A PAPER

ON

CHALLENGES FACING THE OPERATION AND MANAGEMENT OF THE PUBLIC SECTORS IN TANZANIA AND THEIR SOLUTIONS

By

Daniel Erone Okiror

ABBREVIATIONS

MOID Ministry Of Infrastructure Development

TANROADS Tanzania National Roads

UNESCO United Nations Educational Scientific Culture and Cultural Organization

IIA Institute of International Auditors

TPA Tanzania Port Authority

MOHSW Ministry Of Health and Social Welfare

ESIA Environmental and Social Impact Assessment

MKUKUTA Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania.

Introduction

According to the institute of international auditors (2011), public sector consists of governments

and all publicly controlled or publicly funded agencies, enterprises, and other entities that deliver

public programs, goods, or services. The boundary to which organization are qualified under

the umbrella of public sector varies from country to country, however in the republic of Tanzania

context , the concept of public sector is broader than simply that of core government and

overlaps with the nonprofit or private sectors. Therefore the public sector consists of an

expanding ring of organizations, with core government at the center, followed by agencies and

public enterprises (IIA, 2011).

Core government consists of a governing body with a defined territorial authority. Core

governments include all departments, ministries, or branches of the government that are integral

parts of the structure, and are accountable to and report directly to the central authority (the

legislature, council, cabinet, or executive head).

Agencies consist of public organizations that are clearly a part of the government and deliver

public programs, goods, or services, but that exist as separate organizations in their own right

possibly as legal entities and operate with a partial degree of operational independence. They

often, but not necessarily, are headed by a board of directors, commission, or other appointed

body.

Public enterprises are agencies that deliver public programs, goods, or services, but operate

independently of government and often have their own sources of revenue in addition to direct

public funding. They also may compete in private markets and may make profits. However, in

most cases the government is the major shareholder, and these enterprises partly follow the acts

and regulations that govern the core government.

Outside this clear public sector area is a gray zone, or boundary zone, with two types of

organizations that might or might not be part of the public sector.

State businesses are government owned and controlled businesses that sell goods or services for

profit in the private market. Although they do not deliver what would be considered public

programs, goods, or services, they might be considered part of the public sector.

Public contractors are legally independent entities outside government that receive public

funding under contract or agreement to deliver public programs, goods, or services as their

primary business. Due primarily to their limited public control, these organizations usually

would be classified as not- for-profit or private sector entities.

Unlike other African countries like Uganda and Tanzania that embraced capitalistic states after

independence, the Republic of Tanzania embraced socialism until the last decade when some

tendencies of capitalism have been slowly incorporated. That means that the government through

the public sector has a pivotal role to play to ensure better goods and service provision in order to

improve the welfare of its citizens. However given that Tanzania is one of the biggest countries

in Africa, the task shouldered by the government is not an easy one.

Aims and objectives of the Tanzanian public sector

The public sector of Tanzania through different government institutions and public enterprises is

entrusted with the role of providing better livelihood for its citizens by effectively and efficiently

delivering public services and goods. Therefore the specific aims of the public sector of Tanzania

are;

Provision of affordable quality goods and services to the citizens

Effective management, planning and equitable distribution of public resource

To launch the necessary infrastructure and logistics so that Tanzanian citizens can be self

sufficient through proper training and skills development.

Up hold human rights through protection of its citizen’s rights to live in a comfortable

environment where they can determine their destinies.

Purchasing, hiring or obtaining by any contractual means of publicly needed goods,

construction works and services. It also includes mobilization of public funds to procure

works, goods and services.

To establish institutional frameworks necessary to regulate and monitor activities of

private and public entities.

Public to accelerate the rate of economic growth in a planned manner. These enterprises

have created a sound industrial base for rapid industrialization of the country.

To provide infrastructure facilities for promoting balanced and diversified economic

structure of development.

to promote self-reliance in strategic sectors of the national economy. For this purpose,

public enterprises have been set up in transportation, communication, energy, petro-

chemicals, and other key and basic industries.

To reduce regional imbalances in development. Balanced development of different parts

of the country is necessary for social as well as strategic reasons.

Public enterprises seek to offer gainful employment to millions of Tanzanian citizens. In

order to protect jobs, several sick units like Muhibiri national referral hospital in the

private sector have been nationalized.

To generate and mobilize surplus for reinvestment. These enterprises earn money and

mobilise public savings for industrial development.

To prevent concentration of economic power and growth of private monopolies. Public

sector helps the Government to enforce social control on trade and industry for ensuring

equitable distribution of goods and services. Public enterprises protect and promote small

scale industries.

To protect consumers from exploitation and profiteering by ensuring supply of essential

commodities at cheaper prices. The public sector through the ministry of finance is

entrusted with stabilizing of prices.

Provision of none profit public utility services like water supply, gas, electricity, public

transport.

To set up public enterprises for production of defense equipment. Supply of such

equipment cannot be entrusted for private sector due to the need for utmost secrecy.

To ensure welfare and social security of employees. Many public enterprises have

developed townships, schools, college and hospitals for their workers.

Challenges of the Tanzanian Public sector

As previously cited, efficient provision, operation and regulation of public goods and services

through government institutions and entities can be an uphill task especially while dealing with a

large economy with a huge number of occupants. Although the republic of Tanzania has made

strides in the public sector, especially in Education provision, service provision, peace and

democracy, the transport sector and public administration, amongset many other areas, the public

sector is still faced with various challenges need to be addressed. These have been explored

hereafter.

The Education sector

The component parts of Tanzania’s education sector include:

(i) Pre-Primary Education;

(ii) Primary Education;

(iii) Secondary Education;

(iv) Teacher Education;

(v) Adult Education and Non Formal Education

(vi) Folk Education;

(vii) Technical and Vocational Education and Training;

(viii) Higher Education.

Challenges in the Education sector

Even though the right to education is note well assured in the Tanzanian constitution, it is

nevertheless regarded as a privilege under the same constitution. The rights to control and assess

better secondary and primary education for a longtime have been delegated to communities

through local governments, with government exonerated from the right to offer compulsory

education. Even though the current government has made fast track changes in abolishing any

dues previously paid for primary schools. There are still major challenges faced in the education

sector.

The quality of education has by far remained poor especially from 2007 to date. For instance the

results of 2012 form four results was among the most discouraging results in Tanzania, as only

6% of student passed the exams and 34% got division IV and the worst of it 60% got division 0.

Poor performance can be attributed to diverse factors like laxity on the part of students,

Inadequate support from guardians, lack of trained teachers for new competence curriculum, and

a lack of student motivation as well as high student dropout rates and globalization.

Secondly, although the Tanzanian government has been increasing the budget of the ministry of

education, in some cases to 100%, case in point being the increment in 2007/2008 from 1.1

billion to 2.2 billion funds, however the demands of the ministry have kept on increasing with

the increase in the number of enrollment rates. This in turn has stretched the budget beyond its

limit.

According to the ESR and the MKUKUTA status report (2013), challenges still facing the

education sector include:

Low rate of enrollment at Pre-Primary, Secondary, Adult and Non formal, Folk,

Vocational Techinical and Higher Education levels.

Inadequate and worn out physical facilities

Lower number of qualified teaching staff.

Insufficient teaching materials at all levels.

Lack of enough capacity in the education system to handle governance, management,

monitoring and evaluation

Inadequate capacity to address cross cutting issues.

Possible Solutions

increasing enrolments through further reduction of dues and sensitization of the public on

the advantages of proper education, improving pass rates and reducing the high unit

costs per graduate;

Increasing physical facilities and expanding infrastructure at all levels; The major

challenges facing the education sector include the upgrading of the physical facilities and

infrastructure at post-primary, folk and vocational training levels to facilitate expansion

of enrolment. The number of university graduates being produced and those acquiring

skills is low. establishing community institutions including Community Universities

should be considered without compromising the quality of education.

Recruiting and retaining qualified teaching staff at all levels;

increasing teaching and learning materials and equipment at all levels;

Reviewing and developing a curriculum that is demand driven;

Building adequate capacity in governance, management, monitoring and evaluation;

Building adequate capacity of the existing education system to address cross-cutting

issues; ix ensuring effective linkages and synergies within the education sector;

Providing adequate funding of education programs;

Boosting morale and ability to demonstrate initiatives across the sector.

The Health sector

Description of the Tanzanian health sector (UNESCO, 2015)

Health Services Delivery

The Ministry of Health and Social Services takes charge of health sector services throughout the

country. The health system and especially the governments referral system assumes a pyramidal

pattern of a referral system recommended by health plan- ners, that is from dispensary to

Consultant Hospital. The structure of health services at various levels in the country is as

follows:

Village Health Service

This is the lowest level of health care delivery in the country. They essentially provide

preventive services which can be offered in homes. Usually each village Health post have two

village health workers chosen by the village government amongst the villagers and be given a

short training before they start providing services.

Dispensary Services

This is the second stage of health services. The dispensary cater for between 6,000 to 10,000

people and supervise all the village health posts in its ward.

Health Centre Services

A health Centre is expected to cater for 50,000 people which is approximately the pop. of one

administrative division.

District Hospitals

The district is a very important level in the provision of health services in the country each

district is supposed to have a district hospital. For those districts which donate have Government

normally negotiates with religious organizations to designate voluntary hospitals get sub-

ventions from the Government to contract terms.

Regional Hospitals

Every region is supposed to have a hospital. Regional Hospital offer similar services like those

agreed at district level, however regional hospi- tals have specialists in vari- ous fields and offer

addi- tional services which are not provided at district hospitals.

Referral/Consultant Hospitals

This is the highest level of hospital services in the country presently there are four referral

hospitals namely, the Muhimbili National Hospital which cater the eastern zone; Kilimanjaro

Christian Medical Centre (KCMC) which cater for the northern zone, Bugando Hospital which

cater for the western zone; and Mbeya Hospital which serves the southern Highlands.

Treatment Abroad

Other diseases and cases require special treatment whose facilities and equipment are not

available in the country. Depending on the foreign exchange position, some patients have to be

sent for treatment abroad.

The Tanzanian mainland is divided into 25 administrative regions and 113 districts with 133

councils.The districts are semi-autonomous in health planning and implementation, The

Government of Tanzania (GOT) has dedicated significant effort, through public and private

providers, to deliver primary healthcare services to its citizens. Currently there are approximately

4,679 dispensaries and 481 health centers throughout the country. About 90% of the population

lives within five kilometers of a primary health facility; however, the majority of the population

lives in rural areas at a distance from hospitals and the care of specialists.

Tanzania mainland has approximately 237 public and private hospitals. Of these, 57 are district

hospitals owned by the GOT, and 35 are designated district hospitals, owned by faith- based

organizations. Also, there are 5 other government hospitals at the district level, 4 of them

military. There are 27 government regional hospitals and 10 faith-based referral hospitals at the

regional level functioning as referral hospitals for district hospitals. Lastly, there are 9 national

and “super-specialist” hospitals (MOHSW, 2013).

Challenges in the Health sector.

Shortage of qualified healthcare professionals at all levels of the health system. Statistics show

that qualified health workers in the Tanzanian health sector fill only 35% of positions. The

World Health Organization estimates the current deficit of health workers in Tanzania to be

around 90,000. The ratio of doctors to inhabitants is 1:50,000.

There has been lack of coordination between the Tanzanian health sector and the public that has

seen unnecessary outbreak of epidemics that otherwise would be prevented through Proper

information dissemination of preventive mechanisms and primary health care. Epidemics

outbreaks such as HIV/AIDS, tuberculosis (TB), malaria and cholera could have been prevented

or minimized.

Many regions in the rural areas have poor infrastructure that limits the rural populace easier

access to health facilities. The feeder roads are impassable with limited means of transport. This

has been compounded by the facts that not only are the health care providers limited in number,

but majority of the rural population cannot afford buying the necessary drugs and accessing

proper treatment due to poverty.

Even with the additional revenue collected from cost sharing, the quality of care in public

facilities has not necessarily improved. Most health care facilities are devoid of enough drugs,

and qualified healthcare personnel. This has led to persistence of unofficial charges and poor

implementation of exemption and waivers.

Exemptions, and in particular waivers, are not systematically implemented and are not effective

as a means of protecting vulnerable social groups and the poorest of the poor. Even if official

fees are exempted or waived, the poor and vulnerable still end up having to pay for drugs,

transport, small charges (e.g. cards, materials), and bribes. The exemption scheme is poorly

implemented partly because accountability mechanisms are not in place, and because health

service providers are not following procedures that are often unclear to them to begin with.

Community participation is very limited in regards to determining health care priorities, deciding

where funds should be allocated, and monitoring expenditures. This is a problem across priority

sectors, not only in health. It is due in part to a general lack of knowledge about rights and recent

reforms. More importantly though, reliable mechanisms are not in place for discussing issues of

concern at the village level and then raising these concerns to the district level for action.

Health consumers express dissatisfaction with critical governance issues such as abuses of

power, financial mismanagement and corruption. While there are some cases of health users and

authorities working together, systems are generally not in place to ensure that services respond to

the priority needs of beneficiaries. Adequate management systems have not been instituted to

ensure appropriate collection of fees and allocation of these locally-generated resources.

Possible Solutions

Formulation of a comprehensive Health plan to guide the planning and implementation of Health interventions. The structure for the health sector should be able to identify priorities and supporting strategies for adopting quality health throughout the health sector.

Higher incentives like higher pay of health sector employees and increased sponsorship

of those pursuing health sciences disciplines should be put in place in order to boost the

availability of health practitioners and employees.

More efficient tools to monitor how private health providers handle waivers and

exemptions should be put in place, with penalties of those who break the law heightened.

Better mechanisms like efficient use of the media to sensitize the citizens on best health

practices and their rights to waivers, exemptions and cost sharing.

The communities should be engaged during health care policy formulation and review, so

that they may be in position to own the systems and be knowledgeable.

Transport Sector

The republic of Tanzania is the on eof the most strategically located country in east Africa with

various options in their transport sector. Tanzania’s ports such as Dar es Salaam, Tanga, Mtwara

and other inland lake ports and airports, mining sites, tourism sites, and high potential

agricultural zones are connected by a network of roads and railways, which can be categorized as

serving four development corridors, namely:

Southern (or Dar es Salaam)

Development Corridor.

CentralDevelopment Corridor.

Tanga Development Corridor

Mtwara Corridor

The importance of transport infrastructure in ensuring access to raw materials and access to

markets for completed products at cheap and affordable cost cannot be over emphasized.

The road works system

The MoID has the responsibility for instituting the system for road constructions. The MoID is

also responsible for management of the system. This implies overall activities as formulation of

policies, plans and strategies, as well as development of Construction industry, transport,

communications and meteorology services.

According to the Establishment Order GN No. 293 2000 of TANROADS under the Executive

Agencies Act, 1997, the role of MoID is to concentrate on its primary responsibilities of policy

formulation, strategic planning and regulation of roads sub-sector.

TANROADS should take over from the MoID the day to day management of the roads and

ferries in Mainland Tanzania and operate as a semi-autonomous Executive Agency.

TANROADS thus enters into contracts with Contractors and Consultants in its own name. The

MoID was still directly administering some of the road projects until December 2007 when they

eventually were handed over to TANROADS.

Challenges in the road sector

Expanding the state of road network to match with increasing traffic, particularly in urban

areas.

Improving connectivity countrywide and to landlocked neighboring countries;

Strengthening procurement planning and contract management;

Enhancing the capacity of the local construction industry and participation of the local

contractors.

Delays caused by MoID/TANROADS that are affected by redesign of part of the

projects and scope of the quantities required.

Inadequate project supervision and management that has led to shoddy work.

Lack of enough equipment and skilled personel to operate the highly technical equipment

available.

Roads overburdened due to poor railway system

The road fund is not sufficient to address full maintenance needs and is not being utilized

effectively.

Inadequate integration of the road networks to markets and productive areas

Unplanned urbanization and traffic congestion in urban areas.

Poor storm water drainage, especially in urban areas.

Institutional weaknesses in management of district and feeder roads.

Inadequate capacity and capability of the local construction industry.

Possible solutions

Implement a comprehensive master road plan.

Develop and maintain feeder roads to connect rural areas to markets

Institute more efficient strategies for use of road funds with strict accountability measures

in place.

Overcome poor track records in infrastructure in order to manage the public private

sector partnership.

Purchase the required equipment for road construction and sponsor interested parties to

acquire unique skills in operation of road construction equipments.

Strengthen supervisory roles by employing more supervisors however with maintenance

of the required supervisor to employee ratios.

Enhance capacity to negotiate with private partner so that operations are smoothened out.

Improve road management

Railway transport.

Railways in Tanzania were first built in 1893, when the first rail track was laid at the port of

Tanga. Thereafter, construction of railway lines continued to be carried out in other places in

Tanzania. In Tanzania, railway services (apart from the TAZARA), were operated by the

Tanzania Railways Corporation (TRC), which was established in 1977 after the collapse of the

former East African Community. Prior to that, the railways in East Africa were operated under

the auspices of the East African Railways and Habours (1961-1967) and thereafter East Africa

Railways Corporation (1967-1977).

It is important to note that TRC was the largest single transport operator providing transport

services for both freight and passengers within the country and transit freight to and from

neighboring countries of D.R Congo (eastern), Burundi, Rwanda and Uganda. Up to the early

1980s, TRC network with a design capacity to carry 5 million tons of freight per annum played

an important role in the Economic Development of Tanzania and her neighboring countries,

particularly the land locked ones.

The number of passengers and freight traffic transported per annum continued to indicate a

steady growth to a record high in 2003 of 683,861 passengers and 1442,713 tonnes respectively.

However the performance of TRC since 2004 registered a decline trends in terms of freight

traffic, passengers, locomotives availability and average train speed. For instance in 2007 freight

traffic had declined to 545,241 tonnes whereas passengers declined to 593,889( ESIA, 2014).

Challenges of the railway transport sector.

decline of locomotive availability due to lack of investment on rolling stock.

Inadequate funding for re-investment in the railway sector has led to obsolete equipment

and aged infrastructure. This has resulted into traditional customers diverting their goods

to the road.

Train speed has been reduced from 56kph to 30kph, as well as a reduction in the

Mainline locomotive fleet form 44 when TRL took over in 2007 to 27 of late.

Freight wagon fleet is reduced from 1,039 wagons to 638 with poor reliability

Passenger coaches fleet is reduced from 61 in 2007 to 45

Possible solutions

Conjure comprehensive plans to develop the railway system.

Invest heavily in building railway wagons as well as employment of local engineers.

Duties should be well defined so that ownership of the railway is clearly separated from

operation. While the government should own and repair the infrastructure of the railways,

operations should be left to private sector.

With the world economy fast growing, the old railways systems have evolved to provide

faster means of transport. Therefore electrical railway lines should be adopted to improve

on the speed of transport and easy the traffic on roads.

Ports sector

TPA was established by the Ports Act No. 17 of 2004 as landlord port authority. It operates a

system of ports serving the Tanzania hinterland and the landlocked countries of Malawi, Zambia,

Democratic Republic of Congo (DRC), Burundi, Rwanda and Uganda. TPA currently performs

the role of both a Landlord and Operator with the main objective of promoting effective

management and operations of sea and inland waterways ports, provision of services in relation

to loading and unloading of cargo and passenger services, developing, promoting and managing

port infrastructure and superstructure, maintaining port safety and security and entering into

contracts for the purpose of delegating the powers of the Authority (through licensing and

concession of ports services).

Challenges of the Ports sector

Traffic has increased significantly, as a result slowing the rate of business and putting

pressure on the terminal capacity of DSM port.

Lack of enough resource; both human and financial resources to run operations.

Poor management has led to a flaw in procurement process, Poor planning and

implementation.

Lack of alternative sources of funds, like. access to stock market.

Possible solution

Implement a Port Master Plan,

Prioritize activities in the master plan

Scale up resources and explore different financial sources

Explore possibility of separating the infrastructure from the operator

Provision of Public Utilities

Urban water and sanitation

A National Water Sector Development Strategy for 2006 to 2015 puts in place the operational 

framework for policy implementation. The strategy outlines the institutional framework for the 

provision  of  water  supply,  sewerage  and  sanitation  services.  Roles  for  all  key  actors  are 

stipulated in the Strategy, including those of the ministry responsible for water, Water Supply 

and  Sanitation  Authorities  (WSSAs),  service  providers,  community‐owned  water  supply 

organisations,  the  regulatory  authority,  municipal  and  district  councils,  village  councils 

and other relevant ministries such as PMO‐RALG and the Ministry of Health. The strategy takes 

note  of the persistent problem of inadequate water supply and sanitation services to low income 

groups  in  urban  and  peri‐urban  areas  who  live  in  unplanned  settlements  in  dense 

concentrations of low cost housing. The Strategy therefore provides for identification of low 

income groups with the aim of providing them with appropriate water supply and sanitation 

services. Consistent with the National Water Policy, the Strategy points out that even these 

groups are expected to meet the cost of the provision of these services. A number of actions to 

ensure  provision  of  water  supply  and  sanitation  services  to  low  income  groups  include 

establishment of criteria to define low income groups and determining affordability criteria in 

order to establish subsidy levels and mechanisms (Economic and social research foundation,

2009).

Challenges in water supply

Inadequate supply of lean and safe water services, especially to poor households: Poor

households in urban and peri‐urban areas continue to rely on water supplied

by vendors and other unprotected water sources. This has broad implications on their

well‐being  including  being  more  vulnerable  to  water‐  borne  diseases  and  even 

worse,  further  impoverishment.

Unreliable water sources: This is mainly due to seasonal fluctuations in the availability of 

water, in the case of Dar es Salaam from the two sources – River Ruvu and Mtoni.   

Low tariffs: According to the service providers, current tariff rates are low and thus not 

enough  revenue  is  generated  for  development  and  maintenance  of  effective  urban 

water supply systems.     

Inadequate  financing  of  the  water  sector:  Adequate  financing  is  needed  for 

investments  in  water  resources  management  and  water  supply.  Yet so  far  financial 

resources  remain  inadequate.  This  has  resulted  into  inadequate  physical  and 

institutional  capacities  and hence,  inability  to  adequately  cope  with  shocks  in  the

provision of water in general and increasing access to the poor in particular. 

Lack of comprehensive policy, legal and institutional frameworks

Lack of realistic and comprehensive technical, socio-economic and commercial

feasibility analysis leading to poor project design

Inadequate enabling environment including lack of long term financing instruments and

appropriate risk sharing mechanisms

Insufficient capacity in negotiations, procurement, implementation and management of

PPPs.

Inadequate mechanisms for recovery of private investors’ capital as well as impact on

national Development programmes that depend on the project’s performance

Lack of public awareness about PPPs and their benefits

Possible solution

Embark on development of a better water infrastructure that has capability of harnessing

water from other sources and purifying water from the ocean.

Reconciling equity and sustainability objectives in the provision of clean and safe water: 

Whereas service provision is expected to be paid for at rates that will ensure full cost reco

very, consideration must be made for provision of water services to the poor at rates they 

can afford.  

Consider outsourcing from regions that have plenty to regions with less; however this

will require a better pipe connectivity and purchase of vehicles to transport the water.

Facilitating creative and innovative approaches in stimulating private sector engagement

Creating an education framework for PPP in faculties;

Improvement of enabling environment to allow ease of PPP implementation;

Creating avenues for access to long term financing and risk sharing mechanism;

Development of comprehensive and integrating policy, legal and institutional framework

Service provision regulation to encompass the PPP nurturing environment by allowing

private operation in the sector at different extents relative to the required investments

Creating of incentives that promote private investment in the water sector.

Energy Sector

Tanzania is gifted with diverse energy sources most of which are untapped, these include

biomass, hydro, uranium, natural gas, coal, geothermal, solar and wind. The primary energy

supply includes biomass (90%); petroleum products (8%); electricity (1.5%), and the remaining

(0.5%) is contributed by coal and other renewable energy sources. More than 80% of energy

delivered from biomass is consumed in rural areas; heavy dependence on biomass as the main

energy source contributes to deforestation, while the importation of oil costs about 25% to 35%

of the nation’s foreign currency earnings. To-date only about 18.4% of the country's population

has gained access to electricity. Extending the National Grid to many parts of the country

including rural areas is not financially and economically feasible. (TANESCO REPORT, 2013).

Challenge of the power sector

Tanzania’s electricity sector has been heavily dependent on hydropower energy whose

energy cannot be ascertained in times of drought. Effects of droughts faced during

1992/1993, 2005/2006, 2009/2010, 2010/2011 and 2011/2012 were; reduced reserve

capacity , curtailed loads (in 2012 unsaved energy 66.3GWh), high frequency of power

outages (in 2012 -6 system blackouts –total outage duration of 20.3 hours), high

generation costs from IPP’s.

Undistributed generation; old and overloaded Transmission and Distribution Systems

cause high technical losses.

The access to electricity and electricity penetration in Tanzania are significantly low: It is

expensive to extend the national grid and expand the distribution system due to scarcity

of financial resources from the government; in particular foreign currency is always a

major barrier responsible for low electricity penetration rate.

Possible solutions

The emergence of Gas and other possible sources of power should be explored more, in

order to generate more power and reduce on the power shortage, and increase on the

power connection reach.

More funds should be injected in the sector so that old equipment can be replaced with

highly reliable new equipments.

Conclusion

This paper has dealt more with the areas of the public sector that are more pertinent to the

existence and survival of the citizens of Tanzania. Worth noting is that the economy operates as

a system with different sector complementing each other. It is only when the challenges of all the

sectors are addressed that the uniform change can lead to prosperity, poverty reduction and

growth and development of Tanzania. Worth noting also is the fact that there were challenges

that cut across different sector and required uniform solutions. In this paper it was discovered

that, every sector is inadequately funded and requires a boost in finance, corruption was found to

be biting amidst insufficient budgets and requires redress. Lastly there is a growing trend of the

mismatch of skills in the economy with most priority areas necessary for development lacking

the required skill manpower. It is therefore of vital importance that this issues is addressed right

from the grass root, so that many Tanzanian citizens are encouraged to pursue careers in these

areas.

References

"IIA Code of Ethics". IIA Code of Ethics. IIA. Retrieved 30 March 2011.

ESIA (2013). Environmental and Social Impact Assessment Report 2013; Proposed Tanzania

Intermodal and Rail Project. Real assets holding company, 2013.

MOHSW (2013). Regional Health Management Phase 2 Project: Regional Health Management

Newsletter. Issue No. 3, April 2013.

TANESCO (2013). Current Status of Energy Sector in Tanzania; Executive Exchange On

Developing An Ancillary Service Market, USEA –Washington DC 25th February –2nd March

2013.

UNESCO, (2015). Teachers and Educational Quality: Monitoring Global Needs for 2015,

UNESCO Institute for Statistics, Montreal, 2015.

URT, (2013), Ministry of Finance, National Strategy for Growth and Reduction of Poverty

(NSGRPP) II or MKUKUTA II, June 2, 2013;