THE REVOLUTIONARY GOVERNMENT OF ZANZIBAR
THE SECOND VICE PRESIDENT’S OFFICE
Assessment of Capacity Development Needs on Coordination and
Supervision for the Second Vice President’s Office – Coordination of
Government Affairs
March, 2014
EXECUTIVE SUMMARY
The Second Vice President’s Office (SVPO) is established under the setup of the
Revolutionary Government of Zanzibar as stipulated in Article 39 of the Zanzibar
Constitution of 1984 revised 2010. The roles and responsibilities of SVPO are vast
considering its constitutional duties. In order to carry out its duties, the SVPO is comprised
of seven departments headed by Directors, one Private Office of the Second Vice President
headed by a Private Secretary and SVPO in Pemba under the Officer In charge. Apart from
that, there are two independent institutions namely Zanzibar Electoral Commission and The
House of Representatives. Department of Coordination of Government Affairs (DCGA) is one
among seven departments under the SVPO. Since its establishment in 1984, its capacity
development needs on coordination and supervision is inadequately understood among
stakeholders. Therefore, the SVPO conducted a study to assess the capacity development
needs on coordination and supervision to evaluate their existing capacity to execute its core
functions and to address what needs to be done in order to improve their efficiency.
A consultative process-approach that involved key stakeholders was employed. Desk review
of relevant documents, interview and consultation with key informants, physical
observation, report preparation and consultative review meetings with stakeholders were
the major information gathering approaches employed. Various issues have been
highlighted include the overview of the coordination of government affairs and capacity
development needs.
This study report consists of five chapters. Chapter one provides a brief introduction and
background, objectives and the methodological approach employed. Chapter two gives an
overview of coordination of government affairs, the historical background, policies and legal
framework in place, the institutional arrangement and the roles and responsibilities of the
DCGA. Chapter three presents the capacity development needs assessment focusing on the
policy, legal framework, roles and responsibilities, staffing, facilities and equipment and the
institutional arrangement at national, ministerial, regional and district levels. Chapter four
shows the capacity building needs focusing on seven identified areas namely institutional
arrangement, policy and legal framework, information management, human resources,
i
facilities, equipment and communication and financing. The last chapter is conclusion and
recommendations.
In Capacity development needs assessment the findings indicate that, DCGA has being
established with a purpose of coordinating implementation of all activities of the
Revolutionary Government of Zanzibar. Review of policies, legal framework and plans
indicated that there is no coordination of government affairs policy or Act. It was also
revealed that regarding policy and legal framework; the department does not have a
specific policy that establishes its presence; does not have legal framework.
Regarding facilities and equipment, the departments is faced with inadequate office space
and office facilities such as computer, inadequate transport facilities, no budget allocation is
set to the regional and district coordination offices and also the working environment is
generally in -conducive.
On the capacity building needs various aspects are recommended with detailed issues that
need to be addressed, objectives of addressing a specific issue and strategies to address the
objectives for the specific issues are also given in details. Various issues that are detailed in
this section with the strategies to address the issues include: Institutional arrangement;
Policies and legal framework; Information management system; Human resource; Facilities,
equipment and communication and financing.
ii
ACKNOWLEDGMENT
The preparation and formulation of this study report has been realized through worth-full
contribution from various individuals and organizations at national and local levels. The
Second Vice President’s Office wishes to acknowledge the efforts and time spent by its staff
who was involved in all stages during the conduction of this study. Their efforts,
commitment and contribution have made possible the preparation of this report.
The SVPO would like to commend the Principal Secretaries Committee for its analytical
input and technical advisory inputs for the accomplishment of this working document. The
SVPO further extend sincere gratitude to the representatives from various Government
Ministries, Departments, Regions and Districts for their valuable inputs which helped in
making this report comprehensive. Special thanks should go to the management team of
the SVPO for their efforts on finalizing this report. SVPO hopes that, this assessment report
will be useful in providing guidance to enable well-functioning of coordination and
supervision of government activities. We urge all coordination and supervision stakeholders
to be active in implementation of the strategies so as to effectively reach the planned goals.
Last SVPO extends its appreciation to United Nations Development Programme (UNDP)
through the Capacity for Reform Management and Implementation Project - Zanzibar for
their financial support in carrying out this study.
iii
Table of Contents
EXECUTIVE SUMMARY ............................................................................................................................. i
ACKNOWLEDGMENT .............................................................................................................................. iii
LIST OF TABLES ....................................................................................................................................... vi
LIST OF FIGURES .................................................................................................................................... vii
LIST OF ACRONYMS .............................................................................................................................. viii
CHAPTER ONE: INTRODUCTION .................................................................................................... 1
1.1
Background ............................................................................................................................. 1
1.2
Objectives of the Study ........................................................................................................... 2
1.3
Methodological Approach ...................................................................................................... 2
1.3.1
Desk Review of Relevant Documents ............................................................................. 2
1.3.2
Interviews and Consultation ........................................................................................... 2
1.3.3
Physical Observation ....................................................................................................... 3
1.3.4
Preparation of Draft Report ............................................................................................ 3
1.3.5
Stakeholders Consultative Review Meetings .................................................................. 3
CHAPTER TWO: OVERVIEW OF COORDINATION OF GOVERNMENT AFFAIRS .................................. 4
2.1
Historical Background ............................................................................................................. 4
2.2
Policies, Legislations and Plans Relevant to Coordination of Government Affairs ................. 4
2.3
Institutional Arrangement for Coordination of Government Affairs ...................................... 5
2.4
Roles of the DCGA ................................................................................................................... 7
2.4.1
Activities Coordinated and Supervised by DCGA ............................................................ 7
2.4.2
Roles of Coordination of Government Affairs at Regional and District Level ................. 8
CHAPTER THREE: CAPACITY DEVELOPMENT NEEDS ASSESSMENT ................................................ 10
3.1
Introduction .......................................................................................................................... 10
3.2
Policy and Legal Framework Level ........................................................................................ 10
3.3
The Coordination of Government Affairs Department ......................................................... 11
3.3.1
Roles and Responsibilities / Core Functions ................................................................. 11
3.3.2
Number of Staff Involved and Their Levels of Education.............................................. 12
3.3.3
Facilities and Equipment Available ............................................................................... 13
3.4
Institutional Arrangement .................................................................................................... 13
3.4.1
National Level (President’s and Vice President’s Offices) ............................................ 13
3.4.2
Ministerial Level ............................................................................................................ 14
3.4.3
Regional and District Levels .......................................................................................... 14
iv
4.1
Introduction .......................................................................................................................... 18
4.2
Institutional Arrangement .................................................................................................... 21
4.3
Policy and Legal Framework ................................................................................................. 22
4.4
Information Management System ........................................................................................ 22
4.5
Human Resources Development .......................................................................................... 23
4.6
Facilities, Equipment and Communication ........................................................................... 26
4.7
Financing ............................................................................................................................... 26
CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS ............................................................ 32
5.1
Conclusion ............................................................................................................................. 32
5.2
Recommendations ................................................................................................................ 33
APPENDICES ...................................................................................................................................... 35
APPENDIX 1: TERMS OF REFERENCE ................................................................................................. 36
v
LIST OF TABLES
Table 3.1: CGDA staff number and level of education……………………………………14
Table 4.1: Capacity building programme focus areas and activities………….……27
Table 4.2: Proposed qualifications and suitable long and short courses for
DCGA staff….…...................................................................................................29
vi
LIST OF FIGURES
Figure 2.1: Organization structure of DCGA showing the number of staff for the
sections and functions of each section…........................................………………….7
Figure 2.2: Existing organization structure of DCGA showing the number of
staff for the sections and functions of each section…….......................….………..8
Figure 3.1: Proposed organization structure and staffing...........……………………18
Figure 3.2: Proposed DCGA, Pemba .............………………………………………………….19
vii
LIST OF ACRONYMS
DCGA
Department of Coordination of Government Affairs - Zanzibar
DPPR
Department of Planning, Policy and Research
GNU
Government of National Unity
ICE
Information, Communication and Education
ICT
Information and Communication Technology
MDAs
Ministries, Department and Agencies
OIC
Officer In-charge
SVPO
Second Vice President’s Office
TASAF
Tanzania Social Action Fund
ZCDF
Zanzibar Constituency Development Fund
viii
ix
CHAPTER ONE: INTRODUCTION
1.1
Background
The Second Vice President’s Office (SVPO) is established under the setup of the Revolutionary
Government of Zanzibar as stipulated in Article 39 of the Zanzibar Constitution of 1984 version
of 2010. The roles and responsibilities of SVPO are vast considering its constitutional duties
The SVPO is responsible for the coordination and monitoring of the following; implementation
of government businesses, the ruling party manifesto in all Ministries, business in the House of
Representatives and Parliament, linkage between political parties and the Government,
disaster risk reduction and management, national festivals and celebrations and handling
community complaints and grievances. In order to carry out its duties, the SVPO is comprised
of seven departments headed by Directors, one Private Office of the Second Vice President
headed by a Private Secretary and SVPO in Pemba under the Officer In charge. Apart from
that, there are two independent institutions namely Zanzibar Electoral Commission and The
House of Representatives. Seven departments are Administration and Human Resources;
Planning, Policy and Research; Coordination of Government Affairs - Zanzibar; Disaster
Management; National festivals and Celebrations; Government Printing Press and
Coordination of Government Affairs in Dar es Salaam.
Department of Coordination of Government Affairs (DCGA) since its establishment in 1984, its
capacity development needs on coordination and supervision is inadequately understood
among stakeholders. Therefore, the SVPO conducted a study to assess the capacity
development needs on coordination and supervision to evaluate their existing capacity to
execute its core functions and to address what needs to be done in order to improve their
efficiency through a consultative process.
1
1.2
Objectives of the Study
The overall objective of this assignment is to assess the capacity development needs of SVPO –
Coordination of Government Affairs Department - Zanzibar through a consultative process.
The specific objectives are:

To assess the functional roles and responsibilities of capacity development needs on
coordination and supervision of government affairs

To assess Capacity development needs

To develop coordination system(reporting structure) for effective coordination of
government affairs
1.3
Methodological Approach
To assess the capacity development needs on coordination and supervision for the Second
Vice President’s Office - Department of Coordination of Government Affairs Zanzibar a
consultative process-approach that involved all key stakeholders was used. Specifically the
consultant undertook desk review of relevant documents, interview and consultation with key
informants, observation, report preparation and consultative review meetings with
stakeholders.
1.3.1 Desk Review of Relevant Documents
This involved a desk review of SVPO and government documents relevant for this assignment
such as the Zanzibar Constitution of 1984 revised 2010 as it establishes the SVPO, Acts, Policy
documents, work plans and strategic plans among others. The review resulted into the
documentation of the current capacity, functional roles and responsibilities of the department.
1.3.2 Interviews and Consultation
Interviews and consultation with selected key stakeholders were also part of the methodology
in carrying out this study. Furthermore, the consultant developed survey instruments such as
checklist, interview guides and consultation are attached as Appendices.
2
An in-depth interview and semi-structured questionnaire were used for the interviews with
key informants in the regions and districts of Unguja and Pemba. The interviewees were
conveniently selected from relevant Ministries to provide required information on capacity
needs for coordination and supervision of the Government affairs. The Key informants
included:

Principal and Deputy Principal Secretaries

Directors of relevant departments

Heads of sections in relevant departments

Officers in charge in Pemba

Regional and district coordinators of government affairs

Ministerial focal persons

Other relevant key informants that were established during consultation
1.3.3 Physical Observation
Observation of the various activities, working facilities and environment was among the
methodology employed in the study. Special emphasis was made on Coordination offices at
SVPOs and district offices.
1.3.4 Preparation of Draft Report
The compiled information in the desk review, interview and consultation and observation
culminated into production of the first draft of the assessment report. The first draft was
circulated before and presented to the SVPO management team for review and comments.
Thereafter the draft as presented and views/suggestions and comments of the stakeholders
were incorporated.
1.3.5 Stakeholders Consultative Review Meetings
A consultative review meeting with key stakeholders in the SVPO and MDAs was carried out to
assess the capacity development needs on coordination and supervision of government affairs.
All additional input, comments and suggestions resulting from the consultative meeting were
incorporated in the draft report before finalization and submission.
3
CHAPTER TWO: OVERVIEW OF COORDINATION OF GOVERNMENT
AFFAIRS
2.1
Historical Background
The Department of Coordination of Government Affairs – Zanzibar (DCGA) was formed in 1984
under the Chief Minister’s Office. At that time it was known as the Department of
Coordination of the Revolutionary Government of Zanzibar Affairs and Associations of Chama
Cha Mapinduzi during the single party era. The purpose of its establishment was to monitor
the implementation of all activities of the Revolutionary Government of Zanzibar and ensuring
prominent welfare of the ruling party and its associations in all institutions of the
Revolutionary Government of Zanzibar.
After the introduction of multi-party system in the United Republic of Tanzania in 1992, the
department no longer embraced the ruling party and its association’s welfare as part of its
core functions but rather left with Coordination of the Revolutionary Government of Zanzibar
Affairs. In 2006-2007, the department was renamed as Commission for Coordination of the
Revolutionary Government of Zanzibar Affairs. Core functions of the Commission being
Coordination of the Revolutionary Government of Zanzibar Affairs and Union matters. From
2007 to date the Commission was once again changed to become Department of Coordination
of Government Affairs.
2.2
Policies, Legislations and Plans Relevant to Coordination of Government
Affairs
A policy is a general statement or understanding that guides thinking in decision making. The
essence of a policy is the existence of direction, with limits in guiding decision making. During
the study it was revealed that there is neither a coordination of government affairs policy or
Act. However, there is existence of SVPO Strategic Plan, Medium Term Expenditure Framework
(MTEF) and Annual Work Plan which facilitate the execution of its duties.
4
2.3
Institutional Arrangement for Coordination of Government Affairs
The Department of Coordination of Government Affairs – Zanzibar is divided into five sections
and each section has its head and a number of staff as depicted in Figure 2.1. These sections
are:
a) Coordination of the Revolutionary Government of Zanzibar Affairs
b) Coordination of Union matters
c) Coordination of Zanzibar Constituency Development Projects and projects of
Union Government implemented in Zanzibar
d) Information, Communication and Education (ICE)
e) Planning, Administration and Finance
5
Department of Coordination of Government Affairs
DIRECTOR
Coordination of Revolutionary
Government of Zanzibar Affairs
HEAD OF SECTION
4 coordination officers at Head office
2 coordination officers - Pemba
5 regional coordinators
10 district coordinators
Coordination of the following:
Ruling party manifesto
Leaders pledges and
visitations
 Community complaints
 Business of House of
Representatives


Coordination of Union
matters
Information,
Communication and
Education
HEAD OF SECTION
3 coordination officers at
Head Office
HEAD OF SECTION
8 assistants
Coordination of the following:
 Union matters
 Cooperation of ministries
of Union and
Revolutionary
Government of Zanzibar
 Institutions of Union
Government in Zanzibar
 National Torch
 Parliament matters

Functions
Strengthening
Information,
Communication and
Education
Planning,
Administration and
Finance
Coordination of projects of
Revolutionary Government of
Zanzibar and of Union Government
HEAD OF SECTION
2 assitants
HEAD OF
SECTION
6 assistants




Functions
Administration and
Planning
Monitoring and
evaluation of DCGA
Plans and development
matters
Reports preparation


Coordination of the following:
ZCDF projects
TASAF projects
Figure 2.1: Existing organization structure of DCGA showing the number of staff for the sections and functions of each section
Source: DCGA, 2014
6
The DCGA – Zanzibar has an office in Pemba which receives directives from the Permanent
Secretary of the SVPO (PS-SVPO) whom in Pemba is represented by the Officer In-charge –
SPVO (OIC-SVPO). Under the OIC-SVPO there is an overall coordinator with one assistant
and below the overall coordinator there are regional and district coordinators as shown in
Figure 2.2.
PS / OIC – SVPO PEMBA
Department of Coordination of Government Affairs
DIRECTOR
Head of Coordination
Pemba
-
Assistant Coordinator - Pemba
Regional Coordinators
District Coordinators
Figure 2.2: Existing chain of command of DCGA – Pemba
Source: DCGA-Pemba, 2014
2.4
Roles of the DCGA
The role of the DCGA are vast and multi-dimensions. There are roles that are carried out at
the head office but there are others carried out at regional and district levels.
2.4.1 Activities Coordinated and Supervised by DCGA
DCGA has a mandate to coordinate various activities within the Revolutionary Government
of Zanzibar. These activities include to:

Strengthening coordination of the Affairs of the Revolutionary Government of
Zanzibar,

To coordinate Union matters
7

To coordinate projects of Zanzibar Government and Union,

To monitor and evaluate the implementation of Ruling Party Manifesto in all
Ministries,

Coordinate Government business in the House of Representatives,

Handling of community complaints and grievances.

To coordinate official visits and follow up of pledges made by National leaders

To monitor and evaluate government affairs at regional and district level
DCGA has a mandate to supervise various activities within the Revolutionary Government of
Zanzibar but currently it is not being implemented due to various reasons as gathered
during this study.
Reasons:

lack of clear role of DCGA without overlap from other government organs.

Inadequacy of reporting mandate of activities and projects from ministries and all
other sectors to the DCGA as the coordinator of government affairs.
2.4.2 Roles of Coordination of Government Affairs at Regional and District
Level
Roles handled at Regional and district levels by the respective Coordinators are:

To coordinate and follow up implementation of development and community
projects within the region/district

To receive and deliberate on community complaints and grievances delivered at
district and regional level and subsequent deployment to the regional/head office
issues that protracted

To make a follow up on visitations made by National leaders, Ministers, regional and
district officials to secure pledges and tracking its implementation status

To prepare reports of the visitation and submit to district/regional officials and a
copy to the regional and head office coordination offices

To follow up on targets set by various ministries through the national budget that
are of relevant to the district/region
8

To prepare implementation reports of normal activities of the coordination office
and community development projects within the district/region for every three, six,
nine and 12 months and submit them to the coordinators at regional and head office

To perform any other duties as assigned by authorities at district/region or from the
head office – DCGA at SVPO.
9
CHAPTER THREE: CAPACITY DEVELOPMENT NEEDS ASSESSMENT
3.1
Introduction
The context of this study is to assess the capacity development needs of DCGA not only
analysing the policy and legal framework for coordination of government affairs but also
looking on the actual translation of policies and laws into actions. In other words looking at
the institution that have been created and their capacities in terms of institutional
arrangement, trained manpower, facilities and equipment, budget allocations, operating
systems, information gathering and management and plans for coordination of government
affairs. Thus focus of this was on establishing baseline information based on the existence
and knowledge of Policies, Legislations and Plans relevant to Coordination of Government
Affairs, the legal status of coordination, activities supervised by the department, number of
staff involved, their level of education and training of the staff and facilities and equipment
available. Furthermore, establishment of the institutional arrangement for Coordination of
Government Affairs in terms of the organization structure DCGA, regions, districts and
ministries and the reporting mechanism as to report submission, format of the reports and
the frequency of reporting.
3.2
Policy and Legal Framework Level
Policy forms a strong basis for appropriate legislation, well known organisational structure
and clear allocation of responsibilities to ensure an optimal utilisation of resources.
The study observed that, the implementation of DCGA activities lack both policy and
legislative support due to inexistence of the two cause some difficulties in implementing its
duties and functions. However the DCGA implements its duties in accordance with SVPO
implementation arrangement and guiding principles
The DCGA based on SVPO strategic plan of 2014-2017 which could be the guide to establish
work plan which identify the needs to be done under the department in a timely and
efficient manner. Most of the document that is used to guide reporting as elaborated in
10
previous sections is the log-frame that is used to report the recurrent, development and
implementation of various projects referred to as “Bango Kitita”.
Based on the findings from this study, there is a need for the DCGA to have a guiding policy
and legal framework to ensure that implementation of its functions is guided by legal
establishment. This calls for formulation of a policy and enactment of act that gives
mandates MDAs to report implementation of all projects and programmes through the
department. Thus DCGA has to have:

Specific policy that guide the presence of the DCGA.

An Act that establish existence of DCGA, its roles and functions.

Strategic plan that will aid in implementing the core values of the department.

Action plan that will act as a measure to the implementation of activities the
department is mandated to do.
3.3
The Coordination of Government Affairs Department
In this section the assessment is presented with a focus on roles and responsibilities/core
functions of the department, number of staff currently working in the department and their
educational levels, facilities and equipment available.
3.3.1 Roles and Responsibilities / Core Functions
The roles and responsibilities of the department as discussed in Section 2.4, are vast and
have overlapping characteristics with MDAs and other government organs.
The study revealed that there is no clear boundaries of the roles and responsibilities of
coordination and reporting of government affairs both National and local levels. At the
regional and district level, the roles and responsibilities of the coordinators are clear as
spelled out in their job descriptions but at national level whereby there are MDAs and other
relevant institutions there is a need for harmonization. For instance, the Ministry of Finance
demands recurrent reports directly from all ministries, at the same time the Planning
Commission under the President’s office also demand development and project
implementation reports from all Ministries and the State house demands both recurrent
and development and project implementation reports (Bango Kitita) directly from the
Ministries. All these reports are demanded on quarterly basis. This study therefore
11
recommends that the roles and responsibilities of the DCGA be established by Act with a
mandate to demand reports from relevant institutions and compile Government report.
3.3.2 Number of Staff Involved and Levels of Education
The department has 44 employed staff members employed in its various units. The levels of
education vary from those with no secondary education to those with Master degrees in
various field of specialization.
Areas of specialization that the staff members in the
department qualified for include Agricultural extension, Economics, Accounting,
International relations, Law, Computer science, Electrical engineering, Education, Journalism
and Public administration. Table 3.1 presents number of staff members and their levels of
education in DCGA – Zanzibar. The current level of education of staff is predominantly
certificate all the way to Master degrees adding to 75% of the existing 44 staff. The level of
education seems adequate at the moment. However, should there be expansion of the
department in terms of human resource, it is important that the recruitment be for staff
with at least first degree and above with relevant areas of specialization and/or expertise
such as Planning, Economic development, Social Development, Public Administration,
Project Planning and Management, Law and Development studies.
Table 3.1: DCGA staff number and level of education
S/n
Level of education
Number of Staff
Male Female
Total
1
Masters
2
4
6
2
Bachelor
7
3
10
3
Diploma
3
10
13
4
Certificate
4
1
5
5
Secondary school Advanced Level Education
1
-
1
6
Secondary school Ordinary Level of Education
5
2
7
7
No secondary certificate
2
-
2
24
20
44
Total
Source: Data collected during this study 2014
12
3.3.3 Facilities and Equipment Available
The DCGA is housed at the SVPO, Vuga Street in Unguja provided with office space for the
director, heads of sections and coordination officers and other employees such as
technicians and data entry personnel. Coordination office in Pemba is also allocated with
office space at SVPO Pemba where the office is also accommodated along with all
departments under the Second Vice President’s Office.
The regional and district coordinators have no offices allocated specific to them but rather
provided with working space within the buildings of the regional and district commissioner’s
office, respectively. The study revealed that, all regional and district coordination offices are
not provided with any budget, no support facilities such as computers, printers, stationery
thus making their working environment in-conducive.
There is one motor vehicle allocated at DCGA head office and four motor cycles allocated
for district coordinators in Unguja while Pemba office has five motor cycles and one vehicle.
However, both vehicles were reported not in good running conditions. At the regional and
district levels, motor cycles are major means of transport with little or no funds for
operation or maintenance. This means of transport is not appropriate for executing their
functions such as joining various visits made by the high profile Government Officials
whereby the coordinators are supposed to travel along with the delegation to gather the
pledges made during those visits.
3.4
Institutional Arrangement
This section looks at the capacities and limitations at which the national (i.e. President’s and
Vice President’s Offices), ministerial, regional and district levels are performing in terms of
coordination of government affairs.
3.4.1 National Level (President’s and Vice President’s Offices)
The role of SVPO through DCGA is to coordinate and supervise all government activities
implemented by all MDAs, the Ruling Party Manifesto, development projects (ZCDF and
TASAF), issues of the National assembly and the House of Representatives. Then-after, the
13
DCGA is required to prepare and present quarterly, semi-annual and annual reports
pertaining to the coordination of government affairs. It is therefore envisaged that all
implementation reports of government affairs from MDAs to be directed to the DCGA.
However, the required reports are not directed to DCGA.
The study discovered that, most of the key informants expressed their satisfaction towards
the existing structure of the department but with a suggestion that there should be a Senior
Officer who reports to the Director, DCGA as shown in Figure 3.1. 0
Furthermore, the key informants also suggested that position of the Head of Department of
Coordination of government affairs, Pemba office be established and featured in the
organization structure to replace the current setup of Coordinator, Pemba (See Figure 3.1).
The qualifications, roles and responsibilities of Head of Department, Pemba shall be the
same as those of the current Coordinator, Pemba.
3.4.2 Ministerial Level
At ministerial level implementation report of government affairs should be prepared by
Focal Point officers from the Department of Planning, Policy and Research (DPPR).
However, the focal point officers are basically carrying out orders as instructed by the
Director and the Principal Secretary of the respective ministry. There are neither clear Terms
of Reference nor job descriptions of the said Focal Point officers to adhere to the
coordination aspect of government affairs or reporting implementation to the DCGA. Key
informants noted this as a weakness thus weakening the DCGA.
To improve the situation, it is suggested that the Focal Point officers should be senior
officials within the Ministry preferably the DPPR but with an obligation of sending in reports
of implementation of Ministry activities and the manifesto to the DCGA.
3.4.3 Regional and District Levels
The regional and district coordination offices have been established and are functional in
terms of having office bearers all with clear job descriptions and reporting structure. The
14
reporting structure of the coordination office of Unguja is from the district level to regional
level and then to the DCGA. The reporting structure of the coordination office of Pemba is
slightly different from that of Unguja with an inclusion of the Officer in charge – SVPO
Pemba office.
15
Department of Coordination of Government Affairs
DIRECTOR
SENIOR OFFICER
Head of Department - Pemba
Coordination of Revolutionary
Government of Zanzibar Affairs
HEAD OF SECTION
5 coordination officers at Head office
1 Assistant coordinator - Pemba
5 regional coordinators
10 district coordinators
Coordination of Union
matters
HEAD OF SECTION
3 coordination officers at
Head Office
Coordination of projects of
Revolutionary Government of
Zanzibar AND of Union Government
Information,
Communication and
Education
Planning,
Administration and
Finance
HEAD OF SECTION
9 assistants
HEAD OF SECTION
6 assistants
Figure 3.1: Proposed organization structure and staffing
16
HEAD OF SECTION
2 Assistants at Head office
1 Assistant coordinator - Pemba
Project coordinators*
(*-Depending on number of projects)
Department of Coordination of Government Affairs
DIRECTOR
SENIOR OFFICER
Head of Deaprtment
PEMBA
Assistant Coordinator Projects of Revolutionary
Assistant CoordinatorRevolutionary
Government of
Zanzibar Affairs
Government of Zanzibar
(ZCDF) and Union Government (TASAF)
Regional Coordinators
District Coordinators
Figure 3.2: Proposed DCGA, Pemba Office
17
CHAPTER FOUR: CAPACITY DEVELOPMENT NEEDS
4.1
Introduction
In developing the capacity programme for coordination of government affairs, several
considerations were made including current institutional arrangement and past capacity
development efforts. Based on the above a total of six areas were identified for capacity
building needs. The areas are:
i. Institutional arrangement
ii. Policy and legal framework
iii. Information management system
iv. Human resource development
v. Facilities, equipment and communication
vi. Financing
Each focus area is divided into three main parts, i.e. the issue, objectives and the strategies.
Table 4.1 shows a summary of six (6) focus areas and the main activities for each focus area.
18
Table 4.1: Capacity development programme focus areas and strategies
S/n
1.
Focus area
Institutional
arrangement




2.
Policies and legal
framework



3.
Information
Management system



Strategies
Implement the organization structure for management and introducing the post of Senior
Officer at national level and the current Pemba coordinator to be renamed as Head of
Department, Pemba
Mainstream coordination issues in national and regional development activities;
Appointment of the focal point officers at all MDAs
establish a mechanism for regular submission of reports by all coordinators and MDAs to
DCGA
The government should convene a government affair coordination forum that shall address
and review policies and legislations whereby the participants to the forum shall be drawn
from all MDAs.
To reach law makers and political leaders at all levels and call upon them to exercise
leadership in enactment of act , policies and investment needed to coordinate government
affairs
Involve other MDAs and Stakeholders in formulation of the government coordination and
supervision policy, legal framework and Strategic Plan
DCGA should endeavour to establish an ICE unit in its organization structure that will be
legally identified under the establishment of the DCGA
The government should set aside budget for establishing ICE unit which is equipped with
facilities that will help in facilitating information, communication and education
The government should set a side budget for establishing state of art ICT facility within the
DCGA to ensure information are communicated easily and in a quick way from and to all
MDAs and to the higher offices.
19
4.
Human resource
development







5.
Facilities, Equipment
and communication


6.
Finance



Strengthen human resource capacity of DCGA in numbers and training
Develop a promotion strategy and accountability mechanism
Formalize Focal point officers in all MDAs and coordination officers at regional and district
levels and train them to deal effectively with matters related to coordination and
supervision of government affairs. At district and regional levels emphasis should be to
appoint coordinators who shall undergo short-term training to enable them handle matters
related to coordination and supervision of government affairs within their jurisdiction.
Prepare work plans which details the day-to-day activities of the officers
Prepare training programmes for long and short-term training
Run the training programme
Carryout annual evaluations to assess the effectiveness of training
Provision of fully furnished offices (i.e. office space, computers,, printers, scanners,
photocopiers (heavy duty), air conditioning, data storage devices etc.
Provide appropriate means of transport for logistics and communication
Provide a budget line for the DCGA and in the regions, districts and MDAs.
Require regions, districts and MDAs to allocate budget for activities that aim at coordination
and supervision activities
Provide a budget line for key strategic expenditure such as unscheduled visits by
government officials which require the presence of the coordination officers along with the
delegation and and for implementing their daily official activities that aim at coordiation at
various levels
20
4.2
Institutional Arrangement
Issue
Strengthening institutional arrangement will involve the DCGA itself, the regional and
districts coordination offices and MDAs. A variety of capacity development activities for the
DCGA and the other stakeholders will be implemented. Institutional capacity building
activities for DCGA include provision of more office space and furniture for all personnel at
the head, regional and district offices, putting a mechanism in place for regularly reporting
by all coordinators and demarcating the roles and responsibilities for coordination of
government affairs between the DCGA, MDAs, Regional and district coordination offices as
per legislation that shall be enacted.
Objectives
i) Strengthen coordination institutions in Zanzibar
ii) Demarcation of roles and responsibilities for coordination of government affairs
iii) Establishment of Government affairs implementation report
iv) Adequate staffing at all levels
Strategies
i)
Implementation of the organization structure for management and introducing the
post of Senior Officer at national level and the current Pemba coordinator to be
renamed as Head of Department, Pemba
ii)
Mainstream coordination issues in national and regional development activities;
iii)
Appointment of the focal point officers at all MDAs
iv)
Establish a mechanism for regular submission of reports by all coordinators and
MDAs to DCGA
21
4.3
Policy and Legal Framework
Issue
The existence of a sound institutional arrangement for coordination of government affairs,
policy and legislation shall establish the legal framework of the DCGA at the National
(Ministries Departments and Agencies), Regional and District levels. The act shall establish
the DCGA in the SVPO of the Revolutionary Government of Zanzibar. Establishment of the
legal framework will provide a basis for development of Instruments such as strategic plans,
programmes and activities required to support coordination of government affairs.
Since there is no policy and legislation to cover the whole spectrum of coordination of
government affairs and since no Act is enacted on the basis of any policy framework, no
mention is made of the institutional arrangement of the DCGA.
Objectives
i) To develop a new government coordination policy.
ii) Formulate a legal framework that is tandem with the new developed policy.
Strategies
i) The government should convene a government affair coordination forum that shall
address and review policies and legal framework whereby the participants to the
forum shall be drawn from all MDAs.
ii) To reach to law makers and political leaders at all levels and call upon them to
exercise leadership in enactment of the act, formulation of policies and investment
needed to coordinate government affairs
iii) Involve other MDAs and Stakeholders in formulation of the government
coordination and supervision policy, legal framework and Strategic Plan
4.4
Information Management System
Issue
22
In most cases and in the current affairs, for the department to run smoothly, there is a need
to have a well-organized and state of the art information management system. DCGA needs
to have a strong ICE unit, internet facility, newsletter that comes out in a regular basis.
DCGA needs a strong ICT facility that will be used in processing and communicating
information from and to the MDAs and to the higher offices.
Objectives
i) To establish strong Information, Communication and Education unit within the
department that will handle ICE issues
ii) Establish strong ICT facilities that will ensure information are communicated easily
and in a quick way from and to all MDAs and to the higher offices.
Strategies
i) DCGA should endeavour to establish an ICE unit in its organization structure that will
be legally identified under the establishment of the DCGA
ii) To set budget for the establishment and running of ICE unit which is equipped with
facilities that will help in facilitating information, communication and education
iii) To set budget for establishing state of art ICT facility within the DCGA to ensure
information are communicated easily and in a quick way from and to all MDAs and to
the higher offices.
4.5
Human Resources Development
Issue
Issues related to coordination of government affairs in the country are not adequately
attended due to a number of reasons including limited number of qualified personnel on
coordination; multiple roles that responsible officers are assigned, lack of exposure and the
fact that functions related to coordination are considered as subsidiary functions and not
given due attention.
Objective
23

Ensure coordination issues are given priority by strengthening human resource
capacity at all levels.

Increase the level of awareness on coordination of government affairs among the
government officials, MDAs, Regional and District Coordinators.
Strategies
i) Strengthen human resource capacity of DCGA in numbers and training
ii) Develop a promotion strategy and accountability mechanism
iii) Formalize Focal point officers in all MDAs and coordination officers at regional and
district levels and train them to deal effectively with matters related to coordination
and supervision of government affairs. At district and regional levels emphasis
should be to appoint coordinators who shall undergo short-term training to enable
them handle matters related to coordination and supervision of government affairs
within their jurisdiction.
iv) Prepare work plans which details the day-to-day activities of the officers
v) Prepare training programmes for long and short-term training
vi) Run the training programme
vii) Carryout annual evaluations to assess the effectiveness of training
As a coordinating entity of coordination and supervision of government affairs in the
country, DCGA needs to strengthen its manpower in terms of training so that they are
competent enough to coordinate government affairs in the country. Though DCGA has
trained personnel in at different levels ranging from Masters degree to certificate of Primary
school, emphasis should be to continue training the personnel. Training is to be done in a
number of ways including long term and short-term training, workshops and seminars and
on job training. Beneficiaries of the training (short term training) should also be to the focal
point officers at all MDAs. The initial activities will include identification of the training
needs, development of training programmes for all coordination officers and conducting the
training. The lead agency will be the DCGA assisted by both local and international training
institutions.
24
I.
Long-term training shall involve courses in core coordination, supervision and
management competencies
Long term training courses on Law, Economics or Economic development, Public
Administration, Development studies, Planning, Social development, Project planning and
development, Computer engineering, Computer programming, IT and Computer Science
from Bachelor degree onwards for DCGA, MDAs, Regional and District coordination officers
will be provided. However, selected individuals can also pursue specialised programmes
within the country or abroad depending on the needs.
II.
Short term training courses
The short-term courses will mainly focus to the focal officers and other related beneficiaries.
DCGA, MDGAs, regional and district officers can also attend short courses whenever need
arise. The courses shall be organised locally within the country and whenever possible with
international consultants. The aim of the short-term courses is not only to give knowledge
to the beneficiaries but also prepare them as trainers in coordination and supervision
matter at their respective areas of work. These short courses can be in areas such as
negotiation skills, writing and reporting skills, Diplomacy, Statistics, Conflict resolution,
Procurement, Project management and Community development and Strategic Planning
and any other related courses as needs may arise.
III.
Workshop and conferences
The DCGA staff and other key stakeholders will be required to attend local and international
conferences in order to expose them to the coordination issues from other countries and
also share Tanzania’s experiences with the global community.
IV.
On job training
Initially, not all DCGA, MDAs, Regional and District coordination officers will be able to
attend either the long or short courses at once. Therefore, they will have to be given in
house training by their staffs that have been trained in coordination and supervision issues.
Table 4.2 outlines the proposed qualifications for DCGA staff and the relevant long and short
courses that they should undertake. Modalities and timing of who goes for training and
25
when is left for the Human Resource section to prepare a training policy and
implementation plan.
4.6
Facilities, Equipment and Communication
Issue
There are inadequate critical facilities and equipment and means of transport at the DCGA
and at the regional and district levels.
Objective
Identification and procurement of technically appropriate non-expendable facilities and
installation of equipment for coordination of government affairs.
Strategies
There is a need to have all critical facilities and specialized equipments that are related to
the coordination issuesboth at DCGA and at the districts and regions.
i)
Provision of fully furnished offices (i.e. office space, computers,, printers, scanners,
photocopiers (heavy duty), air conditioning, data storage devices etc.
ii)
4.7
Provide appropriate means of transport for logistics and communication
Financing
Issue
Financial capacity is crucial for the performance of any organization. The DCGA and
coordination offices at various levels have been established and assigned responsibilities to
handle matters related to coordination and supervision. However, these institutions are
either allocated inadequate funds or are not allocated. Whereas the DCGA is allocated only
funds for administrative functions the regional and district offices do not receive funds at
all. This makes them not to implement their functions properly and thus erode the whole
meaning of their establishment.
26
Objective
To ensure that the DCGA as the lead agency in coordination of government affairs and its
key stakeholders including are provided with adequate funds for them to be able to address
coordination related issues in the country.
Strategies
i)
Establish coordination fund within the DCGA and in the districts and MDAs.
ii)
Require regions, districts and MDAs to allocate budget for activities that aim at
coordination and supervision activities
iii)
Provide a budget line for key strategic expenditure such as unscheduled visits
by government officials which require the presence of the coordination officers
along with the delegation and and for implementing their daily official activities
that aim at coordiation at various levels
27
Table 4.2: Proposed qualifications and suitable long and short courses for DCGA staff
S/n
1.
Section/Unit
Senior Officer
Staff/Personnel
Senior Officer
Long courses
First degree in
- Planning
- Economic development
- Social Development
- Or other related field
2.
Sub - Department
Pemba
Head of department
Pemba
3.
Coordination of the
Revolutionary
Government Affairs
Head of Section
First degree in
- Planning
- Economic development
- Social Development
- Public Administration
- Or other related field
First degree in
- Economic Development
- Social Development
- Development studies
- Or other related field
Coordination officers
head office
First degree in
- Economic Development
- Social Development
- Public Administration
28
Short courses
- Project planning
- Public Administration
- Law
- Conflict resolutions
- International relations
- Computer skills
- Project planning
- Public Administration
- Law
- Conflict resolutions
- International relations
- Computer skills
- Conflicts resolution
- Negotiation skills
- Writing and reporting skills
- Law
- International skills
- Computer skills
- Conflict resolution
- Negotiation Skills
- Writing and reporting skills
- Computer skills
Regional coordinators
District coordinators
4.
Coordination of the
Union Matters
Head of Section
Coordination officers at
Head Office
- Development studies
- Or other related field
First degree in
- Economic Development
- Social Development
- Public Administration
- Project Planning and
Management
- Or other related field
First degree in
- Economic Development
- Social Development
- Public Administration
- Project Planning and
Management
- Or other related field
First degree in
- Economic Development
- Social Development
- Law
- Development studies
- Or other related field
First degree in
- Economic Development
- Social Development
29
-
-
Writing and reporting skills
Conflicts resolution
Project Planning and
Management
Statistics
Law
Computer skills
Writing and reporting skills
Conflicts resolution
Project Planning and
Management
Statistics
Computer skills
-
Conflicts resolution
Negotiation skills
Writing and reporting skills
Law
International relations
Computer skills
Conflict resolution
Negotiation Skills
Writing and reporting skills
-
5.
6.
Information,
Communication and
Education
Planning,
Administration and
Finance
Head of Section
- Public Administration
- Development studies
- Or other related field
First degree in
- Computer science
- Computer engineering and
Information Technology
Assistants
First degree or Advance diploma in
- Computer science
- Computer programming
- Networking and data
management
Head of Section
First degree in
- Planning
- Economic Development
- Development studies
- Or other related field
First degree in
- Public Administration
- Planning
- Economic development
Assistants
30
-
Law
Computer skills
Refresher courses on
- ICT
- Networking
- Computer programming
- System security
- Data base management system
Refresher courses on
- ICT
- Networking
- Computer programming
- Web design and web hosting
- System security
- Data base management system
- Planning and management
- Community development
- Statistics
- Computer skills
-
Planning
Economics
Procurement
Statistics
7.
Coordination of
projects –
Revolutionary
Government of
Zanzibar and Union
Government
Head of Section
Assistants
- Development Studies
- Economics
- Finance
First degree in
- Project Planning and
Management
- Or other related field
First degree in
- Project planning and
Management
- Or other related field
31
-
Computer skills
-
Statistics/ Data analysis and
reporting
Computer skills
-
Statistics / Data analysis and
reporting
Computer skills
CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS
5.1
Conclusion
a) The study revealed that there is no coordination of government affairs policy, Act
or regulations.
b) The study has revealed that there is a need for clarity of clear demarcation of the
roles and responsibilities of coordination and reporting of government affairs
particularly at the National level.
c) Supervision is mandated to DCGA but currently it is not being implemented
mainly because there is a lack of clear role of the department without overlap
from other government organs.
d) The Department does not have a separate strategic plan which could be the
guide to establish what needs to be done under the department in a timely and
efficient manner.
e) Institutional capacity building activities for DCGA should include provision of
more office space and furniture for all personnel at the head, regional and
district offices, putting a mechanism in place for regularly reporting by all
coordinators and demarcating the roles and responsibilities for coordination of
government affairs between the DCGA and MDSs, Regional and district
coordination offices as per legislation that shall be formulated
f) There are inadequate office space (Regional and District coordinators),
equipment and means of transport at the department and at the regional and
district levels. The coordination officers at regional and district level uses motor
cycles (vespa) as a means of transport but with little or no funds for operation or
maintenance. This means of transport is not appropriate for executing their
functions such as joining various visits made by the high profile Government
Officials whereby the coordinators are supposed to travel along with the
delegation to make follow up of the pledges made during these visits.
32
5.2
Recommendations
a) Based on the findings from this study, there is a need for the department to have a
guiding policy and legal framework to ensure that implementation of its functions is
guided by legal establishment. The policy will also aid the formulation of the Act that
will legally establish its existence.
b) In order to strengthen coordination of government affairs then there is a need to
strengthen the coordination institutions in Zanzibar by Implementation of the
proposed organization structures, clearly demarcating of roles and responsibilities
for coordination of government affairs, most importantly establishing the
Government report
c) Develop a new government coordination policy and formulate legal framework that
is tandem with the new developed policy.
d) There is a need to have all facilities and specialized equipments that are related to
the coordination issues both at DCGA and at the districts and regions.
e) Strengthen human resource capacity of the department in numbers and training;
Develop a promotion strategy and accountability mechanism; Formalize Focal point
officers in all MDAs and coordination officers at regional and district levels; Prepare
work plans which details the day-to-day activities of the officers; Prepare training
programmes for long and short-term training; Run the training programme and;
Carryout annual evaluations to assess the effectiveness of training
33
BIBLIOGRAPHY
i.
Medium Term Strategic Plan 2010/11 – 2012/13 of the Prime Minister’s Office, URT
ii.
Ripoti ya utekelezaji wa kazi za uratibu SMZ kipindi cha Miezi Mitatu (Aprili – Juni
2013) Mkoa wa Kusini – Pemba
iii.
Ripoti ya utekelezaji wa Wizara ya Afya kwa kipindi cha Julai - Septemba, 2013
iv.
Ripoti ya ziara ya Mheshimiwa Makamu wa Pili wa Rais kisiwani Pemba kuanzia
27/Septemba – 29/ Septemba 2013
v.
Ripoti ya ziara ya Mheshimiwa Rais wa Zanzibar na Mwenyekiti wa Baraza la
Mapinduzi Mkoa wa Kaskazini Pemba kuanzia 18-19 Novemba 2013
vi.
Ripoti ya Kazi za Idara ya Uratibu SMZ kipindi cha Miezi Mitatu (Aprili – Juni 2013)
Wilaya ya Micheweni – Pemba
vii.
SVPO Strategic Plan of 2014/2017
viii.
Taarifa ya utekelezaji malengo ya Wizara ya Katiba na sharia kwa kamati ya Katiba,
Sheria na Utawala ya Baraza la Wawakilishi kwa kipindi cha Januari hadi Machi 2012
ix.
Taarifa ya Ofisi ya Makamu wa Kwanza wa Rais ya utekelezaji wa Ilani ya uchaguzi
(Aprili – Juni 2013)
x.
Taarifa ya utekelezaji wa mpango kazi (Julai-Machi) 2011/2012 ya Idara ya Uratibu
wa shughuli za Serikali
xi.
Taarifa ya utekelezaji wa mpango kazi- Idara ya uratibu na shughuli za Serikali
xii.
Utekelezaji wa shughuli za ofisi kwa kipindi cha robo ya kwanza Julai – Septemba
2013 iliyoandaliwa na Ofisi ya Rais Kazi na Utumishi wa Umma ikawasilishwa kwa
Mhe. Rais wa Zanzibar na Mwenyekiti wa Baraza la Mapinduzi
xiii.
Zanzibar Constitution 1984 v.2010
xiv.
Zero Draft Medium Term Strategy 2010/11 – 2014/15 (Volume I) Zanzibar Public
Service Reform Program
34
APPENDICES
35
APPENDIX 1: TERMS OF REFERENCE
The consultant conducted a study to assess what is the current status and what needs to be
done to improve SVPO capacity in coordination and supervision of its functions, roles and
responsibilities. The following tasks were carried out:
-
Prepared and present to the SVPO Management committee a detailed inception
report which shows the understanding of the assignment.
-
Reviewed existing relevant documents and literatures.
-
Integration of inputs into the draft documents; presentation of the revised
documents to selected technical team for validation and presented draft document
to the SVPO management committee for approval
-
Conducted consultation processes to gather information and identify research
priority areas related to SVPO areas of responsibilities
-
Compiled technical report of the whole process.
-
Prepared and Presented to the Principal Secretaries and Deputy Principal Secretaries
a report document
-
Submitted the final document with clear and pragmatic recommendations.
36
APPENDIX 2: LIST OF PERSONS CONSULTED/INTERVIEWED
37
38
39
40
APPENDIX 3: CHECKLIST FOR CONSULTATION AND INTERVIEWS
Assessment Capacity Development Needs on Coordination and Supervision
for the Coordination of Government Affairs at Second Vice President’s Office
A: Respondent
1.
2.
3.
4.
5.
Name
Duty station
Designation
Duration of service as Focal point
Education and Training
B: Existence and knowledge of Policies, Legislations and Plans relevant to Coordination of
Government Affairs
1.
2.
3.
List of Policies
List of Legislation/ Acts
List of Plans
C: Roles and Responsibilities
1.
2.
Mention the roles
Mention the responsibilities
D: Institutional arrangement for Coordination of Government Affairs
1. Organization structure and how the respondent fits in
 at duty station and
 at Coordination of Government affairs directorate
2.
Reporting mechanism
 Who do you report to
 What do you submit as reports
 Format of the reports
 Frequency of reporting
41
E: Supervision by the Coordination of Government Affairs (The Directorate only)
1.
2.
3.
4.
5.
Legal status of coordination
Activities supervised by the directorate
Number of staff involved
Level of education and training of the staff
Facilities and equipment available
F: Capacity development needs assessment
1.
2.
Is there a need for Policy and legal framework for Coordination of Government Affairs
Proposals for Institutional reporting structure and mechanisms at:
 National level (President’s and Vice President’s Offices)
 Ministerial level
 Regional level
 District level
G: Capacity building
1.
2.
3.
4.
5.
Capacity building requirements at Institutional arrangement
Information management system (Resource requirements and infrastructure)
Human resources requirement (Employment and Training)
Support facilities, equipment and communication (Office space, computers, printers,
fax, scanners, data recording and storage devices, transport and communication
Financing mechanism (at the Directorate only)
H: SECONDARY INFORMATION
List all relevant materials, information, document collected
42
APPENDIX 4: LIST OF PARTICIPANTS WHO ATTENDED 1ST WORKSHOP –
PRESENTATION OF INCEPTION REPORT HELD ON 12TH DECEMBER, 2013 AT
THE FORMER HOUSE OF REPRESENTATIVES HALL - KIKWAJUNI ZANZIBAR
43
44
APPENDIX 5: LIST OF PARTICIPANTS (SVPO MANAGEMENT) WHO ATTENDED
2ND WORKSHOP – PRESENTATION OF FIRST DRAFT REPORT HELD ON 23RD
FEBRUARY, 2014 AT THE SECOND VICE PRESIDENT’S OFFICE CONFERENCE
ROOM IN ZANZIBAR
45
46
APPENDIX 6: LIST OF PARTICIPANTS (SVPO MANAGEMENT) WHO ATTENDED
3RD WORKSHOP – PRESENTATION OF SECOND DRAFT REPORT HELD ON 15TH
MARCH, 2014 AT THE SECOND VICE PRESIDENT’S OFFICE CONFERENCE ROOM
IN ZANZIBAR
47
APPENDIX 7: LIST OF PARTICIPANTS (PRINCIPAL SECRETARIES OF MINISTRIES)
WHO ATTENDED 4TH WORKSHOP – PRESENTATION OF FINAL DRAFT REPORT
HELD ON 18TH MARCH, 2014 AT PEOPLE’S PALACE - FORODHANI ZANZIBAR
48
49