United Republic of Tanzania

MINISTRY OF NATURAL RESOURCES AND TOURISM

TANZANIA FOREST SERVICE

STRATEGIC PLAN JULY 2010 – JUNE 2013

 

 

 April 2010

TABLE OF CONTENTS TABLE OF CONTENTS ...................................................................................................... i ABBREVIATIONS AND ACRONYMS ............................................................................ iii PREFACE.............................................................................................................................. v EXECUTIVE SUMMARY ................................................................................................... vi CHAPTER ONE: INTRODUCTION .................................................................................. 1

1.1 Background............................................................................................................. 1 1.2 Approach................................................................................................................. 1 1.2 Purpose.................................................................................................................... 2 1.4 Layout of the Plan................................................................................................... 2

CHAPTER TWO: SITUATION ANALYSIS ..................................................................... 3 2.1 Historical Background ............................................................................................ 3 2.2 Forest and Beekeeping Policies .............................................................................. 4 2.3 Mandate.................................................................................................................. 5 2.4 Roles and Functions................................................................................................ 5 2.6 Stakeholders Analysis........................................................................................... 14 2.8 Strength, Weakness, Opportunities and Challenges Analysis (SWOC) ............... 17 2.9 Recent initiatives for improving Performance......................................................... 21 2.10 Critical Issues........................................................................................................... 22

CHAPTER THREE: THE PLAN ...................................................................................... 23 3.1 Vision.................................................................................................................... 23 3.2 Mission.................................................................................................................. 23 3.3 Core Values........................................................................................................... 23 3.4 Objectives ............................................................................................................. 24 3.4.1 Objective A: HIV/AIDS infections reduced and supportive services ………. 24 3.4.2 Objective B: Sustainable supply of quality forest and bee products enhanced. 25 3.4.3 Objective C: Stable ecosystem and biological diversity maintained. ............... 26 3.4.4 Objective D: Institutional capacity to deliver services strengthened................ 28 3.4.5 Objective E: Good governance and gender balance enhanced ......................... 29

List of Annexes Annex 1: Strategic Plan Matrix ……………………………………………………………31 Annex 2: TFS Organization Structure ……………………………………………………..37

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List of Tables Table 1: Changes in administrative set-up of Forestry and Beekeeping Division…10 Table 2: Stakeholders analysis…………………………………………………………21 Table 3: SWOC Analysis………………………………………………………………..24

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ABBREVIATIONS AND ACRONYMS BTI Beekeeping Training Institute CBD Convention on Biological Diversity CBFM Community Based Forest Management CITES Convention on International Trade in Endangered Species of

Fauna and Flora CO2 Carbon dioxide CBOs Community Based Organizations D-by-D Decentralization by Devolution DSS Directorate of Support Services DPRU Directorate of Forest and Beekeeping Planning and Resource

Utilization DFBRM Directorate of Forest and Beekeeping Resource Management EIA Environmental Impact Assessment EAMCEF Eastern Arc Mountains Conservation Endowment Fund FAO Food and Agriculture Organisation of the United Nations FBD Forestry and Beekeeping Division FSU Forest Surveillance Unit FTI Forest Training Institute- GDP Gross Domestic Product GHG Green House Gas IFMS Integrated Financial Management System HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency IPM Integrated Pest Management JFM Joint Forest Management KPI’s Key Performance Indicators LMDA Logging and Miscellaneous Deposit Account LVEMP Lake Victoria Environmental Management Programme MAB Man and Biosphere MDAs Ministerial and Departmental Agencies MDGs Millennium Development Goals M&E Monitoring and Evaluation MNRT Ministry of Natural Resources and Tourism MTEF Medium Term and Expenditure Framework MTP Medium Term Plan MKUKUTA Mkakati wa Kukuza Uchumi na Kupunguza Umasikini

Tanzania NAFOBEDA National Forest and Beekeeping Database NAFORMA National Forest Resource Monitoring and Assessment NFBKP National Forest and Beekeeping Programme NGOs Non-Governmental Organizations NSGRP National Strategy for Growth and Reduction of Poverty NWFPs Non Wood Forest Products PES Payment for Environmental Services PFM Participatory Forest Management PLWA People Living With Aids

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PRS Poverty Reduction Strategy PSRP Public Sector Reform Programme SP Strategic Plan SWOC Strength, Weakness, Opportunity and Challenges REDD Reduced Emissions from Deforestation and forest Degradation SADC Southern African Development Community SFM Sustainable Forest Management TFF Tanzania Forest Fund TFS Tanzania Forest Service UNCCD United Nations Convention on Combating Desertification UNCED United Nations Conference on Environment and Development UNESCO United Nations Educational, Scientific and Cultural

Organisation UNFCCC United Nations Framework Convention on Climate Change

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PREFACE Tanzania Forest Service (TFS) has been formed out of the Forestry and Beekeeping Division (FBD) of the Ministry of Natural Resources and Tourism. It has taken over some of the roles and functions of FBD and is responsible for the management of national forest reserves (natural and plantations), bee reserves and forest and bee resources on general lands. The Forest and Beekeeping Division will remain with the responsibilities of development of the forest policy, laws and regulations and overseeing their implementation in the sector. The establishment of the TFS as an Executive Agency will enhance the management and conservation of forest and bee resources for sustainable supply of quality forest and bee products and services. With great pleasure I present the Tanzania Forest Agency Strategic plan for the period of 3 years starting from July 2010 to June 2013. In this regard I wish to acknowledge the hard work and commitment of Forestry and Beekeeping Management and Staff, ably led by the Agency Implementation Team, without whom producing this document would not have been possible. The Plan sets out the Vision, Mission, Core Values and objectives of TFS for the next three years, outlines the strategies to achieve the objectives and highlights the key performance indicators as standard measures of performance. The success of the plan however will still depend on the support of all stakeholders including Parliament, Government and its departments, Executive Agencies, Development Partners and the Public at large. This is important because each has a role to play in enhancing our performance in the management and sustainable utilization of forest and bee resources in the country. This document has been prepared in line with the National Planning Framework that includes the Tanzania Development Vision 2025, Medium Term Plan(MTP), National Strategy for Growth and Reduction of Poverty(NSGRP-MKUKUTA), Sector Policies and strategies, Decentralization by Devolution(d-by-d) Budget Guidelines: and Ruling Party Election Manifesto. Implementation of this Strategic Plan (20010/11 – 2012/13) aims at achieving social and economic development by enhancing the management and conservation of forest and bee resources for sustainable supply of quality forest and bee products and services. The main challenge is to bring about the improvement of the contribution of forests and bee resources to the environmental conservation and production of forest and bee products and services simultaneously in order to meet the changing demands of its customers in a sustainable manner. Likewise the other challenge is the need to capture the actual contribution of the Forest and Beekeeping sector to Gross Domestic Product (GDP). Currently the forest sector accounts for only 3% of the GDP. This low contribution is attributed to the unrecorded consumption of wood fuels, bee products, catchment and environmental values and other forest products and services. In performing its functions TFS will capitalize on and take into consideration the challenges posed

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by political, social, economic, technological, physical and geographical environment. For the natural forests and plantations, TFS will put emphasis on improving the management and production capacity of these forests through use of Forest Management Plans. Additional existing staff will be trained to prepare and implement these plans. Improvements will be made in the information, mapping, and resource assessment of the forests. Security in the forests will be intensified. TFS will strengthen its efforts to assure ecosystem stability and conservation of forest biodiversity, water catchments and soil through improved forest management and enhanced protection efforts. In addition, TFS will improve and develop infrastructure to and within plantations. The existing plantations will be expanded by planting undeveloped areas and opening up new plantations. Efforts will continue to promote and facilitate private sector and other stakeholders’ involvement in management of forest and bee resources in both natural and plantation forest. Revenue collections mechanism will be strengthened to ensure adequate financial resources are available for management of Forest and Bee resources in a sustainable manner. TFS will develop human resource capacity, management information, monitoring and evaluation systems and financial management systems during the course of the year. TFS will strive to improve service delivery and working environment for its staff. These management and institutional support systems will be set up immediately to ensure efficiency and effectiveness in operational and service delivery. I wish, therefore, to challenge all TFS staff and stakeholders to fully commit themselves to the implementation of the plan and to periodically monitor and evaluate its implementation and report on the overall performance for the benefit of the people of Tanzania.

Monica A. Kagya Ag. Chief Executive Officer - TFS

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EXECUTIVE SUMMARY Tanzania Forest Service (TFS) is a semi-autonomous government Executive Agency whose establishment is supported by the Executive Agency Act (Cap. 245 Revised Edition 2009), the National Forest and Beekeeping Policies adopted in March 1998 and administered through The Forest Act (No. 14 of 2002) and Beekeeping Act (No. 15 of 2002) which provides legal framework for the management of forests and bee resources. TFS will develop and manage forest and bee resources sustainably in collaboration with stakeholders in order to deliver sufficient and quality goods and services to meet local and international socio-economic and environmental needs. The specific role and responsibilities of TFS will be; (i) Establishing and managing national natural forest and bee reserves; (ii) Establishing and managing national forest plantations and apiaries; (iii) Managing forest and bee resources in general land; (iv) Enforcing Forest and Beekeeping legislation in areas of TFS jurisdiction; (v) Providing forest and beekeeping extension services in areas of TFS

jurisdiction; (vi) Monitoring and evaluation of TFS activities; (vii) Developing TFS Human resources; (viii) Collecting Forestry and Beekeeping revenue; (ix) Safeguarding TFS Assets and (x) Marketing of forest and bee products and services.

This Strategic Plan (SP) covers a three year period from the financial year of 2010/2011 to 2012/2013 and is the first Tanzania Forest Services (TFS) Strategic Plan. The process of developing this plan involved situational analysis covering review of plans of Forestry and Beekeeping Department (FBD) where main roles and functions of the Agency were derived. The process also included stakeholders’ analysis and SWOC analysis with the aim of scanning the capacity of the Agency. The situational analysis came up with areas for improvement and critical issues that need to be addressed in the plan. The critical issues identified in the situation analysis together with other FBD interventions were the basis for developing the mission, vision, core values, objectives, strategies, targets and key performance indicators. Vision TFS’s vision is “A center of excellence in the conservation and sustainable supply of quality forest and bee products and services in Tanzania.” Mission The Mission of TFS is “To sustainably manage the National forest and bee resources in order to contribute to the social, economic, ecological and cultural needs of present and future generations”.

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Objectives In order TFS to fulfill its vision and mission, five objectives have been developed as listed below: i) HIV/AIDS infections reduced and supportive services to people living with

HIV/AIDS improved. ii) Sustainable supply of quality forest and bee products enhanced. iii) Stable ecosystem and biological diversity maintained. iv) Institutional capacity to deliver services strengthened. v) Good governance and gender balance enhanced. Based on the above mentioned objectives the major expected results include among others improved service delivery, sustainable supply of quality forest and bee products, a maintained stable ecosystem with biological diversity, well managed forest and bee resources, transparency and accountability in management of public resources, improved capacity of staff to manage the resources, reduction in the spread of HIV/AIDS, enhancement of stakeholders involvement and improved working environment. The strategies and targets towards achieving the above objectives are detailed in chapter three of this document. Performance of these strategies will be monitored using various key performance indicators which are also detailed in the same chapter. TFS will be headed by the Chief Executive who will be assisted by three Directors and four Heads of Units at the headquarters to form the management Team. The Directors will be responsible for; Resources Management; Planning and Resources Utilisation; and Business Support Services. The Units will include; Internal Audit; Legal Services; Finance and Account and Procurement. These units will also be headed by managers who will report direct to the Chief Executive Officer. All operational matters of the Agency will be handled in the Zones, and the Head Quarters will deal with strategic management issues. TFS will operate in 7 zones which will be headed by Zonal managers.

CHAPTER ONE: INTRODUCTION

1.1 Background This Strategic Plan (SP) covers a three year period from financial year of 2010/2011 to 2012/2013 and is the first Tanzania Forest Service (TFS) Strategic Plan. The Agency is charged with taking over the major responsibilities of FBD that is management of forest and bee resources, provision of forestry and beekeeping extension and publicity services, enforcement of forest and beekeeping legislation, revenue collection and rehabilitation of degraded areas etc. The overall objective of the plan is to facilitate the Agency develop, manage and monitor forest and bee resources sustainably in order to deliver quality goods and services to meet local and international socio-economic and environmental needs.

1.2 Approach The approach used to develop the plan was participatory involving Agency Implementation Team, Management and Staff, consultation to key stakeholders of the Agency within and outside Ministry of Natural Resources and Tourism (MNRT) as a Parent Ministry. President’s Office, Public Service Management facilitated the process. The plan has taken into account the Vision 2025, Ruling Party Election Manifesto, National Strategy for Growth and Poverty Reduction (NSGRP/MKUKUTA), National Forest and Beekeeping Policies, Forest and Beekeeping programmes and other National policies and planning frameworks in accordance with the Medium Term Strategic Planning and Budgeting Manual. The process of developing this plan involved situational analysis covering review of plans of Forestry and Beekeeping Department (FBD) where main roles and functions of the Agency were derived. The process also included stakeholders’ analysis and SWOC analysis with the aim of scanning the capacity of the Agency. The situational analysis came up with areas for improvement and critical issues that need to be addressed in the plan. The Forest and Beekeeping Policies, different Joint reviews conducted with regards to forest and beekeeping sector, critical issues identified in the situation analysis together with other FBD interventions were the basis for developing not only mission, vision and core values, but also objectives, strategies, targets and key performance indicators.

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1.2 Purpose This plan has been prepared with a view of guiding the implementation processes in a more strategic direction and long term perspective, to strengthen development, management, monitoring and utilization of forest and bee resources in the country in order to maximize contribution of the sector to the GDP and contribute to poverty alleviation. It also aimed at creating a common understanding amongst Tanzania Forest Services Agency (TFS) management team and staff, Parent Ministry and other key stakeholders of the forest and beekeeping sector in order to enhance their collective contribution in achieving core functions of the Agency. More importantly, this plan aims at informing our stakeholders on what we plan to do and provides a basis for accountability to our stakeholders. The overall purpose of this plan therefore is to create a shared vision to TFS staff and key stakeholders aiming at improving the service delivery of forest and bee resources in the country.

1.4 Layout of the Plan The plan is presented in three chapters. Chapter one gives an introduction covering background, approach and purpose of the plan. Chapter two covers the situational analysis which includes performance review, stakeholder analysis, of strengths, weaknesses, opportunities and challenges (SWOC) analysis, recent initiatives and critical issues. On the other hand, Chapter three consists of vision, mission, core values, objectives and their rationale, strategies, targets and key performance indicators. This Plan also has two annexes namely matrix of the strategic plan and organization chart. Result framework which is a tool of monitoring the plan will be developed as Agency operations keep on expanding.

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CHAPTER TWO: SITUATION ANALYSIS

2.1 Historical Background The history of TFS can be traced back to 1899 when it started in 1899 as a local forest bureau (Forstverwaltung) at Usimbe, Muhoro near Rufiji Delta under the German administration and later moved to Dar es Salaam in 1902. After the First World War of 1914–1918 the forest administration was taken over by the British Government. The forest administration under the British rule was re-established on 18th December 1920 and continued up to 1961 when Tanganyika gained its independence. Similarly, TFS history in relation to the Beekeeping administration can be mapped out from 1949. Prior to 1949, Beekeeping operated as an informal sector. Between 1949 and 1971, Beekeeping was a department under the Ministry of Agriculture. The aim was to improve production of agricultural and bee products. Beekeeping was later transferred to the Ministry of Natural Resources in 1971. From 1971 to 1977, Beekeeping operated as a section under Department of Forestry in the Ministry of Natural Resources. In 1977 it was argued that bees are part of Wildlife hence beekeeping administration was transferred to Wildlife Department. Between 1980 and 1984, beekeeping operated as a full department. Due to government restructuring and cost reduction exercise in 1984, Beekeeping Department was combined with Forestry Department to form Forestry and Beekeeping Division (FBD).

All these transformation process were geared towards improving the efficiency and effectiveness of the management and administration of the forestry and Beekeeping sectors which have all culminate to the formation of TFS. The history of TFS traced since 1899 is summarized in Table 1:

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Table 1: History of TFS traced way back since 1899

Dates Status 1899 - 1918 Local forest bureau (Forstverwaltung) 1918 - 1959 Forest Department (Independent Department) under British

Administration 1949 -1971 Beekeeping Department - Ministry of Agriculture. 1959- 1960 Forestry Department - Ministry of Natural Resources 1960 - 1961 Forestry Division - Ministry of Agriculture and Co-operative

Development 1961-1963 Forestry Division - Ministry of Lands, Forests and Wildlife 1964 - 1966 Forestry Division - Ministry of Agriculture, Forests and Wildlife1967 – 1969 Forestry Division - Ministry of Agriculture Food and

Cooperatives. 1970 - 1979 Forestry Division - Ministry of Natural Resources and Tourism1971 - 1977 Beekeeping Section - Department of Forestry, Ministry of

Natural Resources. 1977 - 1980 Beekeeping Section - Department of Wildlife, Ministry of

Natural Resources. 1980-1981 Forestry Division - Ministry of Livestock and Natural

Resources. 1980 – 1984 Beekeeping full Department - Ministry of Natural Resources

and Tourism. 1981 -1984 Forestry Division - Ministry of Natural Resources and Tourism1985 – 1986 Forestry and Beekeeping Division - Ministry of Natural

Resources and Tourism 1986 – 1990 Forestry and Beekeeping Division - Ministry of Lands, Natural

Resources and Tourism 1991- 1994 Forestry and Beekeeping Division - Ministry of Tourism,

Natural Resources and Environment 1995- to date Forestry and Beekeeping Division - Ministry of Natural

Resources and Tourism

2.2 Forest and Beekeeping Policies The first Forest policy was established in 1953 with the following responsibilities of the forestry administration:

(i) Demarcation and reservation of sufficient forested land or land capable of afforestation for environmental conservation and production of forest goods and services;

(ii) Management of forest reserves and forest resources on public lands so as to obtain the best financial returns on capital value and the cost of management in so far as such returns are consistent with the primary aims (i) above;

(iii) Encouraging and assisting the practice of forestry by Local Government bodies, private sector and individuals; and

(iv) Undertaking and promoting research, education and extension services in forestry.

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The 1953 Forest Policy was reviewed and replaced by a revised 1998 National Forest Policy which emphasized more on the involvement of stakeholders in its implementation. Similarly, the Beekeeping sector was operating from 1949 to February 1998 without a Policy. In March 1998, the Government approved the National Beekeeping Policy with the following objectives:

(i) Ensured sustainable existence of honeybees by maintaining and effectively managing adequate area of bee reserves.

(ii) Improved quality and quantity of honey, beeswax and other bee products and ensured sustainable supply of the same;

(iii) Enhanced beekeeping - based national development and poverty alleviation through sustainable supply of bee products (honey, beeswax, royal jelly, propolis, brood, pollen) and services;

(iv) Improved biodiversity, increased employment and foreign exchange earnings through sustainable bee products-based industrial development and trade;

(v) Ensured ecosystem stability by practicing Integrated Pest Management (IPM) and carrying out Environmental Impact Assessment (EIA) for investments inside or around Bee Reserves and Apiaries; and

(vi) Enhanced national capacity to manage and develop the beekeeping sector in collaboration with other Stakeholders.

2.3 Mandate The Tanzania Forest Service (TFS) is an Executive Agency established under the Executive Agencies Act (Cap. 245 Revised Edition 2009) with the mandate of management of national forest and bee resources in a sustainable manner by ensuring sustainable supply of various forest and bee products and services, stable ecosystem and maintaining biological diversity. The forestry and beekeeping sector is guided by the National Forest and Beekeeping Policies adopted in March 1998, the National Forest and Beekeeping Programme (NFBKP) which is a ten-year framework (2001-2010) which guides implementation of the Forest and Beekeeping Policies and the Forest Act (No. 14 of 2002) and Beekeeping Act (No. 15 of 2002) that provide legal framework for the management of forests and bee resources.

2.4 Roles and Functions The roles and responsibilities of FBD in the National Forest and Beekeeping Policies before formation of TFS were: (i) Policy and Legislation development and enforcement; (ii) Monitoring and evaluation of Policy implementation; (iii) Human resources development; (iv) Management of Forestry and Beekeeping training institutions; (v) Management of forest reserves including forest plantations, bee reserves

and apiaries;

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(vi) Rehabilitation of degraded areas; (vii) Provision of forest and beekeeping extension services; and (viii) Management of forest and bee resources in general lands. (ix) Identification of research areas, prioritization and coordination of

research undertaken by various institutions and organizations As part of the on going Public Sector Service Reform Programme(PSRP), the Forestry and Beekeeping Division has handed over its operational roles and functions to an Executive Agency called Tanzania Forest Service (TFS) under the Ministry of Natural Resources and Tourism (MNRT) and its role and responsibilities are; (i) Establishing and managing national natural forest and bee reserves; (ii) Establishing and managing national forest plantations and apiaries; (iii) Managing forest and bee resources in general land; (iv) Enforcing Forest and Beekeeping legislation in areas of TFS jurisdiction; (v) Providing forest and beekeeping extension services in areas of TFS

jurisdiction; (vi) Developing TFS Human resources; (vii) Collecting Forestry and Beekeeping revenue; (viii) Safeguarding TFS Assets; and (ix) Marketing of forest and bee products and services. After formation of TFS, the functions of FBD will be: (i) Development of Policy and Legislation, (ii) Monitoring and Evaluation of policy implementation; (iii) Supervision of law enforcement in the sector; (iv) Coordination of training of forestry and beekeeping professionals; (v) Management of forestry and beekeeping training institutions; (vi) Identification of research areas, prioritization and coordination of

research undertaken by various institutions and organizations in Forestry and Beekeeping Sector; and

(vii) Coordination of tree planting and forest and beekeeping extension services;

2.5 Human Resources and Assets All FBD staff will be transferred to TFS with the exception of those few staff that will be left to carry out FBD roles and functions. All process of transferring and recruiting the human resource will be carried out based on the Executive Agencies Act (Cap. 245 Revised Edition 2009). TFS will take over some of the assets owned by FBD. These assets include vehicles and buildings at the headquarters and outer stations; Natural forest and bee reserves; Forest plantations and apiaries. An assets register has been prepared with all the required records for this transfer process. 2.6 Performance Reviews

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The following is the performance review for a period of three years (2007/2008 – 2009/2010) based on assessment of the objectives, achievements and challenges that were under FBD and the way forward. The performance review is the base for the development of TFS plan. 2.6.1 Stakeholders increasingly involved in sustainable management and

utilization of natural and cultural resources by June, 2010 In implementing the objective, the plans were to increase involvement of stakeholders in the sustainable management and utilization of natural and cultural resources. Achievements (i) Improved management of forest and bee resources, livelihoods and

governance through Participatory Forest Management (PFM). Through this strategy over 4 million hectares which represents 12.8% of the forest total area were covered;

(ii) Improvements in forest condition including regeneration, increased water flow and reduced illegal activities such as encroachment and illegal harvesting. PFM has proven to halt deforestation and reversing degradation in natural forests;

(iii) Over 6.5 Million seedlings were raised and planted in 2150 hectares in 16 plantations;

(iv) Forest inventories were carried out in 11 districts with high potential of natural forest resources base to facilitate management planning. The districts are Kilwa, Nachingwea, Liwale, Tunduru, Rufiji, Mkuranga/ Kisarawe, Kilombero, Mvomero/Morogoro, Ulanga, Handeni/Kilindi and Mpanda;

(v) Four appropriate technologies on production of efficient use of woodfuel were promoted; and

(vi) Beekeeping Improvement Project, which involved communities in 30 districts, was developed. Under this project 135 beekeeping groups were formed involving 2,270 people from 75 villages in 25 districts.

Challenges (i) Lack of mechanisms to guide cost and benefit sharing such that only few

joint management agreements have been signed; (ii) Guidelines for active and sustainable forest management through JFM

are not in place; (iii) Limited resources, unsustainable harvesting and lack of proper land use

plans; and (iv) Inadequate financial resources to carry out regular forest and bee

resource assessments and monitoring. The way forward (i) Ensure sustainable supply of forest products and services and

environmental conservation, all types of forest reserves be managed for production and/or protection based on management plans and reliable inventory data taken at regular intervals;

(ii) Promote expansion of industrial forest plantations;

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(iii) Conduct regular resource assessment to monitor any changes in the forest estate due to degradation and deforestation;

(iv) Establish a mechanism to ensure equitable sharing of costs and benefits amongst all stakeholders;

(v) Develop Joint management agreements between the Central Government, Executive Agencies, Private actors or Local Governments, as appropriate in each case and signed in order to improve forest conservation and management;

(vi) Promote involvement of local communities or local institutions living adjacent to the forest in the management of forest resources; and

(vii) Promote involvement of local communities in beekeeping activities as a means of ensuring food security, conservation and income generation.

2.6.2 Revenue accrued from natural and cultural resources and tourism

increased from T.Shs 37 billion in 2006/2007 to T.Shs 40 billion by 2009/2010.

This objective aimed to increase revenue accrued from forest and bee resources. The achievements, challenges and way forward are as follows: Achievements, (i) Increase in forest revenue collection and therefore funds available from

the retention scheme. In 2007/08 about TShs 23 billion was collected and in 2008/2009 TShs 15.5 billion was collected. Efforts are underway to increase revenue collection to the targeted amount;

(ii) The Forest Act No 14 of 2002 (CAP 323 of 2002) provides for the establishment of a Forest Fund as a source of funding for sectoral activities. These are significant steps made towards sustainable forest financing;

(iii) FBD has been allowed to retain 100% of silvicultural and logging fees under the Logging and Miscellaneous Deposit Account (LMDA) to service silvicultural and road maintenance activities in the plantations;

(iv) Eastern Arc Mountains Conservation Endowment Fund (EAMCEF) has been established as a sustainable source of funding for conservation of the Eastern Arc Mountains forests, one of the biodiversity hotspots in the country;

(v) There are 363 registered forest industries in Tanzania as potential customers. These include sawmills, mills producing plywood, fibreboard, treated poles, matches, chipboard, flooring strips, clarinet sets, pulp and paper, tannin and essential oils; and

(vi) Consultant engaged to develop forest royalties’ criteria and mechanisms to improve log sales and forest product export systems. Transport based system of charcoal and firewood developed.

Challenges (i) Royalties and other license fees collected by the government are based

on administrative pricing and do not reflect their economic or market values;

(ii) Inadequate human and financial resources for enforcing compliance;

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(iii) Obsolete technology, low investment, poor financing and weak market development and thus mills have very low utilisation capacity and very low lumber recovery rates and poor quality of products;

(iv) Large proportion of exports are in the form of raw or semi-finished products due to weak integration in wood harvesting and processing, low capacity and low investment in efficient technology to process wood products; and

(v) Inadequate information on the extent of forest and bee resources base. The way forward (i) Set royalties and other fees collected by the government to be based on

the economic and market value of forest products and services; (ii) Introduce LMDA in the management of natural forests in order to

improve their management; (iii) Secure information on the availability of raw materials through periodical

forest resource assessments and provide all relevant data to potential users;

(iv) Promote a favourable environment for the operation of small, medium and large forestry and beekeeping industries;

(v) Facilitate forest industry to undertake value-addition and minimize waste by using efficient technology;

(vi) Collect data and information on the extent of forest and bee resource; (vii) Promote ecotourism and Payment for Environmental Services (PES);

and (viii) Promote sale of bee colonies for increased production of bee products

and services e.g. pollination. 2.6.3 Illegal activities in natural and cultural resources areas and tourism

operations reduced to 20% by June, 2010. This objective aims at reducing illegal activities in forest areas by strengthening law enforcement. The achievements, challenges and way forward are as follows: Achievements, (i) Establishment of Forest Surveillance Unit (FSU) in eight zones to ensure

law compliance; (ii) Surveillance Units in eight zones was facilitated to carry out 65,000

patrol days; (iii) A total of 100 staff have been trained on terrestrial surveillance

techniques and 15 staff trained on marine techniques; (iv) Guidelines for harvesting forest products were developed and

committees at district level to supervise harvesting were established; (v) Mangroves area has also increased by 16% from 115,500 ha to 133,480

ha during the period; (vi) Introduction of water-mark documents for licensing of forest produce.

This controls forgery of documents; (vii) Guidelines for quality assurance of bee products developed and 43

honey samples were collected for analysis and no chemicals detected; (viii) 15 forest staff were trained on timber grading and inspection;

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(ix) Eviction of encroachers was carried out in forest reserves at Bukombe, Tabora, Mpanda, Geita, and Kisarawe;

(x) Encouraged participation of other stakeholders on law enforcement such as Mama Misitu campaign; and

(xi) Imposed a ban on export of all types of timber more than 4 inch thickness since July 2008 except for value added products.

Challenges (i) Weak institutional capacities in terms of human and financial resources

to curb illegal internal and export trade in forest and bee products; (ii) Lengthy licensing processes encourage un-ethical behavior; (iii) Presence of parallel administrative systems/authorities in the

management of forests resources impairs active law enforcement; and (iv) Weakness in instituting good governance in the sector. The way forward (i) Strengthen institutional capacity in law enforcement, monitoring and

administration in order to curb illegal forest utilization; (ii) Develop mechanism for revenue sharing between central and local

government authorities; (iii) Harmonize revenue collection systems to reduce bureaucratic

processes; and (iv) Work closely with local authorities and other government institutions to

curb illegal forest utilisation and improve revenue collection and sharing. 2.6.4 Institutional capacity to deliver effective and efficient services

attained by 60% by June 2010 This objective aimed at ensuring adequate technical and professional staff and conducive working environment are in place. The achievements, challenges and way forward are as follows: Achievements, (i) Review of the beekeeping and forest training curriculum; (ii) 220 staffs promoted, 81 staffs confirmed, 38 staff were deployed and paid

their transfer allowances; (iii) A total of 344 staff (19.1%) attended long courses in forest and

beekeeping related field of studies. Such that, MSc 28, Diploma and Certificate 314; and 45 staff attended short courses in and outside the country;

(iv) Recruited and replaced 399 staff to curb the shortage of manpower; (v) Tanzania Forest Service (TFS) building HQ office (Mpingo House) is in

place and occupied by MNRT staff; (vi) A total of 62 vehicles and 30 motor cycles serviced and repaired. 81

computers procured and accessories purchased; and (vii) 3 buildings renovated at FTI and 3 BTI buildings rehabilitated. Office

equipment procured and internet service installed at FTI, BTI and FITI. Challenges

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(i) Inadequate financial resources and infrastructure to enroll sufficient number of students;

(ii) Inadequate staff both in numbers and qualifications; (iii) Inadequate remuneration of public servants has resulted in low work

motivation; and (iv) Prevalence of HIV/ AIDS pandemic.

The way forward (i) Establish a body to supervise, control and guide professional ethical

conducts of staff in the forest and beekeeping sector; (ii) Reintroduce forest guard cadre to strengthen protection of forests; (iii) Review scheme of service to improve remuneration package; (iv) Train and recruit qualified staff; and (v) Combat HIV/ AIDS pandemic. 2.6.5 Management decisions based on clear policies, legislation, guidelines

and researched information by June 2010 The objective aimed at creating an enabling environment for informed decision- making in the context of clear policies, legislation, researched information and developing mechanisms for harmonizing overlaps/conflicts in different legislations through cross-sectoral consultations. Achievements, (i) Joint Reviews for the National Forestry and Beekeeping Programme

carried out annually to monitor policy implementation as a process towards Sector Wide Approach (SWAp) implementation in forestry and beekeeping;

(ii) The National Forestry and Beekeeping Database (NAFOBEDA) has been scaled up in 67 districts and available in MNRT Website;

(iii) National Forest Resource Monitoring and Assessment (NAFORMA) has been developed to generate national information on the forest resources that can be used to develop national baseline database;

(iv) Two FBD Training institutes supported to train preserve and in-service students in order to fill gaps of forestry and beekeeping technical cadre in Government and private sector. Fully capacity for FTI is 240 and FITI 80 students annually; and

(v) Final draft of reviewed National Forest Policy produced. Forest Act (2002) translated into Kiswahili printing is awaiting recommendations from AG Office. Beekeeping Act and Regulation translated into Kiswahili.

Challenges (i) M & E mechanism is still weak to capture adequate information; (ii) Inadequate staff in terms of quantity and quality to carry out forest and

bee resource management; (iii) Inadequate capacity of training institutions to enroll adequate number of

students; and (iv) Inadequate funds to train and retrain staff.

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The way forward (i) Provide adequate funds to support training programme in training

institutions; (ii) Strengthen NAFOBEDA to ensure it rolls out to other districts; (iii) Provide favourable working environment to motivate staff and increase

their productivity; and (iv) Introduce Forest Guard post.

2.6.6 Opportunities and facilities from international fora, bilateral and

multilateral Agreements that Tanzania is a party are realized by 75% by June 2010.

The aim of this objective is to ensure the international obligations signed as a party are coordinated and implemented based on the respective initiatives recommendations. The government has the following international obligations relating to environmental management: Convention on Biological Diversity (CBD), United Nations Convention on Combating Desertification (UNCCD), United Nations Framework Convention on Climate Change (UNFCCC), Convention on International Trade in Endangered Species of Fauna and Flora (CITES), Ramsar Convention, and MDGs Achievements (i) Three new nature reserves namely Nilo, Kilombero and Uluguru have

been established as part of efforts to enhance conservation of forest biodiversity;

(ii) East Usambara area was in November 2000 declared a Biosphere Reserve under the UNESCO Man and Biosphere (MAB) programme. This status enhances biodiversity conservation in the reserve;

(iii) Forestry is a component under LVEMP which is implemented by East Africa countries;

(iv) Residual monitoring plan approved for Tanzania to export honey in EU market;

(v) Tanzania as a member of INBAR (International Network of Bamboo and Rattan) participated in a meeting on improvement of utilization of non-wood forest products (bamboo) and trade on bamboo and rattan. A. desk officer has been appointed to coordinate and implement Network deliberations;

(vi) Participation in international fora on matters related to climate change, forestry development, food security and trade on forest produce. UNFCC discussion on Reduced Emission from deforestation and forest degradation (REDD) resulted in the preparation of National REDD framework and formation of REDD Task Force;

(vii) One Regional visits was conducted in Malawi to compare procedures in forest Licensing and utilization;

(viii) Participation to Api-trade workshop on promotion of bee products markets held in Uganda; and

(ix) Study visit to Uganda concerning the role of Private Public Partnership (PPP) in commercial forestry.

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Challenges (i) Inadequate funds for participation in the meetings and implementation of

protocol/ treaties; (ii) Inadequate funds to pay for membership fees/subscription fees on time;

and (iii) Weak negotiation skills. The way forward (i) Provision of adequate funds to facilitate attendance to international

meeting and paying membership subscription fees; (ii) Increase number of skilled negotiators; and (iii) Strengthen cooperation with Development partners

2.6 Stakeholders Analysis Forest and bee resources are spread all over the country and managed by a number of stakeholders. TFS therefore, has a variety of stakeholders/clients with different expectations as classified in the Table 2 below:

Table 2: Stakeholders’ analysis

NO STAKEHOLDER SERVICE OFFERED STAKEHOLDERS’ EXPECTATION 1 MNRT i) Strategic Development Programmes for

TFS, ii) Annual operational Plans, and iii) Periodic performance reports.

i) Realistic and valid programmes and work plans,

ii) Performance reports complying with agreed formats and reporting schedules, and

iii) Well managed TFS with reliable financial base.

2 Government - Ministries, Departments and Agencies (MDAs)

i) Technical advice and guidance on the management of forest and bee resources,

ii) Development programmes, iii) Performance reports, iv) Technical support, v) Information on resources base and vi) Opportunities.

vii) Reliable technical support, guidance and advice in time, and

i) Timely provision of information on forest and bee resources.

3 Local Government i) Technical advice/ guidance on Management of forest and bee resources, and

ii) Environmental conservation.

i) Reliable technical guidance and advice in time, and

ii) Assistance in the implementation of development programmes.

4 Local Communities (within a District)

i) Technical advice/ guidance on implementing forestry and beekeeping activities,

ii) Licenses and Permits for forest and bee products and services,

iii) Marketing information and promotion of forest and bee products and services,

i) Readily available technical guidance and advice in time,

ii) Assist in the implementation of development programmes, and

i) Enabling environment for sustainable partnerships with communities.

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NO STAKEHOLDER VI STAKEHOLDERS’ EXPECTATION SER CE OFFERED iv) Quality certification of products, and v) Calendars of events e.g. National Tree

Planting Day. 5 Wood Industries

i) Sufficient and quality raw materials, ii) Fair prices of raw materials, iii) Participation in management of forest

resources, iv) Technical advice in the development of

wood industries (investments), and v) Market information and promotion of

products.

i) Reliable and affordable timely supply of adequate and quality raw materials,

ii) Participate in decision-making in the management of forest and bee resources, and

iii) Address customers’ expectations in accordance with market demands and supply.

6 Research Institutions and Researchers

i) Guidelines and Technical support ii) Stable forest ecosystems, iii) Information on forest and bee resources, iv) Access to forests and bee reserves, and v) Employment.

i) Reliable technical support, guidance and advice in time , and

ii) Timely provision of information on forest and bee resources.

7 Traders of Forest and Bee Produce/Products

i) Guidelines and Technical support on trade of forest and bee products and services,

ii) Stable forest ecosystems, iii) Information on forest and bee resources, iv) Access to forests and bee reserves, v) Employment, and vi) Licenses and Permits for forest and bee

products and services.

i) Issue in time permits and sanitary certificates,

ii) Prompt technical advice and reliable marketing information for their products,

iii) Address customers’ expectations in accordance with national and international standards, and

iv) Efficient quality control and monitoring system to meet acceptable standards.

8 Bee- Based Industries i) Stable forest ecosystems, ii) Participation in management of bee

resources, iii) Sufficient and quality raw materials, iv) Technical advice in the development of

bee industries, v) Participation in promotion of industries,

and

i) Issue in time permits and sanitary certificates,

ii) Prompt technical advice and reliable marketing information for their products,

iii) Address customers’ expectations in accordance with national and international standards.

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NO STAKEHOLDER VI STAKESER CE OFFERED HOLDERS’ EXPECTATION vi) Market information and promotion of

products. 9 TFS Staff i) Skills development,

ii) Good leadership, iii) Employment contracts, iv) Adequate number of competent staff, v) Good remuneration, vi) Adequate working facilities, vii) Teamwork spirit, and viii) Procedures and guidelines on

employment services.

i) Offer in time, better remuneration based on output-oriented performance,

ii) Job security, improved working environment and skills development according to needs from TFS, and

iii) TFS well managed with a reliable financial base.

10 International Organisations i) Partnerships in implementation of forest and beekeeping programmes and conventions,

ii) Performance reports and proceedings, iii) Information on forest and bee resources,

and iv) Opportunities for cooperation.

i) Realistic programmes and prompt compliance to Regional, International and National needs strategies and obligations, and

ii) Solicit support from Regional & International Organizations to enhance implementation of its obligations.

11 Development Partners i) Participation and partnerships in implementation of forest and beekeeping programmes,

ii) Performance reports and proceedings, iii) Information on forest and bee resources,

and iv) Opportunities for cooperation.

i) Realistic programmes that are based on national policies and strategies.

ii) Prompt compliance to international and national obligations.

iii) Solicit support to enhance implementation of programmes in accordance with national priorities.

12 National Organisations(local organisation)

i) Partnerships in implementing forest and beekeeping programmes,

ii) Recognition of their contributions to forestry and beekeeping activities,

iii) Technical and financial support in delivery of forestry and beekeeping services, and

iv) Membership opportunities.

i) Realistic programmes and prompt compliance to Regional, International and National needs, strategies and obligations, and

ii) Collaboration to enhance implementation of its obligations.

13 Environmentalists i) Stable forest ecosystems, and

ii) Guidelines and technical support on management of forest and bee resources.

i) Realistic programmes and policies on sustainable management of forest and bee resources, and

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NO STAKEHOLDER SERVICE OFFERED STAKEHOLDERS’ EXPECTATION ii) Collaboration to enhance

implementation of environmental issues.

2.8 Strength, Weakness, Opportunities and Challenges Analysis (SWOC)

The matrix below is the analysis of the institutional strengths and opportunities that TFS can take advantage. Also indicates weaknesses and challenges, which may impact negatively on the implementation of this strategic plan. These need to be addressed in order to minimize risks of not reaching the objectives.

Table 3 : SWOC Analysis NO CRITERIA STRENGTHS WEAKNESSES OPPORTUNITIES CHALLENGES 1. Leadership • Committed

and experienced Leadership, and

• Good working relationship with stakeholders

• Inadequate leadership, managerial and business management skills to some management team

• Not well remunerated

• Existing leadership development training institutions

• On-going public service reforms

• Inadequate financial resources

• Lack of leadership development framework

2. Human Resource

• Well trained technical staff and professionals • Existing training institutions for technical and professional level

• Inadequate human resource to manage the forest and bee resources

• Inadequate staff both in numbers and qualifications at critical levels of management and implementation;

• Inadequate training infrastructure for technical staff,

• Existence of training institutions for professional staff

• Availability of human capital in the labour market to some cadre

• On-going

• Inadequate financial resources to train technical and professional staff

• Lack of scheme of service for certain critical post in the management of Forest resources

• HIV and AIDS

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NO CRITERIA WEAK CHALLESTRENGTHS NESSES OPPORTUNITIES NGES • Delayed staff promotion

public service reforms

pandemic

3 Infrastructure Existing TFS Offices in outer stations; and

Vehicles, equipment and plants.

• Old and inadequate buildings and working facilities.

• LMDA; • Forest and

Beekeeping Funds;

• Donors; and • Existing

procurements arrangements.

• Inadequate financial resources to put up new infrastructure; and

• High cost of maintaining the infrastructures.

4. Processes • Existing Forest and Beekeeping policies of 1998, Acts, guidelines ,regulations and Procurement Act.

• Weak enforcement of forest laws;

• Inadequate sensitization on Forest and Beekeeping policies Acts and regulations.

• On-going public reforms; and

• Availability of different technologies.

Lengthy procedures for recruitment and Procurement.

5. Policies and structures

• Legal and Regulatory Frame Work in place; and

• Existing NFBKP as a guideline for forest and bee resource management.

• Weak enforcement of Forest and Beekeeping Act and regulation;

• Absence of and Outdated Forest Management Plans;

• Lack of reliable data on the state of forest and Bee resources; and

• Inadequate sensitization on Forest and Beekeeping policies, Act and regulation.

• MNRT strategic plan and other guidelines; and

• Executive Agency Act, Public Service Act.

Changes in Policies and priorities; and

Resources to develop and enforce some of the Acts.

6. Technology • Presence of some staff to cope with technological changes.

• Weak staff capacity to cope with

technology; • Outdated technology;

and • Limited resources to

• Availability of technologies in the market.

• Geographical locations of some of the Agency’s offices for telecommunication purposes;

• Limited power supply

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NO CRITERIA STRENGTHS WEAK OPPORTUNITIES NESSES CHALLENGES support technology change.

to up country offices; • Wide coverage of the

Agency; and • High cost of

technology. 7. Financial

Resource Existing

mechanism of revenue collection; and

Tanzania

Forest Fund.

Inadequate financial management systems;

Weak revenue collection system; and

Lack of data to capture true GDP of the sector.

• Donor support;

• Payment for environmental services;

• Availability of revenue resource base; and

• Rent from TFS Assets.

• Unreliable flow of funds and inadequate financial resources;

• Scattered locations of some of the Agency’s offices; and

• Lack of cost and benefit sharing mechanism.

8 Forest and Bee resources/ products.

Abundant resources;

Legal status; and

Rich in high biodiversity.

• Unsustainable utilization and supply;

• Poor quality products; and

• Not well managed resources.

• Reliable market; and

• Diversity of products.

• Ensuring sustainable supply of quality forest and bee product;

• Illegal harvesting; • Frequent fires; • Deforestation; • Managing vast areas

of forest land; and • Competition in land

use. 9 Data and

Information. • Available data

on forest and bee resources;

• Existence of NAFOBEDA; and

• Presence of skilled staff on

• Lack of periodic resources assessments;

• Inadequate equipment and facilities to enable management of reliable data;

• Lack of information management centre ; and

• Execution of NAFORMA project; and

• Presence of Academic and Research institutions that produce data.

• Unreliable flow of funds and inadequate financial resources; and

• Poor accessibility of information.

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NO CRITERIA WEAK OPPORTUNITIES CHALLENGES STRENGTHS NESSES data and information management.

• Inadequate utilization of data on monitoring and evaluation of activities implementation

2.9 Recent initiatives for improving Performance In the effort to improve performance in sustainable management of forest and bee resources, FBD developed and implemented the following initiatives: (i) Development of forest and beekeeping resources base through NAFORMA; (ii) Establishment of information systems and database (NAFOBEDA) for informed

decision making and planning; (iii) TFS HQ in place to improve working environment (Mpingo house), (iv) Preparation of management plans of 15 industrial plantations, 10 catchment

forest reserve and 4 Nature Reserve to enhance sustainable management and utilization;

(v) Development of national REDD framework document to address forest conservation and provide economic incentives for stakeholder involvement in conservation;

(vi) Establishment of Forest Surveillance Unit in 8 zones to strengthen law enforcement;

(vii) Operationalization of Tanzania Forest Fund (TFF) to enhance sustainable financing of forestry and beekeeping management;

(viii) Development of chemical residue monitoring plan to control honey quality to be able to penetrate international markets;

(ix) Appointment of National Forest Advisory Committee members to advise on issuance of concessions and facilitate the Public, Private, Partnerships (PPP) in forest concession management;

(x) Establishment of Sector–Wide Approach steering committee – (SWAp) to allow common planning, budgeting and monitoring of forestry and beekeeping programmes;

(xi) Presence of Development Partners Environment Group providing forum for discussion of critical environment issues to be addressed;

(xii) Establishment of 4 Nature Reserves to attain the highest conservation status. (xiii) Establishment of Eastern Arc Mountain Conservation Endowment Fund

(EAMCEF) to enable sustainable financing of management forests in the eastern mountains;

(xiv) Establishment of National Bee reserves in Manyoni and Handeni; (xv) Development of Eastern Arc Mountains Conservation strategy(2008 – 2018); (xvi) Instituting Public Private Partnerships (PPP) strategy in Forest and

Beekeeping sector; and (xvii) Establishment of 3 National Bee reserves (one reserve in Manyoni - Aghondi

National Bee Reserve1916.2 Ha; and two reserves in Handeni Kang’ata Bee Reserve: 146.5 Ha. and Kwedikuruzi Bee Reserve: 64.2 Ha).

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2.10 Critical Issues The critical issues have been derived from a thorough analysis of the situation in the given period. The following are issues identified and need to be addressed: (i) Improving human (quantity and quality) resources; and their management; (ii) Developing and strengthening management and monitoring of the forest and

bee resources; (iii) Increasing area under industrial forest plantations and bee reserves/apiaries; (iv) Increasing revenue collections and sources; strengthen revenue collection

mechanism and its’ management; (v) Increasing awareness of TFS activities amongst key stakeholders; (vi) Mainstreaming cross-cutting issues (HIV/AIDS, Gender and Good governance); (vii) Improving the quality and quantity of forest and bee products and services; (viii) Enhancing the capacity at community level to implement forest and beekeeping

policies, programmes, laws; (ix) Improving infrastructure at TFS outstations; (x) Managing forest fires; (xi) Addressing climate change through mitigation, adaptation, capacity building and

technology transfer; (xii) Sharing of revenues accrued from forests with stakeholders; (xiii) Availability and accessibility of reliable data and information on resource base;

and (xiv) Improving transparency and ethical behaviour of staff.

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CHAPTER THREE: THE PLAN

3.1 Vision The vision of TFS is “A center of excellence in the conservation of forest and bee resources and sustainable supply of quality forest and bee products and services in Tanzania.”

3.2 Mission The Mission of TFS is “To sustainably manage the National forest and bee resources in order to contribute to the social, economic, ecological, cultural and spiritual needs of present and future generations”

3.3 Core Values In pursuit of the mission and vision, TFS is guided by the following core values:

i. Integrity and confidentiality; We believe in integrity and are determined to treat customers and each other with trust, confidentiality and honesty. As a public institution we will not seek or accept gifts, favours or inducements , financial or otherwise in the course of discharging;

ii. Efficiency and effectiveness: We will ensure the timely implementation of plans

and Programmes so as to achieve the desired objectives stipulated in the SP within a minimum possible time.

iii. Excellence: We are professionals providing high quality services based on best

practices; iv. Transparency and accountability: We undertake our duties fairly carefully,

transparently and are accountable for them;

v. Customer focus: We always treat our customers and colleagues with courtesy. Being a public institution we regard ourselves as service providers to clients;

vi. Professionalism: We maintain the highest degree of professionalism and ethical

standards, building value added relationships with customers and stakeholders to deliver quality services;

vii. Team work: We benefit from team work, putting together diverse expertise to

achieve success;

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viii. Best resource utilization and sustainability: We are an organization that values

and uses public resources entrusted to it in an economic, efficient and effective manner; and

ix. Creativity and innovation; We encourage creativity and innovation leading to

enhancement of performance

3.4 Objectives The analysis of the critical issues resulted into five major objectives outlined below. Strategies to address each objective and their respective targets were developed. Key Performance Indicators (KPIs) were also identified for each objective which will later be the basis for measuring performance. The Objectives

A: HIV/AIDS infections reduced and supportive services to people living with HIV/AIDS improved;

B: Sustainable supply of quality forest and bee products enhanced; C: Stable ecosystem and biological diversity maintained; D: Institutional capacity to deliver services strengthened; and E: Good governance and gender balance enhanced.

3.4.1 Objective A: HIV/AIDS infections reduced and supportive services…….. The HIV/AIDS problem is cross-cutting and its effects are being experienced in the Forest and Beekeeping Sector. Much as there are no confirmed HIV/AIDS cases, the number of deaths from sickness with symptoms similar to those of HIV/AIDS is on the increase. The problems that TFS faces in relation to this situation include:

• Information and Education Campaigns on HIV/AIDS has not lead to behavioural change.

• Loss of man-hours as the result of long absences due to illness, attending the sick and burial of the dead.

• Lack of data on PLWA.

Strategies TFS intends to undertake the following Strategies to address the challenges:- (i) Develop and operationalize HIV/AIDS strategy (ii) Improve the existing preventive services; and

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(iii) Establish care and supportive services for identified TFS staff living with HIV/AIDS.

(iv) Sensitize staff and communities living adjacent to forests on HIV/AIDS pandemic

Targets (i) TFS HIV/AIDS strategy developed and operationalized by 2013 (ii) Preventive interventions strengthened by 2013. (iii) Supportive services established and operating by 2013.

Key Performance Indicators (i) % of staff attending voluntary HIV testing. (ii) Rate of new infection. (iii) Number of identified employees living with HIV and their families provided with

supportive services. 3.4.2 Objective B: Sustainable supply of quality forest and bee products

enhanced. The supply of wood and wood products does not meet current and potential demands for forest industries, domestic consumption and export markets, consequently increasing pressure on the use of wood from natural forests and industrial plantations. Likewise, demand for quality bee products to meet the domestic and export market is high therefore; there is a need to increase production and marketing of quality bee products in order to be competitive in the business. To ensure sustainable supply of forest and bee products there is a need to increase the area of forest and bee resources and improve their management. Lack of management plans in managing forest and bee resources make the agency to miss guiding tool for sustainable supply of forests and bee products. Management plans are important legal and technical tools for guiding sustainable forest and bee resources management, which will enable TFS to achieve a sustainable supply of quality forest and bee products. To address these challenges, the following strategies were developed. Strategies (i) Build Capacity on preparation of forest and bee resource Management Plans

and quality control; (ii) Improve forest and bee resources information and management planning; (iii) Expand forest plantations and gazette new Forest and Bee reserves; (iv) Enhance stakeholders’ participation in forest and bee resources development

and management in identified areas;

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(v) Enforce and monitor quality assurance of forest and bee products; and (vi) Diversify forest and bee products and services. Targets (i) 300 forest and 160 beekeeping staff trained on management planning and

quality control, by June 2013; (ii) Database for 1.36 million ha of production forest reserves and 26,083 ha of bee

reserves operationalized by June 2013; (iii) Management Plans for 1.36 million ha of production forest reserves and 26,083

ha of bee reserves in use by June 2013; (iv) Improved propagation materials used in all forest plantations by June 2013; (v) 3 Bee reserves of 2,121.4 Ha gazetted by June 2013; (vi) 25,000 ha of new forest plantations gazetted and planted by June 2013; (vii) Existing forest plantations expanded from the current 80,000 ha to 110,000 ha

by June 2013; (viii) One plantation forest and 3 bee reserves are managed in partnership with

private sector and other stakeholders by June 2013; (ix) Area under PFM increased from 4.1 million to 4.5 million ha by June 2013; (x) Improved beekeeping in 10 identified areas inside and outside forest and bee

reserves promoted by June 2013; (xi) Traceability mechanism on honey developed and implemented by June 2013; (xii) Compliance to regulations, operations and quality standards attained at 50% by

June 2013; (xiii) One beekeeping laboratory for analysis of bee products established by June

2013; (xiv) Forest protection against fires, pests and diseases enhanced by June 2013; (xv) Tree species diversification applied in all forest plantations by June 2013; and (xvi) Database for utilization and value adding of Non-Wood Forest Products

(NWFPs), bee products and services established and promoted by June 2013.

Key Performance Indicators (i) Sustainable supply of quality forest and bee products and services. (ii) Number and area of forest and bee reserves managed according to

management plans. (iii) Number and type of products and services on the market. 3.4.3 Objective C: Stable ecosystem and biological diversity maintained. Forests are important habitats for flora and fauna and are major watershed areas in Tanzania. The current illegal forest activities and unsustainable forest practices are reducing forest cover and adversely affecting biodiversity and the contribution of forests

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to environmental conservation and stability. Some forest resources are trans-boundary but there are no clear mechanisms for managing such resources. Inadequate baseline data on biodiversity and a low level of awareness on environmental and economic values of indigenous forests have been some of the causes of loss of forest biodiversity. Forest loss and other land use changes contribute 20-25% of GHGs. Climate change is seriously impacting on forests and forest ecosystems and therefore environment. On the other hand, forests are important sinks for removing carbon dioxide (CO2) from the atmosphere and currently is one of the technologies (afforestation and reforestation) being used to mitigate future climate change. In order to ensure stable ecosystem and reverse loss of biological diversity, there is a need to conserve and manage these forests sustainably. Avoiding deforestation and forest degradation i.e. Reduced Emissions from Deforestation and forest Degradation (REDD) is now being considered as part of the solution in tackling climate change. To address these challenges, the following strategies were developed. Strategies (i) Strengthen forest protection and management. (ii) Maintain adequate information on ecosystem. (iii) Adopt mitigation measures on addressing climate change. (iv) Rehabilitate degraded areas and poorly stocked forest and bee reserves. Targets (i) Capacity of law enforcement unit in 8 zones strengthened by June 2013; (ii) 150 Staff managing protection forests trained on management planning by June

2013; (iii) Management Plans and Resource assessment for 1.8 million ha of protection

forests developed and implemented by June 2013; (iv) Database for 1.8 million ha of protection forests operationalized by June 2013; (v) Baseline data for deforestation and forest degradation established by June

2013; (vi) PFM scaled up in protection forests by 10% June 2013; (vii) Forest Fires Communication Strategy operationalized by June 2013; (viii) Wood fuel Action Plan implemented by June 2013; (ix) Eastern Arc Mountain Conservation Strategy operationalized by 2013; and (x) 25% of degraded and poorly stocked areas of forest and bee reserves

rehabilitated by June 2013. Key Performance Indicators (i) Increase in forest cover and biodiversity in targeted areas. (ii) Increase of revenue and other benefits to TFS. (iii) Incidence of illegal forest activities in forest reduced.

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3.4.4 Objective D: Institutional capacity to deliver services strengthened Currently the delivery of goods and services to customers, conservation and management of forest resources are not performed efficiently due to inadequacy of financial base and financial management system. In order to ensure that TFS meets its budgetary obligations efficiently, it must have a well-established financial base. Furthermore, the current human resources managing forest and bee resources are inadequate both in numbers and qualification. In order to ensure efficient delivery of goods and services, TFS human resources capacity must be improved and well remunerated. also In addition, TFS has inadequate and unreliable working facilities and infrastructure; a situation that will adversely affect its role of managing and conserving forest and bee resources. This situation will undermine its role of providing quality goods and services. In order for TFS to effectively fulfill its role, sufficient working facilities (machinery and equipment) and infrastructure (roads and buildings) must be acquired, developed, and maintained. Likewise, Monitoring and evaluation is important to ensure that TFS Strategic Plan is implemented accordingly. Furthermore, monitoring and evaluation is the basis for corrective measures, policy and programme reviews. To address these challenges, the following strategies were developed Strategies (i) Establish and operationalize sustainable financing mechanism for TFS. (ii) Strengthen human resources capacity. (iii) Improve staff remuneration and develop incentive scheme. (iv) Develop and improve working facilities and infrastructure. (v) Develop and implement effective Monitoring & Evaluation system. Targets (i) Working gears, facilities and incentives made available to 50% of revenue

collectors and managers by December 2013; (ii) Prices and fees for forest and bee products and services set basing on market

forces by June 2013; (iii) Integrated Financial Management System (IFMS) established by December

2012;

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(iv) Procedures for evaluating forest and bee products developed and operationalized by June 2011;

(v) 100 revenue collection staff trained on evaluating forest and bee products by 2013;

(vi) New sources of revenue identified and developed by June 2011; (vii) Human resource development programme implemented by 60% by June 2013; (viii) TFS incentive scheme developed by June 2013; (ix) Qualified staff recruited as per staffing levels by December 2013; (x) Performance based scheme of service operationalized by 2013; (xi) Adequate working facilities procured and provided to the respective staff by

June 2013; (xii) 60% of existing infrastructure rehabilitated by June 2013; (xiii) 20% of the required infrastructure constructed by June 2013; (xiv) TFS self assessment baseline established by June 2011; and (xv) Monitoring and evaluation system developed and operationalized by June 2012. Key Performance Indicators (i) Well established financial base. (ii) Staff productivity increased. (iii) Decisions based on reliable M&E reports.

3.4.5 Objective E: Good governance and gender balance enhanced Tanzania is undertaking measures to ensure that good governance prevails. All MDAs are required to internalize good governance principles in their management. Principles of good governance include among others, transparency, accountability, ethics and rule of law. On ethics and corruption the emphasis is to raise integrity of staff to enable them to deliver service to the public effectively and in an efficient manner. With regard to gender issues, gender balance at work place include equal opportunities in recruitments, trainings, promotion to higher positions and development of gender sensitive technologies should be given due consideration. In addressing these issues, TFS has planned to promote actions that incorporate gender balance and good governance principles to improve delivery and existence of clear and determined public service. These challenges are addressed by strategies presented hereunder. Strategies (i) Mainstream gender in TFS programme.

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(ii) Strengthen and enforce compliance to laws, rules, regulation on forest and bee resource management.

(iii) Improve customer care service delivery. Targets (i) Develop gender disaggregated database by June 2013; (ii) Gender sensitive policies and programmes developed and implemented by

2013; (iii) National Anticorruption Strategy Action Plan implemented by 2013; (iv) TFS staff sensitized on good governance by June 2013; and (v) Develop Client Service Charter by 2013. Key performance indicators: (i) Ratio of gender participation in programmes. (ii) Number of corruption incidences, complains reports or rate.

Annexes

Annex: 1 1. Strategic plan matrix

Objectives Strategies Targets Responsible Department/ Unit

Key Performance Indicators

1. Develop and operationalize HIV/AIDS strategy

i) HIV/AIDS Strategy in place and operationalize by 2013

DBSS

2. Strengthen the provision of the existing preventive services

i) Preventive interventions strengthened by 2013.

DBSS

3. Establish care and supportive services for identified TFS staff living with HIV/AIDS.

i) Supportive services established and operating by 2013.

DBSS

Objective A: HIV/AIDS infections reduced and supportive services to people Living with HIV/AIDS improved

4. Sensitize staff and communities living adjacent to forests on HIV/AIDS pandemic

i) sensitization carried annual for TFS staff and communities living adjacent to Forest on HIV/AIDS pandemic

DBSS

• % of staff attending voluntary HIV testing. • Rate of new infection.

• Number of identified employees living with HIV and their families provided with supportive services.

Objective B: – Sustainable supply of quality forest and bee products enhanced

1. Train staff on preparation of forest and bee resources management plans and quality control

i) 300 forest and 160 beekeeping staff trained on management planning and quality control, by June 2013.

DRM

• Sustainable supply of quality forest and bee products and services.

• Number and area of forest and bee reserves managed

2. Improve forest and bee resources information and management planning;

i) Database for 1.36 million ha of production forest reserves and 26,083 ha of bee reserves operationalized by June 2013. ii). Management Plans for 1.36 million ha of production forest reserves and 26,083 ha of bee reserves in use by June 2013. iii) Improved propagation materials used in all forest plantations June 2013. iv) Improved propagation materials used in all forest plantations June 2011.

DPRU and DRM

3. Expand and gazette new bee reserves and forest plantations

i) 3 bee reserves of 2,121.4 Ha gazetted by June 2013. ii) 25,000 ha of new forest plantations gazetted by June 2013. iii) Existing forest plantations expanded from the current 80,000 ha to 110,000 ha by June 2013.

DRM

4. Enhance stakeholders’ participation in forest and bee resources development and management in identified areas.

i) 1 Plantation forest and 3 bee reserves are managed in partnership with private sector and other stakeholders by June 2013. ii) Area under PFM increased from 4.1 million to 4.5 million ha by June 2013 iii) Improved beekeeping in

DPRU and DRM

bee reserves managed according to management plans.

• Number and type of products and services on the market.

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10 identified areas inside and outside forest and bee reserves promoted by June 2013.

5. Enforce and monitor quality assurance of forest and bee products

i.) Traceability mechanism on honey developed and implemented by June 2013. ii) One beekeeping laboratory for analysis of bee products established by June 2013. iii) Compliance to regulations, operations and quality standards attained at 90% by June 2013.

DPRU

6. Diversify forest and bee products and services

i) Tree species diversification applied in all forest plantations by June 2013. ii) Forest protection against fires, pests and diseases enhanced by June 2013. iii) Database for utilization and value adding of non-wood forest products (NWFPs), bee products and services established and promoted by June 2013.

DRM

Objective C: Stable ecosystem and biological diversity maintained

1. Strengthen forest protection and management.

i) Capacity of law enforcement unit in 8 zones strengthened by June 2013.

DPRU

• Increase in forest cover and biodiversity in targeted areas.

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ii) 150 Staff managing protection forests trained on management planning by June 2013.

iii) Management Plans and resource assessment for 1.8 million ha of protection forests developed and implemented by June 2013.

2. Maintain adequate information on ecosystem

i) Database for 1.8 million ha of protection forests operationalized by June 2013

DFBRM

3. Adopt mitigation measures on addressing climate change.

i) Baseline data for deforestation and forest degradation established by June 2013. ii) JFM scaled up by 10% in protection forests by June 2013 iii) Forest Fires Communication Strategy operationalized by June 2013. iv) Wood fuel Action Plan implemented by June 2013. v) Eastern Arc Mountain Conservation Strategy operationalized by 2013.

DPRU and DRM

4. Rehabilitate degraded areas and poorly stocked forest reserves

i) 25% of degraded and poorly stocked areas of forest and bee reserves rehabilitated by June 2013.

DRM

• Increase of income and other benefits to TFS. • Incidence of illegal forest activities in forest reduced.

Objective D: Institutional capacity to deliver services strengthened

1. Establish and operationalize sustainable financing

i) Working gears, facilities and incentives made available to 50% of revenue

DPRU, Finance( and

• Well established financial base. • Staff productivity increased.

34

mechanism for TFS.

collectors and managers by December 2011. ii) Prices and fees for forest and bee products and services set basing on market forces by June 2013. iii) Integrated Financial Management System (IFMS) established by December 2012. iv) Procedures for evaluating forest and bee products developed and operationalized by June 2011. v. 100 revenue collection staff trained on evaluating forest and bee products by 2013 vi. New sources of revenue identified and developed by June 2011.

Account Unit (FAU)

2. Strengthen human resources capacity

i) Human resource development programme implemented by 60% by June 2013. ii) TFS incentive scheme developed by June 2013. iii) Qualified staff recruited as

DSS

• Decisions based on reliable M&E reports.

35

per staffing levels December 2013. v) Performance based

by

i ice scheme of serv

operationalized by 2013.

3. Develop and improve working facilities and infrastructure

i) Adequate working facilities he

01

procured and provided to trespective staff by June

3. 2 ii) 60% of existing infrastructure rehabilitated by June 2013. iii) 20% of the required infrastructure constructed by June 2013.

DSS

4. Develop and implement effective M&E system.

i) TFS self assessment baseline established by June 2011. ii) Monitoring and evaluation system developed and operationalized by June 2012.

DPRU

Objective E: Gender balancing and good governance enhanced

1. Mainstreaming gender in TFS programme.

i) Develop gender disaggregated database by June 2011. ii) Gender sensitive policies and programmes developed and implemented by 2013.

DBSS, DPRU and DRM

• Ratio of gender participation in programmes. • Number of corruption incidences, complains reports or rate.

2. Strengthen and enforce compliance to laws, rules, regulation on forest and bee resource management.

i) National Anticorruption Strategy Action Plan implemented by 2013. ii) TFS staff sensitized on good governance by June 2013. iii) Develop Client Service

Charter by 2013.

DBSS, DPRU and DRM

36

Notes: DBSS = Directorate of Business Support Services DPRU= Directorate of Planning and Resource Utilization DRM = Directorate of Resource Management

37

38

Annex 2 Fig 1: TFS ORGANIZATIONAL STRUCTURE – HEAD OFFICE AND ZONAL OFFICES

MINISTER

MINISTERIAL ADVISORY BOARD (MAB)

PERMANENT SECRETARY

CCHHIIEEFF EEXXEECCUUTTIIVVEE

INTERNAL AUDITING

PROCUREMENT UNITLEGAL SERVICES UNIT

DIRECTORATE OF RESOURCES MANAGEMENT (DRM)

NATURAL FORESTS

FOREST PLANTATIONS

EXTENSION SERVICES & PUBLICITY

DDIIRREECCTTOORRAATTEE OOFF PPLLAANNNNIINNGGAANNDD RREESSOOUURRCCEESS UUTTIILLIIZZAATTIIOONN

((DDPPRRUU))

LICENCING

MARKETING

PLANNING

DIRECTORATE OF BUSINESS SUOPPORT

SERVICES (DBSS))

ADMINISTRATION

BEE RESERVES & APIARIES

ZONAL OFFICES

HUMAN RESOURCES

COMMUNICATION AND INFORMATION

FINANCE AND ACCOUNTS UNIT

PROCUREMENT

FINANCE, ACCOUNTING AND ADMINISTRATION

RESOURCES MANAGEMENTPRINCIPAL OFFICER

FOREST & BEEKEEPING SENIOR OFFICERS

FOREST & BEEKEEPING OFFICERS / ASSISTANTS

MANAGERS ZONAL OFFICES

FOREST & BEEKEEPING OFFICERS/ ASSISTANTS

FOREST & BEEKEEPING SENIOR OFFICERS

PLANNING AND RESOURCES UTILIZATION PRINCIPAL OFFICER

39