) Sectoral Technical Committees

(iv) Ministry of Finance and Planning