Professional Documents
Culture Documents
Dar es Salaam
NOVEMBER, 2012
Dar es Salaam
NOVEMBER, 2012
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TABLE OF CONTENTS
1
1.1
1.2
2.1
Mandate . ............................................ 7
Vision .................................... 7
Mission . ................................... 7
2.2
2.3
2.4
3.1
3.2
STRATEGIC OBJECTIVES......................................12
3.2.1 Strategic Objective A: HIV and AIDS infection reduced and support services to employees
improved......................................................................12
3.2.2 Strategic Objective B: Implementation of the National Anti-Corruption Strategy effected, enhanced
and sustained.......................................................................................................12
3.2.3 Strategic Objective C: Sustainable development and management of energy resources for national
development enhanced.......................................................................12
3.2.4 Strategic Objective D: Sustainable development and management of mineral resources for national
benefit improved................................................................................................................13
3.2.5 Strategic Objective E: Resources management and support services
improved.......................................13
4
4.1
4.2
CONCLUSION..........................................................................................................15
5.1
5.2
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FOREWORD
The strategic planning process started in 2003 when the Presidents Office Public
Service Management (PO-PSM) instructed all Ministries, Department and Agencies
(MDAs) to develop strategic plans as tool in the implementation of the Performance
Management System (PSM). This was cemented when the Presidents Office Planning
Commission (PO-PC) prepared the Five Year Development Plan 2011/12 2015/16 to
expedite the realization of Development Vision 2025 goals.
Following this process the Ministry of Energy and Minerals (MEM) has prepared this
Strategic Plan to improve the quality services to clients and stakeholders in accordance
with policies, laws, rules and regulations governing the energy and mineral sectors. Our
Vision and Mission were reviewed to ensure that clients and stakeholders are strategically
aligned. Strategic objectives and their respective targets and indicators were prepared to
facilitate effective implementation of the plan.
This Strategic Plan is a dynamic living document that is reviewed and updated as need
arises to ensure that the Ministry is able to perform and measure the achievements of
the set targets. The strategic objectives can be achieved through focused commitment
and team effort such as MEMs staff and stakeholders to honor the trust placed to
the Ministry to manage the countrys energy and mineral resources for the benefit of
Tanzanians.
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ACKNOWLEDGEMENT
The Ministry of Energy and Minerals Strategic Plan provides strategic direction towards
the organizations improvement through actions to achieve its Vision. The Ministry
has updated its 2008/09 - 2010/11 Strategic Plan to include priority goals on energy
and mineral sectors prescribed in the Tanzania Five Year Development Plan 2011/12
2015/16. The review of this Plan has been made possible through valuable contribution,
commitments and participation of heads of departments, units and other senior staff in
the Ministry.
Ministrys vision. The objectives are:
Objective A:
Objective B:
Objective C:
Objective D:
E. C. Maswi
PERMANENT SECRETARY
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ABBREVIATION
Chief Accountant
Commissioner for Energy and Petroleum Affairs
Commissioner for Minerals
Director of Administration and Human Resource Management
Director of Diamond and Gemstone Valuation
Director of Procurement Management Unit
Director of Policy and Planning
East African Community
Energy and Water Utilities Regulatory Authority
Government Notice
Geological Survey of Tanzania
Head of Environment Management Unit
Head of Government Communication Unit
HIV and AIDS Human Immune-deficiency Virus and Acquired Immune
Deficiency Syndrome
HLSU
Head of Legal Services Unit
Head of Management Information System
HMIS
International Conference on the Great Lakes Region
ICGLR
Key Performance Indicators
KPIs
Key Result Areas
KRAs
Tanzania Long Term Perspective Plan
LTPP
Ministries Department and Agencies
MDAs
Ministry of Energy and Minerals
MEM
Mineral Resources Institute
MRI
National Anti-Corruption Strategy and Action Plan
NACSAP
Non-Governmental Organizations (NGOs),
NGOs
National Strategy for Growth and Reduction of Poverty
NSGRP
Principal Mineral Resources Institute
PMRI
Performance Management System
PMS
Presidents Office Planning Commission
PO-PC
Public Private Partnership
PPP
Rural Energy Agency
REA
Southern Africa Development Community
SADC
Southern and Eastern Africa Mineral Centre
SEAMIC
Strategic Plan
SP
State Mining Corporation
STAMICO
Strengths, Weaknesses, Opportunities, and Challenges
SWOC
Tanzania Electric Supply Company
TANESCO
Tanzania Diamond Sorting Organization
TANSORT
Tanzania Women Miners Association
TAWOMA
Tanzania Chamber of Minerals and Energy
TCME
Tanzania Petroleum Development Corporation
TPDC
CA
CEP
CM
DAHRM
DDGV
DPMU
DPP
EAC
EWURA
GN
GST
HEMU
HGCU
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5
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INTRODUCTION
1.1 Background
The Ministry of Energy and Minerals has been preparing its Strategic Plan (SP) since
2003 to guide the implementation of its plan and budget. This is a fourth plan, which
will be implemented for five years, 2011/12 2015/16. It has been prepared in
line with Tanzania Development Vision 2025, the National Strategy for Growth and
Reduction of Poverty [MKUKUTA], the Tanzania Five Year Development Plan 2011/12
2015/2016, the Tanzania Long Term Perspective Plan (LTPP) 2011/12 2025/26;
and the Ruling Party Election Manifesto 2010 - 2015.
1.2 Purpose of the Strategic Plan
This Plan aims at providing clear vision and mission that will guide the Ministry
towards strategic direction. MEMs Strategic Plan for the year 2011/12 2015/16,
specifically focuses on increasing revenue collection; implementing sustainable
projects/programmes; and jobs creation. This will contribute to socio-economic
development through sustainable management and utilization of energy and mineral
resources in an environmentally friendly manner. The Strategic Plan also stipulates
strategic objectives and targets, which will be implemented in order to achieve the
vision. For proper monitoring and evaluation of the Plan implementation, outcome
indicators will be used to measure the overall Ministrys performance.
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High-level statements guide the Ministry in the implementation of its Strategic Plan (SP).
These are mandate, vision, mission and values.
2.1 Mandate
The Ministry of Energy and Minerals (MEM) was established under the Minister
(Discharge of Ministerial Functions) Act, Cap. 299, Government Notice (GN) No. 494
of 2010, which came into operation on 24th November 2010 with the responsibilities
of: developing energy and mineral policies and their implementation; electrification of
urban and rural areas; and developing renewable and non-renewable sources of energy;
mines development; carrying out geoscientific surveys; performance improvement and
development of human resources under the Ministry; and undertaking extra Ministerial
Departments, parastatal organisations, agencies, programmes and projects under this
Ministry.
Vision
To be a vibrant and performance driven Ministry that ensures Tanzanias
energy and mineral resources contribute significantly to the socioeconomic development of the country.
Mission
To promote, facilitate, regulate and monitor the development and
sustainable utilisation of energy and mineral resources for the
benefit of Tanzanians.
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DESCRIPTION
Accountability
Effectiveness
Transparency
Results oriented
Integrity
Responsibility
Loyalty
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Teamwork
We use performance management systems to
strengthen accountability for results, by putting
emphasis on fostering the necessary collaboration,
interaction and teamwork across organizational.
boundaries to achieve results.
Customer Focused
We always treat our clients and customers with
confidentiality. We are dedicated to the Ministrys
vision and mission and committed to listening,
respecting and responding to our customers needs.
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Weaknesses
Opportunities
Challenges
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The Strategic areas are the Key focus or priority areas on which MEM should concentrate
in five years to achieve its Vision and Mission.The Strategic areas will be operationalized
through Strategic objectives that will guide the operations of the Ministry to deliver
quality services to its stakeholders.
No.
1
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STRATEGIC
AREAS
DESCRIPTION
Promote, develop
and monitor the
energy sector
to maximize
national benefits
and ensure
energy security
Promote and
expedite access to
modern energy in
rural areas
Promote, develop
and manage the
mineral sectors
to maximize
national benefits
Improve revenue
collection from
mineral and
energy sectors
Improve human
resource and
financial
management
3.2.5
Proper resource management is a key factor for any organization performance. This
objective aims at improving resources management and support services provided by
the Ministry. Human resources will be strengthened through capacity building, ensuring
good working environment, adequate office space and developing skills management
strategy (attraction, recruitment, retention and development). With regard to financial
management, the objective aims at strengthening planning, budgeting, organizing,
directing and controlling the financial related matters such as procurement and
utilization of public funds. In addition, the Ministry will enhance revenue collection
from energy and mineral sectors; laws and regulations implementation; information
management systems; and communication with the public. The expected results will
be: increase in revenue collection; improved the Ministrys performance; improved
working environment; improved staff performance/productivity; enhanced skills and
competences of staff; unqualified audit report; timely release of financial statements;
value for money achieved; timely delivery of accurate information; and improved ICT
systems.
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RESULTS FRAMEWORK
Results framework shows how the performance and outcome expected in the Strategic
Plan will be measured. It also identifies beneficiaries of MEM services; Outcomes; and
Key Performance Indicators Matrix.
4.1 Beneficiaries of MEM Services
Beneficiaries of MEM services are categorized into two groups. The first group includes
directly beneficiaries such as miners, explorers (for both energy and minerals), dealers,
suppliers, Independent Power Producers and oil companies. The second group involves
MDAs and the citizens. MEM continues to review/develop policies, strategies, laws and
regulations to ensure provision of quality services to the aforementioned beneficiaries.
4.2 The Outcomes and Key Performance Indicators Matrix
This matrix contains strategic objectives, outcome indicators and responsible person. It
shows how the strategic objectives will be measured. Outcome Indicators will be used
to track progress towards the achievement of the objectives. The Outcomes and Key
Performance Indicators Matrix is detailed in Table 1.
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CONCLUSION
In order for the Ministry of Energy and Minerals to implement this Strategic Plan effectively,
a total of TZS 9,863.74 billion will be required for the development projects and TZS
510.51 billion is for recurrent budget. The estimated development funds required for the
energy sector is TZS 9,206.73, which is equivalent to 98.43%, while the mineral sector
accounts for 146.50 billion, which is equivalent to 1.57% of the total development funds.
The costs have been prepared based on the Tanzania Long Term Perspective Plan (LTPP)
and the Ministrys annual average revenue collection and expenditure.
5.1 Sources of Funding
Sources of funding for implementing the Plan will be from the Government, Development
Partners and the private sector through Public Private Partnership (PPP). The Government
needs to make a substantial increase in the annual funding to the energy sector, which
is the engine of the Tanzanian economy. Similarly, retention to the mineral sector should
continue so as to facilitate revenue collection activities from small, medium to largescale miners. In addition, the cooperation with development partners will continue to
be strengthened, particularly for financing long-term strategic projects, which are more
beneficial to the nation.
5.2 Implementing Plan
The Ministry will implement this Plan in collaboration with key stakeholders including
the Government Institutions, Politicians, Development Partners, Private Sector, NonGovernmental Organizations (NGOs), Religious Institutions and the Public at large. In
addition, the Ministry will review this Plan when need arises. It will also periodically
monitor and evaluate its implementation in order to report on the overall performance
for the benefit of the people of Tanzania.
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Targets
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Strategic Objective
CEP
DAHRM
DAHRM
DAHRM
DAHRM and CM
Responsible Person
Behavioural change.
Increase in productivity.
Behavioural change.
Expected Results
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Strategic Objective
Contribution of non-hydro
renewable sources of energy
to power generation increased
from 4% (2011) to 10% by June
2016.
Reduction in electricity
consumption by 20% in
manufacturing industries
and households by June,
2016.
Reduction in petroleum
consumption by 15% in
industries, transport and
households by June, 2016.
1,342 MW of electricity
generated, 1,591 km of
transmission and distribution
of power constructed by June
2016.
Targets
Increased investment.
Increased generation.
CEP
CEP
CEP
Responsible Person
Expected Results
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D: Sustainable
development and
management of
mineral resources
for national benefit
improved.
Strategic Objective
Targets
CM
CEP
CEP
Responsible Person
Expected Results
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Strategic Objective
Targets
CM
CM
CM
CM
Responsible Person
Improved environmental
management.
Improved environmental
management.
Expected Results
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Strategic Objective
Targets
Improved environmental
management.
Improved environmental
management.
CM
CM and HEMU
CM
Responsible Person
Expected Results
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E: Resources
management and
support services
improved.
Strategic Objective
Targets
CM and DDGV
Responsible Person
Expected Results
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Strategic Objective
Improved environment.
Expected Results
DAHRM
HEMU
Responsible Person
Targets
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Strategic Objective
PMRI
HGCU
HMIS
HMIS
Responsible Person
Expected Results
Targets
Indicators
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