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
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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.
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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
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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
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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
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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.
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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.
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• 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
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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
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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”,
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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.
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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
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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
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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
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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
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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
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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:
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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
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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.
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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.
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(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.
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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”
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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
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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
Corporate Strategic Plan - 2017/18 to 2021/2226
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
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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
Corporate Strategic Plan - 2017/18 to 2021/2228
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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
Corporate Strategic Plan - 2017/18 to 2021/2238
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
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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
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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:
Corporate Strategic Plan - 2017/18 to 2021/22 Corporate Strategic Plan - 2017/18 to 2021/2241
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
Corporate Strategic Plan - 2017/18 to 2021/2242
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
Corporate Strategic Plan - 2017/18 to 2021/22 Corporate Strategic Plan - 2017/18 to 2021/2243
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:
Corporate Strategic Plan - 2017/18 to 2021/2244
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
Corporate Strategic Plan - 2017/18 to 2021/22 Corporate Strategic Plan - 2017/18 to 2021/2245
Corporate Strategic Plan - 2017/18 to 2021/2246
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
Corporate Strategic Plan - 2017/18 to 2021/22 Corporate Strategic Plan - 2017/18 to 2021/2247
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
Corporate Strategic Plan - 2017/18 to 2021/2248
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
.
Corporate Strategic Plan - 2017/18 to 2021/22 Corporate Strategic Plan - 2017/18 to 2021/2249
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
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