THE UNITED REPUBLIC OF TANZANIA

MINISTRY OF ENERGY AND MINERALS

STRATEGIC PLAN 2011/12 - 2015/16

Dar es Salaam

NOVEMBER, 2012

THE UNITED REPUBLIC OF TANZANIA

MINISTRY OF ENERGY AND MINERALS

STRATEGIC PLAN 2011/12 - 2015/16

Dar es Salaam
NOVEMBER, 2012
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MEM - Strategic Plan 2011/12 - 2015/16

TABLE OF CONTENTS
1

INTRODUCTION ................................................................................................. .......6

1.1

Background .. ...................................... ......6

1.2

Purpose of the Strategic Plan .............................................. 6

THE HIGH LEVEL STATEMENTS.................................................................................. 7

2.1

Mandate . ............................................ 7
Vision .................................... 7
Mission . ................................... 7

2.2

Core Values ............................................... 8

2.3

Motivational Values ................................................ 9

2.4

Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis .............................................. 9

STRATEGIC FOCUS AREAS AND OBJECTIVES............................................................. 11

3.1

STRATEGIC FOCUS AREAS............................................................................11

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

RESULTS FRAMEWORK ...........................................................................................14

4.1

Beneficiaries of MEM Services .............................................. 14

4.2

The Outcomes and Key Performance Indicators Matrix .. ............................................ 14

CONCLUSION..........................................................................................................15

5.1

Sources of Funding . ............................................. 15

5.2

Implementing Plan ................................................ 15

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MEM - Strategic Plan 2011/12 - 2015/16

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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MEM - Strategic Plan 2011/12 - 2015/16

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:

HIV and AIDS infection reduced and support services to employees

improved.
Implementation of the National Anti-Corruption Strategy effected,
enhanced and sustained.
Sustainable development and management of energy resources for
national development enhanced.
Sustainable development and management of mineral resources

Objective E: Resources management and support services improved.

years. Among the measures which will be used to achieve the intended results include
increasing power generation and strengthening the power system to ensure availability
of power supply in the country. We are also determined to put in place a comprehensive
policy, legal and regulatory frameworks for guiding the emerging development of the
large.
With regard to the mineral sector we will focus on increasing revenue collection from
the Government will continue to support small scale miners by transforming their
activities into organized and modernized mining to increase their contribution to socioeconomic development.
The Plan also represents a commitment to our core values, which emphasize on
transparency and the rule of law in managing the energy and mineral sectors. Therefore,
it is my expectation that this Plan will be executed effectively to ensure that energy and

E. C. Maswi
PERMANENT SECRETARY

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MEM - Strategic Plan 2011/12 - 2015/16

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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MEM - Strategic Plan 2011/12 - 2015/16

DEFINITIONS OF KEY TERMS

Key Performance Indicators (KPIs) - are quantifiable measurements, agreed to
beforehand, that reflect the critical success factors of an organization. Indicators include
quantitative metrics such as process tracking and progress measurement.
Mission - explains why the institution exists and what it does. It defines the institutional
core business as well as its clients. Mission articulates the direction and scope of work
of the institution.
Objective - describes an end state and must be specific, measurable, attainable, and
realistic and time bound. It should be outcome focused [effects/impacts or the change
resulting from the intervention].
Outcome - is the result of something, or the way things end up.
Performance Target - is how organizations measure the quality of its activities and
services for each target.
Strategic Focus Area- a priority area, critical area or Key Result Areas (KRAs).
Strategic Plan is a document which provides strategic direction towards the
organizations improvement through actions to achieve its Vision.
Strategic Planning - is a process that determines institutions broad strategic direction.
It is a collective and participatory process, involving senior management, employees,
and consultation with a wide range of stakeholders. It looks at the big picture from a
long-term perspective.
Target - is an agreed quantifiable performance level or change to be attained by a specific
period.
Vision - a vision statement describes where an institution intends to be in the future. It
describes what the institution believes in.

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MEM - Strategic Plan 2011/12 - 2015/16

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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MEM - Strategic Plan 2011/12 - 2015/16

THE HIGH LEVEL STATEMENTS

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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MEM - Strategic Plan 2011/12 - 2015/16

2.2 Core Values

Core values are beliefs, ethics and qualities, which will enable the Ministry to implement
its mission and finally attain its vision. The Ministry core values are: accountability,
effectiveness, transparency, responsibility, integrity, loyalty and results oriented.
CORE VALUES

DESCRIPTION

Accountability

We will use legal, policy and ethical standards to

underscore the importance of holding individuals
accountable in the use of public funds and making
progress on intended results.

Effectiveness

We will create clear linkages between employees

and top management performance to efficiently and
effectively contribute to the organizational success.

Transparency

Results oriented

Integrity
Responsibility

Loyalty

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We will provide our services in an open and fair manner.

We will use competencies, which define the skills and
supporting behaviours that employees need to contribute
effectively to organizational results, based on valid,
reliable and transparent performance management
systems.
We will always be honest, ethical and objective in all of
our deliberations, actions and decisions.
We will take responsibility for our own successes and
failures for being accountable to the Government and
the public.
We are committed and devoted to the Ministry.

MEM - Strategic Plan 2011/12 - 2015/16

2.3 Motivational Values

Motivation values are internal and external factors that stimulate desire in people to
be continually interested in and committed to a job, role and to exert persistent effort
in attaining a common goal.

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.

2.4 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis

Based on the self-assessment the Ministry identified strengths, weaknesses, opportunities
and challenges as follows:Strengths

Committed leaders and employees;

Improved Organisational Structure;
Existence of skilled staff;
Existence of policy, legal and regulatory frameworks;
Power System Master Plan 2009 - 2033;
Existence of Mining Cadastral Information Management System;
Existence of Training programme;
Teamwork;
Existence of Zonal and Resident Mines Offices;
Existence of institutions under MEM (TANESCO, TMAA, REA, TPDC, STAMICO,
TANSORT, GST and MRI); and
Specialized technical services to diamonds and gemstones industry.

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MEM - Strategic Plan 2011/12 - 2015/16

Weaknesses

Inefficient feedback mechanism;

Poor records management;
Inadequate capacity in law enforcement;
Existence of conflict of interest;
Lack of library services; and
Inadequate office spaces.

Opportunities

Abundant energy and mineral resources;

Political stability;
Countrys geographical location;
Strategic partnership established with key stakeholders;
Existence of Energy and Water Utilities Regulatory Authority (EWURA);
Existence of international and regional cooperation;
High demand for mineral and energy products;
Capital markets; and
Investment incentives.

Challenges

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Expanding access to electricity;

Mineral sector contribution to the GDP;
Production of adequate power to meet demand;
Having adequate financial and human resources;
Retaining skilled staff;
Having adequate local funding especially for development projects;
Managing the environment;
Economic stability;
Volatility in oil price in the world market;
Existence of illegal mining;
Curbing spread of HIV and AIDS and other diseases; and
Fighting corruption.

MEM - Strategic Plan 2011/12 - 2015/16

STRATEGIC FOCUS AREAS AND OBJECTIVES

3.1 STRATEGIC FOCUS AREAS

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

This strategic area focuses on increasing power generation,

distribution and transmission; developing alternative
sources of cleaner; new and renewable energy sources;
and promoting energy efficiency and conservation. This is
an important factor for providing reliable and affordable
energy supply in all productive sectors. Installed capacity
is forecasted to increase from 1,100 MW in 2011 to 2,780
MW in 2016.

Promote and
expedite access to
modern energy in
rural areas

Access to modern energy in rural areas is key for improving

growth, economic development and enhancing living
standards. Therefore, access to modern energy services in
rural areas will be scaled-up and expedited to cover district
headquarters, townships, villages and commercial centres,
thereby increasing percentage of population with access to
electricity from 6.5% (2011) to 15% (2016) in rural areas
and from 14.5% (2011) to 30% by 2016 country wide.
In the mineral sector the focus will be: on increasing
investment in mining and value-added minerals; enforcement
of mining laws and regulations; and increasing the mineral
sector integration with other sectors of the economy by
enhancing the local capacity in provision of goods and
services in large mining projects. This will be achieved
by providing the necessary incentives and supports for
Tanzanians in providing such services and linking local
miners and mineral dealers with international buyers.
The Ministry will continue to monitor energy and mineral
activities to improve revenue collection. During the period
2011/12 2015/16, the Ministrys average collection of
revenue will be TZS 200 billion per annum by 2015/16.

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

Human resource and financial management are key factors

for any organisation performance. The Government will
continue to put aside financial resources for capacity building,
particularly in the natural gas sub-sector and other rare
professionals. It will also provide necessary incentives and
motivation to employees and improve financial management
through enforcement of financial laws and regulations.

MEM - Strategic Plan 2011/12 - 2015/16

3.2 STRATEGIC OBJECTIVES

This Strategic Plan contains five strategic objectives, which have been developed based
on strategic focus areas. The rationales of the objectives are described below:
3.2.1 Strategic Objective A: HIV and AIDS infection reduced and support services to
employees improved.
The purpose of HIV and AIDS objective is to provide a window for implementing the
Tanzania Aids Control programmes at work places. The objectives specifically focus on
creation of awareness for prevention of new infections, providing care and support to
staff living with HIV and AIDS, encouraging voluntary testing and conducting outreach
programs to small-scale miners through campaign on behaviour change. The expected
outcome will be: increase in productivity; behavioural change; and reduced new cases
of HIV infection.
3.2.2 Strategic Objective B: Implementation of the National Anti-Corruption Strategy
effected, enhanced and sustained.
This objective aims at strengthening anti-corruption mechanism by adopting NACSAP
III. This will be achieved by strengthening the Ministrys integrity committee, ensuring
adherence to codes of ethics, National laws and regulations and Client Service Charter.
The expected outcome will be: reduced reported corruption incidents; integrity; and
increased awareness on corruption.
3.2.3 Strategic Objective C: Sustainable development and management of energy
resources for national development enhanced.
This objective aims at ensuring adequate supply of energy to increase social and
economic welfare. This will be achieved by: supply of adequate and reliable energy to the
Nation, particularly to the rural community; facilitating and promoting the development
of energy mix (coal, natural gas, wind, solar, biomass); and promoting energy efficiency
and demand side management. Expected results will be: increased investment and
economic growth; increased generation and access to electricity; decreased power
outages; reduction in rate of deforestation; increased production of natural gas; increase
in oil and gas exploration activities; and reduction of energy losses.
3.2.4 Strategic Objective D: Sustainable development and management of mineral
resources for national benefit improved.
This objective aims at increasing the revenue base and employment through enhancing
the integration of the mineral sector with other sectors of the economy. This will be
achieved by: promoting investment in the mineral sector; promoting value addition
activities; helping local miners and mineral dealers to access international markets;
creating employment opportunities; ensuring sustainable development of small-scale
mining; improving health, safety and environmental management in mining operations;
and strengthen auditing of investment and mining operations. Expected results will be:
increased revenue collection; increased mining investment; increased mineral sector
contribution to GDP; improved compliance to health and safety standards; improved
environmental management; and organised small-scale mining.
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MEM - Strategic Plan 2011/12 - 2015/16

3.2.5

Strategic Objective E: Resources management and support services improved.

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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MEM - Strategic Plan 2011/12 - 2015/16

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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Prone areas to corruption

B: Implementation of
the National Antiwithin 14 departments/units
Corruption Strategy identified and addressed by
June, 2016.
effected, enhanced
and sustained.
National Anti-Corruption
Strategy and Action Plan
(NACSAP) II institutionalized
and implemented by June,
2016.
Total installed capacity
C: Sustainable
increased from 1,100 MW in
development and
2011 to 2,780 MW by June,
management of
2016.
energy and for
national benefit
enhanced.

Awareness on HIV and AIDS to

A: HIV and AIDS
infection reduced
600 Staff and 2,000 small-scale
and support services miners created by June, 2016.
to employees
improved.
Support services to 20 HIV
and AIDS infected employees
provided by June, 2016.

Strategic Objective

Table 1: Results Framework Matrix

CEP

DAHRM

DAHRM

DAHRM

DAHRM and CM

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Increased generation and access to

electricity.

Increased investment and economic

growth.

Reduced reported corruption

incidents.
Integrity.
Increased awareness on corruption.

Reduced new cases of HIV infection.

Reduced reported corruption
incidents.
Integrity.
Increased awareness on corruption.

Behavioural change.

Increase in productivity.

Reduced new cases of HIV infection.

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.

Energy efficiency enhanced

through:
Reduction of transmission
and distribution power losses
from 23% to 15 % 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.

Improved power reliability.

Increased generation.
CEP

CEP

CEP

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Reduction in rate of deforestation.

Improved power reliability.

Reduction of energy losses.

Decreased power outages.

Improved power reliability.

Reduction of energy losses.

Decreased power outages.

Expected Results

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D: Sustainable
development and
management of
mineral resources
for national benefit
improved.

Strategic Objective

Mining investment promoted in

14 international mining fora by
June, 2016.

Access to electricity increased

from 14.5% (2011) to 30% by
June, 2016.

Natural gas management and

infrastructure completed and
commissioned by June, 2014.

Targets

CM

CEP

CEP

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Increased mineral sector contribution

to GDP.

Increased value-added to minerals.

Increased FDI in mining.

Increased revenue collection.

Improved quality of life.

Improved social services.

Increased investment and economic

growth.

Improved power reliability.

Alternative to woodfuel for cooking.

Increased production and supply of

natural gas.

Increased power generation.

Expected Results

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Strategic Objective

Mine closure plans for 7 largescale mines approved and

rehabilitation bonds for 7 largescale mines posted by June,
2016.

Safety, occupational health

and environment protection
improved in 60 large and
medium scale mines; in 270
prospecting areas and in 4,000
small-scale mining areas by
June, 2016.

Value addition to gemstones

increased from 35% (2012) to
70% and copper ore from 0% to
70% by June, 2016.

8,000 Small scale miners

formalized, organized and
developed by June, 2016.

Targets

CM

CM

CM

CM

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Number of approved mine closure

plans.

Number of rehabilitation bonds

posted.

Improved environmental
management.

Reduced number of mine incidences.

Improved environmental
management.

Increased mining investment.

Improved safety and occupational
health standards.

Increased revenue collection.

Increased value-added to minerals.

Improved heath, safety and

environmental protection in artisanal
and small scale miners.

Increased number of formalized

artisanal and small scale miners.

Increased revenue collection.

Expected Results

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Strategic Objective

Auditing of capital investments,

mineral production, operating
costs and environmental
expenditures of 312 small and
medium scale mines and 26
large scale mines conducted by
June, 2016.

Sixty (60) mining projects

monitored and inspected on
environmental Management by
June, 2016.

Mineral rights management

improved and licensing
disputes reduced by 40% by
June, 2016.

Targets

Improved mining database and

information.

Improved environmental
management.

Increased revenue collection.

Improved environmental
management.

CM

CM and HEMU

CM

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Reduced mineral right disputes and

complaints.
Improved compliance to health and
safety standards.

Improved transparency in mineral

licensing.

Increased revenue collection.

Improved compliance to mineral

rights regulations.

Expected Results

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E: Resources
management and
support services
improved.

Strategic Objective

Five (5) policies, five (5) Acts

and regulations governing
the energy sector reviewed,
formulated and implemented by
June, 2016.

Revenue collection from energy

and mineral sectors increased
to an average of TZS 200 billion
per annum by June, 2016.

Five plans and budgets

prepared and implemented by
June, 2016.

Diamond and gemstones

valuation services conducted
to 76 large-scale and medium
miners and 780 valuations
conducted to small-scale
miners by June, 2016.

Targets

CEP, CM, DPP, HEMU

and HLSU

CM, CEP and CA

DPP and HEMU

CM and DDGV

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Accountability and transparency

improved.

Increased revenue collection.

Management of energy and mineral

resources improved.

Improved service delivery.

Improved the Ministrys performance.

Increased revenue collection.

Improved service delivery.

Improved the Ministrys performance.

Increased revenue collection.

Accountability and transparency

improved.

Increased values of mineral exports.

Increased revenue collection.

Expected Results

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Strategic Objective

Efficiency, transparency and

accountability in the use of
public funds enhanced by
June, 2016.

Unqualified audit report.

Improved working environment.

Enhanced skills and competences of

staff.

Improved staff performance/

productivity.

Improved environment.

Increase efficiency and

accountability.

Informed decision making.

Improved data availability.

Improved the Ministrys performance.

Increased revenue collection.

Expected Results

DAHRM

HEMU

DPP and HEMU

CEP, DPP, HEMU and

HLSU

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Timely release of financial statements. CA, CIA, DPP and

DPMU
Value for money achieved.

Climate change adaptation

mainstreamed in energy and
mineral sectors by June, 2016.
440 skilled personnel recruited,
893 developed and working
environment improved by June,
2016.

Five policies and 33

programmes/projects
implementation monitored and
evaluated by June, 2016.

Three (3) Acts and regulations

governing the mineral sector
reviewed, formulated and
implemented by June, 2016.

Targets

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Strategic Objective

Increased number of middle cadre

professionals and employment
opportunities in minerals, oil, and
gas.

1350 students trained

in geology and mineral
explorations, oil and gas
geosciences, mining and
mineral processing, and mining
environmental management by
June, 2016.

PMRI

HGCU

HMIS

HMIS

Responsible Person

MEM - Strategic Plan 2011/12 - 2015/16

Contributed to the national socioeconomy growth.

Increased expertise in search,

exploration, and utilization of earth
natural resources.

Timely delivery of accurate information.

Improved ICT systems.

Smooth and timely received and

delivery of data and information.

Improved ICT systems.

Smooth and timely received and

delivery of data and information.

Expected Results

Timely delivery of accurate

information to the public
enhanced by June, 2016.

Five ICT systems (WAN, LAN,

Website, internet and intranet)
rehabilitated and serviced by
June, 2016.
510 computers and 560
peripherals rehabilitated and
serviced by June, 2016.

Targets

Indicators

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