Vision 2025
TANZANIA DEVELOPMENT VISION
2025
Published July, 1999 by:
THE PLANNING COMMISSION -DAR ES SALAAM - TANZANIA
TABLE OF CONTENTS
1.0 DEVELOPMENT VISION
1.1
The Concept
1.2 The Tanzania
Vision 2025
1.2.1 High Quality
Livelihood
1.2.2 Peace, Stability and
Unity
1.2.3 Good Governance
1.2.4 A well Educated and
Learning Society
1.2.5 A strong and
Competitive Economy
2.0 TANZANIA PAST VISIONS AND
IMPEDIMENTS
2.1
Tanzania's Past Visions
2.2 Impediments
2.2.1 Donor-Dependence
Syndrome and a Dependent
and Defeatist
Development Mindset
2.2.2 A Weak Economy and Low
Capacity for
Economic
Management
2.2.3 Failures in Governance
and Organization for
Development
2.2.4 Ineffective
Implementation Syndrome
3.0 THE TARGETS OF THE VISION
2025
3.1
High Quality Livelihood
3.2 Good
Governance and the Rule of Law
3.3 A Strong
and Competitive Economy
4.0
DRIVING FORCES FOR THE REALIZATION OF THE VISION
4.1
Developmental Mindset and Empowering Culture
4.2 Competence
and Competitiveness
4.3 Good
Governance and the Rule of Law
5.0
IMPLEMENTING THE VISION
6.0
CONCLUDING REMARKS
1.0 DEVELOPMENT VISION
1.1 The Concept
By the mid-1930s, the government had
realized that the past development policies and
strategies were not adequately responding to changing
market and technological conditions in the regional and
world economy and were also not adapting to changes in
the domestic socioeconomic conditions.
In response, beginning rnid-1936, the
Government adopted socio-economic reforms, which
continue to be implemented to date. However, it has
increasingly become apparent to the Government and its
people that a national long-term development philosophy
and direction do not adequately inform these
socioeconomic reforms.
It was out of the realization that
these reforms had to be underpinned by a long-term
development philosophy, if they were to be owned and
sustained by the people, that the idea of formulating a
national vision emerged. Moreover, the Government
recognized the importance of re- kindling the hopes and
expectations of the people as well as their patriotism
and nationalistic aspirations thus reinforcing the need
for a national vision.
A vision for development is an
articulation of a desirable future condition or
situation which a nation envisages to attain and the
plausible course of action to be taken for its
achievement. A national vision therefore seeks to
actively mobilize the people and other resources towards
the achievement of shared goals. A shared vision arouses
people's aspirations and creates the spark that lifts
the nation out of the mundane. In the process, it
instills the courage and determination to rise to
challenges at the individual, community and national
levels. A vision is a vehicle of hope and an inspiration
for motivating the people to search and work harder for
the betterment of their livelihood and for posterity.
1.2 The Tanzania
Vision 2025
A Tanzanian who is born today will be
fully grown up, will have joined the working population
and will probably be a young parent by the year 2025.
Similarly, a Tanzanian who has just joined the labor
force will be preparing to retire by the year 2025 What
kind of society will have been created by such
Tanzanians in the year 2025? What is envisioned is that
the society these Tanzanians will be living in by then
will be a substantially developed one with a high
quality livelihood. Abject poverty will be a thing of
the past. In other words, it is envisioned that
Tanzanians will have graduated from a least developed
country to a middle income country by the year 2025 with
a high level of human development. The economy will have
been transformed from a low productivity agricultural
economy to a semi-industrialized one led by modernized
and highly productive agricultural activities which are
effectively integrated and buttressed by supportive
industrial and service activities in the rural and urban
areas. A solid foundation for a competitive and dynamic
economy with high productivity will have been laid.
Consistent with this vision, Tanzania of 2025 should be
a nation imbued with five main attributes:
High quality livelihood
Peace, stability and unity
Good governance
A well educated and learning society
A competitive economy capable of
producing sustainable growth and shared benefits.
1.2.1 High
Quality Livelihood
Ideally, a nation's development
should be people-centered, based on sustainable and
shared growth and be free from abject poverty.
For Tanzania, this development means that the creation
of wealth and its distribution in society must be
equitable and free from inequalities and all forms of
social and political relations which inhibit empowerment
and effective democratic and popular participation of
all social groups (men and women, boys and girls, the
young and old and the able-bodied and disabled persons)
in society. In particular, the year 2025, racial and
gender will have redressed imbalances such that economic
activities will not be identifiable by gender or
race. All social relations and processes which
manifest and breed inequality, in all aspects of the
society (i.e., law, politics, employment, education,
culture), will have been reformed.
1.2.2 Peace,
Stability and Unity
A nation should enjoy peace,
political stability, national unity and social cohesion
in an environment of democracy and political and social
tolerance. Although Tanzania has enjoyed national unity,
peace and stability for a long time, these attributes
must continue to be cultivated, nurtured and sustained
as important pillars for the realization of the Vision.
1.2.3 Good
Governance
Tanzania cherishes good governance
and the rule of law in the process of creating wealth
and sharing benefits in society and seeks to ensure that
its people are empowered with the capacity to make their
leaders and public servants accountable. By 2025. good
governance should have permeated the national
socioeconomic structure thereby ensuring a culture of
accountability, rewarding good performance and
effectively curbing corruption and other vices in
society.
1.2.4 A Well
Educated and Learning Society
Tanzania envisages being a nation
whose people are ingrained with a developmental mindset
and competitive spirit. These attributes are driven by
education and knowledge and are critical in enabling the
nation to effectively utilize knowledge in mobilizing
domestic resources for assuring the provision of
people's basic needs and for attaining competitiveness
in the regional and global economy. Tanzania would brace
itself to attain creativity, innovativeness and a high
level of quality education in order to respond to
development challenges and effectively compete
regionally and internationally, cognizant of the reality
that competitive leadership in the 21st century will
hinge on the level and quality of education and
knowledge.
To this effect, Tanzania should:
Attain self-reliance driven by the psychological
liberation of the mindset and the people's sense of
confidence in order to enable the effective
determination and ownership of the development agenda
with the primary objective of satisfying the basic needs
of all the people - men. women and children.
be a nation whose people have a
positive mindset and a Culture which cherishes human
development through hard work, professionalism,
entrepreneurship, creativity, innovativeness and
ingenuity and who have confidence in and high respect
for all people irrespective of gender. The people must
cultivate a community spirit, one which, however, is
appropriately balanced with respect for individual
initiative.
be a nation with high level of
education at all levels; a nation which produces the
quantity and quality of educated people sufficiently
equipped with the requisite knowledge to solve the
society's problems, meet the challenges of development
and attain competitiveness at regional and global
levels.
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1.2.5 A Strong and
Competitive Economy
Tanzania should have created a
strong, diversified, resilient and competitive economy
which can effectively cope with the challenges of
development and which can also easily and confidently
adapt to the changing market and technological
conditions in the regional and global economy.
2.0 TANZANIA PAST VISIONS AND
IMPEDIMENTS
2.1 Tanzania's Past Visions
Tanzania has gone through two
national Visions: first, the Vision to achieve
independence. Every Tanzanian understood and
accepted that goal, which was a basic human right.
However, having attained independence, it was realized
that not everybody understood his or her consequent
obligation; namely, that enjoying the fruits of
independence implied hard work. Hence the
post-independence catchword "Uhuru ni Kazi". That
catchword was intended to exalt the importance of hard
work in realizing the development, which was championed
in the struggle for independence.
The second national Vision was the
Arusha Declaration. It articulated a philosophy of
socioeconomic liberation based only socialism and
self-reliance as the long-term national goal of
Tanzanians. The Declaration was accepted by the majority
of Tanzanians and galvanized them behind its
realization. Thus since February 1967, the development
vision of Tanzania as well as the policies for social
and economic transformation have been guided by the
principles and programs enshrined in the Arusha
Declaration.
It is notable. however, that the
strategy of the Arusha Declaration did not Sufficiently
address the complexity and dynamic character of policies
and incentive structures which were necessary to
effectively drive the development process. The strategy
was based overly on state-control of the major means of
production, exchange and distribution and on the
prospect of a growing and viable public sector (through
public investment), as the principal engine of economic
growth and development.
Notwithstanding these strategy
shortcomings, the Arusha Declaration credibly sought to
realize a set of fundamental moral, spiritual, ethical
and civil values that stand the test of time.
Thus Tanzania today prides itself of
and enjoys national unity, social cohesion, peace and
stability largely as a result of the Declaration's core
social values. These values have to be acknowledged
and should form part of the underlying underpinnings of
the Vision 2025.
2.2 Impediments
The central thrust of the first two
visions was the commitment to achieve substantial
progress in attaining higher standards of living as
reflected in the various development plans. In
particular, Tanzania vowed to eradicate poverty,
ignorance and disease. And although reasonable progress
has been achieved in the fields of education and health,
there is concern that the momentum and the level of
progress made in these areas has not been equal to
expectations. In fact, during the 1930s, the signs of
reversal in some of the achievements became evident. In
this context, the underlying factors and forces which
have persistently impeded the realization of the goals
of the development plans and programs need to be
identified in order to engineer a break from the past
and to deploy more appropriate driving forces to assure
socioeconomic progress for the future.
Four main impediments have been
identified:
a
donor dependency syndrome and a dependent and
defeatist developmental mindset.
a
weak and low capacity for economic management.
 failures
in good governance and in the organization of
production;
and
ineffective implementation syndrome.
2.2.1 Donor-Dependency
Syndrome and a Dependent and Defeatist Developmental
Mindset
The mindset of the people of Tanzania
and their leaders has succumbed to donor- dependency and
has resulted in erosion of initiative and lack of
ownership of the development agenda. This condition has
not been conducive to addressing the development
challenges with dignity, confidence,
determination and persistence through hard work and
creativity. The educational system has not been
structured to counter this deterioration in the
ownership of the development agenda and in fostering
self- confidence in the determination of the nation's
destiny.
The following characteristics have
become evident:
External dependence and the erosion
of confidence, dignity and determination have
demobilized the ability to effectively utilize human,
physical and mental capacities to take initiative and
to earnestly search for creative options to solve
developmental problems. As a result, considerable
potential capabilities in Tanzania have not been
effectively marshaled and deployed for
development.
The mindset of the leaders and
people of Tanzania has neither been supportive of hard
work, ingenuity and creativity, nor has it provided a
conducive environment for these attributes to emerge.
Thus, there is a high degree of apathy and lack of
accountability and self- motivation. Initiative,
ingenuity, creativity and innovativeness in society
are at low ebb. Consequently, a culture of admiring
"effortless" success has erupted and, with it,
productive of individual initiative and the spirit of
community development have not taken a positive
shape.
The level and quality of education
that has been attained has not been adequate to meet
the growing development challenges and to enable the
search for solutions to the development problems that
confront the nation. In particular, education
has not adequately and appropriately been
geared to integrate the individual into the community.
Equally, it also has not been able to innovatively
engage Tanzanians in entrepreneurship and
self-employment.
2.2.2 A Weak Economy and Low
Capacity for Economic Management
The capacity for economic management
has not been in concert with the demands for
macro-economic stability and has not responded to
changing conditions as quickly as it should. Generally,
there has been some degree of macro-economic
instability. Policy response to changing conditions has
been slow. Assuming that all other factors were
constant, this situation would impute a lack of
policy-making capacity to anticipate and effectively
respond to changing conditions. As a result, an
environment, which has not been conducive to the
sustenance of economic stability necessary for an
appreciable and continuous flow of investments, has been
created. Further aggravating this situation has been the
excessive use of administrative controls extending to
non-strategic spheres and even precluding the
mobilization of capabilities outside the government. The
excessive uses of administrative controls and
regulations have negated the possibility of harnessing
market forces to achieve development objectives with the
result that the economy has become weak.
The general picture of the Tanzanian
economy reflects the following:
The economy has remained largely
untransformed. Agriculture, the backbone of the
economy, continues to lie dependent mainly on rainfall
and on backward technology. Thus agricultural
productivity is low and erratic.
Productivity levels in other
sectors have equally remained low. The available
domestic resources have not been adequately mobilized
and effectively utilized to promote development on a
robust and sustainable basis. This low level of
productivity also reflects a low degree of creativity
and innovativeness including the low level of
utilization of science and technology.
The structure of the economy has
continued to be dominated by primary production, thus
making the economy seriously vulnerable to frequent
changes in international commodity market conditions
and newer technologies which significantly use less
raw materials.
Development has generally been
characterized by a low level of mobilization of
domestic natural, human and financial resources to
produce wealth and to raise the standards of living of
the people.
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2.2.3 Failures in
Governance and Organization for Development
0ver time, and particularly in recent
years, there are indications that there is a risk of
cracks in social cohesion and national unity taking
shape. Corruption and other vices in society have been
on the increase. This situation raises great concern.
The rule of law and the voices of the people in the
development process have tended to be weak. The national
institutional and organizational structures have not
been reviewed to cope with the demands of the on-going
reforms. As a result, these structures have not been
supportive of evolving social relations, which promote
the participation of all partners in development and
have equally failed to effectively mobilize domestic
resources and capabilities to meet the emerging
challenges of market-oriented and private sector-led
development.
2.2.4 Ineffective
Implementation Syndrome
Tanzanians have developed a
propensity to prepare and pronounce plans and programs,
and ambitions, which are not, accompanied by effective
implementation, monitoring and evaluation mechanisms. As
a result, implementation has been weak. This Situation
has given rise to the erosion of trust and confidence
among the people on their leaders. It is evident that
the people are now less enthusiastic about participating
in national endeavors. Apathy has set in.
3.0 THE TARGETS OF THE
VISION 2025
The Tanzania Vision 2025 aims at
achieving a high quality livelihood for its people,
attain good governance through the rule of law and
develop a strong and competitive economy. It is
envisioned that the following specific achievements
would be attainable by the year 2025:
3.1 High Quality Livelihood
A high quality livelihood for all
Tanzanians is expected to be attained through
strategies, which ensure the realization of the
following goals:
Food self-sufficiency and food
security.
Universal primary education, the
eradication of illiteracy and the attainment of a level
of tertiary education and training that is commensurate
with a critical mass of high quality human resources
required to effectively respond and master the
development challenges at all levels.
Gender
equality and the empowerment of women in all
socioeconomic and political relations and cultures.
Access
to quality primary health care for all.
Access
to quality reproductive health services for all
individuals of appropriate ages.
Reduction
in infant and maternal mortality rates by
three-quarters of current levels.
Universal
access of safe water.
Life
expectancy comparable to the level attained by typical
middle income countries.
Absence
of abject poverty.
3.2 Good Governance and the
Rule of Law
It is desired that the Tanzanian
society should be characterized by:
Desirable moral and cultural
uprightness.
Strong adherence to and respect for
the rule of law.
Absence of corruption and other
vices.
A learning society that is confident
learns from its own development experience and that of
others and owns and determines its own development
agenda.
3.3 A Strong and Competitive
Economy
The economy is expected to have the
following characteristics:
A diversified and semi-industrialized economy with a
substantial industrial sector comparable to typical
middle-income countries.
Macro-economic stability manifested by a low inflation
economy and basic macro-economic balances.
A growth rate of 3% per annum or more.
An adequate level of physical infrastructure needed to
cope with the requirements of the Vision in all
sectors.
An active and competitive player in the regional and
world markets, with the capacity to articulate and
promote national interests and to adjust quickly to
regional and global market shifts.
It is also envisaged that fast growth will be pursued
while effectively reversing current adverse trends in
the loss and degradation of Current environmental
resources (such as forests, fisheries, fresh water,
climate. soils, biodiversity) and in the accumulation
of hazardous substances.
4.0 DRIVING FORCES FOR THE REALIZATION
OF THE VISION
The Vision 2025 can be realized if
Tanzanians capitalize on their strengths and engage the
appropriate driving forces for development and
effectively avoid the impediments which have held back
their development. The major strengths, which
Tanzanians must capitalize on, are national unity,
social cohesion, peace and stability. However, these
assets, born out of the Arusha Declaration, should not
be taken for granted. They have been cultivated over a
long period of time and are the pillars upon which the
hopes and expectations of the majority of Tanzanians
rest. Indeed, there are indications that, in recent
years, the momentum derived from these hopes and
expectations has been on the decline. The present
challenge is to ensure that deliberate efforts are made
to rekindle the hope, confidence, faith and commitment
among the men, women and the entire citizenry if the
goals of the Vision are going to be realized, taking
into account the changing conditions.
It is evident that both the global
and the Tanzanian economy have changed fundamentally
since the adoption of the Arusha Declaration. Tanzanians
will therefore have to adapt to these new changes and
realities. Specifically, it is important to recognize
the following new characteristics of the national and
global economy:
the on-set of political and economic pluralism.
exposure of the limitations of policies of public
sector-led development and administrative control of
the economy in a centrally planned fashion.
the recognition of individual initiative and the
private sector as the central driving force for
building a strong, productive and renewing economy.
state welfare responsibilities are more focused on
cost- effective ways of enhancing access to and the
quality of social services.
the fast changing market conditions and technological
developments.
the determinants of international economic relations
are being influenced by post-cold war geopolitical
factors.
nation-state economic behavior is being transformed by
the globalization and regionalism, trends, which
undermine inward looking economic nationalism.
These characteristics pose new
challenges which demand the adoption of new driving
forces capable to graduate Tanzania from a least
developed Country to a middle income country with a high
level of human development characterized in improvements
in the quality of livelihood of the people. In this
context, the following three key driving forces need to
be promoted and utilized:
a developmental mindset imbued with confidence,
commitment and empowering cultural values.
competence and a spirit of competitiveness; and
good governance and the rule of law.
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4.1 Developmental Mindset and
Empowering Culture
High priority must be given to
education and continuous learning. Equally, the
effective transformation of the mindset and culture to
promote attitudes of self development, community
development, confidence and commitment to face
development challenges and exploit every opportunity for
the improvement of the quality of livelihood is of prime
importance. The effective ownership of the development
agenda coupled with the spirit of self-reliance, at all
societal levels, are major driving forces for the
realization of the Vision. Tanzanians should learn to
appreciate and honor hard work, creativity,
professionalism and entrepreneurship and strive to
develop a culture of saving and investment.
The key elements of this
developmental mindset and empowering Culture are the
following:
(i) Development oriented culture
of hard work and creativity
A progressive and development
oriented culture needs to be evolved to link the
people's way of life to the attainment of the goals of
the development vision with particular regard to
cultivating and nurturing a culture of
entrepreneurship and self-development. Eventual
evolvement will be through creative and innovative
hard work, responsibility, discipline, respect for
life, education, saving, investment and fostering
self-confidence and self esteem among individuals.
(ii) Culture of Saving and
Investment
A Culture and habit of saving and
investing productively to generate wealth for
individuals. households, communities and the nation
have to be cultivated and promoted. In the same vein,
a culture of wealth creation and accumulation for
development must also be reinforced by a culture of
maintenance to prevent unnecessary loss of capital
stock.
(iii) Developmental Community
Spirit
A positive community spirit well
balanced with individual initiative in the promotion
and management of socioeconomic development activities
and in other national affairs, at all levels of
society, should be developed by inculcating a culture
of sharing of ideas and facilities within communities
and between communities as one way of pooling
resources for the good of all.
(iv) Broad Human Development
Strategy
There is need to promote a broad
human development investment strategy which involves a
wide range of players as well as a broad resource base
which embraces individuals, families, communities,
agencies and corporate bodies.
(v) A Learning Society
The society should be encouraged to
learn continuously in order to upgrade and improve its
capacity to respond to threats and to exploit every
opportunity for its own betterment and for the
improvement of its quality of life.
(vi) Incentive System to reward
such attributes as excellence, creativity, innovation
The management environment should
be transformed at all levels. This can be achieved by
putting into place incentives that encourage and
reward individuals, groups and firms to embrace
initiative, creativity, innovativeness and excellence.
This transformation must be reflected in the education
system, training institutions, recruitment and
promotion processes and in business culture.
(vii) Education is a Strategic
change Agent
Education should be treated as a
strategic agent for mindset transformation and for the
creation of an well-educated nation, sufficiently
equipped with the knowledge needed to competently and
competitively solve the development challenges which
face the nation. In this light. the education system
should be restructured and transformed qualitatively
with a focus on promoting creativity and problem
solving.
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4.2 Competence and
Competitiveness
Competence of the nation in the
management of development will be achieved when the
government provides a conducive environment for actors
to effectively harness domestic resources in order to
attain competitiveness in their diverse economic
activities. Competence and competitiveness as driving
forces, will be realized through sound macro-economic
policies, adequate and reliable infrastructural
development, quality education, effective utilization of
domestic resources, higher productivity and
strengthening of the capacity to effectively anticipate
and respond to external changes.
Among the strategies for the
realization of this goal are the following:
(i) Sound Macroeconomics
Management
Reorientation of the role of
government and the enhancement of its core competence
in providing leadership through public policy deserve
the highest priority. The aim being to ensure
stability, continuity and predictability of the
environment in which economic decisions are made.
There is need to put in place a sound and stable
macroeconomics environment recognizing the prime
importance of getting the macroeconomics fundamentals
right and their resultant role in attaining high
levels of domestic savings and investment, promoting
price stability and the management of macroeconomics
balances to ensure that the Tanzanian society does not
live beyond its means.
(ii) Infrastructural
Development
Investment in infrastructure must
be accorded the highest priority and be spearheaded by
the government. This investment must also involve
the private sector and communities generally. In
particular, the development of the road network is
absolutely essential for promoting rural development.
Investment in energy, water and telecommunications is
also central to the stimulation of local and foreign
investment and for creating wealth and
employment-generating activities.
(iii) Promotion of Science and
Technology Education
The education system must instill a
science and technology culture from its lowest levels,
giving a high standard of education to all children
between the ages of 6 to 15. Basic sciences and
mathematics must be accorded signal importance in
keeping with the demands of the modem technological
age. Science and technology education and awareness of
its applications for promoting and enhancing
productivity should permeate the whole society through
continuous learning and publicity campaigns.
(iv) Promotion of Information
and Communication Technologies (ICTs)
Advanced micro-electronic
information and communication technologies (ICTS) are
central to a competitive social and economic
transformation. ICT costs are continuing to fall
while their capabilities and resultant profitability
enhancements are increasing. These technologies are a
major driving force for the realization of the Vision.
They should be harnessed persistently in all sectors
of the economy and should be put to the benefit of all
social groups with a view to enabling the meeting of
basic needs of the people, increasing productivity and
promoting competitiveness.
The new opportunities, which the
ICTs are opening up, can be harnessed to meet the
goals of the Vision. However, appropriate skills and
capabilities would have to be put in place. This task
demands that adequate investments be made to improve
the quality of science-based education and to create a
knowledge society generally.
(v) The Utilization of Domestic
Resources
The mobilization and effective
utilization of domestic resources (natural, financial
and human) is the foundation on which the realization
of the Vision rests. These resources should be
utilized to build adaptive capacity for promoting
economic activities that enjoy comparative and
competitive advantages with a view to minimize the
impact of external economic shifts and shocks.
(vi) Transformation of the
economy towards competitiveness
Increasing the level of
productivity in all sectors should raise the quality
of livelihood. Transforming the economy into a strong,
resilient and competitive one, buttressed by science
and technology can achieve this goal. The strategy to
be adopted is that of transforming the economy from a
predominantly agricultural one with low productivity
to a diversified and semi-industrialized economy with
a modem rural sector and high productivity in
agricultural production which generates reasonably
high incomes and ensures food security and food
self-sufficiency. The diversification of the economy
must be based on a dynamic industrialization program
focused on local resource-based industries
(agro-industries) and capable of meeting the needs of
other sectors whilst continuously developing
activities that have dynamic comparative advantages.
(vii) Development of the capacity
to anticipate and respond to external changes
The capacity to anticipate and
effectively respond to external changes must be
developed as a driving force in a world of changing
market, technological and environmental conditions.
High priority must be given to organizational learning
and creativity in response to the challenges of nature
(including disasters) and to developments in the
regional and global economy.
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4.3 Good Governance and The
Rule of Law
Governance must be made an instrument
for the promotion and realization of development,
equity, unity and peace buttressed by the rule of law
and involving public participation in the war against
corruption and other vices in society. Good Governance
must permeate the modalities of social organization,
coordination and interaction for development. An
institutional framework can achieve this, which is
capable of mobilizing all the capacities in society and
coordinating action for development. Good governance
must be cultivated by promoting the culture of
accountability and by clearly specifying how incentives
are provided for and related to performance and how
sanctions are imposed.
An appropriate institutional
framework is needed to exhort and exhilarate the
commitment of men, women and youths to stimulate
creativity, galvanize diverse efforts and recognize and
reward deserving performance. Three basic principles
underpin this institutional framework:
(i) Unleashing the power of
the Market and the Private Sector
Harnessing the power of the market
and the dynamism of private initiative to achieve a
high economic growth.
(ii) Striking a balance
between the State and other institutions
The role of the State and its new
place in the economy must be clearly redefined to
permit and facilitate various actors (e.g. the family,
business enterprises and civic organizations) to
participate in the market in the context of national
and global realities.
Specifically, the role of the State
must be to:
ensure that a legal and regulatory
framework is in place and functioning.
undertake directly and encourage
other actors to undertake investments in
infrastructure development.
undertake directly and encourage
others to invest in education and training.
ensure efficiency and commitment to
developing and building the State's capacity to
facilitate and regulate the development process
including influencing and facilitating strategic
investments and selective industrial support.
ensure that markets permit a wide
participation of the men, women, youths and the entire
citizenry in activities which enable the realization
of the Vision. The government will have to put in
place affirmative action programs that provide special
support for promoting the participation of all the
indigenous population in the wealth creation and
ownership process. These programs will need to be
effectively supported to ensure that the place of the
indigenous Tanzanians in the ownership and control of
the economy is enhanced; and
ensure that mechanisms for
promoting dialogue, consultations and networks of
various actors in development are put in place and are
made to work.
(iii) Promoting Democracy and
Popular Participation
Deliberate efforts must be made to
empower the people and catalyze their democratic and
popular participation. The strategy should entail
empowering local governments and communities and
promoting broad-based grassroots participation in the
mobilization of resources, knowledge and experience
with a view to stimulating initiatives at all levels
of society.
5.0 IMPLEMENTING THE VISION
Effective realization of the
Development Vision 2025 hinges on its
implementation. Key prerequisite for effective
implementation of the Development Vision 2025. These are
good governance and competitiveness of the economy. It
is obvious that these forces cannot happen by themselves
but have to be deliberately grown and nurtured. In this
regard, if it so happens (for instance) none of these
prerequisites are created, there is obvious possibility
that by the year 2025 there would be no positive impact
on the quality of life of the people and instead it
would increasingly worsen year after year. If there
would be good governance and a weak economy or a
competitive economy and weak governance there would be
some possibilities of realizing some positive results
although by all means, these achievements cannot be
sustainable and thus would not be effective in improving
the quality of life of the people. The economy cannot be
sustained if there is weak leadership and the positive
impact of good governance would not be realized with a
declining economy. Sustainable realization of the
Development Vision 2025 would therefore hinge on the
combination of good governance and a strong, competitive
economy.
Tanzania's experience reflects
clearly the important role of leadership in the
development of its men and women. At the promulgation of
the Arusha Declaration, good governance was identified
as one of the key prerequisites for attaining the
development goals of the Declaration. Various policies
were adopted aiming at attaining rapid transformation of
the socioeconomic structure and improving the quality of
life of men and women of which sensitization of the
society at large for the purpose of realizing effective
implementation of these policies was accorded high
priority. Along with this, various training programs to
build up capacities or skills for those responsible for
implementation were prepared and implemented.
Just as it was for the Arusha
Declaration good governance is essential for the
successful realization of the Development Vision 2025.
It is essential that the leadership has a developmental
mindset and is able to interpret these views in
executing their daily duties. It is also essential for
the leadership to have the capacity to build and support
existence of an effective administrative system that
would effectively follow-up and manage the
implementation process. This also requires availability
of a leadership which continuously learns, listens and
which is tolerant to opposing views and opinions of
various groups of the society. In this regard,
appropriate measures to prepare the leadership to adapt
to this new framework have to be put in place and or in
those areas where these measures are already effective
be strengthened. In addition to building capacities, it
will be essential for the implementers to be of the same
mind-set and vision as their leaders.
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There is a very close relationship
between the quality of life of the society as well as an
individual and the capacity of the economy in which it
enables an individual, society and the nation at large
to live and sustain higher quality of life. Tanzania has
ample experience in this area. Until the mid 1970s the
Tanzania economy was strong and growing at an average
rate of between 5 - 6 percent per annum and the
inflation rate was considerably low. The high level in
the standards of living of the people which was attained
then is largely attributed to that high level of
economic growth. Failure to sustain such standard of
living in the latter years was a consequence of economic
instability which occurred during that period. Standards
of living deteriorated despite the fact that the economy
was much better than it had been in the 1960s and 1970s.
The economy started to stagnate and was reflected by a
slowing down of economic growth and high rates of
inflation.
In order to attain real economic
recovery and surpass the levels of 1960s and 1970s, it
is essential to ensure existence of a stable economy
with a high rate of growth. What is required therefore
is to build a strong and resilient economy that is
capable of responding accordingly and capitalize on the
benefits resulting from an increasingly competitive
environment. The leadership and implementers
will be expected to identify the appropriate policies
and strategies that would enable the nation to attain
such an economic structure.
The implementation of the Development
Vision 2025 should fundamentally embody the following
attributes:
(i) Development Mindset and
Competitiveness
In order for the Tanzania Society
to attain this level, there is need to:-
Ensure existence of sound economic
management,
Increasingly promote investment in
infrastructure by involving Government, private sector
and various communities of the society;
Reactivate the commitment to
self-reliance, and recultivate resourcefulness and
savings culture in order to curb and overcome the
donor dependency syndrome which has led many
Tanzanians into unprecedented apathy;
Transform the education system so
that it can develop the human capital in tandem with
the socioeconomic changes envisaged in the Vision
2025. The curriculum at various levels of education
should be overhauled along side the needs of
implementing the vision 2025.
(ii) Democratization and
Popular Participation
In order for the Tanzania Society
to reach this level, there is a need to: -
Create an open and democratic
society that provides equal opportunity to every
person. This entails creation of an active and
participatory civil society in the articulation of its
needs and in taking pride to fulfill its societal
responsibilities:
Sensitize society to use the
democratic election mechanism at its disposal to elect
good, incorruptible and responsible leaders. Leaders
with personal integrity, committed to the development
of society and to the pursuit of the interests and
welfare of the whole society;
Improve public service delivery by
ensuring that public servants are accountable to the
people;
Permit a greater role for local
actors to own and drive the process of their
development. Local people know their problems best and
are better placed to judge what they need, what is
possible to achieve and how it can effectively be
achieved;
Decentralize the political
administration and the fiscal structure roles and
responsibilities on the basis of the principle of
subsidiarity to commit individuals, households,
communities and local government to the pursuit of the
common Vision goal;
(iii) Monitoring, Evaluation and
Review
This framework is essential in
order to:-
Ensure that the process of
evaluation and monitoring is used to track down
progress towards the realization of the Development
Vision goals. The best way to track down such progress
is to start with "The envisioned end-results" and work
backwards to map out the milestones;
Develop specific performance
benchmarks and measurable outputs to assist in
monitoring the process of implementing the Development
Vision goals;
Review the Development Vision in
every five years so to gauge how the nation is faring
and what adjustments need to be made as part of a
regular evaluation and monitoring exercise.
Establish an efficient system of
information and communication to facilitate timely
monitoring and evaluation and ensuring a synergy
between the various actors in society.
(iv) Governance and the Rule of
Law
Existence of this framework
requires the society to:-
Build the capacity of the public
sector, civil society, media, parliament, the law
enforcement institutions and others inside and outside
the government as a means to build accountability to
the concerns public;
Sensitize the people and raise
their level of awareness as necessitated by the need
to implement the Development Vision;
Adopt strategies to build integrity
by promoting accountability and transparency;
Ensure that all service delivering
institutions provide correct information and analysis
in response to their obligations to society;
Enshrine and entrench the pillars
and core values of the Development Vision into the
Union Constitution to make them sacrosanct and thereby
galvanizing Tanzanians behind their practical
realization.
6.0 CONCLUSIONS
The Tanzania Development Vision 2025
seeks to realize patriotism, nationalism and to
strengthen national cohesion of all the people in
society, taking into consideration current environment
in the economic, political and other relevant factors.
The National cohesion will be realized only when the
implementation of the Development Vision entails equal
opportunities for the participation of all the people
and the same opportunities extended to all the people
for the enjoyment of the fruits of its achievements. The
formulation of the Development Vision 2025 has been
realized through a national consensus, which involved
extensive consultations with the various groups in
Tanzania society in the form of workshops, interviews,
meetings, etc. It is emphasized that the Development
Vision's implementation be equally participatory. For it
is only through such a participatory process that the
Development Vision will acquire a people-centered and
people-driven character, which is the main foundation
for obtaining the people's genuine commitment towards
ensuring the realization of their goals.
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