2017/18 – 2021/22 - Tanzania Tourist Board · TNTB Tanganyika/Tanzania National Tourist Board ... this strategic plan is to enable TTB to perform its functions ... Medical tourism,

CORPORATE STRATEGIC PLAN2017/18 – 2021/22

AUGUST - OCTOBER 2017

TTB OFFICES CONTACTS

Tanzania Tourist Board Utalii House, Laibon Street/Ali Hassan Mwinyi Road, near French Embassy P.O. Box 2485,Dar-Es-Salaam Email: [email protected] General Land Line +255 22 2664878/79

Tanzania Tourist Board Boma Road, E 47 Building P.O. Box 2348, Arusha Email: [email protected] General Landline +255 27 2503840-3

Tanzania Tourist Board Water department building (Mwauwasa) Makongoro Road Near CCM Building & Opposite to the City Garden. P.O. Box 2175, Mwanza. General Land Line +255 28 2500818 Email: : [email protected]

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LIST OF ACRONYMS AND ABBREVIATIONS .............................................................. ii

MESSAGE FROM THE CHAIRPERSON OF TANZANIA TOURIST BOARD ................ iV

STATEMENT BY MANAGING DIRECTOR ..................................................................... v

1.0 CHAPTER 1 - INTRODUCTION ..................................................................................... 1

1.1 BACKGROUND ................................................................................................................ 1

1.2 METHODOLOGY ............................................................................................................. 1

1.3 STRATEGIC PLANNING SESSION ................................................................................. 2

1.4 GENERAL ASSUMPTIONS ............................................................................................. 2

1.5 OVERVIEW ON SOME POTENTIAL TOURIST ATTRACTIONS IN TANZANIA .......... 2

2.0 CHAPTER 2 - SITUATION ANALYSIS ............................................................................ 6

2.1 HISTORICAL BACKGROUND OF TANZANIA TOURIST BOARD................................ 6

2.2 MANDATE AND ROLES .................................................................................................. 7

2.3 TTB PERFORMANCE REVIEW ....................................................................................... 7

2.4 NEW TOURISM DEVELOPMENT IN TANZANIA .......................................................... 9

2.5 STAKEHOLDER ANALYSIS ............................................................................................. 10

2.6 SWOC ANALYSIS ............................................................................................................ 18

2.7 RECENT INITIATIVES ...................................................................................................... 21

2.8 CRITICAL ISSUES ............................................................................................................ 23

3.0 CHAPTER 3 - THE PLAN .............................................................................................. 24

3.1 VISION ............................................................................................................................. 24

3.2 MISSION ......................................................................................................................... 24

3.3 CORE VALUES ................................................................................................................. 24

3.4 OBJECTIVES, TARGETS, STRATEGIES AND KEY PERFORMANCE INDICATORS.... 25

4.0 CHAPTER 4 - RESULTS FRAMEWORK ......................................................................... 34

4.1 INTRODUCTION ............................................................................................................. 34

4.2 BENEFICIARIES OF TTB SERVICES .............................................................................. 34

4.3 RESULTS CHAIN .............................................................................................................. 34

4.4 THE RESULTS FRAMEWORK MATRIX .......................................................................... 34

4.5 MONITORING, REVIEWS AND EVALUATION PLAN................................................... 36

4.6 REPORTING PLAN .......................................................................................................... 43

APPENDIX 1- TTB Organization Structure ............................................................... 45

APPENDIX 2- Strategic Plan Matrix ......................................................................... 46

TABLE OF CONTENTS

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LIST OF ACRONYMS AND ABBREVIATIONS

ATCL Air Tanzania Corporation Limited BOT Bank of TanzaniaBPR Business Processing Re-engineeringCRDB Cooperatives Rural Development BankCOTTM China Outbound Travel and Tourism MarketCTP Cultural Tourism ProgrammeCTEs Cultural Tourism EnterprisesDM Director of Marketing EAC East African CommunityEATC East African Tourism CouncilEFQM European Foundation for Quality ManagementFDI Foreign Direct InvestmentFAM Familiarization TripsFM Finance ManagerGCA Game Controlled AreaGDP Growth Domestic ProductGOT Government of TanzaniaHAT Hotel Association of TanzaniaHIV/AIDS HumanImmuneVirus/AcquiredImmuneDeficiencySyndromeHRM Human Resources ManagementIA Internal AuditIPSA International Public Account Standard ITTA Intra-African Travel and Tourism AssociationICT Information Communication TechnologyITB Internationale TourismusbörseKRAs Key Result AreasLC Legal CounselMD Managing DirectorMDAs Ministries, Departments, Agencies MM Marketing ManagerMITT Moscow International Travel & Tourism ExhibitionMNRT Ministry of Natural Resources and TourismMOU Memorandum of UnderstandingMTEF Medium Term Expenditure FrameworkNCA Ngorongoro Conservation AreaNCT National College of TourismNDC National Development Corporation OTM Outbound Travel MartPAM Principal Administrative Manager PEST Political, Economic, Social and TechnologicalPITO PrincipalInformationTechnologyOfficer

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PR Public RelationsPMU Procurement Management UnitPPP Public Private PartnershipPPRO PrincipalPublicRelationOfficerPLWA People Living With AidsRDM Research and Development ManagerRETOSA Regional Tourism Organization for Southern AfricaSAFC Sunderland Football ClubSADC South African Development CorporationSWOC Strengths, Weaknesses, Opportunities and ChallengesSP Strategic PlanSMEs Small Medium EnterprisesSNV Stichting Nederlandse Vrijwilligers (Netherlands Development Organization)S!TE Swahili International Tourism ExpoSTS State Travel Services LimitedTNTB Tanganyika/Tanzania National Tourist BoardTPHA Tanzania Professional Hunters AssociationTAHOA Tanzania Hunting Operators AssociationTAIG Tourism Amenities Investment GuidelineTAHI Tanzania Hotels Investment LimitedTALA Tourist Agents’ Licensing AuthorityTANAPA Tanzania National Parks AuthorityTASOTA Tanzania Society of Travel AgentsTATO Tanzania Association of Tour OperatorsTCT Tourism Confederation of TanzaniaTIC Tanzania Investment CentreTSM Tourism Services ManagerTTB Tanzania Tourist BoardTTC Tanzania Tourist CorporationTZ TanzaniaTZS Tanzania ShillingsTOR Terms of Reference UAE United Arab EmiratesUN WTO United Nations World Tourism OrganizationUNDP United Nations Development ProgramUSA United States of AmericaUS AID United States AidWTM World Travel MarketZTC Zanzibar Tourism CommissionZATOGA Zanzibar Tour Guide AssociationZATI Zanzibar Association of Tourism InvestorsZATO Zanzibar Association of Tour Operator

On behalf of the Board of Directors of the Tanzania Tourist Board (TTB), I am privileged topresentanewStrategicPlanofTTB for theperiodoffiveyearsstartingfromfiscalyearof2017/18to2021/22.

The Plan outlines the strategic direction that TTB intends to take during the referred period.

This Plan has incorporated interventions and indicated resources to be made available by TTB, Government, stakeholders and Development Partners. TTB’s new vision, mission and objectives have been revised to focus on the primary mandate of the Board.

TTB’s revised vision is “Tanzania, the leading and preferred tourist destination in Africa”

The TTB’s mission is “To promote tourism using modern and relevant tools to achieve higher socio economic development in Tanzania.”

The board shall provide necessary support including liaising with the parent Ministry, other organizations and various stakeholders to facilitate implementation of this plan.

I urge the management to make close monitoring and control of TTB’s resources so that the agreed objectives are achieved accordingly.

IwishtheManagementandStaffofTTBsuccessintheimplementationofthisStrategic Plan.

RETIRED JUDGE THOMAS B. MIHAYOCHAIRPERSONBOARD OF DIRECTORS OF TANZANIA TOURIST BOARD

Message from the Chairperson of Tanzania Tourist Board

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Strategic Planning is a powerful and useful management tool that can be used by management to better manage organizations and obtain better results. Strategic planning provides the necessary link between inputs, outputs and outcomes, and clearly shows responsibilities of various Departments/Sections/Units within an organization in achieving agreed organizational objectives.

This 2017/18-2021/22 Strategic Plan (SP) is a shared visualization of Tanzania Tourist Board(TTB)forthenextfiveyears.

The Plan is a result of a series of consultations, meetings and workshops that involved industry stakeholders and senior and middle level managers of the TTB. The rationale for thisstrategicplanistoenableTTBtoperformitsfunctions,asaneffectiveandefficientinstitution to overseeing the marketing role of the Government for tourism industry and in coordinating various actors in that role (e.g. the private sector, local community organisations, public institutions, etc.)

Our vision is “Tanzania, the leading and preferred tourist destination in Africa”. Having a motivated workforce in TTB is a valuable opportunity for us to work as a team while professionallymaintainingourcorevaluesforthefulfillmentofourmissionwhichis“To promote tourism using modern and relevant tools to achieve higher socio economic development in Tanzania”. WeanticipatethatthisstrategicplanwillhelpTTBtofulfilitsmission.

Tourism plays a vital role in the country’s economic development. It is one of the major sources of foreign exchange. The industry is also credited for being one that offersemploymentopportunitieseitherdirectlyorindirectlythroughitsmultipliereffects.

Given its tremendous potentials tourism is destined to grow and expand further at an annualgrowthrateof6.2percentoverthenextfiveyearswhereTanzaniawillbeabletoachieve even better results as projected to achieve two million visitors; the target set for the year 2020.

Common challenges that seem to have constrained the sector include: • Poorandinadequateinfrastructureintermsofroadstothenationalparks,gamereserves

and other attractions (especially for the areas of Southern circuit), telecommunications and other facilities like standard hotels, motels, lodges and restaurants.

• Limited product range, where, despite abundant potentials for diversified tourismproducts, Tanzania’s tourism is concentrated mainly on wildlife (i.e. game drive tour). Such other things as Heritage tourism, Beach and Marine tourism, Cultural tourism, Sports tourism, Medical tourism, Conference tourism etc which could to a great extent add to tourism revenue have not been adequately developed. However, there has beenrecentinitiativebytheindustrytodiversifytheproducttoincludeotherdifferentmodes of tourism.

• Besidesrecenteffortsandmeasurestopromote,marketandsellTanzaniaasatouristdestination, the tourism policy has not achieved much in attracting more tourists. The policy has neither given incentives to the activities related to tourisms nor encouraged tourismbusinessestoflourish.OnekeyconstraintbeingfacedbyTTBisinadequatefunding (limited budget, untimely provided) for carrying out its tourism marketing

Statement by Managing Director

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function.Unsustainableandunpredictablefundingmakesitdifficultforgoodplanstobeexecuted as required.

• ThoughTourismhassomehowimprovedslightlyrecently,generallythequalityofservicesofferedtotouristisstilllowcomparedtothepricecharged.Someofthefacilitiessuchashotels, restaurants, tour operators’ services, etc. are of poor quality relative to international standards offered by regional competitors. The problems aremadeworse by Tanzaniahaving inadequate standards rating in the accommodation facilities.

• Inadequate education to local communities and public at large that stay close to theattractions is an issue that needs to raise awareness on the importance and the need to safeguard quality of the attractions;

This new Strategic Plan is an indication of an organization that is ambitious and focused on the needs of all its stakeholders. We have already made progress in transforming our services and the way we do business, now we need to go further and faster. We must deliver excellent services, provide value for money, and focus on promoting Tanzania as a preferred destination in Africa.

It is essential that we respond to priorities and work closely together with other relevant authorities and stakeholders to make certain that TTB delivers its service.

We are aware of the challenges and opportunities in front of us, and are also in a position to deliverimprovementsoverthenextfiveyearsandbeyond.WewanttocapitalizeontheenergyandcommitmentofTTB staffanddevelopmentpartners suchWorldBank, EuropeanUnion,USAIDjusttomentionafew.ThethrustofTTBinthenextfiveyearswillbetoattractmoretourists in our country, improve domestic tourism and educate the public on the economic benefitsoftourismingeneral.

The success of this Plan will largely depend on the commitment of and team work of all TTB employees at all levels in implementing the plan. In relation to our services, we must improve our reputation and we want all our service users to not only receive excellent services but also to expect them. As such, we must turn our attention outward to reconnect with our stakeholders and deliver on economic development.

ThisStrategicPlanwouldnothavebeeninplacewithoutcombinedeffortsfromtheDirectors,Managers, Heads of Units, and other personnel within TTB in general. My sincere appreciation gratitude all of them for facilitating the groundwork of this Strategic Plan.

I wish to make a unique request to the Government its institutions and stakeholders to provide moral,materialandfinancialsupport thatTTBneedssoastorealizethevisionandmissionexpressed in this Strategic Plan.

DEVOTA K. MDACHIMANAGING DIRECTOR

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1.0 INTRODUCTION

1.1 BACKGROUND

Strategic Planning is a powerful and useful management tool that can be used by directors, managers, heads and other personnel to better manage organizations and obtain better results. Strategic planning provides the necessary link between inputs, outputs and outcomes, and clearly shows responsibilities of various Departments/Sections and Units within an organization in achieving agreed organizational objectives.

Strategic planning concept is a tool mostly used by the private sector in defining the direction of their business; however, it is now also increasingly being used in the Public Sector as a planning tool. There are two main ingredients in both the approach and methodology of strategic planning. The first ingredient is the need to conduct a systematic assessment of the kind of services customers need. Secondly, a strategic plan must be a product of joint effort of all line directors, managers, and heads which; in order to succeed they must be spearheaded by the top leadership. A good strategic plan must therefore include the organization’s priorities, desired results that are tied to the clients’ expectations, and has to be owned by the organization’s management.

This strategic plan reviews the mandate of TTB, its main output, and inputs needed for its expected service delivery and outlines the strategy and results for achieving its Vision and Mission in the Medium Term (2017/18 to 2021/22). In this introductory chapter, we outline methodology used in preparing and objective of this strategic plan. Chapter 2 gives a brief review of the situation analysis of the Tourism industry and that of TTB as an organization. Chapter 3 states the Vision, Mission, Core Values and it outlines the Strategic Plan itself. It describes various objectives and their rationale, indicates different strategies that will be employed and points out the targets with their timelines. Chapter 4 describes how the plan will be monitored consistently as required. TTB as an institution will be able to follow up, monitor and evaluate performance of the developed Strategic Plan using this tool.

1.2 METHODOLOGY

Preparation of this Strategic Plan was done using a participatory approach that involved the Task Force of seven members from senior Management of TTB, selection of stakeholder’s representatives and a facilitator for the exercise. The Task Force and facilitator visited and collected views and opinions from main stakeholders from Iringa for Southern Tanzania Circuit, Arusha for Northern Circuit, Mwanza for Western Circuit, Dar-es-salaam and Zanzibar for Eastern/Coastal Circuit. The other inputs for the preparation of this Strategic Plan were the review of the previous planning documents of TTB such as the MTEF draft document for the envisaged Tanzania Tourism Authority and many others. Activities performed include critically re-evaluating the situation to agree on changes to be made.

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1.3 STRATEGIC PLANNING SESSION

Following the stakeholder’s visits in the above-mentioned zones, an intensive nine days of Strategic Planning session was held in Bagamoyo at the Livingstone Hotel Malaika from 1st to 9th April 2017 involving task force and a facilitator. The session was organised in a participatory manner whereby small groups were used to provide basis ideas for discussions in the plenary session. Managers and middle staff developed the Vision, Mission, and Core Values, which were later discussed and agreed. The group undertook situation analysis of TTB, identified the critical issues, which were discussed and agreed in the plenary session. The same approach was used to develop Objectives, Rationale, Strategies and Targets. Through this planning session the group was able to complete the following:

• Carry out a systematic analysis of what TTB clients and stakeholders want; • Formulate TTB Vision, Mission and Core Values; • Agree on TTB’s Objectives, Targets; Strategies and Key Performance Indicators

The rationale for this strategic plan is to enable TTB to perform its functions under its mandate in an effective and efficient manner. Despite the fact this institution is in the public sector, as it serves mainly the private sector it must be able to deliver its service efficiently to match up with the private sector it serves. Furthermore, this Strategic Plan will assist TTB to efficiently organize itself to sustainably provide quality services in the future. It is also being anticipated that improvement in TTB’s performance will have a multiplier effect across the public sector and in particular the tourism sector that depends on its performance.

1.4 GENERAL ASSUMPTIONS:During the time when this Plan was being developed it was assumed that: 1. The Strategic Plan of the parent ministry - Natural Resources and Tourism covers

2016/17 – 2020/21 (document has not been approved so far) while this new SP for TTB will cover 2017/18 – 2021/22. The difference is explained by the fact that TTB normally extracts areas of intervention from the Ministerial approved SP. Unfortunately; TTB could not wait for the formal approval process to come to an end.

2. Pending legal suits against TTB will be implemented according to their judgements and that no major changes are expected in the near future.

3. The Financial situation within TTB, parent Ministry and Nation at large will have substantial changes that will affect TTB’s operations as there may be a release of more funds for the purpose of improving tourism when compared to the past.

4. TTB faced challenges that require changes in the way it operates. This adjustment will mean re-examining the way TTB has been operating and adjusting accordingly.

1.5 OVERVIEW ON SOME POTENTIAL TOURIST ATTRACTIONS IN TANZANIA

1.5.1 National Parks, Game Reserves, Game Controlled areas and Conservation Areas:Tanzania contains an area of 945,234 sq. km. About a quarter of this has been devoted for wildlife (National Parks and Conservation areas). There are 16 National Parks, 28 Game Reserves, 44 Game Controlled Areas (GCA), One (1) conservation area and 2 Marine Parks.


The national parks contain huge concentrations of wildlife, more than most countries in the world. Serengeti National Park alone has an estimated population of 4 million animals and birds species. Lake Manyara National Park is the home of tree climbing lions. Others national parks are Mikumi, Tarangire, Ruaha, Saadani, Rubondo, Saa nane Island, Kitulo, Katavi, Mkomazi, Gombe, Mahale and Udzungwa mountains. In addition, Ngorongoro crater (situated 2,286 meters below the sea level) has been declared as the 8th world’s great wonders and is a home of wild game and birds including Flamingos. Selous Game Reserve is the largest game reserve in the world.

1.5.2 TheCoastlineandOff-ShoreIslands:Tanzania has a 1423-kilometre coastline (over 97,000 sq. km) boasting some of the finest unpolluted beaches in Africa offering unlimited swimming and water sports. Part of this coastline can be utilised for the best tourist water sports and swimming. Mafia Islands is now a marine park and is popular for big game fishing, diving and excellent deep-sea fishing. Zanzibar and Pemba islands are offering popular beach holidays and they are the best beach holiday destination of the Union. The islands also boast of traditional and historical sculptures and buildings. Additional natural attractions include the sandy beaches in the north and south of Dar es Salaam, Mtwara, Tanga and Lindi.

1.5.3 Historical Sites and Archaeological Treasures:Tanzania has a rich heritage of archaeological, historical sites, a number of which have been designated as World Heritage Sites. At Olduvai Gorge, in the interior of the Great Rift Valley, is the site of discoveries of the traces of earliest man, and along the Indian Ocean are the remains of old settlements. In addition, Tanzania is full of relics of her history, including Zanzibar, Bagamoyo, Kilwa, and Amboni caves, rock paintings in Kondoa-Irangi in central Tanzania.

1.5.4 Mount Kilimanjaro:Kilimanjaro Mountain (5,895 meters high) is astride the equator and yet permanently snow-capped. The mountain is encircled by mountain forests, numerous mammals, endangered species live in the national park around the mountain. This is Africa’s highest mountain and world highest freestanding Mountain.

1.5.5 The Great Rift Valley:The Great Rift Valley is part of the rift valley stretching from Turkey (in south Europe) to the Zambezi River (in southern Africa), and it has created many fascinating topographical features such as Ngorongoro Crater and Lake Tanganyika all found in Tanzania.

1.5.6 The Great Lakes:There are five huge lakes, the first three bordering a neighbouring countries; Lake Tanganyika (772.4 meters deep) is one of the world’s deepest lakes and borders with the Democratic Republic of Congo, Lake Victoria is the source of the longest river the Nile in Africa; borders Kenya and Uganda; Lake Nyasa, which is famous for divers borders with Malawi while Lake Natron and Lake Eyasi are found in Tanzania territory.

1.5.7 Tanzania’s Culture and Traditions:The country has about 125 different tribes, with different languages (but all can at least speak one language, i.e. Swahili), cultures and traditions. Various tribal culture, traditions and customs manifest themselves as unique attractions in the forms of rich traditional dances, handicrafts and art weaving and paintings. Thus for a tourist, Tanzania offers a


blend of interesting culture and crafts, notably the Maasai culture and art and the famous Makonde woodcarvings/sculptures and carvings.1.5.8 New Source Market Potential:

1.5.8.1 The Chinese Source Market:. The Chinese market is one of the fastest growing markets globally. . In 2012 tourist arrivals from China were 13,760 and increased to 34,472 in 2016 explaining the growing trend of the arrivals from this source market. The impact of Chinese travel to Africa should become clearer in the coming years as more air routes become established, marketing becomes more aggressive and as Chinese tour operators increase the number of tours to the “approved” countries in the region

1.5.8.2 The South African Source Market:Generally in Southern Africa region, the majority of tourists come from neighboring countries to South Africa. You will note that South Africa itself is becoming a major generating market for other Southern and Eastern African countries including Tanzania. This potential is a result of strengthening of the South African currency (The Rand), strong economic ties and adequate air links. South Africa is a high per capita income country with a relatively large middle class. In 2012 tourist arrivals from South Africa were 32,701 and increased to 43,469 in 2016 demonstrating the potentiality of this source market.

1.5.8.3 The Israel Sources Market: As a tourist source market, Israel is among the countries observed with high outbound travel rate scoring an unprecedented 6 million overseas departures during 2015, out of a population of 8 million, with 75% outbound air travel ratio coupled with high income travel expenditure level which is incomparable to any Western market. Tanzania has been witnessing a tremendous increase in numbers of Tourists from Israel as captured in recent years from 4,635 Tourists arrivals in 2012 to 7,403 Tourists in 2014 while this number almost doubled in 2015 to about 14,754 tourists. The figure continues to grow and in 2016 tourists arrivals were 22, 967 and it continues to rise given the right market targeting. It is worth noting that this market source is high value with expenditures rate of Euro 820 per person on average.

1.5.8.4 The Russia Source Market: Russian tourists flow has generally hit stumbling blocks over the past two decades which experts and operators said was due to lack of adequate information, low marketing strategies of existing tourism destinations and ineffective institutional organization in Russia and the former Soviet republics. Russia has established itself as an important new market in recent years. UNWTO has ranked Russia ninth in the world in terms of leading spenders on international travels. There are two sides to the Russian outbound travel market, the wealthy upper classes that travel abroad frequently, use luxury facilities and spend very freely; and there are a growing number of people on average incomes who can afford to travel abroad, but are much more cost-conscious. Both segments have a strong liking for relaxed sun and beach holidays.

1MNRT –The 2016 Tourism Statistical Bulletin. 2MNRT – The 2016 Tourism Statistical Bulletin

3MNRT – The 2016 Tourism Statistical Bulletin


Population estimated at 140 million Russia has had one of the world’s fastest growing economies in recent years. Part of this population (about 30% approximate 42m) is the number of people who can afford to spend on tourist activities for different levels. Russians tend to take at least 7-10 days off to travel abroad every two months. Middle-class Russians take at least two vacations per year, including one to a Sun & Beach destination during the summer month, the rich and the more affluent middle classes like to combine these with cultural, city and scenic visits. In 2012 tourist arrivals from Russia were 4,021 and the number has grown to 7,435 in 2016 . These trends are encouraging in tourism marketing strategies.

11.5.8.5 The Domestic market:Domestic tourism in Tanzania seems to be growing slowly as local residents mainly visit friends and relatives. The fact is that there is no system that will capture the records of domestic tourists. The only statistics collected and available are from National Parks, Game Reserves, Ngorongoro Conservation Areas Authority and National Museums. Tanzania has both Natural and Cultural attractions which can be accessed by the local Tanzanians who have a relatively better economic well-being to set aside resources for tourism activities. Despite of this fact, domestic tourism in Tanzania has been receiving inadequate attention. Consequently, constraints facing this kind of tourism can be solved by setting up statistics capturing system for the purpose and tourist products promoted so that eventually TTB can attract a bigger number of local Tanzanians who will visit tourist’s attractions. This will help TTB to reach the level of performance of domestic tourism alongside with international tourism.

4MNRT- The 2016 Tourism Statistical Bulletins


SITUATION ANALYSIS

2.1 HISTORICAL BACKGROUND OF TANZANIA TOURIST BOARD

Tanzania Tourist Board is a government parastatal organization which was legally established by Tanzania Tourist Board Act, CAP 364 R.E. 2002 as amended by Act No. 18 of 1992. TTB was formed after the disbandment of the Tanzania Tourist Corporation (TTC). The Board is mandated with promotion and development of “all the aspects of tourism” industry in Tanzania. Its functions include the following:

• To adopt all such measures as it may consider necessary to advertise and publicize Tanzania as a popular tourist destination;

• To encourage by such measures as it may deem fit for the development of such amenities in Tanzania as it may enhance the attractiveness of Tanzania to tourists;

• To undertake research, experiments and operations as may appear to be necessary to improve the basis of the tourist industry;

• To foster an understanding within Tanzania of the importance and economic benefits of the tourist industry;

• To make all such inquiries and collect all such information as it may deem necessary for the purpose of carrying out its functions.

After the Country’s independence in 1961, the Government in 1962 created Tanganyika National Tourist Board (TNTB) and decided subsequently that to improve performance in tourism industry, National Development Corporation (NDC) in 1964 was assigned to develop hotels in different areas in the country. Between 1965 and 1968 Ngorongoro Crater, Lobo Wildlife Lodge in Serengeti, Seronera Wildlife Lodge, Lake Manyara Hotel, Mikumi Wildlife Lodge in Mikumi area, Mafia Island Fishing Lodge in Mafia Island, The Kilimanjaro Hotel and Bahari Beach Hotel in Dar-es-salaam were developed and established. Tanzania Hotels Limited was then created by NDC to manage and supervise the above mentioned hotels. The hotels were managed under a professional management contract from Hallmarks Hotels Limited from the UK.

In 1969, the Government formed Tanzania Tourist Corporation (TTC) taking over from NDC the supervisory role of managing all hotels and lodges through a subsidiary company, Tanzania Hotels Limited. TTC was also given the role of developing new tourism products. TTC was also responsible for promoting and advertising Tanzania tourism destination a role that was previously being carried out by TNTB. This led to opening regional and overseas promotion offices in Nairobi (Kenya), Frankfurt (Germany), Milan (Italy), London (England) and New York (United States of America).

TTC was also mandated to manage and supervise tourist hunting through a subsidiary called Tanzania Wildlife Corporation (TWC). In addition TTC operated travel and safari ground operations through the subsidiary - State Travel Services Limited (STS).Due to its poor performance, Tanzania Hotels Limited was later replaced by another

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subsidiary company known as Tanzania Hotels Investment Limited (TAHI). This company was assigned to manage and supervise some of the hotels under a professional management contract with Accor Group Limited from France. The hotels that were under this management contract were Mt. Meru Hotel, Lake Manyara Hotel, Lobo Wildlife Lodge in Serengeti, Ngorongoro Crater Lodge and Seronera Wildlife Lodge. The remaining hotels (Kilimanjaro Hotel, New Africa Hotel, Kundichi Beach Hotel, Mikumi Wildlife Lodge, New Savoy Hotel, Mafia Island Lodge, Moshi Hotel, New Safari Hotel and New Mwanza Hotel were managed directly by TTC.

Between 1980s and 1990s under the economic reforms in Tanzania, the roles of TTC were separated. Hotel operations and State Travel Services were privatized; Development role was transferred to the Ministry (MNRT) and Marketing and Promotion role was taken over by Tanzania Tourist Board (TTB). TTB was established by TNTB Act No.18 of 1992 after amendment of Tanganyika National Tourist Board Act. As a result of this reform TTC was dissolved. It should be noted that the privatized hotels (15), STS (1) were the main source of funds that were invested to promote and advertise tourism in and outside Tanzania by then. With the formation of TTB, its main source of funding was government subvention under the parent Ministry responsible for tourism (MNRT).

2.2 MANDATE AND ROLES:Tanzania Tourist Board is a government organization which was legally established by Tanzania Tourist Board Act, CAP 364 of 1962 and amended by Act No. 18 of 1992.

2.2.1 ROLES:The main role of the Tanzania Tourist Board is marketing and promoting of tourism.

2.2.2 MANDATE:The Board is mandated with promotion and development of “all the aspects of tourism” industry in Tanzania. Its functions include the following: • To adopt all such measures as it may consider necessary to advertise and publicize

Tanzania as a popular tourist destination; • To encourage by such measures as it may deem fit for the development of such

amenities in Tanzania as it may enhance the attractiveness of Tanzania to tourists; • To undertake research, experiments and operations as may appear to be necessary to

improve the basis of the tourist industry; • To foster an understanding within Tanzania of the importance and economic benefits

of the tourist industry; • To make all such inquiries and collect all such information as it may deem necessary

for the purpose of carrying out its functions.

2.3 TTB PERFORMANCE REVIEW:TTB has been implementing different strategies related to marketing of tourism, cultural tourism and others for a number of years. This situation calls for preparation of Corporate Strategic Plan. In that regard its performance review will be based on its inception (1992) but more recent initiatives will be highlighted so as not to lose focus of this review.


The number of international tourist visitors in Tanzania has increased due to efforts made by TTB abroad by implementing a number of strategies including participating in international trade shows, trade fares, organising and coordinating Swahili International Tourism Expo (S!TE). Other strategies include conducting of familiarization trips for media houses and tour agents from international markets, promotion of “Destination Tanzania” through international TV Channels, appointment of goodwill ambassadors and production/dissemination of print materials. As a result of the above, number of international tourists visiting Tanzania raised from 230,166 in 1993 to 1,140,156 tourists in 2014. The trend continued to1, 284,252 tourists in 2016.

• The Board has made efforts to increase the number of regional and domestic tourists through different initiatives including participation in domestic and regional fairs, production and dissemination of tourism printed materials, use of social media platforms like blogs, facebook, instagram, Youtube and twitter; seminars to social groups such as students, sports groups in education institutions were also conducted. As a result of such efforts TTB managed to record a number of domestic tourists from zero in 2010 to 895,049 tourists in 2015.

• The Board has diversified the products of tourism through its initiative by increasing the number of Cultural Tourism Enterprises (CTEs) from 3 pilot modules in 1996 to 66 CTEs that were up and running by December 2016.

• The Board has made efforts in developing its strategies to promote “Destination Tanzania” in marketing by embarking on digital marketing strategies through launching of Tourism Destination Portal ( www.tanzaniatourism.com) and using social media sites like facebook (74000), twitter (536), instagram (4371) and Youtube to promote tourism products in Tanzania.

• According to statistics released by Bank of Tanzania (BOT), it is estimated that revenue from tourism grew from US$ 146.84 million in 1993 to US$ 2,045.6 million in 2014 compared to that of Gold of US$ 1,309.5 mil (BOT, 2015);

• Through the tourism promotion activities coordinated by the Tanzania Tourist Board (TTB) a number of economic activities have developed from the tourism sector through tourist’s visits, expenditure and investments that has led to the generation of revenue from daily exchange of goods and services within the tourism industry.

• Total contribution of Travel & Tourism to GDP is estimated at 17. 2%; through the cooperation of TTB and other tourism stakeholders, the sector has contributed significantly to the country’s GDP where a number of sectors have developed significantly as a result of development of tourism sector and its subsectors.

• According to World Travel & Tourism Council (WTTC), total contribution of Travel & Tourism to employment, including jobs indirectly supported by the industry reached 10.3% of total employment (1,151,000 jobs) in 2015. As the result of increased number of tourist’s arrivals and investments, a number of employment opportunities have been created from tourism sector and other subsectors which depend on the sector for operation and its development.


• Visitor exports generated TZS 4,695.3bn (26.1% of total exports) in 2015. Through tourist arrivals and tourism business the foreign earnings were received from Tourism activities as a result of tourist spending and purchase of goods and services while conducting tourism activities in Tanzania.

• Travel & Tourism investment in 2015 was TZS 2,404.9bn, or 8.9% of total investment of TZS 27,021.35bn. As an achievement made by Tanzania Tourists Board, a number tourism investments have increased. All these investments aim at developing tourism products and provision of services to tourists while visiting different attractions in Tanzania.

2.4 New Tourism Developments in TanzaniaAt this moment (June 2017) in time Tanzania has decided to reposition itself into the tourism market and in doing so a number of issues have emerged. The Ministry of Natural Resources and Tourism has embarked on the following strategies that will have a huge bearing on the activities of TTB and tourism in general in the next five years onwards. The issues are as follows:

(i) New Tourism Policy (2017): In 1991 Ministry of Natural Resources and Tourism (MNRT) developed its tourism

policy for the first time. In 1999, MNRT developed/reviewed its tourism policy which is applicable to date. However, after many changes and developments in the entire tourist industry, the government of Tanzania has decided to give another good look at the existing policy with the view of reviewing it. This will inevitably include working with all stakeholders within the tourism industry. MNRT has started working on the review and the hope is that the document will be ready soon.

(ii) Ten Years Tourism Development Program (2017/18- 2027/28): It is also important to note that MNRT has for the first time come up with the idea

of developing a ten year tourism development plan which will concentrate on development aspects of tourism infrastructure and tourism products. The aim of the program is to support the growth of tourism in real terms across the whole nation in order for Tanzania to become the most preferred tourist destination in African continent.

(iii) DiversificationofTourismDevelopmenttotheSouth(REGROWProject) The country’s most visited tourism destinations are showing signs of overstress and

carrying capacity limitations. Pressures on the carrying capacity of key ecosystems such as the Greater Serengeti, led to concerns that future expansion of visitors in some of Tanzania’s key attractions may soon undermine the quality of the tourism experience, and be at odds with the low-volume high-value proposition. As highlighted in a recent World Bank study, there is a need to diversify the tourism product without diminishing its revenue potential, with a growth model that does not compromise the natural asset base, key for attracting visitors. The Southern Circuit is the chosen location for tourism expansion and diversification. The Government of Tanzania is keen to develop new tourism products to expand the sector, while maintaining the low-volume high-value approach that has been successful in capturing the highest per capita revenue in the region. There is thus a need to balance the focus on the Northern Circuit with developing the Southern Circuit, which includes a number of


national parks (i.e. Katavi, Kitulo, Mahale, Udzungwa, Mikumi and Ruaha National Parks), game reserves (Selous being the largest), two rift valley lakes (Nyasa and Tanganyika), and other areas of cultural interest. The Southern Circuit is facing a number of challenges. Limited infrastructure, environmental degradation, wildlife poaching, and anthropogenic pressures, coupled with weak capacity to manage these vast areas, are threatening the health of ecosystems and hampering the tourism experience. Developing the Southern Circuit will therefore not only require significant investments in infrastructure to boost the incipient tourism, but also strengthening the management of the Protected Areas to significantly increase conservation efforts and protection of wildlife.

(iv) Developmentofnewtourismproducts,involvementofcommunities,openingof newairstripstoopenupnewtourismareasetc. In addressing the above (i) to (iv) initiatives, MNRT has also decided that new

tourism products will be introduced in southern circuit so that this area becomes rich in tourist attractions to match northern circuit by involving mainly local communities who will be the owners and guardians of the various products. One of the efforts will involve opening of new airstrips in certain areas where tourism will be facilitated in a better way.

2.5 STAKEHOLDER ANALYSIS In preparing the TTB Strategic Plan, stakeholder analysis was carried out and several meetings were carried out to collect their views, expectations and opinions on TTB as shown below:

Category of the stakeholder Expectations Government and MDA’s:

The Government (and its institutions) is one of the key stakeholders for TTB. The Government is a key enabler to TTB in performing the marketing and promotion functions. Among all other stakeholders, the government stands a prominent position to control and influence the development in the sector. Government’s responsibility is to act as a guardian of the destination image and safety of all tourists.

• Collect and update information on market trends, arrivals and expenditure,

• Improve tourism that will become good source of government revenue,

• Carry out marketing and promotion of “Destination Tanzania”,

• Make optimum and wise use of available resources.

Comments: It should be noted that, the Government is TTB’s key client. However, for TTB to play this role, the Government should ensure that TTB is institutionally effective and adequately resourced. While this is important, the Government should also ensure that proper infrastructure and policy are in place for sustainable development of the sector consistent with TTB’s marketing objectives and targets General Public and Local Communities: Collaborative or participatory approaches between the TTB and host communities have important benefits including the potential to avoid adversarial conflicts among community members; legitimizing the decision-making process and promoting tourism with consideration to economic, environmental and social impacts.

General public expects the following: Correct and updated information on

tourism, Quality tourist services from TTB, Quick response to their queries and Accrue benefits from tourism

development and promotion. Development and promotion of their

products, Equitable participation that could

revive village economies where rural producers will acquire cash incomes


Comments: It should be noted that, the Government is TTB’s key client. However, for TTB to play this role, the Government should ensure that TTB is institutionally effective and adequately resourced. While this is important, the Government should also ensure that proper infrastructure and policy are in place for sustainable development of the sector consistent with TTB’s marketing objectives and targets General Public and Local Communities: Collaborative or participatory approaches between the TTB and host communities have important benefits including the potential to avoid adversarial conflicts among community members; legitimizing the decision-making process and promoting tourism with consideration to economic, environmental and social impacts.

General public expects the following: Correct and updated information on

tourism, Quality tourist services from TTB, Quick response to their queries and Accrue benefits from tourism

development and promotion. Development and promotion of their

products, Equitable participation that could

revive village economies where rural producers will acquire cash incomes

Host communities are the guardians of tourism products and safety of tourists.

Financial resources, legal skills etc.

Business Community: By 2016 ( there were 1,088 licensed companies in Tanzania (Mainland) categorized as Tour Operators, Mt. Kilimanjaro climbing services, Car Hire, Travel Agents, Hunting safaris, Horse Riding, Air Charters, Balloon Safaris, Scuba Diving, restaurants, Curio Shops, Professional hunters, cultural tourism and Accommodation facilities . About 70% of these operators are based in the Northern part of Tanzania.

The expectations of tourism operators and their associations include among other the following:

• Minimum marketing costs, • Increased market reach, enhanced

access to niche markets using the existing diplomatic mission offices by providing them with well packaged information on Tanzanian tourism,

• Quality and up to date tourism information,

• Effective promotion of “Destination Tanzania”,


These agents play a key role in making the tourism products available to consumers. They are a link between the producers of tourism services and their customers i.e. the bridge between supply and demand. Operators have an increased level of influence in marketing and managing a world- class visitor experience. The primary function for tourism agents is to provide information and travel arrangement services. Other functions are; Bundling tourism products together and thereby enjoying economies of scale and scope, routinizing transactions to minimize the cost

• Effective co-ordination and facilitation of the tourism industry players specifically using review of MOU between TTB and ZCT.

• Enhancement and promoting better working relation and partnership between Public and Private Sector institutions by the use of tourism facilitation committee.

• Improved cooperation between TTB from mainland and Zanzibar Commission of Tourism (ZCT) on training and exchange of their staff and familiarization trips.

• Issue of slogan (Tanzania, “the soul of Africa” ) used in recent Tan-travel publication has not been well accepted by stakeholders. The issue needs to be reviewed further for

of distribution and facilitating the search processes of both producers and customers.

better agreement or use The previous ‘’The Land of Kilimanjaro, Zanzibar and the Serengeti’’

Comments: Tanzania Association of Tour Operators (TATO), Tanzania Society of Travel Agents (TSTA), Tanzania Air Operators Association (TAOA), Hotel Association of Tanzania (HAT), Intra-African Travel and Tourism Association (IATA) and Tanzania Hunting Operators Association (TAHOA) from Mainland Tanzania. The associations from the Island of Zanzibar are Zanzibar Tour Guide Association (ZATOGA), Zanzibar Association of Travel Operators (ZATO) and Zanzibar Association of Tourist Investors (ZATI) All these associations have formed an umbrella organization. Tourism Confederation of Tanzania (TCT) to represent the private sector in travel and tourism. Their main concern is that TTB does not consult them when it comes to developing new policy or guidelines. As a result of this, these stakeholders feels left out on major issues relating to tourism. Their advice for TTB, is to consult stakeholders on every issue however small.


China South Africa, India, and Netherlands. Generally, tourists favor products and services that offer the most quality, performance and innovative features. The TTB is expected to focus on needs/wants of target markets and deliver satisfaction better than its neighboring competitors.

• Efficient communication between tourist and TTB,

• Quality, detailed, presentable information materials,

• Timely and regular provision of information on safety, health, visa, security etc and

• Efficient and personalized services from TTB.

International and Regional Bodies: Tanzania is a member of regional organizations like East African Community, Southern African Development Community and Regional Tourism Organization of Southern Africa (RETOSA). Tanzania is also a member of UN World Tourism Organization (UNWTO)

The expectations of these bodies include: • Up to date and accurate information

about the country,

• Proper advice on future development on tourism and hospitality industry,

• Active membership, loyalty and integrity,

• Close Cooperation on joint promotion efforts of the region and

• Timely implementation and reviews of various tourism issues.

Comments: It is recommended that Tanzania engage more in these administrative regions organizations because their sizes make them better positioned to confront the undesirable effect of the globalization process. Foreign-based Tour Operators: International tour operators act as an interface with prospective and potential tourists. These firms have Centralized Reservation Systems and marketing and buying powers that delivers economies of scale, and strong branding across their respective national markets.

Foreign-based operators expect: • Up to date and accurate information

of the country,

• Timely Provision of accurate information on local service providers e.g. tour operators, Hoteliers, transport information on infrastructures,

• Timely provision of quality


They also play a role in reassuring customers of the services and products promised. Substantial financial resources enable them to expand quickly into new areas, refurbish shops and invest in modern technology.

information materials e.g. brochures, CDs, DVDs, Video films and website,

• Quick reaction to concerns on tourism related issues, e.g. Change of fees, Security and Health issues and

• Efficient tourism services from TTB.

Learning Institutions: Learning institutions provide important sources of learning and capacity building for knowledge economy. For them to deliver in this role, they expect to obtain market needs and developments in the sector from TTB.

Expectations of Learning institutions are: • Easily accessible and current

information and data,

• Availability of training and research opportunities whenever required and provided by TTB and

• Recognition and implementation of relevant recommendations related to tourism development and promotions.

Domestic Tourism Stakeholders: Task force met 80 of the domestic stakeholders/representatives on different dates and location as follows: 20th(16)-Iringa, 24th(13)-Dsm, 27th(21)-Arusha, 29th March(17)-Mwanza and 13th April 2017(13)-Zanizibar.

Expectations from domestic stakeholders are:

• TTB should revise its Act and develop its operating regulations and should also introduce Responsible, Sustainable (green) tourism in the regulations. Among items in the Act should be sustainable income related to its performance.

• TTB should organize and coordinate tourism calendar of events across the country. It was suggested also TTB should conduct stakeholders meetings more frequently.

• Consider small and medium


enterprises ie. Lower participation fee in international exhibitions.

• TTB should open an office and Tourist Information Centers (TICs) in each region to promote tourism.

• TTB should conduct its researches and increase market segmentation for better understanding of the tourism industry.

• TTB should create suggestion window on website, portal and on social media eg whatsapp and Instangram.

• TTB should employ professional employees (quality and quantity) and re-train the current staff while improving their exposure.

• TTB head office building requires renovation to keep up its image.

Comments: During tourist low season TTB should focus on campaigns in domestic tourism so as to raise awareness of the public on tourism and tourist attractions. It is suggested that TTB incorporate local celebrities and include TTB staff to promote tourism. TTB should also collaborate with local government authority on the matter. TTB are also advised to cooperate with training institutions in improving the understanding of tourism and in particular National College of Tourism (NCT) on its tourism educational programs. It is also suggested that TTB work with immigration, police and customs departments to promote tourism at entry points. Employees: Human resource management is important in any organization. In order to determine the expectations of internal stakeholders, analysis was carried out on 30 staff members that were

Expectations of employees include the following:

• Better remuneration packages implemented fairly on merit and qualifications,

• Modern digital advertising


They also play a role in reassuring customers of the services and products promised. Substantial financial resources enable them to expand quickly into new areas, refurbish shops and invest in modern technology.

information materials e.g. brochures, CDs, DVDs, Video films and website,

• Quick reaction to concerns on tourism related issues, e.g. Change of fees, Security and Health issues and

• Efficient tourism services from TTB.

Learning Institutions: Learning institutions provide important sources of learning and capacity building for knowledge economy. For them to deliver in this role, they expect to obtain market needs and developments in the sector from TTB.

Expectations of Learning institutions are: • Easily accessible and current

information and data,

• Availability of training and research opportunities whenever required and provided by TTB and

• Recognition and implementation of relevant recommendations related to tourism development and promotions.

Domestic Tourism Stakeholders: Task force met 80 of the domestic stakeholders/representatives on different dates and location as follows: 20th(16)-Iringa, 24th(13)-Dsm, 27th(21)-Arusha, 29th March(17)-Mwanza and 13th April 2017(13)-Zanizibar.

Expectations from domestic stakeholders are:

• TTB should revise its Act and develop its operating regulations and should also introduce Responsible, Sustainable (green) tourism in the regulations. Among items in the Act should be sustainable income related to its performance.

• TTB should organize and coordinate tourism calendar of events across the country. It was suggested also TTB should conduct stakeholders meetings more frequently.

• Consider small and medium


available for the purposes at the meeting on the 31st March 2017

techniques should be implemented adequately,

• Organization structure and allocation of responsibilities should be carried out properly to improve accountability. Coordination and clear responsibilities between marketing, research and tourism services needs to be improved

• Appropriate Health Care Insurance schemes must be employed for all staff,

• Relevant training program must be implemented on all staff without favoritism,

• TTB must develop and advertise domestic tourism,

• TTB needs to review TTB Act and develop regulations to implement its operations

• Better and appropriate working environments and tools should be available to increase productivity.

• TTB should adapt performance based management and staff performance appraisal should be conducted on time.

• There is no long term development and succession plan, resulting into low work morale and eventually making staff to leave TTB for other organizations.

• There is low cooperation between TTB and other stakeholders


2.6.0 SWOC ANALYSISThe following is a SWOC analysis showing TTB’s strengths, weaknesses, opportunities and challenges in both internal and external environment. The analysis is made with regard with the tourism assets and offerings available, tourism market demand, TTB’s internal core competencies and external cooperation within public-private partnerships and other supporting institutions.

2.6.1 STRENGTHS

1. Tanzania Tourist Board (TTB) is a government organization which is legally established under Tanzania Tourist Board Act, CAP 364 of 1962 and amended by Act No. 18 of 1992 R.E 2002 which mandates TTB to promote and develop all aspects of the tourist industry in Tanzania.

2. TTB is a regionally and internationally renowned Marketing Board which has scooped various awards in recognition to its marketing role. Tanzania has been an increasingly recognized and has been a preferred tourist destination with well-established tourism products that are nature-based, making it more competitive than international destinations that only boost man-made attractions;

3. TTB has put in place strong destination marketing efforts through its international marketing efforts in the strategic markets. These efforts have also managed to achieve a brand visibility through its “Tanzania the land of Kilimanjaro, Zanzibar and the Serengeti” brand slogan. The government has for the past few years

• Managing Director and management should conduct more staff meetings to listen to their grievances.

• There is lack of sustainable reliable revenue streams coming to TTB. This situation has affected TTB in carrying out its duties as required. Sometimes staff faces delays or denial of their entitlements. Suppliers and service providers are not paid on time, giving TTB a bad image, sometimes paid after 5 years after completion of a contract.

• Poor supervision in TTB has created a low accountability and responsibility on the part of staff. TTB staff must understand the role of TTB hence able to answer questions correctly from clients and stakeholders.

• TTB is advised to start Joint Venture projects with different organizations on tourism related projects to improve tourism.

Comments:


attempted to re-brand Tanzania as tourist destination and came up with the slogan “Tanzania, the soul of Africa”. However this slogan was heavily criticized by Zanzibar as they claim the slogan disregarded the island of Zanzibar. Through the establishment of the new destination Tanzania tourism online portal, TTB has established a fully functional portal namely (www.tanzaniatourism.com).

4. TTB has stakeholder’s support that has enabled it to conduct various marketing campaigns including trade fairs and exhibitions both local and international for example Karibu fair, Kili fair,Sabasaba Int Trade fair, Dutch Tourism Expo, Pearl of Africa (Uganda), Mauritius Road Show, Magical Kenya, Sanganai Tourism Fair-(Zimbabwe), MITT (Russia), OTM (India), MICE Arabia (UAE),WTM London, WTM Africa, ITB Berlin, and Indaba South Africa to mention just a few etc;.

5. TTB has regional and international media collaboration which is aimed at promoting Tanzania as a preferred tourist destination through hosting journalists and tour operators from key tourist markets in Tanzania.

2.6.2 WEAKNESSES

1. The existing TTB Act does not address current emerging issues facing tourism industry in Tanzania. Its mandate does not allow TTB to intervene even where low quality services are provided contrary to its advertising.

2. Insufficient co-ordination and functional overlaps. There is no clear separation of roles and responsibilities among the institutions under the parent Ministry Natural Resources and Tourism (MNRT). There have been overlaps on some functions performed by these institutions (TANAPA, NCA, Tourism Division in MNRT), especially in the areas of (1) Marketing, (2) Tourism development, and (3) Research. Accordingly there has been waste of resources through duplication of efforts.

3. Inadequate adoption and applications of ICT has affected TTB’s ability to enhance digital marketing. This situation has resulted into lack of holistic internet marketing strategy that includes web site development, content management, social media and other digital media planning.

4. Inability to attract and retain quality and qualified staff due to unfavorable remuneration structure has made TTB a victim of inadequate human resource for many years. TTB needs to look at the private companies functions of marketing and learn from them on how to recruit the best in the market.

5. The Current approved structure of TTB does not give the institution flexibility of marketing staff to positions themselves to specialize on a certain special markets. This kind of structure is being used in marketing specialized organizations.

2.6.3 OPPORTUNITIESOpportunities are external value creating factors a company cannot control but emerge from either the competitive dynamics of the industry or market or from demographics, economic, political, technical, social, legal, or cultural factors. TTB’s opportunities can be discussed in


terms of Tanzania’s diverse tourism products, the tourism demand, tourism infrastructure, accessibility and recognition by stakeholders. 1. The existence of market demand for creative packaging of tourism can be

demonstrated by the swift growth of various levels of hospitality facilities, balloon scenic flying safaris, cultural tourism, hunting tourism, beach holiday tourism, horse riding, cycling within the national parks and canopy walks.

2. The advancement of technology has given TTB an opportunity to create an e-

marketing model that could compete with its rivals. The power of technology is an opportunity to be more innovative in the way the tourism product is positioned both nationally and internationally.

3. Political stability and goodwill. Tanzania has enjoyed peace and stability consistently since independence (1961). The government recognizes tourism as an important sector for social economic development of Tanzania and has been enabling TTB to perform functions of tourism marketing both domestic and international;

4. Tanzania belongs to both East African Community (EAC) and South African Development Cooperation (SADC) regional economic groups. TTB will benefit more from intra-regional travel, foreign investor-friendly environment and strong new strategic partnerships within the regions and some joint strategic infrastructure projects that promote tourism.

5. Improved air transport services that carry tourists from source markets and within the country to visit different attractions in different circuits will improve tourism considerably. Recently, in 2016 the decision by the new government to revamp ATCL- the national carrier is an opportunity that TTB should focus on and make the best of it in marketing and promotion of tourism.

2.6.4 CHALLENGES

1. Being located in the East African region, TTB is experiencing the effects of negative perception on security matters with respect to threats of terrorism in the region and costs associated with managing that negative publicity;

2. TTB experiences competition from existing regional and international destinations. Kenya, Uganda, Botswana and South Africa are the key competitors for the tourism product in the Sub Sahara Africa. Competition has also been highlighted by high prices attached to the Tanzania tourism products.

3. Perception of Tanzania as an expensive tourist destination which undermines TTB’s efforts to attract and maintain different target markets especially budget travelers and incentive groups,

4. There is inadequate and unsustainable funding on the part of TTB in carrying out its function of marketing Tanzania. The situation is not good as it restricts TTB in its duties. It is not encouraging when you take comparison to other tourist promotional authorities’ in other competing countries such as Kenya, Namibia, South Africa, Morocco, Rwanda and Botswana.


5. High staff turnover as a result of low remuneration: TTB has not been able to retain good performers due to its limited remunerations based on public service structures. TTB must argue its case in retaining its staff and building its capacity.

2.7 RECENT INITIATIVES

(i) Establishment of Swahili International Tourism Expo (S!TE) attached with the hosted buyer program from key tourist source markets to enable tourism Small/Medium Enterprises (SMEs) access international markets.

(ii) Developed and launched Tourism Destination Portal” (www.tanzaniatourism.com) and App accessible on “smart phone” developed; which allows service providers to advertise their products and services at a reasonable fee in three categories: (i) home page (ii) Side of page and (iii) Bottom of a page; and provision for potential tourists to book and pay on line for some subscribed accommodations establishments;

(iii) Developed five-year International Marketing Strategy (2012-2017) for Tanzania as a tourist destination in partnership with Tourism Confederation of Tanzania (TCT). This includes the development of a general international marketing strategy and market specific strategies for USA, UK and Germany tourist source markets. IMS which comes to an end in June 2017 needs to be evaluated and reviewed so as to establish its success or failure.

(iv) Hosted 50 travel media familiarization (FAM) tours to Tanzania commissioned to write articles on Tanzania travel experiences;

(v) Hosted 50 travel agents on familiarization tours to Tanzania to enable them promote “Destination Tanzania”;

(vi) Engaged Tourism Marketing representatives for the USA markets to complement TTB’s marketing efforts.

(vii) Provided online training for USA tour operators and travel agents to build their

understanding on destination Tanzania in order to develop a strategy to reach, educate, and attract more tourists to Tanzania;

(viii) Established partnership with development partners/donors: TTB managed to partner with different local and international donors to develop and execute various projects aimed at enhancing tourism marketing, promotion and development. Such partners include the following: United Nations World Tourism Organization (UNWTO), United States AID (US AID), SNV, International Labour Organization, United National Development Programme (UNDP), World University Services of Canada – Uniterra Programme, Tourism Confederation of Tanzania, CRDB Bank, Bank of Tanzania and Tanzania Private Sector Foundation-Cluster Competitiveness Programme;

(ix) Appointed six Tourism Goodwill ambassadors in major strategic tourist source markets of Germany, United Kingdom, Italy, France, USA and China; to complement TTB’s efforts in marketing destination Tanzania.


(x) Promotion through the use of social media (Face book, Twitter, blogs) with total over 100,000 people on these platforms;

(xi) Carried out tourism promotion campaign through English Premier League (August 2010- 2014); Seattle Sounders Football Club and Sunderland-SAFC (2013-2015) to promote “Destination Tanzania” through sports. Despite the fact the promotion was carried out, it was later revealed that more and better planning may have achieved better and lasting results.

(xii) TTB in collaboration with stakeholders managed to continuously produce and distribute promotional collaterals including over 10,000 copies of country promotional DVDs, 15,000 CDs, 37,500 brochures;

(xiii) Organizing and participating in international tourism marketing events including WTM London (UK), WTM Africa (RSA), Indaba (RSA), COTTM (China), ITB Berlin (Germany), Pearl of Africa (Uganda), Mauritius Road Show, Magical Kenya, Sanganai Tourism Fair-(Zimbabwe), MITT (Russia), OTM (India), MICE Arabia and Luxury Travel Congress (UAE);

(xiv) Enhanced partnerships with international and local airlines such as Ethiopian Airlines, Mauritius Airlines, Qatar Airways, and South African Airways for international airlines and Air Tanzania (ATCL) for promotion destination Tanzania.

(xv) Strengthened domestic tourism promotional activities including the production and distribution of promotional collaterals such as “Afrika Asilia” and “Utalii Leo” magazine, feature writing competition for journalists, FAM trips, sponsoring Miss Tanzania Pageant, providing tourism presentations in primary schools, promotion campaign using Domestic “Utalii” band, “Utalii Uanze na Mtanzania Mwenyewe” and “Talii na TTB” as a domestic tourism promotion campaign,

(xvi) Participation in local tourism marketing and promotion events such as Dar-es-salaam International Trade Fair (Sabasaba), World Tourism day celebrations, Farmers Trade Fair (nane nane), Tanga Tourism fair, Karibu Kusini Trade Fair, East Africa Trade Fair, Karibu Travel Market and Kili fair, Maji Maji Commemoration, Serengeti Cultural Festival, Four Corners Cultural Festival, Public Service Week and Bulabo Festival.

(xvii) Support the development of cultural tourism enterprises. Cultural tourism is a pro-

poor/community based tourism initiative that gives an opportunity to locals to organize some excursions/tours in their present natural environment where the real culture of the people is explored by the tourists. Cultural Tourism enterprises have also tremendously increased from three modules in 1990s when it was established to 66 tourism enterprises to date all over the country and continues supporting over 105 new CT initiatives.


2.8 CRITICAL ISSUES

aInstitutional Capacity Building to both staff and infrastructure so as to deliver optimal required services.

a IT modern advertising techniques to be implemented adequately using social media such as Whatsapp, twitter, instagram and any other similar platform by creating 24 hour social media studio.

a Improvement of communication between tourists and TTB through 24 hour customer service desk,

a Organization structure needs to change to improve accountability and create flexibility, coordination between marketing, research and tourism services to be improved after introducing a new structure which will allow flexibility in specialization particularly in marketing functions

a Appropriate and better remuneration package needs to be implemented fairly, a TTB to review TTB Acts and develop regulations to improve accountability and

transparency, a Availability of training and research opportunities whenever required and provided

by both TTB and stakeholders institution a Recruitment of adequate number of staff with required skills. a Involvement of stakeholders in investments, development and promotion of tourism

products, developing and marketing domestic tourism, a Strengthening regional/International Cooperation on Marketing and Research by

being active member, loyalty and cooperate on joint promotion of the region and sub-region

a Improvement and update of information on market trends, arrivals and expenditure, a Quick response to concerns on tourism related issues, e.g. Change of fees, Security

and Health issues and a Effective Promotion of “Destination Tanzania”


THE PLAN

The challenges and opportunities emanating from the review of strategic context have necessitated reviewing and clarifying the future institutional direction of TTB. The Strategic Plan articulates this direction through the Vision, Mission and Objectives for the period 2017/18- 2021/22. It is therefore, expected that the effective and efficient implementation of this plan will be achieved if employees will adhere to TTB Core Values indicated below.

3.1 VISION

Tanzania,theleadingandpreferredtouristdestinationinAfrica

3.2 MISSION

“Topromotetourismbyusingmodernandrelevanttoolstoachievehighersocio-economicdevelopmentinTanzania.”

3.3 CORE VALUES

1. Transparency: TTB staff shall exercise openness, impartiality, accuracy and promptness in sharing the information with all the stakeholders;

2. Accountability and Responsibility: TTB employees shall be accountable and responsible for their actions, exercise diligence to duty and optimum use of resources.

3. Competence, Discipline and Team Spirit: TTB employees shall demonstrate high

level of commitment, by working together, collaborating and coordinating in discharging their duties, while striving to achieve the highest standard of work efficiently and actively seek for opportunities to improve those standards through competence and skills training;

4. nnovativeness: Whenever possible TTB employees are expected to be innovative

and embrace modern technology so as to be able to adapt to the fast changing environment in undertaking their duties.

5. Quality Customer Service: TTB staff shall demonstrate high level of respect, impartiality, courtesy, timeliness in the course of discharging their duties so that customers will leave TTB with better experience than expected at all time.

6. Productive partnerships, socio responsibilities and recognition of employees: All

TTB staffs are expected to seek for better partnerships with both public and private

C H A P T E R 3


sector while preferring social responsible ones at the same time embrace the notion of recognising hard working employees.

3.4 OBJECTIVES, TARGETS, STRATEGIES AND KEY PERFORMANCE INDICATORS

Objective1(A): HIV/AIDS INFECTIONS REDUCED AND SUPPORTIVE SERVICES TO PEOPLE LIVING WITH HIV/AIDS IMPROVED

Rationale: HIV/AIDS is a pandemic that has an implication in the supply and demand of human resource and future operation of the nation. TTB staff engage in field works for long periods of time which exposes them to great risk of exposure to HIV/AIDS. The Board will continue to educate its staff on how to protect themselves and their families and at the same time improve and implement programs to fight the spread of HIV/AIDS at workplace and support employees affected with HIV/AIDS. The Board expects to have a healthy workforce and be free of HIV/AIDS pandemic through implementing related programs effectively.

Strategies:1. Implement work place programs to prevent HIV/AIDS.2. Improve provision of care and support services to HIV/AIDS infected staff.

Target: 1.1 ONE SENSITIZATION SEMINARS ON HIV / AIDS CONDUCTED IN HQ AND ALL BRANCHES ANNUALLY.

KPI: % of staff attending voluntary testing

Target: 1.2 XXX CONDOMS DISTRIBUTED TO HQ AND BRANCH OFFICES ANNUALLY.KPI: Number of condoms distributed to HQ and all branches

Target: 1.3 HIV/AIDS COMMITTEE ESTABLISHED BY DEC, 2017 KPI: % of staff satisfied with HIV and AIDS supportive services

Target: 1.4 ONE FOCAL PERSON APPOINTED IN EACH WORK STATION BY DEC, 2017 KPI: Focal point person in place and functional

Target: 1.5 ALL STAFF AFFECTED BY HIV/AIDS AND DECLARED THEIR STATUS SUPPORTED ANNUALLY BY JUNE, 2018

KPI: Infection rate at TTB

Objective2(B): TTB’S GOOD GOVERNANCE, ETHICS, GENDER AND ENVIRONMENTALISSUES STRENGTHENED

Rationale: Corruption is becoming a major threat of national stability and unity. Equally at TTB the prevalence of corruption threatens the development and wellbeing of the organization and is increasingly becoming a cry from public at every level. Recently a report published by PCCB after carrying out service delivery survey revealed that some TTB staffs have corrupt tendencies. TTB plans to


take this challenge by implementing anti-corruption strategy at every level in order to restore its public image and improve service delivery to the general public.

At TTB gender statistics reveal that the total numbers of staff is 47 and among them men are 25 while women are 22. These statistics represent men as 53 percent while women 47 percent. At the management level men occupy 7 positions against 6 positions that are occupied by women. TTB plans to encourage and improve this trend so as to bring about better relations between the two groups.

Currently TTB office accommodations are owned by TTB therefore it is TTB’s responsibility on investing in environmental issues. Regional offices may have to look at its environment and the way it disposes its waste. However, TTB is determined to complement national efforts to conserve environment by appointing an environmental focal person to spearhead environmental conservation activities within the TTB offices and environment in general.

Strategies:1. Implement anti-corruption and good governance issues2. Implement national gender policy 3. Promote ethical conduct within TTB4. Establish and implement complaints handling system 5. Implement national environmental policy

Target: 2.1 INTEGRITY AND ETHICS COMMITTEE OPERATIONAL BY JUNE, 2018KPI: IE committee launched and operational

Target: 2.2 ALL TTB STAFF TRAINED ON GOOD GOVERNANCE AND ACCOUNTABILITY BY JUNE, 2022 KPI: Number of staff trained on good governance and ethics

Target: 2.3 TWO SURVEYS ON THE LEVEL OF CORRUPTION IN TTB CONDUCTED BY DEC, 2017 AND BY JUNE 2022.KPI: Perception of customers on corruption at TTB

Target: 2.4 GENDER MAINSTREAM PROGRAM DEVELOPED AND IMPLEMENTED BY JUNE, 2019KPI: Gender balance levels at TTB

Target: 2.5 COMPLAINTS HANDLING MECHANISM OPERATIONAL BY JUNE 2018KPI: Level of customer’s satisfaction

Target: 2.6 ENVIRONMENTAL DESK ESTABLISHED AND OPERATIONAL BY JUNE 2018KPI: Environmental desk in place and functional

Targets: 2.7 GUIDELINES ON CORPORATE SOCIAL RESPONSIBILITIES IN PLACE AND OPERATIONAL BY JUNE 2019KPI: Guidance on corporate social responsibilities approved


Objective3(C): TOURISMRESEARCHIMPROVED

Rationale:TTB has come a long way to support both international and cultural tourism development in different parts of the country and has achieved wide recognition locally and internationally as a fully-fledged tourist product. Study of competitive destinations, such as Kenya and South Africa, shows that Tanzania has considerable room for growth by focusing on a market penetration, product development, market development and diversification. Tanzania, like many other African countries is challenged by unreliable and unrealistic statistics which are also said to be out dated in most cases. It is in this unfavorable condition that TTB need to conduct its own research and surveys, collaborate with other willing partners and advice where possible the improvement of tourism statistics development for the country. It is for above reasons that TTB needs to make better research-based informed decisions in conducting its marketing and product development initiatives both local and international. Based on this scenario, TTB should only consider investing its resources to markets that have been well researched and proved its viability, while also maintaining the current markets and promoting the new ones.

Strategies: - Conduct in-house research on topical areas for Tanzania tourism industry- Collaborate with government and private institutions in conducting tourism researches- Develop a tourism industry data bank for research results

Target: 3.1 40 TOURISM MARKET RESEARCHES CARRIED OUT BY JUNE 2022KPIs: Number of research topics identified Number of research reports submitted Number of research projects completed

Target: 3.2 20 STATISTICAL SURVEYS CONDUCTED BY JUNE 2022KPIs: Number of statistical surveys completed Number of statistical survey reports submitted

Target: 3.3 DATA BANK FOR TOURISM INDUSTRY DEVELOPED AND FUNCTIONAL BY JUNE 2020KPIs: Data bank installation completed Number of Data bank users Objective4(D): TOURISMPRODUCTSDEVELOPEDANDIMPROVED

Rationale:Tanzania has one of the world’s greatest national parks systems and other forms of protected areas. It was ranked second in the world after Brazil in 2011 for richness and unique natural tourism resources. Today in 2016 it is ranked 8th. However, in Africa it is ranked number one. This is advantageous position on tourism. The Country protects and manages the ecosystems of natural areas so that visitors can understand, appreciate and enjoy them in a way that will preserve them for future generations. To remain competitive regionally and internationally, the country must encourage careful product development and investment


in tourism assets and products. Tanzania’s products must keep pace with changing tastes of tourists and global competition.

This objective aims at developing authentic experience-based new products like wine tourism, cruise ship tourism, beach tourism, MICE (Meetings, Incentives, Conferences and Events), festivals, new routes for wildlife viewing and hiking routes in nature reserves just to mention a few. Under the TTB establishing Act, TTB was mandated to encourage by such measures as it may think fit the development of such amenities in Tanzania as may enhance the attractivenessof Tanzania to tourists. It is under this clause that TTB should encourage investors to develop tourist amenities so as to attract tourist and improve tourism in general. Strategies:- Develop travel and tourism project proposals from different communities, raise their

awareness on potential tourism products and seek funding from different donors/development partners

- Assess tourism potentials in different destination management areas in Tanzania- Establish new cultural tourism enterprises (CTEs), build its capacity in collaboration with

other stakeholders,- Develop new tourism products in different tourism circuits in Tanzania- Develop business events (MICE) in Tanzania- Develop tourism amenities investment guideline (TAIG) to encourage investors in

developing tourism products.

Target: 4.1 60 NEW CULTURAL TOURISM ENTERPRISES (CTEs) ESTABLISHED BY JUNE 2022KPIs: Number CTEs established Number of training programs carried out

Target: 4.2 TOURISM AMENITIES INVESTMENT GUIDELINE (TAIG) DEVELOPED AND DISSEMINATED TO STAKEHOLDERS BY JUNE 2020 Number of investor meetings to discuss TAIG Target: 4.3 5 NEW TOURISM PRODUCTS ESTABLISHED AND DEVELOPED BY JUNE 2022 KPIs: Number of training on new products carried out Number of tourism products completed

Target: 4.4 10 TRAVEL AND TOURISM PROJECTS DEVELOPED BY JUNE 2022KPIs: Number of travel and tourism projects completed

Target: 4.5 50 MEETINGS, INCENTIVES, CONFERENCE AND EVENTS (MICE) HOSTED IN TANZANIA BY JUNE 2022.KPIs: Number of MICE conducted in Tanzania

Objective5(E): TOURISMSERVICESIMPROVED

Rationale: The key role of the Tourist Information Centres is to provide information and assistance to tourists, residents and Tanzanians on various issues related to tourism in Tanzania. This


includes information on things to see and do, where to stay, where to eat, where to shop and how to get to different locations. It is also to provide information on what services are available at different facilities, as well as assistance to tourists wherever necessary. This service however is not adequately available due to a number of challenges including inadequate working tools, limited number of TIC offices available in the country and low level of partnership with other stakeholders. TTB is set to strengthen its Tourist Information Centres (TICs) to become a world-class one-stop tourist centre for foreign and local tourists through offering of modern 24 hour visitor/customer services and facilities throughout TICs in Tanzania.

Strategies: - Collaborate in training other stakeholders to improve tourism services - Establish 24 hour call centres for local and international calls - Improve efficiency of tourist information centres Targets: 5.1 FIVE (5) TOURIST INFORMATION CENTERS OPENED AND 3 TIC’s IMPROVED BY JUNE 2022KPIs: Number of TICs improved Number of TICs opened

Target: 5.2 20 TRAINING SESSIONS IN CUSTOMER SERVICES CARRIED OUT BY JUNE 2022 KPIs: Number of trainings conducted Number of participants trained Number of complaints received

Target: 5.3 24 HOUR TOURIST CUSTOMER SERVICES CALL CENTRE ESTABLISHED BY JUNE 2019 KPIs: Call centre established and functional Number of enquiries attended Number of tourist complaints attended

Objective6(F): ENGAGEMENTOFTOURISMSTAKEHOLDERS’IMPROVED

Rationale: Tanzania Tourist Board has been experiencing criticisms and antagonist relations from tourism stakeholders due to inadequate involvement and engagement of tourism stakeholders in the overall implementation of tourist policy and functioning of TTB. This antagonistic relationship has created ill cooperation between tourism stakeholders and TTB contributing to the ineffective performance of the Board. TTB is set to strengthen partnerships with stakeholders including state agencies and tourism private-sector organizations in order to achieve a more coordinated approach to the travel and tourism marketing in Tanzania.

Strategies:• Development of stakeholders’ engagement plan;• Conduct focused group meetings with stakeholders to foster/strengthen collaborations,

cooperation and partnerships;• Organise annual tourism stakeholder’s conference Target: 6.1: TOURISM STAKEHOLDERS’ ENGAGEMENT PLAN (TO STRENGTHEN COOPERATION


AND PARTNERSHIPS) DEVELOPED AND IMPLEMENTED BY JUNE 2019KPI: Tourism stakeholder’s engagement plan operational Number of stakeholders meetings conducted

Target: 6.2 TWENTY FIVE (25) MEETINGS TO ENHANCE COLLABORATION, COOPERATION AND PARTNERSHIPS CONDUCTED BY JUNE 2022KPI: Number of stakeholders meetings conducted Number of MOU signed Number of tourism awards given

Objective7(G): TOURISMMARKETINGDEVELOPEDANDIMPROVED

Rationale:The contribution of International tourism to the social economic development of Tanzania has been increasing steadily over a considerable period of time. Currently the sector contributes USD 2.1 billion dollars annually to the Tanzanian economy and about 25% of total export earnings. Average expenditure per tourist ranges between $141 for non-package and $305 for package per day. However, notwithstanding this performance, international tourism still contributes little to the social economic development of Tanzania compared to the tourism resources the country has.

TTB intends to continue implementing International Marketing Strategy (IMS) by emphasising on modern marketing techniques including online marketing and at the same time continue using traditional marketing techniques. The Board will also attend international trade fairs; conduct road shows abroad, familiarization tours locally, production and distribution of promotional materials, using the goodwill ambassadors and Tanzania foreign embassies to market destination Tanzania. This five year Strategic Plan intends to increase the number of international tourist arrivals from 1,284,279 in 2016 to 3,000,000 by June 2022 and the revenue accrued from the same from USD 2.131m to USD 2.5m in June 2022.

Tanzania has been experiencing a slow growth of Domestic tourism. In 2016, over 440,510 domestic tourists only visited tourist attractions including National Parks, Ngorongoro Conservation Area and National Museums across the country. Development of domestic tourism is an important part of general tourism growth and its sustainability for economy in Tanzania. Majority of Tanzanians have not had an opportunity to undertake the holiday trips within their country for various reasons including lack of travelling culture, limited awareness and the perception that travels for tourism is expensive. TTB intends to implement marketing strategy for domestic tourism (MSDT), which will include awareness raising campaigns, local trade fairs and festivals, familiarization tours, production and distribution of promotional materials, TV and Radio Advertising and educational Programs across the nation in an effort to change the above trend.

Strategies:- One of the main strategies on this objective is the International Marketing Strategy (IMS)

that is coming to end in June 2017. In this document many specific strategies and activities are suggested.

- To organize and facilitate familiarization trips of travel news writers, partnering with


celebrities, use of tourism Goodwill Ambassadors, sponsorships of major events such as sports and popular TV programs in some key local and international markets.

- To develop Marketing Strategy for Domestic Tourism (MSDT) to be developed soon to complement efforts put forward by IMS. This strategy will cover tourism within Tanzanian boundaries.

- To increase destination awareness in local, regional and international markets through participating in tourism fairs, seminars, workshops, conferences, international airlines and road shows.

- To carry out information dissemination through the use of TV, Radios and Social Media platforms,tour operators, travel agencies, Tanzania missions’ abroad, local representative, trade centers, information centers, website and guide books.

- To conduct strategic meetings with international airlines so as to lobby for direct international air access from the key source markets.

- Regional (East African market) Marketing Strategy could also be used to target middle class population around the whole region of East Africa.

Target: 7.1 TEN (10) SOCIAL MEDIA MARKETING TOOLS FOR TOURISTS ENGAGED BY JUNE 2019KPIs: Special Command Centre (Studio) launched Number of social media platforms functional Number of subscribers/followers increased Number of social media posts/responses set Target:7.2 TTB’sWEB-SITE,WEBPORTALANDAPPUPDATEDANDPROMOTEDBYJUNE2019KPIs: Number of TTB App downloads Number of web users/visitors A portal is subscribed to content delivery network

Target: 7.3 120 INTERNATIONAL PROMOTIONAL EVENTS AND ADVERTS CARRIED OUT BY JUNE 2022 KPIs: Number of international adverts carried out Number of events attended Number of stakeholders exhibiting in TTB pavilion

Target: 7.4 Five (5) REGIONAL (EAST AFRICAN COUNTRIES) TOURISM PROMOTIONAL EVENTS PARTICIPATEDKPIs: Number of regional tourism events carried out by TTB Number of regional tourism events attended by TTB

Target: 7.5 Sixty (60) DOMESTIC TOURISM PROMOTIONAL EVENTS AND ADVERTS IN TANZANIA CARRIED OUT BY JUNE 2022. KPIs: Number of adverts carried out Number of events attended

Target: 7.6 240 EDUCATIONAL AWARENESS CAMPAIGNS CARRIED OUT IN TANZANIA BY JUNE 2022.KPIs: Number of education institutions involved Number of educational awareness campaigns conducted


Target: 7.7 NEW DESTINATION BRAND OF TANZANIA IS DEVELOPED AND COMMUNICATED TO STAKEHOLDERS BY JUNE 2020 KPI: New brand of Tanzania completed and approved Number of stakeholders consulted and responded

Objective8(H): MANAGEMENTANDACCOUNTABILITYOFPHYSICALASSETS,HUMANANDFINANCIAL RESOURCES IMPROVED

Rationale: Tanzania Tourist Board Act CAP 634 RE 2002 had a major amendment in 1992, but it retained most of provisions of Tanganyika National Tourist Board Act No. 25 of 1962. The act therefore needs to be revamped to enable TTB have legal mandate to address many other challenges and concerns of its stakeholders that are currently emerging. After TTB has acquired new Act, it will need to develop new regulations to operationalize it. Procurement, financial and human resource management processes are regulated by their respective procedures and regulations formulated by respective professional bodies. However these processes are always seen as cumbersome and bureaucratic and as a result staff morale and productivity is very low at TTB. TTB intends to improve these processes making them transparent and efficient while creating accountability at every level. The improvement will also include developing HRM guidelines that will help staff be confident of their role in TTB. Internal control is also expected to be improved to boots good governance in the entire organization.

Strategies:- Strengthen administrative, financial and institutional capacity systems, to improve

efficiency, ethics and transparency.- Improve human resource capacity by provision of office working tools, facilities, staff

recruitment and better staff remunerations.- Review TTB’s legal framework. Review all contracts, negotiations, agreements that TTB

enters with other organizations. Target: 8.1 6 CORPORATE BOARD MEMBERS ARE FACILITATED BY JUNE 2022KPI: Number of corporate board members facilitated Target: 8.2 210 PUBLIC RELATIONS EVENTS TO BUILD CORPORATE IMAGE OF TTB ARE CONDUCTED BY JUNE 2022KPIs: Number of PR events carried out Number of audience reached

Target: 8.3 3 TTB PLOTS UNDER STRATEGIC PARTNERSHIP INVESTMENTS DEVELOPED BY JUNE 2022KPIs: Number of investment contracts executed Number of plots under development

Target: 8.4 TTB ACT REVIEWED AND IMPLEMENTED BY JUNE 2019KPIs: New TTB Act in place Number of contracts/agreements reviewed and concluded New Regulations operational


Target: 8.5 THREE HUNDRED (300) MAIN PROCUREMENT TRANSACTIONS ARE PROCESSED AND COMPLETED BY JUNE 2022KPI: Average time per transaction Number of 1st time approval transactions Timely response to request to user departments Compliance to PPA/PPR

Target: 8.6 HIGH CAPACITY SERVER ACQUIRED AND INSTALLED BY JUNE 2018 KPI: High capacity server functional Number of IT complains reduced

Target: 8.7 90% OF STAFF WORKING ENVIRONMENT AND TOOLS IMPROVED BY JUNE 2022 KPIS: Staff turnover Number of renovated buildings Number of office equipment and tools acquired

Target: 8.8 50 STAFF PROVIDED WITH TRAINING AND 12 NEW STAFF ARE RECRUITED BY JUNE 2022KPI: Training program in place Number of staff trained Number of new recruitments

Target: 8.9 INTERNAL CONTROL SYSTEMS FUNCTIONAL BY JUNE, 2022KPI: Number of Audit queries Number of audit reports submitted Number of Branches, department and Unit audited.

Target: 8.10 SYSTEM AND TOOLS FOR PLANNING, BUDGETING AND PERFORMANCE MONITORING IN PLACE BY JUNE, 2022KPI: Number of best practice meeting conducted Number of 1st time-approved budgets Number of M&E reviews carried out

Target: 8.11. ACCOUNTING AND FINANCIAL MANAGEMENT REPORTING STRENGTHENED BY JUNE 2022KPI: Number of asset management reports produced Number of e-by epicor financial management reports produced


RESULTS FRAMEWORK

4.1. INTRODUCTIONThis Chapter shows how the results envisaged in this Strategic Plan will be measured as well as the benefits that will accrue to TTB clients and stakeholders. The framework intends to show that the interventions have either led or are leading to achievement of the intended outcomes and finally how the indicators and progress of the various interventions will be reported and to which stakeholders. The chapter also shows the Results Chain; the Results Framework Matrix, the Monitoring Plan, the Planned Reviews, the Evaluation Plan and finally the Reporting Plan.

4.2. BENEFICIARIES OF TTB SERVICESThe direct beneficiaries of TTB services offered are tourists and tourism service providers (tourists, tour operators, travel agents, guides, air operators, hunting operators, accommodation facilities owners; restaurants; etc. Indirectly TTB serves general public who are the ultimate consumers of better economy in terms of goods and services they receive out of better performing economy.

4.3. RESULTS CHAINTTB’s Results Chain consists of outcomes, outputs, activities and inputs. A combination of the objectives, targets, in this SP forms TTB Results Chain. The basic assumption is that, there is causal linkage in the various elements of TTB Results Chain. The inputs i.e. utilization of resources will lead to achievement of the activities, which will contribute to achievement of targets. Achievement of targets will lead to achievement of objectives that will lead to realization of TTB’s Development Objective. This chain of results will justify TTB use of the taxpayer’s money into the various interventions and thus contribute to the development of the country through improved public service delivery.

4.4. THE RESULTS FRAMEWORK MATRIXThis matrix contains TTB’s overall Development Objective, objectives, planned outcomes and outcome indicators. The matrix envisions how the development objective will be achieved and how the results will be measured. The indicators in the matrix will be used to track progress towards achievement of planned outcomes and objectives.

C H A P T E R 4


Objective Code

Objective Description Planned Outcomes Indicators

A HIV/AIDS infections reduced and supportive service to people living with HIV/AIDS improved

• Reduced prevalence rate. • Improved supportive

services to PLWA

• Improved knowledge on HIV/AIDS prevention.

• Increased number of TTB staff attending HIV voluntary testing.

• Reduced stigma on TTB staff living with HIV/ AIDS

• Increased outreach services

• % of staff attending voluntary testing • % of staff who are satisfied with HIV and

AIDS supportive services

• Infection rate at TTB.

B Good governance, • Improved knowledge on • Perception of customers on corruption at

ethics, gender and environmental issues strengthened

Anti-corruption Strategy to employees.

• Reduced bureaucracy & red tape in the delivery of services.

• Increased public access to efficient service delivery.

• Increased gender balance • Increased compliance on

environmental regulations

TTB

• Level of customers satisfaction • Gender balance levels at TTB

C Tourism research

improved • Increased number of right

decision based on research

• Increased market research papers

• Improved up to date statistics

• Increased access to Data on Tourism Industry

• Increased collaboration between TTB and other institutions in research

• Number of tourism research reports submitted and used

• Number of tourism statistical survey reports submitted and used

• Number of Data bank users registered

• Number CTEs established and functional

D Tourism products developed and

• Increased cultural tourism enterprises/products

• Number of travel and tourism projects completed

improved

• Increased MICE planned • Increased tourism options to

tourists

• Number of MICE conducted in Tanzania

E Tourism services improved

• Decreased complaints from tourists

• Increased satisfaction from tourists

• Increased number of tourists • Improved tourism industry • Increased foreign earnings

from tourism

• Number of TICs improved • Number of tourist complaints attended


F Engagement of tourism stakeholders improved

• Improved relationship between TTB and stakeholders

• Decrease complains from stakeholders

• Tourism stakeholder’s engagement plan operational

• Number of stakeholders meetings conducted

• Number of MOUs signed • Number of tourism awards given

G Tourism marketing developed and improved

• Increased number of digital media followers

• Increased international tourism events

• Increased awareness on domestic tourism

• Number of web users/visitors subscribers/followers

• Number of international tourism promotion events attended

• Number of domestic tourism promotion events attended

H Management and Accountability of physical assets, human and financial resources improved

• Improved financial management

• Improved monitoring of the planned activities

• Unqualified financial reports • Improved service delivery • Improved staff performance

• Increased staff satisfaction

• Number of PR events carried out • Number of timely successful completed

transactions

• Number of staff trained on relevant

studies

• Number of Audit queries • Number of financial best practice meeting

conducted

• Number of e-by epicor financial reports

produced

4.5 MONITORING, REVIEWS AND EVALUATION PLAN

This sub section details the Monitoring Plan, Planned Reviews and Evaluation Plan for the period covering five years of the strategic planning cycle.


4.5.1 Monitoring Plan

The monitoring plan consists of indicators and indicator description, baseline for each indicator; indicator targets values, data collection and methods of analysis, indicator reporting frequency and the officers who will be responsible for data collection, analysis and reporting. The monitoring and evaluation plan is detailed below:

SN Indicator and Indicator Description

Baseline Indicator Target Value Data Collection and Methods of Analysis FrequencyReporting

Responsibilityfor Data Collection and Analysis

Date Value

YR 1

YR 2

YR 3

YR 4

YR 5

Data source

Data Collection Instrument and Methods

Frequencyof Data Collection

Means of Verification

1 % of staff attending voluntary testing

2017

XXX TTB Quarterlyper annum

PAM

2 % of staff satisfied with HIV and AIDS supportive services

XXX TTB

PAM

3 Infection rate at TTB

XXX TTB

PAM

4 Perception of customers on corruption at TTB

XXX TTB

PAM

5 Gender balance levels at TTB

XXX TTB Annually

PAM

6 Number of tourism research reports submitted and used

40 8 8 8 8 8 TTB Field Report

RDM

7 Number of tourism statistical survey reports submitted and used

20 5 5 5 5 5 TTB

RDM

8 Number of Data bank users registered

XXX TTB

Figures of data bank entry

RDM

9 Number CTEs established and functional

60 12 12 12 12 12 TTB

RDM

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterly

Quarterly

Quarterly

Quarterly Quarterlyper annum

Quarterlyper annum

2017

2017

2017

2017

2017

2017

2017

2017


10 Number of Investors meetings to discuss TAIG

2017

XXX TTB Quarterly

RDM

11 Number of tourism products completed

5 1 1 1 1 1 TTB

Quarterly

per annum

RDM

12 Number of travel and tourism projects completed

10 2 2 2 2 2 TTB

RDM

13 Number of MICE conducted in Tanzania

50 10 10 10 10 10 TTB

MM

14 Number of TICs improved

8 3 2 1 1 1 TTB

TSM

15 Number of training sessions in customer services carried out by June 2022

20 4 4 4 4 TTB

TSM

16 Number of stakeholders meeting conducted

25 5 5 5 5 5 TTB

TSM

17 Number of tourist complaints attended

XXX TTB

Figures from call register

PITO/TSM

18 Number of digital users are responded to

500k

100k

100k

100k

100k

PITO/TSM

19 Number of social media subscribers/followers increased

500k

100k

100k

100k

100k

TTB

Figures from social media register

PITO

20 Number of portal users/visitors

500K

100k

100k

100k

100k

TTB

Figures from website users

PITO

21 Number of stakeholders meeting conducted

25 5 5 5 5 5 TTB

TSM

22 Number of international tourism promotion events attended

120 20 25 25 25 25 TTB

MM

2017

2017

2017

2017

2017

2017

2017

2017

2017

2017

2017

2017

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum


23 Number of regional tourism promotion events attended

2017

5 1 1 1 1 1 TTB Annually

Annually

MM

24 Number of domestic tourism promotion events attended

60 12 12 12 12 12 TTB Quartery

Quarterly

per annum

MM

25 Number of educational awareness campaigns conducted

240 50 50 50 45 45 TTB

TSM

26 Number of MOU signed

25 5 5 5 5 5 TTB

Annually

LC

27 Number of stakeholders consulted on destination Tanzania

XXX TTB

Figures from contact register

MM,TSM

28 Number of corporate board members facilitated

20 4 4 4 4 4 TTB

PAM,LC

29 Number of PR events carried out

195 40 40 40 40 35 TTB

PPRO

30 Number of plots for investment under development

3 - - 1 1 1 TTB

RDM,FM,LC PAM

31 Number of timely successful completed transactions

60 12 12 12 12 12 TTB

PMU

32 Number of staff trained on relevant studies

50 10 10 10 10 10 TTB

PAM

33 Number of Audit queries

XXX TTB Annually

Figures from audit query register

IA/FM

34 Number of financial best practice meeting conducted

20 4 4 4 4 4 TTB

FM

35 Number of e-by epicor financial reports produced

60 12 12 12 12 12 TTB

FM

Quartery

Quartery

Quartery

Quartery

Quartery

Quartery

Quartery

Quartery

Quartery

Quartery

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

Quarterlyper annum

2017

2017

2017

2017

2017

2017

2017

2017

2017

2017

2017

2017


4.5.2 Planned Reviews

The plan is to carry out a total of five (5) formal reviews during the Strategic Planning Cycle. The reviews will be tracking progress on targets on annual basis. During the first year (2017/18), one formal review (Annual) will be conducted in June 2018. The reviews will focus on determining whether the planned activities are moving towards achieving the targets and will find out whether they are on track, off track, unknown or at risk.

The reviews will be based on pre-planned annual targets. In addition, the reviews will track any changes in terms of outputs realized over the period as well as assessing issues, challenges and lessons learnt over the year and to what extent the outputs delivered are contributing towards achievement of the objectives. The review findings will be used to adjust implementation strategies whenever necessary. The respective heads of sections will take a lead in the review process. During the second year (2018/19), third year (2019/20) fourth year (2020/21) and fifth year (2021/22), one evaluation at end of each year will be undertaken. Like in the first year of the plan, the reviews in these years will also focus on performance against planned activities. At times TTB may decide to carry out a mid-term review and evaluation, which will be on December 2019. This review may replace annual reviews as it is more appropriate given the resources that may be required.

Additionally, the reviews to be conducted during the fifth year focus on determining whether the planned outputs over the five years period have been achieved against the indicators, and if not what could have been the reasons for the under achievement. All the five years targets and outcomes will be reviewed. The review will also assess as to what extent the achieved targets have contributed towards achievement of five year outcomes as well as issues, challenges and lessons learnt over the five years period. The Accounting Officer (Managing Director) will take a lead in the review process on the completion of the strategic plan cycle. The specific planned reviews, milestones timeframes and the responsible sections are detailed below:


YEARS OBJECTIVES MILESTONES TIMEFRAME RESPONSIBLE

PERSON(S) Year 1 2017/18

Objective A Report on HIV/AIDS released Annually-June

PAM

Objective B Integrity and Ethics committee established

Dec 2017 PAM

Complaints handling desk and Gender focal persons established in regions

Dec 2017 PAM

Objective H Automated financial system (e by epicor) launched

June 2018 FM

Objective H High Capacity Server acquired and installed

June 2018 IT/PMU

Year 2 2018/19

Objective C Tourism Information Data bank launched

June 2019 IT/RDM

Objective E 24 hour Customer Service Call Center launched

June 2019 TSM

Tourist Information Center launched in Dodoma

June 2020 TSM

Objective F Tourism Stakeholders’ Engagement plan approved

June 2019 TSM

Objective G Domestic Tourism Marketing drive launched

June 2018 MM

Objective H New TTB Act passed by the Parliament

June 2019 LC

Year 5 2021/22

Objective F Destination brand of Tanzania launched

June 2022 MM/TSM

Objective G New Destination Tanzania slogan launched

June 2022 MM

Objective H Strategic Partnership project on plots launched

June 2022 RDM/PAM

4.5.3 Planned Reviews Matrix


4.5.4 Evaluation PlanThe Evaluation Plan consists of the evaluation studies to be conducted during the Strategic Planning Cycle. The description of each study, evaluation questions, methodology, timeframe and the responsible person is detailed in the plan. A total of six evaluation studies with a total of eighteen evaluation questions will be conducted over the period of five years. The evaluation studies intends to obtain evidence as to whether the interventions and outputs achieved have led to the achievement of the outcomes as envisioned in the strategic plan outputs. The evaluation plan matrix is detailed below:

S/N EVALUATION STUDY

DESCRIPTION EVALUATION STUDY QUESTIONS

METHODOLOGY TIMEFRAME RESPONSIBLE PERSON

1 HIV and AIDS Assessment Study.

Assesses the HIV and AIDS status at TTB, and efforts undertaken to prevent more infections.

• To what extent are the HIV and AIDS interventions implemented by TTB effective?

• Are they reducing the incidence of HIV and AIDS?

Documentation Review of existing staff medical records

Annually PAM

2 Implementation of TTB Anti -Corruption Strategy.

The study assesses implementation of the TTB’s Anti -Corruption Strategy.

• What is the status of corruption at TTB?

• To what extent does bureaucracy & red tape in the delivery of services promote corruption?

• Are the systems & structures in place enhancing access & efficiency of service delivery to TTB customers?

• Are customers aware of their rights described in TTB

Conduct interviews, administer questionnaire analyze results and compile report.

Annually PAM

Client Service Charter?

3 Number of Data bank users registered

SDS looks at the number of Data bank users for information on tourism

• Are the service standards being met?

• To what extent are TTB staff satisfied with systems, procedures and working environment?

• Are the customers satisfied with the service they receive?

• What is customer’s confidence when they use the information from this Data bank?

Conduct interviews, administer questionnaire, analyze results and compile report.

Monthly IT/RDM/TSM

4. Number of tourist complaints attended

The study will explore challenges the Agency is facing

• What is the level of complains to TTB?

• What are the possible mistreatments to tourists

Done as Survey through questionnaires and discussions

Monthly IT/TSM


S/N EVALUATION STUDY

DESCRIPTION EVALUATION STUDY QUESTIONS

METHODOLOGY TIMEFRAME RESPONSIBLE PERSON

due to unfair trade practices as a result of violation of TTB Act and its Regulations by various stakeholders.

done by other stakeholders?

• What are the possible remedies that TTB can pursue in order to plug the loopholes?

with relevant stakeholders

5. Number of stakeholders consulted on tourism issues

The study will explore challenges TTB is facing in improving collaboration and cooperation with its stakeholders

• What are the areas that stakeholders need TTB’s cooperation?

• What areas that stakeholders feel TTB is not doing enough?

• What are other possible areas of cooperation available to both stakeholders and TTB?

Done as survey through questionnaires and discussions with selected stakeholders

Quarterly TSM

6. Number of Audit queries

The study will explore the number of audit

• What is the number of repeated queries to TTB?

• When was the last time

Done as a survey using questionnaires,

Annually IA

queries and their response from TTB

internal control reviewed? discussions with relevant staff

S/N Type of Report Recipient Frequency Responsible Person 1 Section Report Directors Monthly Heads of Sections 2 Quarterly Report Managing Director Quarterly Planning

3 Annual Report Managing Director Annually Planning

4.6 REPORTING PLANThis subsection details the Reporting Plan which contains the internal and external reporting plan. The reporting plan is in accordance with statutory requirements, Medium Term Strategic Planning and Budgeting Manual or as may be required from time to time by any relevant authorities.

4.6.1 InternalReportingPlanThis plan will involve preparation of types of reports namely sections, quarterly progress reports and annual reports. These reports will be submitted to various internal stakeholders including TTB-MD and Directors. The reports will be prepared on monthly, quarterly, annually or on demand basis as may be required from time to time. The Reporting Plan is detailed below:


4.6.2 ExternalReportingPlanThis plan will involve preparation of five types of reports namely Program Implementation report, performance reports, financial statements, Annual reports and Five year Outcome report to be submitted to various external stakeholders, including Ministry of Natural Resources and Tourism, Controller and Auditor General, the Parliament and the General Public. The reports will be prepared on quarterly, annually or on demand basis from time to time. The reporting plan will be in accordance with the statutory requirements as directed, as well as the Government Performance reporting requirements as stipulated in the Medium Term Strategic Planning and Budgeting Manual.

S/N

TYPE OF REPORT RECIPIENT FREQUENCY RESPONSIBLE

1 Performance Reports PMO, TTB-BOD Quarterly/Annua

lly MD

2 Financial Statements CAG Annually MD 3 Annual Reports MoF/POPSM/ Annually MD

TTB-BOD 4 Procurement report PPRA Annually MD 5 Five Years Outcome

Reports MoF/POPSM/MNRT

Five years MD



TANZ

ANIA

TO

URIS

T BO

ARD

CO

RPO

RATE

STR

ATEG

IC P

LAN

MAT

RIX

2017

/18

– 20

21/2

2

O

BJEC

TIVE

S ST

RATE

GIES

TA

RGET

S KE

Y PE

RFO

RMAN

CE IN

DIC

ATO

RS

RESP

ONS

IBLE

1(A)

HI

V/AI

DS

INFE

CTIO

NS

RED

UCED

AND

SU

PPO

RTIV

E SE

RVIC

ES T

O

PEO

PLE

LIVI

NG

WIT

H HI

V/AI

DS

IMPR

OVE

D

1. Im

plem

ent w

ork

plac

e pr

ogra

ms

to p

reve

nt

HIV

/AID

S.

2. I

mpr

ove

prov

isio

n of

ca

re a

nd s

uppo

rt s

ervi

ces

to H

IV/A

IDS

infe

cted

staff

.

ON

E SE

NSI

TIZA

TIO

N S

EMIN

AR O

N H

IV /

AID

S CO

ND

UCT

ED IN

EAC

H W

ORK

STA

TIO

N A

NN

UAL

LY.

• %

of s

taff

att

endi

ng

volu

ntar

y te

stin

g •

% o

f staff

satisfie

d w

ith

HIV

and

AID

S su

ppor

tive

serv

ices

•

Infe

ctio

n ra

te a

t TTB

.

PAM

XX C

ON

DO

MS

DIS

TRIB

UTE

D T

O A

LL W

ORK

ING

ST

ATIO

NS

ANN

UAL

LY.

HIV

/AID

S CO

MM

ITTE

E ES

TABL

ISH

ED B

Y D

EC ,

2017

O

NE

FOCA

L PE

RSO

N A

PPO

INTE

D IN

EAC

H W

ORK

ST

ATIO

N B

Y D

EC, 2

017,

ALL

STA

FF A

FFEC

TED

BY

HIV

/ AID

S AN

D D

ECLA

RED

TH

EIR

STAT

US

SUPP

ORT

ED A

NN

UAL

LY B

Y JU

NE,

201

8

2(B)

TT

B’S

GOO

D

GOVE

RNAN

CE,

ETHI

CS,

GEND

ER A

ND

ENVI

RONM

ENT

AL IS

SUES

ST

RENG

THEN

ED

1 Im

plem

ent a

nti-

corr

uptio

n an

d go

od

gove

rnan

ce is

sues

2.

Impl

emen

t nat

iona

l ge

nder

pol

icy

3.

Pro

mot

e et

hica

l co

nduc

t with

in T

TB

4.Es

tabl

ish

and

impl

emen

t co

mpl

aint

s ha

ndlin

g sy

stem

5.

Impl

emen

t nat

iona

l en

viro

nmen

tal p

olic

y

INTE

GRI

TY A

ND

ETH

ICS

COM

MIT

TEE

OPE

RATI

ON

AL

BY JU

NE,

201

8 •

Perc

eptio

n of

cus

tom

ers

on c

orru

ptio

n at

TTB

•

Leve

l of c

usto

mer

s sa

tisfa

ctio

n •

Gen

der b

alan

ce le

vels

at

TTB

PAM

ALL

TTB

STAF

F TR

AIN

ED O

N G

OO

D G

OVE

RNAN

CE

AND

ACC

OU

NTA

BILI

TY B

Y JU

NE,

201

8

TWO

SU

RVEY

S O

N T

HE

LEVE

L O

F CO

RRU

PTIO

N IN

TTB

CO

ND

UCT

ED B

Y D

EC, 2

017

AND

BY

JUN

E 20

18.

GEN

DER

MAI

NST

REAM

PRO

GRA

M D

EVEL

OPE

D A

ND

IM

PLEM

ENTE

D B

Y JU

NE,

201

9 CO

MPL

AIN

TS H

AND

LIN

G M

ECH

ANIS

M O

PERA

TIO

NAL

BY

JUN

E 20

18

ENVI

RON

MEN

TAL

DES

K ES

TABL

ISH

ED A

ND

O

PERA

TIO

NAL

BY

JUN

E 20

18

GU

IDEL

INES

ON

CO

RPO

RATE

SO

CIAL

RE

SPO

NSI

BILI

TIES

IN P

LACE

AN

D O

PERA

TIO

NAL

BY

JUN

E 20

19

3 (C

) TO

URIS

T RE

SEAR

CH

1. C

ondu

ct i

n ho

use

rese

arch

on

topi

cal a

reas

40

TO

URI

SM M

ARKE

T RE

SEAR

CHES

CAR

RIED

OU

T BY

JU

NE

2022

•

Num

ber o

f res

earc

h RD

M


IMPR

OVE

D

fo

r Tan

zani

a to

uris

m

indu

stry

2.

Col

labo

rate

with

go

vern

men

t and

priv

ate

inst

itutio

ns in

con

duct

ing

tour

ism

rese

arch

es

3. D

evel

op a

tour

ism

in

dust

ry d

ata

bank

for

rese

arch

resu

lts

dna detelpmoc stcejorp

re

port

s su

bmitt

ed

• N

umbe

r of s

tatis

tical

su

rvey

s co

mpl

eted

and

re

port

s su

bmitt

ed

• N

umbe

r of D

ata

bank

us

ers

20 S

TATI

STIC

AL S

URV

EYS

CON

DU

CTED

BY

JUN

E 20

22

DAT

A BA

NK

FOR

TOU

RISM

IND

UST

RY D

EVEL

OPE

D

AND

FU

NCT

ION

AL B

Y JU

NE

2019

4 (D

) TO

URIS

T PR

OD

UCTS

D

EVEL

OPE

D

AND

IMPR

OVE

D

1. R

aise

aw

aren

ess,

de

velo

p tr

avel

and

to

uris

m p

roje

ct p

ropo

sals

fr

om differen

t co

mm

uniti

es a

nd s

eek

fund

ing

from

differen

t do

nors

/dev

elop

men

t pa

rtne

rs

2. E

stab

lish

new

cul

tura

l to

uris

m e

nter

pris

es (C

TEs)

, bu

ild it

s ca

paci

ty in

co

llabo

ratio

n w

ith o

ther

st

akeh

olde

rs

3. D

evel

op n

ew to

uris

m

prod

ucts

in d

ifferen

t to

uris

m c

ircui

ts in

Ta

nzan

ia,

4. D

evel

op b

usin

ess

even

ts (M

ICE)

in T

anza

nia

60 N

EW C

ULT

URA

L TO

URI

SM E

NTE

RPRI

SES

(CTE

s)

ESTA

BLIS

HED

BY

JUN

E 20

22

• N

umbe

r CTE

s es

tabl

ish e

d •

Num

ber o

f new

tour

ism

pr

oduc

ts c

ompl

eted

•

Num

ber o

f tra

vel a

nd

tour

ism

pro

ject

s co

mpl

eted

•

Num

ber o

f MIC

E co

nduc

ted

in T

anza

nia

•

TAIG

doc

umen

t la

unch

ed

RDM

M

M,T

SM

TOU

RISM

AM

ENIT

IES

INVE

STM

ENT

GUI

DEL

INE

(TAI

G)

DEV

ELO

PED

AN

D D

ISSE

MIN

ATED

TO

STA

KEH

OLD

ERS

BY JU

NE

2019

.

5

NEW

TO

URI

SM P

ROD

UCT

S ES

TABL

ISH

ED A

ND

D

EVEL

OPE

D B

Y JU

NE

2022

10

TRA

VEL

AND

TO

URI

SM P

ROJE

CTS

DEV

ELO

PED

BY

JUN

E 20

22

50 M

EETI

NG

S, IN

CEN

TIVE

S, C

ON

FERE

NCE

AN

D

EVEN

TS (M

ICE)

HO

STED

IN T

ANZA

NIA

BY

JUN

E 20

22.

5 (E

) TO

URIS

M

SERV

ICES

IM

PRO

VED

Colla

bora

te w

ith /t

rain

ot

her s

take

hold

ers

to

impr

ove

tour

ism

ser

vice

s Es

tabl

ish

24 h

our c

all

FIVE

(5) T

OUR

IST

INFO

RMAT

ION

CEN

TERS

OPE

NED

AN

D 3

TIC

S IM

PRO

VED

BY

JUN

E 20

22

• N

umbe

r of T

ICs

open

ed

• N

umbe

r of c

ompl

aint

s re

ceiv

ed

TSM

20 T

RAIN

ING

SES

SIO

NS

IN C

UST

OM

ER S

ERVI

CES


cent

res

to ta

ke a

ll en

quiri

es fr

om to

uris

t fr

om lo

cal a

nd

inte

rnat

iona

l cal

ls

Impr

ove

num

ber a

nd

efficiency

of t

ouris

t in

form

atio

n ce

ntre

s

CARR

IED

OU

T BY

JUN

E 20

22

•

Call

cent

re e

stab

lishe

d an

d fu

nctio

nal

• N

umbe

r of p

artic

ipan

ts

trai

ned

24H

OU

R TO

URI

ST C

UST

OM

ER S

ERVI

CES

CALL

CE

NTR

E ES

TABL

ISH

ED A

ND

OPE

RATI

ON

AL B

Y JU

NE

2019

6(F)

EN

GAGE

MEN

T O

F TO

URIS

M

STAK

EHO

LDER

S IM

PRO

VED

Dev

elop

sta

keho

lder

s’

enga

gem

ent p

lan;

Co

nduc

t foc

used

gro

up

mee

tings

with

st

akeh

olde

rs to

fo

ster

/str

engt

hen

colla

bora

tions

, co

oper

atio

n an

d pa

rtne

rshi

ps;

Org

anis

e an

nual

tour

ism

st

akeh

olde

r’s c

onfe

renc

e

TOU

RISM

STA

KEH

OLD

ERS’

EN

GAG

EMEN

T PL

AN T

O

STRE

NG

THEN

CO

OPE

RATI

ON

AN

D P

ARTN

ERSH

IPS

DEV

ELO

PED

AN

D IM

PLEM

ENTE

D B

Y JU

NE

2019

• To

uris

m s

take

hold

er’s

en

gage

men

t pla

n op

erat

iona

l •

Num

ber o

f MO

U s

igne

d •

Num

ber o

f tou

rism

aw

ards

giv

en

TSM

TWEN

TY F

IVE

(25)

MEE

TIN

GS

TO E

NH

ANCE

CO

LLAB

ORA

TIO

N, C

OO

PERA

TIO

N A

ND

PAR

TNER

SHIP

S CO

ND

UCT

ED B

Y JU

NE

2022

7(G

)

TOUR

ISM

M

ARKE

TING

D

EVEL

OPE

D

AND

IMPR

OVE

D

Org

aniz

e an

d fa

cilit

ate

fam

iliar

izat

ion

trip

s of

tr

avel

new

s w

riter

s w

ith

cele

briti

es, T

ouris

m

Goo

dwill

Am

bass

ador

s,

spon

sors

hips

of e

vent

s ie

sp

orts

and

pop

ular

TV

show

s in

key

loca

l and

in

tern

atio

nal m

arke

ts.

Incr

ease

Tan

zani

a de

stin

atio

n aw

aren

ess

in

loca

l, re

gion

al a

nd

inte

rnat

iona

l mar

kets

th

roug

h pa

rtic

ipat

ing

in

tour

ism

fairs

, sem

inar

s,

TEN

(10)

SO

CIAL

MED

IA M

ARKE

TIN

G T

OO

LS F

OR

TOU

RIST

S EN

GAG

ED B

Y JU

NE

2019

• N

umbe

r of T

TB A

pp

dow

nloa

ds

• N

umbe

r of i

nter

natio

nal

adve

rts

carr

ied

out

• N

umbe

r of s

take

hold

ers

exhi

bitin

g in

TTB

pa

vilio

n •

Num

ber o

f dom

estic

ad

vert

s ca

rrie

d ou

t

MM

, PP

RO

PITO

TS

M

W

EB S

ITE,

WEB

PO

RTAL

AN

D A

PP U

PDAT

ED A

ND

PR

OM

OTE

D B

Y JU

NE

2019

12

0 IN

TERN

ATIO

NAL

PRO

MO

TIO

NAL

EVE

NTS

AN

D

ADVE

RTS

CARR

IED

OU

T BY

JUN

E 20

22

SIXT

Y (6

0) E

VEN

TS O

N D

OM

ESTI

C TO

URI

SM

PRO

MO

TIO

N A

ND

AD

VERT

ISEM

ENTS

IN T

ANZA

NIA

CA

RRIE

D O

UT

BY JU

NE

2022

. 24

0 ED

UCA

TIO

NAL

AW

AREN

ESS

CAM

PAIG

NS

CARR

IED

OU

T IN

TAN

ZAN

IA B

Y JU

NE

2022

.


wor

ksho

ps, c

onfe

renc

es,

inte

rnat

iona

l airl

ines

and

ro

ad s

how

s.

Carr

y ou

t inf

orm

atio

n di

ssem

inat

ion

thro

ugh

the

use

of T

V, R

adio

s an

d So

cial

Med

ia

plat

form

s,tou

r ope

rato

rs,

trav

el a

genc

ies,

Tan

zani

a m

issi

ons’

abr

oad,

loca

l re

pres

enta

tive,

trad

e ce

nter

s, in

form

atio

n ce

nter

s, w

ebsi

te a

nd g

uide

bo

oks.

Co

nduc

t str

ateg

ic

mee

tings

with

in

tern

atio

nal a

irlin

es s

o as

to

lobb

y fo

r dire

ct

inte

rnat

iona

l air

acce

ss

from

the

key

sour

ce

mar

kets

.

NEW

DES

TIN

ATIO

N B

RAN

D O

F TA

NZA

NIA

IS

DEV

ELO

PED

AN

D C

OM

MU

NIC

ATED

TO

ST

AKEH

OLD

ERS

BY JU

NE

2020

8(H

) M

ANAG

EMEN

T AN

D

ACCO

UNTA

BILI

TY O

F PH

YSIC

AL

ASSE

TS,

HUM

AN A

ND

FINA

NCIA

L RE

SOUR

CES

IMPR

OVE

D

Stre

ngth

en a

dmin

istr

ativ

e,

finan

cial

and

inst

itutio

nal

capa

city

sys

tem

s, to

im

prov

e effi

cien

cy, e

thic

s an

d tr

ansp

aren

cy.

Impr

ove

hum

an re

sour

ce

capa

city

by

prov

isio

n of

offi

ce w

orki

ng to

ols,

fa

cilit

ies,

staff

recr

uitm

ent

and

bett

er s

taff

re

mun

erat

ions

. Re

view

TTB

’s le

gal

All 6

CO

RPO

RATE

BO

ARD

MEM

BERS

ARE

FAC

ILIT

ATED

BY

JUN

E 20

22

• N

umbe

r of P

ublic

Re

latio

ns e

vent

s ca

rrie

d ou

t •

Num

ber o

f inv

estm

ent

cont

ract

s ex

ecut

ed

• N

ew T

TB A

ct in

pla

ce a

nd

func

tiona

l •

Num

ber o

f staff

trai

ned

and

recr

uite

d

• N

umbe

r of A

udit

Que

ries

ra

ised

•

Num

ber o

f cle

an

PAM

,LC

PPRO

, RD

M,

PMU

, PI

TO,

IA,

FM

210

PUBL

IC R

ELAT

ION

S EV

ENTS

TO

BU

ILD

CO

RPO

RATE

IMAG

E O

F TT

B AR

E CO

ND

UCT

ED B

Y JU

NE

2022

3

TTB

PLO

TS U

ND

ER S

TRAT

EGIC

PAR

TNER

SHIP

IN

VEST

MEN

TS D

EVEL

OPE

D B

Y JU

NE

2022

TTB

ACT

REVI

EWED

AN

D IM

PLEM

ENTE

D B

Y JU

NE

2019

TH

REE

HU

ND

RED

(300

) MAI

N P

ROCU

REM

ENT

TRAN

SACT

ION

S AR

E PR

OCE

SSED

AN

D C

OM

PLET

ED B

Y JU

NE

2022


fram

ewor

k. R

evie

w a

ll co

ntra

cts,

nego

tiatio

ns,

agre

emen

ts th

at T

TB

ente

rs w

ith o

ther

or

gani

zatio

ns.

Carr

y ou

t Int

erna

l Con

trol

an

d SP

revi

ew re

gula

rly

Cond

uct M

&E

at l

east

on

ce in

3ye

ars

HIG

H C

APAC

ITY

SERV

ER A

CQU

IRED

AN

D IN

STAL

LED

BY

JUN

E 20

18

finan

cial

man

agem

ent

repo

rts

publ

ishe

d

90%

OF

STAF

F W

ORK

ING

EN

VIRO

NM

ENT

AND

TO

OLS

IM

PRO

VED

BY

JUN

E 20

22

50 S

TAFF

PRO

VID

ED W

ITH

REL

EVAN

T TR

AIN

ING

AN

D

12 N

EW S

TAFF

ARE

REC

RUIT

ED B

Y JU

NE

2022

IN

TERN

AL C

ON

TRO

L SY

STEM

FU

NCT

ION

AL B

Y JU

NE,

20

22

SYST

EM A

ND

TO

OLS

FO

R PL

ANN

ING

, BU

DG

ETIN

G

AND

PER

FORM

ANCE

MO

NIT

ORI

NG

IN P

LACE

BY

JUN

E,

2022

AC

COU

NTI

NG

AN

D F

INAN

CIAL

MAN

AGEM

ENT

REPO

RTIN

G S

TREN

GTH

ENED

BY

JUN

E 20

22

Documents

2017/18 – 2021/22 - Tanzania Tourist Board · TNTB Tanganyika/Tanzania National Tourist Board ... this strategic plan is to enable TTB to perform its functions ... Medical tourism,