Program coverage, target population and time frame

4.4.2 Tourism products, infrastructure and services

A tourism product consists of physical, experiential and emotional elements that contribute to a destination’s experience. This also acknowledges the complexity of a tourism product as it relates to the combination of services, commodities, material and immaterial items including the whole travel experience, individual experiences, impressions and things learnt at a destination. The purpose is to be a destination that offers a multi-dimensional range of visitor experiences and therefore in a better competitive position.

Issue/Obstacles

• 
  Visitor expectations are constantly rising and the quality of accommodation is their first priority. Although some of the stock on Zanzibar is relatively good, many are of low quality and there is a need to improve through refurbishment or replacement and controlled new development. There is also a need to diversify the accommodation offer to accommodate an expected growth of arrivals. In particular, there is scope for more high quality, small scale ‘boutique’ with ancillary facilities for visitors e.g. leisure, sports, meeting and function facilities.
  
• 
  Zanzibar has a very limited number of tourism attractions for catering both domestic and international markets. There are opportunities for new and improved attractions, particularly where they can appeal to families (family tourism) and help disperse visitors away from the pressured sites such as Nungwi and Kiwengwa.
  
• 
  Diving/snorkelling is the main attraction and needs to be sustained not only by improving the management of the marine environment but also by developing new marine oriented products. There is a strong view that the dive product needs refreshing. However, there are environmental concerns that must be addressed.
  
• 
  The standard of most land-based attractions (for example Spice farms/tours - Agrotourism, Museums, Monument, and Botanic Gardens) is reasonably low to medium, and there is a need for enhancement at many of these sites.
  
• 
  The craft market in Stone Town is an important addition but needs to be developed further perhaps in a more prominent location with more local producers, better presentation and promotion.
  
• 
  It is important to avoid replicating what is on offer at other destinations. In the way to add new attractions, the Botanic Parks, the spice farms, nature based integrated resorts in our small islands are all good examples of distinctively and differentiated Zanzibar attractions and it is important to build on this. The priority should be to identify other opportunities that will add to the special local experience. Specific opportunities to develop include the improvement and add value to Jozani National Park, Kiwengwa Forest Reserve, Masingini Nature Reserve and Ngezi Forest Reserve without compromising its nature and sustainability; and opening specific national gallery.
  
• 
  Given our target markets, the range of restaurants in Zanzibar is a particular strength. There is a need to capitalise on this, raise standards further and make more of local cuisines and dishes as a selling point. Although little food is grown on the Islands, there are agricultural and fishing initiatives that need to be supported and links developed between the farmers and the tourism sector.
  
• 
  Whilst there are some notable exceptions (People and Palace), very little has been done to make the visitor, both domestic and inbound, aware of Zanzibar’s heritage. The Department of Archive and Antiquity is doing some good work in this respect by providing access to sites of natural and built heritage but has limited resources at its disposal. The presentation and interpretation of physical heritage and culture is of interest to many visitors and, presented in the right way, could help encourage visitors to explore further afield, forming the basis for a tour or trails around Zanzibar. The network of sites should be promoted with better signposting and a high quality route map/guide book available throughout the Zanzibar.
  
• 
  Events and festivals have an important role in contributing to the promotion of a destination image, enhancing the visitor experience, extending length of stay and overcoming seasonal visitation. There are an array of successful and unique festivals and events (small to large scale) that attract visitors to Zanzibar but also provide entertainment and recreation opportunities for residents. ZIFF, Sauti za Busara and the recent trade fair have already undertaken considerable work to coordinate events and festivals for Zanzibar. Yet, there is the need to protect and enhance the development of appropriate cultural and heritage product and experiences within Zanzibar.
  
• 
  Pemba Island, with a small amount of accommodation and some of the best diving sites, continues to perform relatively well in tourism terms. However, the Island needs appropriate development to help support the local economy. In tourism terms, the Pemba Islands rely on their world-class diving but there are opportunities for diversification and the creation of a distinctive product based on the natural resources of the island. Pemba Island and some small islets (such as Chumbe and Mnemba Islands) already represent a genuine Zanzibar experience to a large extent. It is important to maintain this character with appropriate, sustainable development and facilities. There must be an eagerness to reinforce this image through the ‘greening’ of the Islands and its tourism product.
  

• 
  The accommodation capacity and quality increased and improved respectively.
  
• 
  A range of tourism products is developed.
  
• 
  The dispersal of visitors into the destination surrounding Zanzibar, such as Tanzania Mainland, to take advantage of the range of tourism products available outside of the country encouraged.
  
• 
  Increase visits around Zanzibar by developing routes and/or day tour packages to incubate domestic tourism increased.
  
• 
  The presence of tourism related retail outlets in rural areas encouraged.
  
• 
  A more detailed event audit to accurately determine and promote the range, scale and characteristics of festivals and events held in Zanzibar developed.
  
• 
  Number of visits, average length of stay and average spending by individual visitors increased.
  
• 
  Community based tourism products increased.
  

The strategic objectives expected to provide the following outcomes:

• 
  Increased number of improved local investment projects;
  
• 
  Diverse tourism products;
  
• 
  Bring up market tourists;
  
• 
  Increased revenue collection;
  
• 
  Increased employment and benefit of tourism realised at community level;
  
• 
  Empowered community economy;
  
• 
  Stimulate professional conservation of heritage sites, efficiency and sustainability.
  

It is important to note that government is not expected to own tourism products, but rather to create the enabling environment for product development to take place. One of the key elements of product development is investment attraction and this is therefore an important component of proposed interventions. High priority areas that have been identified that need active government support and private sector investment are as follows (the list is not exhaustive and will be updated on annual basis)

• 
  Re-organizing spice tours to Spice/Agro Tourism Village.
  
• 
  Synchronization of artificial (manmade) attractions/activities within existing protected areas (bungee jumping/zip-lining) in Unguja and Pemba.
  
• 
  Cultural heritage conservation & tourism sector support project
  
• 
  Expanding of Sports Tourism – Sports Village offering indoor and outdoor games
  
• 
  Conduct Trade & Travel fairs and shopping festivals
  

• 
  Establishment of Eco-nature integrated attractions in an uninhabited Small Island - Scale up tourism development by establishing modern and eco friendly tourism attractions on uninhabited small islands.
  
• 
  Establishment of Circuit for Soft Adventures & Botanic Gardens (Unguja & Pemba) - The capacity within Zanzibar to further develop a range of special interest products around nature is exceptional since the country has a unique resource base on which to establish a distinct competitive advantage over other countries.
  
• 
  Construction of Waterfront Bay with Marina - Scale up tourism development by establishing water front bay that cater for both domestic and international visitors
  
• 
  Construction of world class infrastructure (4* hotel MICE concept)
  
• 
  Upgrade existing tourism business entities (accommodation, tour operators, restaurants, souvenir shops) - For destination Zanzibar to become competitive it must be promoted as low volume high quality destination. Given that scenario the existing accommodation units must be upgraded to meet the required market. In this respect, within the time frame of this program the new entrants should be of four to five stars.
  

The identified project under this category considers five criteria, namely game changer, matches demand to demand, create an iconic experience, encourage yield and length of stay, creates additional capacity, facilitates new niche higher yielding visitor markets, and encourages seasonal dispersal of visitors. Following the set criteria, the following projects have been identified and should be implemented within time frame of this program:

Strategic objective 2: improved Airport and Seaport infrastructures and facilities capacities so as to enhance tourism and related economic sectors development by 2017

Issues

• 
  A lack of adequate infrastructure and supporting facilities can limit the realization of tourism potential at a destination. Best practice in other successful destinations has shown that the development of adequate infrastructure and facilities helps a destination develop as a good place to live, to do business and to visit. The main issues identified to hinder the entry points against providing quality service and improving its contribution to the economic growth are inadequate equipment, services and other supporting infrastructure. Although airport runway allows long haul capacity (Pavement Classification Number 42), the main constraint is the terminal itself. There is severe congestion at peak arrival times. The need to increase capacity in the terminal to make passengers safe and comfortable is to be addressed.
  
• 
  Greater air access has been called for repeatedly during various forums during the development of this program. The fact that the Zanzibar does not provide access to direct flights from international destinations has a negative effect on its ability to realize the potential number of visitors to the country.
  
• 
  The ancillary interfaces of immigration and customs can also come under pressure at peak times leading to service quality issues. Other constraints are the limited facilities for screening outbound baggage and the customs procedures for inbound baggage.
  
• 
  The seaport facilities and services are inadequate in the light of the large number of passengers that seek to disembark on peak days.
  
• 
  There have been received views in support of the establishment of national carriers. It is argued that this would ensure sustainability in terms of the air travel market and thereby foster effective competition, which will encourage a downward drive in the cost of airfares over time. The establishment of national carrier would not represent a short-term solution to this prevailing problems, but that does not mean that option might not be reconsidered at some time in the future. In order to give the tourism industry the fillip it needs in the short term, attention needs to be given to the issue of pricing by the present airlines, and the potential for greater competition on air routes in and out of Zanzibar.
  
• 
  Apart from international accessibility, there are number of shortcomings to internal accessibility. There are also various issues associated with taxi attendance at the airports (training, tariffs, and metering) that are currently being addressed by tourism stakeholders.
  

Output

• 
  Instrument Landing System (ILS) put in place.
  
• 
  New terminal building at Abeid Amaan Karume International Airport completed
  
• 
  Facilities at all entry points whereby Karume International Airport and Seaport improved.
  
• 
  Speed up the construction of Mpigaduri new port
  

Outcomes

The existence of quality of equipments and facilities at the entry points, both in Unguja and Pemba Island.

Proposed Actions:

The provision of tourism-relevant infrastructure is a critical aspect of developing the tourism sector in Zanzibar. Tourism products require good quality infrastructure to ensure their viability. In this context, the following action should be implemented:

• 
  Procurement and install ILS at AAIA
  
• 
  Complete the construction of new terminal building
  
• 
  Put in place facilities and equipment at an existing AAIA terminal building
  
• 
  Conduct feasibility study and detail design for Pemba Airport
  
• 
  Speed up the construction of Mpigaduri Port
  
• 
  Conduct feasibility study for establishment of national carrier.
  

Identified Project

• 
  Entry Points - It must also be noted the new airport terminal is expected to begin operations on 2016. The project has been identified to improve services in the existing terminal. This includes provision of necessary equipments and air conditioning and departure area.
  
• 
  Accessibility - A study should be commissioned, as soon as possible, to investigate and make recommendations on the feasibility and viability of setting up an autonomous statutory agency that would be responsible for the establishment and management of national carriers for providing direct flights to Zanzibar. The study should address the need for partnership to potential medium to large-scale entrepreneurs and communities who wish to invest in and manage the agency. In the meantime and in the limitation of direct flights from international tourism markets, the government and other sector stakeholders should build on the success of others in negotiating cost effective transport/tour packages with competing airlines (both in Zanzibar and overseas) to achieve transport cost savings that can be passed through to tourists. Furthermore, the existing local airlines should extend their service within the Sub-Sahara Region. The extension of airline operation shall for instance help long-range transportation of passengers within travel routes across Africa, without boredom for travellers or any loss of time due to long hauling distance.
  

Strategic objective 3: Strengthening tourists’ security and safety by reducing 90% crime rate by 2017

Issue/Obstacles

• 
  Global events in recent years have led to increased concerns from tourists regarding their own personal safety and security. Currently, Zanzibar suffers from a poor reputation in some key markets from negative media reporting and overly cautious overseas government travel advice. The Government needs to ensure that it has a strong security system/mechanism that is adequately funded to be able to react to all incidents of crime, particularly armed robberies in hotels, and quickly apprehend any gangs operating on the island.
  
• 
  The main issue observed by the stakeholders is the delayed response and lack of adequate resources and facilities. Best practice destinations recognise that in addition to their Police Force there is a need to introduce specially trained ‘tourist police’ to increase the level of security for visitors and improve responsiveness and communications between police officials and visitors. The establishment of a tourist police unit can focus resources and efforts to provide safety and security for tourists, deter criminals, but significantly can also provide a level of comfort for visiting tourists; it would also send a very positive message to the tourist industry.
  

Outputs

• 
  Supportive security facilities in tourism areas available.
  
• 
  Tourism security unit established.
  

Outcome

Reduced crime rate which in turn improve the value of destination Zanzibar in the world tourism market

Proposed Actions

For Zanzibar to get a substantial share in the world tourism market, the Government needs to facilitate growth of the sector by reducing the security risks, particularly in the tourism areas. This will only happen if the Government demonstrates long-term commitment to a well-defined plan of action to combat crime in the tourism areas. The development of a special tourism security unit provides the opportunity to do this. The government should facilitate the development of the Unit and those elements of the police force that are most likely to come into contact with tourists receive appropriate training. In particular this would include international foreign language speaking classes, and appropriate ways to deal with tourists. The Government has established a community police network in some areas of Unguja made up of retired police and servicemen, with the aim of eradicating beach crime by patrolling the coast by boat. The expansion of this network across areas of Zanzibar frequented by tourists should be encouraged.

Strategic objective 4: Improve water supply from 60% in 2014 to 85% in 2017

Issues/Obstacles

• 
  The supply of water is a serious issue for most tourism sector businesses. Whilst some are connected to a mains supply, most find this unreliable and therefore buy tanks of water to be able to operate effectively. Some hotels/resorts have their own boreholes, from which they draw water, however the sustainability of these sources is unknown, and thought to be extremely limited. Donor funded water projects have only affected a small number of tourism businesses on the island.
  

Output

• 
  Water sources will be constructed close to tourism site
  
• 
  Aged infrastructure replaced
  

Outcomes

• 
  Supply of water meet the demand
  

Proposed Actions

The following action has been suggested to counter the existing water problem in the tourism zones:

• 
  Extension of Nungwi, Matemwe, Wambaa, Ndagoni and Makangale Schemes. This include Construction of new networks infrastructures as follows:
  

• 
  Kilindi to Nungwi (5km)
  
• 
  Matemwe School to Matemwe Kigomani (5km)
  
• 
  Pwani Mchangani to Kiwengwa (4km)
  
• 
  Wambaa School to Fundu Lagoon (7km)
  
• 
  Ndagoni to Misali (3kms)
  
• 
  Makangale to Mnarani (7km)
  

• 
  Rehabilitation and improvement of supply network in Stone Town.
  

STRATEGIC OBJECTIVE 5: Improve quality and accessibility of electricity to tourism areas

Issues/Obstacle

Zanzibar suffers from a lack of a continuous and steady power supply. Power blackouts are common, which is damaging equipment in hotels, restaurants and other establishments. A new 100MW cable is being laid between the mainland and Unguja has improve supply, however and the distribution networks in the tourism zones do not recognize the ring circuit system, which is leading to extreme fluctuations in electricity

Outputs

• 
  Power interruptions minimized
  

Outcomes

• 
  Effect of radial feeder reduced
  

Proposed Actions

It is proposed that ZECO should fast track the installation of radial feeder in the following following areas:

1. 
   Matemwe - Nungwi
   
2. 
   Kiwengwa - Pongwe
   
3. 
   Ukongoroni - Jozani / Ndijani
   

Strategic objective 6: Introducing proper waste water management system by: (a) establishment of water treatment plant by 2017; and (b) increase volume of waste water collected from 2912m3/day to 5000m3 per day by 2017

Issue/obstacle

The proper disposal of rubbish and processing of sewerage are critical to avert environmental disaster in Zanzibar. Plastic bags litter several areas of the island, and the water quality on some stretches of the coast where there are sewerage outflows is a cause for concern.

Outputs

• 
  Solid waste properly managed by 2017
  
• 
  Waste Water treated and recycled
  
• 
  Management of solid and liquid waste improved
  
• 
  Willingness of Municipal community to pay for sewer services
  

Outcomes

• 
  Clean Municipality environment
  
• 
  Clean environment
  
• 
  Reduction of sewage blockage
  

Proposed Actions

The following actions have been suggested in order to solve waste management problem

• 
  Preparing sanitation policy, implementation plan and legislation
  
• 
  Developing Waste management strategy and implementation plan to be derived from Environment group
  
• 
  Formulating solid waste management strategy
  
• 
  Raising community participation and service delivery
  
• 
  Engage the private firms for waste collection and transportation to the disposal
  
• 
  Establish an integrated solid waste disposal plant
  
• 
  Preparation of ESIA and detail design for Kisakasaka Slaughter House
  

4.4.3. Conservation and environmental sustainability

Potential risks to tourists extend beyond crime to include natural disasters, environmental, and health issues. Uncontrolled conventional tourism poses potential threats to natural areas around the destination. It can put enormous pressure on an area and lead to impacts such as soil erosion, increased pollution, discharges into the sea, natural habitat loss, increased pressure on endangered species and heightened vulnerability to forest fires.

Strategic Objective 1: Enhanced public/community involvement in tourism conservation and environmental management

Issues/Obstacles

Local communities are key in preserving environment and natural resources. Integrated coastal zone management (ICZM) has been recognised to be the proper mechanism for involving local communities in conserving natural resources. Evidence suggests the environment is better conserved in villages with ICZM committees. To minimise environmental destruction in potential tourism areas as well as ensuring sustainable tourism, there is a need to scale up ICZM committees in Zanzibar.

Zanzibar Stone Town is recognised as a World Cultural Heritage Site. Communities in Stone Town provide less support in maintaining the value of the site due to various factors including limited understanding and acceptance on cultural heritage sites values. In maintaining the value of heritage site as a tourist attraction, there is a need to promote community sensitisation program related to heritage sites.

Outcome

• 
  Community compliance toward tourism conservation and environmental management
  
• 
  Positive moral values and sustainable conservation of environment and cultural heritage
  

Output

• 
  Number of ICZM Committees increased
  
• 
  Community understanding and attitude towards tourism conservation and environment management enhanced
  

Proposed Action/activities

• 
  Scale up and strengthen Integrated Coastal Zone Management (ICZM) Committees
  
• 
  Implement awareness campaign in form of conservation program for Stone Town as a UNESCO World Heritage Site
  

Strategic Objective 2: Adaptation Interventions to climate change implemented

Issues/obstacles

Impacts of climate change on tourism in Zanzibar are complex because of the diverse nature of tourism. There is significant threat from the degradation and loss of marine ecosystem (corals) for diving/snorkelling related tourism, hotels and infrastructures from coastal erosion and see level rise. Currently there are insufficient climate change adaptation interventions to tackle the climate change impacts. For the purpose of encouraging tourism development with less climate change impacts, there are potential adaptation options that will protect shoreline tourism infrastructures, beach erosion and other tourism assets.

Outcome: Tourism related impacts from climate change reduced

Output: Increased adaptation interventions to climate change

Proposed Actions

• 
  Develop national climate change adaptation plan
  
• 
  Support implementation of climate change adaptation interventions
  

Strategic objective 3: Decrease of culture degradation among youth, behavioural imitation, beach crime and drug abuse in tourist zones

Issue

Drug trafficking has attracted many youth to engage in negative behaviour of using illicit drugs, thus minimise their potentiality to participate in productive activities such as tourism development. If the situation is not addressed, it may jeopardise the development of the tourism industry due to increase of unacceptable behaviour of youths who use illicit drugs. On the other hand, lack of detoxification and rehabilitation centre for drug users lead to the spread of drug addicts around tourism areas. Minimum realisation of tourism benefits to most of the communities coupled with inadequate involvement in tourism development; reduce community moral and efforts to participate in discouraging events that are detrimental towards tourism development such as drug use. Establishment of shehia tourism committees will ensure community involvement in tourism development as well effort to reduce drug use among communities will encourage youth to positively engage in development of tourism sector.

Outcome: Community involvement in tourism development improved

Outputs:

• 
  Functional Shehia tourism committees introduced and their capacities strengthened
  
• 
  Detoxification and Rehabilitation Centre established
  

Proposed Actions/Activities

• 
  Strengthen community involvement in reducing menace in tourist zones
  
• 
  Establish detoxification and rehabilitation centre
  

Strategic Objective 4: Employment of locals in tourism sector increased

Issues/Obstacles

One major constraint to the development of tourism in Zanzibar is the quality of tourism services. Although service personnel are generally friendly, a lack in professional performance is obvious. Service skills are limited in all areas, crafts, supervisory, management and guiding. There is a need to review and strengthen the academic capacity of Tourism College.

Outcome:

• 
  More local graduates employed
  

Output:

• 
  Competent human resources produced
  

Action

• 
  Strengthen capacity of tourism training at ZIToD
  
• 
  Fast track establishment of School of tourism at SUZA.
  

Identified Projects

• 
  Climate change adaptation intervention project
  
• 
  Construction of detoxification and rehabilitation centre – an ongoing project
  
• 
  Strengthening ICZM.
  

4.4.4 Tourism Governance

Specific goals: Create a regulatory environment conducive for effective operation of the sector and forward and backward linkages.

Development of the tourism sector is heavily influenced by the national government. The government has an important role to play in creating the enabling environment for sectoral transformation. In order to do this, an institutional framework for tourism is required to ensure the relevant stakeholders have a good understanding of which institution, department or entity is responsible for each area and that the stakeholders work together in growing the local tourism sector. Therefore, appropriate institutional structures need to be in place and the relationship between them needs to be clearly recognised. It is also important to recognize that tourism development requires a number of sectoral and cross-departmental linkages.

Strategic objective 1: Conducive regulatory environment for effective operation of tourism sector created by 2017

Issues/obstacles

• 
  Inadequate performance of the tourism sector relates to various specific laws and regulations. In Zanzibar such laws and regulations have not been well translated and implemented. The problem must be addressed if tourism industry is to be encouraged and businesses are to operate more efficiently. Among the challenges that should be addressed are the somewhat uncertain organisational structure, inadequate translation of legislative documents, policies and plans; lack of or outdated Acts, policies and plans; weak law enforcement; non-compliance on laws and regulations; and inability to secure sufficient financial resources for its activities.
  

Outputs

• 
  Tourism policy of 2003 reviewed
  
• 
  Implementation plan of the tourism master plan formulated
  
• 
  Relevant Acts, policies and plans, reviewed or formulated
  
• 
  Cultural Heritage Policy formulated
  
• 
  Cultural Heritage Management Plan developed
  
• 
  Tourism Regulations formulated
  
• 
  Effective institution for coordination, monitoring and evaluation on tourism business established
  
• 
  Clear and transparent corporate responsibility
  

Outcomes

• 
  Conducive Policy and Regulatory Environment.
  
• 
  Capacity to combat tourism related crimes improved.
  
• 
  Corporate responsibility policy developed.
  

Proposed Actions

Given that the existing institutional framework restricts the growth of tourism and to a large extent does not support the implementation of national plans and policies, the following interventions is proposed:

• 
  Review of tourism policy and implementation plan
  
• 
  Formulation of Cultural Heritage policy.
  
• 
  Develop Cultural Heritage Management Plan.
  
• 
  Formulation of Tourism Regulations.
  
• 
  Tourism Master Plan reviewed.
  
• 
  Develop comprehensive Zanzibar Tourism Communication Strategy and support its implementation.
  
• 
  Establishment of effective institution for coordination, monitoring and evaluation on tourism business.
  
• 
  Establish Performance Management and Delivery System for MTDP.
  
• 
  Conduct baseline studies to support M&E Plan of MTDP.
  

Strategic objective 2: Linkages between tourism sector and community social economic activities strengthened by 2017

Issue/obstacle

Given that Zanzibar is primarily an agricultural economy, the main scope for developing increased linkages between tourism other economic sectors lies in the promotion of increased purchases of local foodstuffs by hotels and restaurants. Principally, hotels and restaurants, the main purchaser, look for three key attributes when sourcing foodstuffs: quality, quantity and consistency. They need to be assured that the quality of the products will remain at a satisfactory level, they need a supplier that can provide the quantities that are required to satisfy guest demand, and they need consistency of supply. For these reasons, local producers usually find it difficult to supply to the tourism sector. The objective should be to maximise benefit from tourism sector. There is considerable demand for local produce, in particular vegetables, fruit, spices, meat, and seafood. This demand is expected to increase as tourism grows. Among the issues hindering the linking of tourism with other economic sectors are lack of finance, technical knowledge, and a lack of clear understanding of the needs and opportunities of the market. In addition, there are no facilities for teaching young Zanzibaris the skills needed to produce and market handicraft items made from wood, straw, cloth and spices.

Outputs

• 
  Local community (registered entrepreneurs) supported to increase production, quality and marketing of targeted commodities.
  
• 
  Marketing hubs at national level and at lower levels established.
  
• 
  Producers associations established and strengthened.
  
• 
  Corporate Social responsibility policy developed.
  

Outcomes

• 
  Share of local commodities in tourism industry increased
  
• 
  Production and productivity increased.
  
• 
  Guaranteed market access by community.
  
• 
  Well organized producers
  
• 
  Conducive working environment in place.
  
• 
  Security on tourism industry enhanced
  
• 
  Community participation on tourism enhanced.
  
• 
  Clear and transparent compensation scheme.
  
• 
  Clear and transparent corporate responsibility.
  

Proposed Actions

• 
  Support entrepreneurs to increase production, quality and marketing of targeted commodities
  
• 
  Facilitate selected producer groups to acquire necessary agricultural infrastructures
  
• 
  Prepare extension packages on selected commodities
  
• 
  Distribute extension materials on selected commodities to targeted farmers associations
  
• 
  Establishment of marketing hub at national and local levels
  
• 
  Establishment of producers association and strengthening the existing ones
  
• 
  Formulate Corporate Social Responsibility (CSR) Policy
  

Directory: content -> dam -> undp -> documents -> projects -> TZA
projects -> Project Closure Report
projects -> U n country Team in Jordan post-2015 concept note dialogues on Partnerships with Civil Society
undp -> Executive Board of the United Nations Development Programme, the United Nations Population Fund and the United Nations Office for Project Services
projects -> Country: Ghana
TZA -> Back to office report undp tanzania
projects -> Request for ceo endorsement
projects -> Republic of namibia
projects -> Conserving Biodiversity and reducing habitat degradation in Protected Areas and their Areas of Influence

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