STRATEGIC PLAN FOR THE PERIOD OF

2021/22 – 2025/26

i
 TABLE OF CONTENTS

EXECUTIVE SUMMARY.......................................................................xi
CHAPTER ONE.....................................................................................1
1.0 INTRODUCTION...........................................................................1
1.1 Historical Background................................................................1
1.2 Mandate..........................................................................................2
1.3 Approach........................................................................................2
1.4 Purpose of the Plan....................................................................3
1.5 Layout of the Plan.......................................................................3
CHAPTER TWO.....................................................................................5
2.0 SITUATIONAL ANALYSIS...........................................................5
2.1 Analysis of Current Vision, Mission and Core Values.......5
2.2 Review of Relevant Information...............................................7
2.3 Performance Reviews...............................................................14
2.4 Stakeholder Analysis................................................................30
2.5 SWOC analysis...........................................................................36
2.6 PESTEL analysis........................................................................39
2.7 Recent Initiatives for Improving Performance...................41
2.8 Critical Issues...............................................................................41
CHAPTER THREE...............................................................................44
3.0 THE PLAN...................................................................................44
3.1 Mission, Vision and Core Values.............................................44
3.2 OBJECTIVES...............................................................................45
CHAPTER FOUR.................................................................................54
4.0 RESULT FRAMEWORK............................................................54
4.1 Purpose and Structure.............................................................54
4.2 The Development Objective....................................................54

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 4.3 Beneficiaries of Ministry of Communication and
Information Technology Service............................................55
4.4 Results Chain..............................................................................55
4.5 Result Framework Matrix........................................................55
4.6 Monitoring, Reviews and Evaluation Plan..........................62
Appendix 1..............................................................................................90
Appendix 2..............................................................................................91

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 LIST OF ABBREVIATION

2G - Second Generation Mobile Technology

3G - Third Generation Mobile Technology

4G - Fourth Generation Mobile Technology

4IR - 4th Industrial Revolution

AIDS - Acquired Immune Deficiency Syndrome

4IR - 4th Industrial Revolution

ATU - African Telecommunication Union

CIA - Chief Internal Auditor

Director of Administration and Human Resource
DAHRM - Management

DC - Director of Communication

Director of Information and Communication Technology

DICT -

DLU - Director of Legal Unit

DPMU - Director of Procurement Management Unit

DPP - Director of Policy and Planning

DSE - Dar es Salaam Stoke Exchange

EPOCA - Electronic and Postal Communication Act

ERB - Engineers Registration Board

FYDP - Five Year Development Plan

GDP - Gross Domestic Product

HGCU - Head of Government Communication Unit

HIV - Human Immunodeficiency Virus

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ICT - Information and Communication Technology
Information and Communication Technology
ICTC - Commission

IET - Institution of Engineers Tanzania

International Telecommunications Satellite
INELSAT - Organization

IoT - Internet of Things

IP/MPLS - IP/ Multi-protocol Label Switching

ITSO - International Telecommunication Satellite Organization

ITU - International Telecommunication Union

IXP - Internet Exchange Point

M&E - Monitoring and Evaluation
Ministry of Communication and Information
MCIT - Technology

MoU - Memorandum of Understanding

MTB - Ministerial Tender Board

MTEF - Medium Term Expenditure Framework

Non-Communicable Diseases
NCD -
National Information Communication Technology
NICTBB - Broadband Backbone
OPRAS - Open Performance Review and Appraisal System
PAPU - Pan Africa Postal Union

PCCB - Prevention and Combating of Corruption Bureau

PMU - Procurement Management Unit

PPP - Public Private Partnership

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SADC - Southern African Development Community
SDGs - Sustainable Development Goals

SHIMIWI - Shirikisho la Michezo ya Wizara na Idara za Serikali

SP - Strategic Plan
SWOC - Strengths, Weakness, Opportunity and Challenges

TARURA - Tanzania Rural and Urban Roads Agency

TCRA - Tanzania Communication Regulatory Authority

- Tanzania Communication Regulatory Authority -
TCRA-CCC Consumers Consultative Council
TDV - Tanzania Development Vision

TPC Tanzania Postal Corporation

TTCL - Tanzania Telecommunication Corporation

TTMS - Tele Traffic Monitoring System

TUGHE - Tanzania Union of Government and Health Employees

UCSAF - Universal Communication Services Access Fund

UPU - Universal Postal Union

vi
 PREFACE

It is my pleasure to present a five years’ strategic plan 2021

– 2026 of the Ministry of Communication and Information
Technology.
Information and Communication Technology (ICT) in many
facets is commonly referred as the bedrock of nations’ economic
development in rapidly changing world environment.
Government recognizes that strategic planning, forms a
foundation for good leadership and management in all
organization. This strategic plan, therefore sets out a common
vision, mission and strategic direction for the Ministry of
Communication and information Technology on how will fulfill its
mandate in the coming five years.
In staying on course, the Ministry will remain committed to the
Governments’ Five Years Development Plan Phase III (FYDP
III) goals, as articulated in vision 2025. In echoing to this Vision,
President of United Republic of Tanzania His Excellency Dr.
John Pombe Magufuli emphasized during the inauguration of
the Twelfth (12th) Parliamentary Session on 13th November,
2020 over the need of expanding the Broadband coverage to
80% by the year 2025. On 5th December, 2020 The President
announced the formation of new Ministry of Communication and
Information Technology vested with the mandate of furthering
Tanzania through the 4th Industrial Revolution (4IR) commonly
referred to as Digital economy. This will be possible by utilizing
the available opportunities for communities, businesses, policy
makers and citizens from all walks of life to harness technologies
for improved socio – economic growth and development.
Furthermore, it is stated in the Ruling Party Manifesto of the year
2020 – 2025 on the need for communication and Information
Technology to transform our socio - economic sectors. It
is understandably that, the Ministry has identified priority

vii
interventions over the medium-term strategy which achieving the
envisaged effect of digitally enabled Tanzanian with secure and
affordable universal access to digital services. This envisioned
impact will be realized through targeted interventions aimed at
achieving our planned outcome.
As we embark on the implementation phase, the Ministry will
work closely with other sectors. I invite and urge all stakeholders
in implementation of the digital transformation plans outlined in
this strategic plan.

Dr. Faustine Ndugulile (MP)
Minister of Communication and Information Technology
February 2021

viii
 STATEMENT FROM THE PERMANENT SECRETARY

The Ministry acknowledges the great potential of ICT as an

enabler for the socio-economic empowerment. This is drawn
from the remarkable achievements that Tanzania has made
in the past five years, which include: enactment of laws and
regulations to strengthening sector management, development
of National ICT Broadband Backbone (NICTBB) Infrastructure
connecting all major towns and several public offices, improve
universal access to ICT services, electronic cash transfer through
mobile telephone platforms, and development of postcode and
physical addressing system.
This Plan draws its strategic priorities from the achievements
of the predecessor, the lessons learnt, emerging issues and
challenges. It also takes cognisance of a totally new structure of
Government and the general policy direction. It is our conviction
that the implementation of these policies, programmes and the
associated activities bear the potential to transform Tanzania’s
socio-economic as envisioned in the Third Five Years National
Development Plan.
The plan divulges the vision and mission which guides and govern
this dynamic sector. The sector, which is a fast growing, is an
enabler to other sectors to be able to increase their contribution
to socio-economic advancement of the people. It also presents
a commitment through our core values, which emphasize on
transparency, working as team in an accountable manner and
through exercising professionalism bound with innovativeness
in managing the communication sector.
The success of the Strategic Plan will rely, to a great extent, on
the cooperation of all stakeholders. I welcome continued support
and participation of all stakeholders in its implementation in
order to realize the goal of Tanzania’s sustained socioeconomic
development through transformation into a knowledge-based
society. It is my expectation; this Plan will be executed effectively
to ensure communication sector contributes significantly to the
national development.
ix
The development of this Strategic Plan has been made possible
by contributions and commitment of various stakeholders. I
wish to thank, the Minister and Deputy Minister of the Ministry of
Communication and Information Technology, for their visionary
leadership and support. I also thank the Deputy Permanent
secretary, Directors, Heads of Departments, Units and Divisions
for their dedication, endless commitment and professionalism
in the process of this strategy. I further appreciate contributions
from other Ministries, specifically, the President’s Office –
Public Service Management (PO-PSM) for total commitment in
guiding through the whole process till we get this valuable living
document.

Dkt. Zainab A.S. Chaula
Permanent Secretary
Ministry of Communication and Information Technology

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 EXECUTIVE SUMMARY

The Ministry of Communications and Information Technology

was established on 05th December, 2020 by the President of
the United of Republic of Tanzania. The Ministry’s key mandate
is to formulate and monitor implementation of policies and legal
frameworks on information technologies, telecommunications
and, Postal services.

This First Five-Year Strategic Plan for the newly established

Ministry envisages providing a strategic direction for digital
transformation in Tanzania. The plan further ensures that all
stakeholders and citizens benefit from opportunities resulting
from emerging and increased adoption of digital technologies in
socio-economic activities.
The strategic plan is also prepared in line with Government
Planning framework which includes National Five-Year
Development Plan (2021/2022 – 2025/2026), Ruling Party
Manifesto (2020 – 2025), Tanzania Development Vision 2025,
Global initiatives under Sustainable Development Goals and
other Government Directives geared into ensuring that Tanzania
is economically advantaged with the current global phase of the
fourth industrial revolution.
The Plan has four chapters whereby: Chapter One (1) is an
introduction comprising of historical background, mandate,
approach and purpose of the plan; Chapter Two (2) comprises
of the situational analysis which entails the review the previous
plan and identification of critical issues; Chapter Three (3)
presents the current plan which include the new formulated
mission, vision and core values; and Chapter Four (4) comprises
of result framework which is monitoring and evaluation tool for
identified issues of the plan.
To set the focus, the Plan firstly has set-out the Vision for the
Ministry, which is “Digital empowerment for social economic
development”. The Ministry has also set the means of
xi
achieving set Vision, which is the Mission statement stating “To
enable provision of reliable and cost-effective Information
Technology, Telecommunications and Postal services
through innovative environment to transform Tanzania into
digital economy”
Development of this Strategic Plan had gone through a lengthy
process of identification, grouping, and developing strategies to
address critical issues in the sector. Similar critical issues were
grouped together to come up with six (6) high-level strategic
objectives, four (4) of which are core business objectives while
two (2) are cross-cutting national objectives. Core strategic
objectives of the Plan are as follows:
(i) Access to Information Technology,
Telecommunications and Postal Services improved
(ii) Digital Empowerment enhanced
(iii) Management of Information Technology,
Telecommunications and Postal Services Improved
(iv) Institutional capacity to deliver its services improved.
In addition, national-level cross-cutting strategic objectives of
this Plan are as follows:
(i) HIV/AIDS infections and non-communicable
diseases reduced and supportive services
improved.
(ii) National anti-corruption strategy implementation
enhanced and sustained
Strategies mapped-up towards achieving the objectives and
targets set-forth for the strategies were developed in Chapter
three (3) of the Plan. Performance of these strategies will be
monitored using Key Performance Indicators which have been
developed and forms part of Chapter Four (4). The Plan has two
annexes, the Ministry’s proposed organization structure and the
Strategic Plan Matrix (Annex I & II).
xii
 CHAPTER ONE

1.0 INTRODUCTION
This chapter gives a short description of the Ministry Historical
Background, mandates, Roles and functions, purpose of the
plan, approach adopted, layout and structure of the document.
1.1 Historical Background

The Ministry of Communication and Information Technology

was established on 5thDecember, 2020 by the President of the
United of Republic of Tanzania. Previously, the Ministry was
one of the sectors comprised in the then Ministry of Works,
Transport and Communication, which existed between the years
2015 to 2020. The Ministry is meant to formulate and monitor
implementation of policies on information and communication
technologies and, Postal services. It is envisaged to drive the
digital transformation agenda in Tanzania amid the global fourth
phase of industrial revolution.
Cognizant of the role of ICT in social and economic development
in Tanzania, the ministry has developed this strategic plan. The
Plan is intended to provide a vison and direction that will facilitate
the aspiration of the Country to become a high middle-income
country by 2025. It is anticipated that the plan will also steer the
efforts of the Government to transform the economy to digital
economy and positively transforms people’s lives socially and
economical through technology adoption in various productive
sectors.
Accordingly, the plan sets the roadmap on how the Ministry
will transform Tanzania to a knowledge-based society that is
digitally enabled. The strategic plan is aligned to the National
ICT Policy 2016, National Postal Policy 2003, the Ruling Party
manifesto 2025, Sustainable Development Goals, and various
international goals on digital development.
1
1.2 Mandate

The President of the United of Republic of Tanzania created

a Ministry of Communication and Information Technology
on 05th December 2020, which is mandated to formulate and
monitor implementation of Policies on Information Technology,
Telecommunications and Postal.The Ministry is also responsible
for ICT broadband Back-Borne; Performance Improvement
and Development of Human resources; extra-Ministerial
Departments, Parastatal Organisations; Agencies and Projects
under this Ministry.
1.3 Approach

The development process of this Plan used a participatory

approach. In this approach, various stakeholders in and
outside the ministry provided their inputs to build and refine
the Strategy. The stakeholders involved included professionals
from department and units in the Ministry, More, experts from
the President’s Office – Public Service Management and Good
Governance participated and facilitated the formulation of the
strategy through workshops, group discussion and document
reviews.
The development process involved the reviewing of various
documents. They included Government directives; policies;
international agreements; guidelines; Speech by the President
of the United Republic of Tanzania during the opening ceremony
of 12th Parliamentary Session; Ruling Party Manifesto (2020-
2025); Five Years Development Plan – Phase III; Tanzania
Development Vision 2025; Sustainable Development Goals;
National Postal Policy 2003; National ICT Policy 2016; National
Telecommunication Policy 1997; National Anti-Corruption
Strategy; and HIV/AIDS and Non – Communicable Diseases
Guideline of 2014.
Further, the Situation Analysis was conducted. This included
revisiting and assessing of the current mandate, vision, mission
2
and core values of the organization. Other tools of analysis were
also utilized to deepen the Situation Analysis process, which
included Stakeholder Analysis and SWOC Analysis.
A synthesis of the situation analysis was conducted, which came
up with critical issues for objectives formulation.
1.4 Purpose of the Plan

The plan is a foundation toward improvement on management

of the Communication and Information Technology sector in the
country. This was achieved through identification of key policy
issues as critical issues through brainstorming and group focus
methods. Issues which the envisaged plan address relate direct
to the mandate of the Ministry including roles and responsibility
which have been vested to the Ministry by the Government.
The Strategic Objectives, together with their strategies and
target are key in leading each department to initiate number of
activities and outcome indicators over a five-year time frame
(2021/22 – 2025/26). This Strategic Plan will ensure that the
overriding objectives of the Ministry are spelt out clearly and
the necessary accountability is created to achieve the desired
improvement in service delivery to customers and stakeholders.
As part of the Monitoring and Evaluation (M&E) process that
will follow the Strategic Planning Process, the hierarchy of
objectives and outcome indicators as enshrined in this Strategic
Plan document will be cascaded down to the individual employee
level to ensure their achievement within the specified time
period. This document will also be used to prepare the Ministry’s
annual budgets and plans for the next five years.
1.5 Layout of the Plan

The document consists of four main parts; which have been

designated as chapters. The first part consists of an introduction
which introduce the envisioned plan; issues which have been
accorded include methodology, purpose of the plan and
3
document layout. The second part contain a situational analysis
which thorough evaluating the internal and external conditions
that affect the Ministry and its mandate. Moreover, it contains
also performance review; stakeholder analysis and SWOC
analysis. The third part consist of the Ministry vision, mission and
core values; objectives, strategies, targets and key performance
indicators have also been highlighted in this chapter. Lastly,
Monitoring and Evaluation of the plan have been described
using a tool of results framework and comprise also evaluation
and reporting plan.

4
 CHAPTER TWO

2.0 SITUATIONAL ANALYSIS

This chapter presents analysis of the implementation of the
previous Strategic Plan, implemented by Communication
Sector. It also highlights on analysis of current vision and
mission, review of relevant Information’s, sector and cross
cutting policies, stakeholder’s analysis, SWOC analysis, recent
initiatives and finally critical issues identified.
2.1 Analysis of Current Vision, Mission and Core Values

The Current Mission:

“To transform Tanzania into a knowledge-based society to
harness ICT, Telecommunication and Postal service in the
transformation of economy”.
The analysis shows that the mission “is missing as how the
transformation will be achieved in the economy.
The current Vision:
“Tanzania to become a model in the development and use of
ICT, Telecommunication and Postal services for sustainable
socio-economic development”.
The analysis of this vision depicts the following: -
i. The statement is very long and not easily recallable;
ii. Economy of words; instead of mentioning “ICT,
Telecommunication and Postal services” alternatively
a single word could have been used (ICT and Postal
Services);
iii. Statement should focus on impact on society instead
of process (how society will benefit from initiatives);
iv. “…to become…” is not a living statement;
5
 Current Core Values:

Integrity We treat our customers and other

stakeholders fairly and with courtesy. We
are ethical in the course of discharging our
duties and uphold confidentiality.
Transparency We endeavor to convey correct, timely and
complete information about our services
and products
Honesty We are determined to treat customers
honestly. We build value-added
relationships with customers and other
stakeholders.
Team work We will always work together to achieve
our corporate goals.
Professionalism We will always adhere to ethics and uphold
quality and standards in performing our
duties.
Innovativeness We will always develop new methods and
ideas that will bring positive changes in the
sector.
Accountability We will be accountable for and in-charge
of addressing the appropriateness of our
actions through experience.
Courtesy We will treat others in a polite, friendly and
generous manner.
Fairness We will ensure equitable treatment for
higher satisfaction and efficiency.
This core values have the following weakness
i. Integrity = honesty + courtesy +fairness; have loosely
close meaning to integrity. So, we are proposing the
same to be trimmed.
ii. Efficiency is the outcome of different initiatives and
cannot stand on its own as a core value.
6
2.2 Review of Relevant Information

A review of National Policies and frameworks was undertaken

to obtain key issues to be implemented in the plan, which are
related to Communication and Information Technology Sector.
2.2.1 Government Directives and Policies
i. Speech by the President of the United Republic
of Tanzania during the opening ceremony of 12th
Parliamentary Session. (Page 31)
The Speech has recognized the importance of the fourth
industrial revolution (4IR) which is steered toward ICT evolution.
In the next five years the government has planned to scale-
up the uptake of the National Information Communication
Technology Backbone (NICTBB) to the district level; increase
coverage of broadband by 35 percentage point from the current
45 percent; increase the number of internet users from 45 to 80
percent; promote research and innovation in ICT; and scale up
the physical address and postcode project.
The ministry will adopt the Broadband Strategy which is a
vehicle for scaling-up ICT infrastructure; enact ICT law which
will provide guidance for creation of conducive environment to
issues related to ICT; increase number of Wards with physical
address and postcode system to 4,067; and increase number of
registered ICT professionals to 5,000.
ii. Ruling Party Manifesto (2020-2025)
The ruling party manifesto acknowledge the importance of
communication sector as an “enabler” of other sector in the
contribution to robust economic growth. The Government will
enhance the sector by setting-up “an equal playing field” so as
the communication cost to be affordable to all. Paragraph 60
consist of task which were executed including: improvement
of communication services in 22 Local Council/District by
connecting them to NICTBB; decrease communication cost by
construction of 7,560 Km of NICTBB; decrease the incidence
7
which are related to cybercrimes by establishing Computer
emergency response team (CERT); and strengthening of ICT
usage in the society by increasing the number of internet users
from 9 to 23.1 million in 2020.
During the period of the implementation of the same the
ministry will embark on the following: enact the Personal Data
Protection Act which will advance privacy and confidentiality
of citizen; enhancement of ICT systems to control security
and revenue from the sector; increase the contribution of the
sector as percentage of GDP from 1.5 to 3 percent; increase the
broadband coverage from 45 to 80 percent by operationalization
of the Broadband Strategy; motivating using ICT system in
service delivery, business and productivity in order to increase
transparency, efficiency and advance the livelihood of citizen
economically and socially.
iii. Five Years Development Plan – Phase III
FYDP III is thematic “Realizing Competitiveness, Industrialization
for Human Development”. Its main objective is to achieve
middle-income country status, and an economy that is semi-
industrialized, with high level of human development or high-
quality livelihoods. Communication sector (Page 106); digital
technology has been recognized as a tool to increase productivity,
but their influence has been limited on other key components
of the competitive ecosystem including e-commerce and digital
land registration. Importance of data was emphasized and the
use of Artificial Intelligence, robot and automation as the new
technology which can lead to the fourth industrial revolution and
challenges which accompanied them including unemployment
and reskilling costs.
Key intervention which will be made by the Ministry include:
increase the number of internet user by expanding broadband
internet; promote online business to enhance service delivery;
establish and Operationalize the Centre of Excellencies;
encourage local manufacturers of ICT equipment; register
physical address and postcodes in all wards to ensure every
8
citizen and business is addressed; and identify and register all
ICT technicians and professionals.
The Government is set to commission mobile assembly
plants through PPP modality; ICT Commission which will be
established under the ICT law is expected to be the overseers
of matters pertaining to ICT professionals and ICT research and
innovation; implementation of the broadband strategy which
will increase the broadband coverage from 45 to 80 percent
and operationalization and enactment of the Personal Data
Protection Act which will advance privacy and confidentiality of
citizen.
iv. Tanzania Development Vision 2025
Tanzania Vision of 2025 focus on High quality livelihood;
Peace, stability and unity; Good governance; A well-educated
and learning society; and A competitive economy capable of
producing sustainable growth and shared benefits. One of the
strategies of the goal 4.2 (Competence and Competitiveness)
insist on Infrastructure development and Promotion of
Information and Communication Technologies (ICTs) to achieve
modern and efficient communication through investment in
telecommunication and appropriate skills and capabilities
respectively. Currently the Ministry continues with extension
of the NICTBB projects, initiating the process of enacting ICT
Acts. However, the Ministry will do the following to achieve the
stated strategy: train and develop ICT professionals; identify
and register ICT professionals and continue investment in ICT
and physical address Infrastructures.
v. Sustainable Development Goals (SDGs)
The Sustainable Development Goals (SDGs), also known as
the Global Goals, were adopted by all United Nations Member
States including Tanzania in 2015 as a universal call to action to
end poverty, protect the planet and ensure that all people enjoy
peace and prosperity by 2030. There are 17 goals to be attained
by 2030; Goal number 9 focuses on Build resilient infrastructure,
9
promote inclusive and sustainable industrialization and foster
innovation. One of the targets to achieve this is significantly
increase access to information and communications technology
and strive to provide universal and affordable access to the
Internet in developing countries by 2030. Agenda 2030 have
also delved into crosscutting issues of gender and youth
have indicators which are related to ICT issues; Proportion
of individuals who own a mobile telephone, by sex (Goal
5) and Proportion of youth and adults with information and
communications technology (ICT) skills, by type of skill (Goal 4)
respectively.
Currently the Ministry expands investment in NICTBB projects,
initiating the process of enacting ICT Acts. Ministry will achieve
this by: upgrade communication towers from 2G to 3G and 4G;
extension of National ICT Broadband Backbone (NICTBB);
creating conducive environment for investment in ICT; facilitate
UCSAF to receive grants from the government, development
partners and service levy; this will increase investment through
construction of towers.
vi. National Postal Policy 2003
The government in 2003 developed the National Postal Policy to
provide guidance and directive of matters related to (i) Universal
Postal Services (UPS), (ii) Commercialization of the Public
Postal Operator, (iii) Expansion and Modernization of the Postal
Network (iv) National Address System (v) Postal Security and
safety (vi) Capacity Building (vi) Gender Perspective and (viii)
International Cooperation.
During implementation of the Policy, the Government enacted
the Electronic and Postal Communications Act (EPOCA) in 2010
and issued Postal Regulations in 2011 which were reviewed in
2018. The Ministry create conducive environment for Postal
Services Operations by introducing regulated competition in the
postal markets, which increase the provision of postal services
and widening choices to consumers whereby licensed postal and
courier operators increased from 45 in 2008 to 93 in 2020. Apart
10
from competition, the Ministry, maintain a monopoly on reserved
basic services and The Tanzania Posts Corporation (TPC) is
designated for provision of Universal Services (basic service).
This results into increase in delivery speed within the country
from seven days in 2003 to three days in 2019. The EPOCA,
2010 Act enforced the Implementation of National Addressing
and Postcode System whereby 118 Wards countrywide has
infrastructure with 499,516 physical addresses. Furthermore,
four scanners were provided to TPC to improve safety and
security to staff and customers’ items; also, customers enjoyed
quality service due to good cooperation and collaboration built
to Regional and International Organizations.
For the coming five years the ministry will review, National
Postal Policy to accommodate drastic technological changes
happened in the sector and accommodates the use technology
to speed up service delivery and support online business.
vii. National ICT Policy 2016
The policy envisages Tanzania with economically, socially and
culturally enriched people in ICT enabled knowledge society.
The main objective of the policy is to accelerate socio-economic
development with potentials to transform Tanzania into ICT
driven middle-income economy and society. The policy has
identified ten policy issues including: Strategic ICT Leadership
and Human Capital Development; Broadband Access and
Infrastructure Development; Frequency Spectrum and
Other Scarce ICT Resources; e-Services and Local Content
Development; Cooperation and Collaboration including regional
and international; ICT Legal and Regulatory Environment; ICT
Security, Safety and Standardization; ICT Sector and Industry
Development; Productive Sectors Development; and Cross
cutting issues which consist of Gender and Social Diversity, ICT
for disaster Management, Environment, Good Governance and
Public Private Partnership.
The policy is implemented through the ICT policy action
plan (2016/17 – 2021/22). Notable achievement during the
11
implementation of the policy include increase in number of
internet users to 23.1 from 4.8 percent of the total population.
Connection of internet to the following public office: 163
councils, 71 posts, 121 police stations, schools 1172 and 71
courts. Construction and extension of the Optical Fiber Cable to
7910 Km and building of Data Centre which has enhanced data
security and decrease the cost of accessing the internet.
The subsequent laws that have been instrumental in enforcing
the policy: EPOCA 2010; e-Government Act 2019; Universal
Communication Access Act 2006; and TCRA Act 2003.
However, absence of ICT law which explicitly deals with ICT
issues lead to legal gaps in achieving broad objective of the
policy. Ministry is on the course of enacting a new ICT law which
will accommodate existing setback.
viii. National Telecommunication Policy
The policy was meant to be implemented from 1997 through
2020; aims at ensuring the accelerated development of an
efficient telecommunication network that can provide an
info-communication infrastructure and universal access to
telecommunication services by all sector of the national
economy and the segment of the population. The main objective
of the policy was to ensure that telecommunication services are
provided in a liberalized and competitive manner.
The policy direction which was set to be pursued under the
policy include: financing or arranging to finance, constructing or
arranging to construct, operation and maintaining the network
in accordance with the legal, regulatory, and competitive
market regimes; fostering technological advancement in the
telecommunications sector including the development of
indigenous capabilities; ensuring the sustainability or continuity
of telecommunication services and the maximum utilization
of the installed capacities in the telecommunication sector;
and ensuring the active participation of all stakeholders in the
development of the telecommunication sector (and other related
areas) at all levels.
12
Since the policy was meant to be implemented from 1997
– 2020, there is a need to develop a new policy that will
oversee and provide guidance in telecom industry. However,
Tanzania is a signatory to various international conversion in
telecommunications and a member of international bodies such
as ITU, INTELSAT, etc. there is need to develop a new Spectrum
Policy.
ix. National Anti – Corruption Strategy
National anti-Corruption Strategy aims at promoting efficiency,
transparency and accountability in Public and Private Sectors;
Effective enforcement of anti-corruption measures; Capacity
building of watchdogs and oversight institutions; and Effective
political leadership in the fight against corruption.
The ministry performed the following to achieve the above
objectives: revitalizing of integrity committee which has provided
training to staff on issues pertaining to the same; provide training
to enhance code of ethics and conduct for employees. On the
coming five years the ministry will do the following: customize
implementation of National Anti-Corruption Strategy and action
plan in the ministry; promote Ethical conduct in the ministry; and
strengthening capacity building on financial and procurement
management.
x. HIV/AIDS Guidelines of 2014
HIV/AIDs were announced as a national calamity in the year
1999. In view of the aforementioned several initiatives have
been taken by the Government in reducing infection rate through
provision of care and support as well as creation of awareness
to the general public.
Moreover, Non - Communicable Diseases have been earmarked
as a threat to social economic development in the country.
Hence, as a means of protecting public health the Government
through its public institutions are supposed to provide care
and support in fighting against non-communicable diseases in
working places.
13
The ministry adopted the guidelines by: sensitization and
awareness creation programs; formulation of Technical
committee on HIV/AIDS and non-communicable disease; provide
training to workers on matters pertaining to HIV/AIDs and NCD;
provide staff leaving with HIV/AIDS financial support for balance
diet; provide protective gears and educational materials to staff.
On the coming five years the Ministry will: facilitate Technical
committee on HIV/AIDS and non-communicable disease;
continue provision of awareness and sensitization; and organize
workshops and seminars.
2.2.2 Best Practices and Benchmark

The technology advancement, have compelled Governments

and other organizations to revisit and plan their business
processes to accommodate and adapt to changes brought
about by digital technologies. Specific developments include
advancements in increase of processing power, storage
capacity, and transmission of data. Such development has
calumniated into convergence of technologies and reduction of
cost of access to data and information. For example, by the end
of year 2020, nearly 5 billion people globally were connected
on the internet using various devices with different processing
and storage capacities. Such developments have the potential
to transform societies and business processes of Governments
and organizations in service delivery and develop digital
economy.
The recent digital transformation initiatives have been sparked
by the evolution of advanced digital technologies strongly
associated with evolving software-oriented technologies, such
as Blockchain, Big Data analytics, and Artificial Intelligence.
Other emerging technologies range from user-facing devices
(such as computers and smartphones) to 3D printers and
wearables and specialized machine-oriented hardware, such
as Internet of Things (IoT) and Cloud Computing.

14
2.3 Performance Reviews

During the implementation of the previous Strategic Plan, the

following achievements and constraints for each objective were
realized.
A. HIV/AIDS Infections and Non-Communicable Diseases
Reduced and Supportive services improved
Achievements
i. The ministry provided financial support to staff who
exposed their status of living with HIV/AIDS and
Non-communicable diseases. A total of five million
Shillings had been provided annually to support
staffs living with HIV/AIDS and NCD in order to
facilitate them on having appropriate and sufficient
diet regarding their health; and
ii. Knowledge to all staff on proper diet, behavior
change and physical exercises. During some staff
meeting the health expert have been being invited
specifically to provided knowledge to all staffs on
diet and physical exercises, experts educated staffs
on good eating habit and importance of physical
exercises.
Constraints
i. Reluctant of staff to expose their status of HIV/AIDS
fearing Stigmatization from their fellow staff; and
ii. Insufficient budget for creating awareness to staff
living with HIV/AIDS and Non-communicable
diseases.
Way Forward
i. Strengthen awareness on HIV/AIDS and NCD to
all staff to voluntarily test their health status and
discourage stigmatization; and
15
 ii. Establishment of health training programs. These
programs will help staffs to understand themselves
better regarding their health, established training
programmes will make victims fell like a normal health
person and they perform their duties accordingly.
B. National Anti-Corruption Strategy and Action Plan
Enhanced and Sustained
Achievements
i. Integrity committee and Complaints handling
mechanism was formulated. The committee members
get trained; and
ii. One seminar on awareness corruption. During
TUGHE meeting in 2020, the expert from PCCB
trained staffs on effect of corruption in public services
and how to avoid corruptions in the work place.
Constraints
i. Inadequate budget to implement and facilitate
committees.
Way Forward
i. To increases staff awareness on Anti-corruption,
Vetting and Code of Ethics by using other forums.
Experts from PCCB have to be invited using other
forums. example during TUGHE meetings those
experts have to be given special chance of giving
education to staffs on Anti-corruption, Vetting and
Code of Ethics; and
ii. Operationalize integrity and Anti-corruption
committees.
C. Service delivery, transparency and accountability to
the public improved

16
Achievements
i. Unqualified audit reports awarded for the consecutive
four years (4) for the financial year 2015/16, 2016/17,
2017/18, 2018/2019;
ii. Financial statements for the financial year 2015/16,
2016/17, 2017/18, 2018/19 and 2019/20 report
prepared and disseminated to stakeholders;
iii. Internal control system strengthened. Performed
annually for the financial year 2015/16, 2016/17,
2017/18, 2018/19 and 2019/20 and the areas which
were audited for internal control purposes include,
expenditure accounts, Payroll and Human Resource
Management, Development Projects, Contract and
Procurement Procedures; and
iv. Documentaries on 5th year success of ICT sector of
5th regime was prepared and disseminated for media
consumption to broadcast credible Information to
the public. The articles had the following headlines;
94% of Citizens Communicate in the Country;
Government Spends 1,143.5 Billion Shillings to
Develop Communication Sector; Communication
services helps to reduce corona virus transmission;
Government Improves Communication Infrastructure;
Government protects communication services
security to citizens; TTCL now 100% Government
Property.
Constraints
i. Inadequate allocation of resources which lead to
some planned activities not performed accordingly;
ii. Shortage of staffs. This led to non-implementation
of planned activities as stipulated in the action plan;
and

17
 iii. Delays on implementation of audit recommendations.
Way Forward
i. Review and operationalize communication strategies
in order to meet new emerging ICT technology;
ii. Operationalize risk register;
iii. Compliance with financial management rules and
regulations; and
iv. Increase number of staffs with respect to shortage
gap in order to implement the budget based on CCM
Manifesto, 2020, FYDP III and President’s speech
during the opening of 12th National assembly on
November 13, 2020.
D. Institutional management and capacity to deliver quality
services enhanced.
Achievements
i. Improved Staff knowledge and competence through
short term and long-term trainings from 2015/16-
2020/21. During that period, six (6) staffs attended
long courses in various colleges where 4 staffs were
ICT officers, one planning officer and one personal
secretary;
ii. Workers participation in Workers’ Council, SHIMIWI
and TUGHE. Workers are represented in the Workers’
Council;
iii. Two (2) Information systems – Document
Management System and Help Desk Management
Information System are designed and developed;
iv. National Broadband strategy developed. National
broadband strategy on networks and connectivity
includes the need to ensure the population have

18
 access to reliable broadband services that includes
provision of wireless broadband access in public
places; as well as socially to facilitate fair and
reasonable access to broadband and its benefits for
all Tanzanians;
v. The National Cybersecurity Strategy operationalized.
This strategy provides guiding principles provided to
ensure protection of critical information infrastructure,
increase Cybersecurity technical capabilities and
awareness across Tanzania, promote local, regional
and international collaboration in cybersecurity,
enhance the national response to cybersecurity
threats/trends and enhance legal and regulatory
frameworks to support cybersecurity initiatives in
Tanzania;
vi. Open Performance Appraisal and review system
is operational. 106 staffs submitted annually
OPRAS form in order to show accountability and
responsibilities on their stated duties;
vii. Client service charter developed, disseminated to
the stakeholders and implemented;
viii. Guideline on subsidy provided by UCSAF on rural
telecommunication projects prepared, this helps
in implementing the project timely that will finally
broaden access to internet by all citizens;
ix. Enactment of Tanzania Telecommunication Act Na.12
of 2017- which establishment of TTCL Corporation;
x. Amendment of the Electronic and Postal
Communication Act, to address the issue of E-waste
Management;
xi. Amendment of the Electronic and Postal
Communication Act,2020- Addressing the issue
of listing in the DSE for companies owned by the
19
 Government wholly of at least 25 %;
xii. 22 Regulations under Electronic and Postal
Communication Act, this review accommodates the
changes of technology and the need of the sector;
xiii. Cyber Crime Regulations Operationalized on 2016;
xiv. The Electronics and Postal Communication (Domain
Names management) Regulations, 2020, which
address the issue of registration of Domain names
and accreditation of registrar who register domain
names;
xv. The Electronics and Postal Communication
(Electronic Communication Equipment standard and
E- Waste management) regulations 2020, to address
the issue of Electronic waste, procedure of type
approval of electronic communication equipment
and equipment standardization;
xvi. The Electronics and Postal Communication (Sim
Cards registration) Regulations 2020, which
addresses the issues of requirements for registration
of Sim Cards activation and deactivation of Sim Card,
procedure of selling of Sim Card;
xvii. National Cyber Security Strategy in place; and
xviii.
Strategy for countrywide coverage of
telecommunication services prepared aiming at
strengthening support, guidance and interrelations
with stakeholders.
Constraints
i. Time consuming on license processing;
ii. Low capacity in preparation of manuals and
guidelines; and
iii. Non-adherence to the planned activities.
20
Way Forward
i. Enactment of National ICT Act and Personal Data
Protection Act;
ii. Develop guidelines on National ICT Act and Personal
Data protection;
iii. Review National Postal Policy and prepare
Implementation Strategy; and
iv. Capacity building to staff.
E. Human Capital that is Capable of Championing ICT
in the Creation of Tanzania’s Knowledge Society
Strengthened.
Achievements
i. A body for registration and skills development for
ICT Professionals (ICT Human Capital) has been
established;
ii. ICT Professionals Accreditation Framework for
guiding professional registration and professional
ICT skills development programs to strengthen
Tanzania’s knowledge society is in place and
operational;
iii. Digital Skills Development Framework which
facilitates and guides stakeholders in on ICT skills
development to meet the dynamic demands of the
global digital-driven economy is in place;
iv. ICT Industry Talent Development Program (IITDP),
which aims at bridging existing gap between the
academia and the ICT industry by facilitating
graduates access internship in working places and
acquire working skills and competence that enables
them to compete in the job markets, is established
and operational.
21
 v. Digital Innovation Framework and Soft-Centers
development across the country to promote digital
innovation in Tanzania in collaboration with private
sector in development stage; and
vi. Ministry staff participated in local and professional
trainings and workshops (including ERB, IET, and
ICTC) by June 2021.
Constraints
i. Non-existence of legal frameworks to enforce
ongoing ICT Human capital development initiatives;
ii. Shortage of staff in the Ministry’s implementing
institution (ICT Commission) to serve the growing
demand for professional registration and implement
skills development programs; and
iii. Delay in approving proposed frameworks resulting to
lagging behind market demands and serving aging
technologies thus missing economic opportunities.
Way Forward
i. Legal framework to register and facilitate ICT Human
capital development in place; and
ii. The Ministry’s institutions acquire competent staffs
and form strong administrative managements.
F. Mobilization of Financial Resources for Investment
in ICT development, Postal and Telecommunication
services improved.
Achievements
i. Implementation of NICTBB infrastructure with 350
Kms built to facilitate communication services,
implementation and operationalization of IP/MPLS
layer on top of the core NICTBB and the National

22
 Internet Data Center (NIDC) in Dar-es-Salaam.
Additionally, Last Mile Connectivity to 55 Government
Offices and Institutions is implemented and Provisional
Acceptance Test conducted (PAT). Other ongoing
projects are on Construction of NICTBB extension at
Mtambaswala border Point, Development of NICTBB
resilient routes at Northern, Southern and Western
Rings, Construction of Last Mile Connectivity to
Ministry of Defense (Mtumba Headquarter to Msalato
and Kikombo Offices), Relocation of 105 Km of the
NICTBB Arusha – Namanga Route and Consultancy
service for the study of NICTBB border connectivity
with DRC Congo;
ii. UCSAF Regulations reviewed to accommodate
additional funding of ICT and postal infrastructure;
iii. In collaboration with Mobile Network Operators
(MNOs) the Ministry constructed telecommunication
Infrastructures amounting to 553 sites which is 50%
of the top up costs;
iv. 257 postal offices have been installed with ICT
infrastructure, connected to a Wide Area Network
and in each post office there is Local Area Network
installed. Out of 257 offices; 168 are connected
through National ICT backbone (Fiber Network) and
89 are connected through copper-based internet
connection. Key ICT systems for postal operations
which includes Post global Net-smart system,
International Postal System (IPS), International
Financial System (IFS) and other systems are in
place and operational;
v. Implementation of physical address and postcode
infrastructure has been done in 118 Wards where
by 499,496 physical address has been created. This
implementation improves service delivery, facilitate
online business, increase employment, improve
23
 security to the citizen and enhance revenue collection
and physical delivery; and
vi. ICT Infrastructures in Postal offices developed.
257 postal offices have been installed with ICT
infrastructure, connected to a Wide Area Network
and in each post office there is Local Area Network
installed. Out of 257 offices; 168 are connected
through National ICT backbone (Fiber Network) and
89 are connected through copper-based internet
connection. Key ICT systems for postal operations
which includes post global Net-smart system,
International Postal System (IPS), International
Financial System (IFS), Customer Declaration
System (CDS), Postal management Information
system (PMIS), Sage pastel and other systems are
in place and operational.
Constraints

i. New and Emerging Technologies-: This led the need

to finance upgrade of old technology used in some of
the commissioned projects e.g. (financing of upgrade
of Telecom infrastructure from 2G to 3G technology).
This had a negative impact on the funding capacity of
new communication projects;

ii. ICT Infrastructure vandalism; and

iii. Inadequate awareness on the use of physical address.

The public at large is not aware on the importance
using physical address.
Way Forward
i. Develop Resource mobilization strategy for
investment in ICT infrastructure;
ii. Contentious training on new emerging technologies,
24
 this will help to cope with new emerging technologies;
iii. Enforce Cybercrime Act, 2015; and
iv. Operationalization of Communication Strategy.
G. National, Regional and International Cooperation
and Collaboration for ICT, Posts and Telecommunications
Development Enhanced
Achievements
i. The ministry as an active member in Regional and
International Organizations such as ITU, CTO, PAPU,
UPU, ATU, SADC, ITSO participated in different
activities and meeting which gives the country a good
visibility and image in the international cooperation’s
for a. This will result to:
a. Technical support on project implementation
whereby staff has been trained on different
professional and management knowledge;
b. Working tool assistance like vans and ICT
equipment which improves service provision;
c. Job opportunities to International Organizations
whereby Tanzanians holds some of the positions.
This improves wellbeing of our citizen;
d. Tanzania being member in the Council meeting
participated in decision making and protect
country’s interest;
e. Improved international collaborations and
knowledge sharing between countries;
f. Ratification of Additional Protocols in UPU Act and
EAC ICT Protocol helps smooth implementation
of technical resolutions reached; and
g. Tanzania has been given the opportunity by
25
 UPU to host one of the 5 worldwide Regional
Technology Support Centres which is hosted at
Tanzania Posts Corporation. The Centre serves
all the African English-speaking Countries and
results to increase country’s income and create
job opportunity.
ii. Tanzania as a host country to PAPU, acquired
land for PAPU to build its headquarters’ office and
conference facility. This building will be used to host
international meeting which will increase Tanzanians
revenue and improve country’s economy; and
iii. Collaboration between Tanzania and Vietnam
established, Draft MoU in place, final procedures for
signing the MoU in progress; This will necessitate the
collaboration in ICT between the two countries.
Constraints
i. Ineffective participation in the Regional and
International technical forums;
ii. Failure to implement meeting resolution by member
countries due to lack of technical capacity and fund;
and
iii. Eruption of pandemic disease like COVID-19, political
instability and geo-politics.
Way Forward
i. Strengthen participation in international forums;
ii. Capacity building to technical staff;
iii. Establish reliable source of funds to facilitate
participation in international forums; and
iv. Operationalize Country Guideline for Participation in
Regional and International meetings.

26
H. Strategic leadership, coordination and Management
of Communication Institutions improved
Achievements
i. Reviewed UCSAF Act No. 6/2006 and its Regulations
with a view to improve distribution of funds from the
Universal Communication Service Access Fund;
ii. Schedule to Posts Corporation Act, 1993 was
amended and a Government Notice was issued to
that effect. The amendment addresses the issue of
Board of the Directors appointment; and
iii. Reviewed UCSAF Act No. 6/2006 and its Regulations
with a view to improve distribution of funds from the
Universal Communication Service Access Fund.
Constraints
i. Inadequate human and financial resources to
undertake Monitoring and Evaluation of Institutions;
ii. Unclear demarcation of responsibilities between the
parent Ministry and the Office of Treasury Registrar
on management of Institutions;
iii. Shortage of capital investment to some institutions
under the Ministry; and
iv. Delays in approval process of various issues from
other relevant Authorities.
Way Forward
i. Harmonization of responsibilities between the
Ministry and the Office of Treasury Registrar;
ii. Strengthen Monitoring and Evaluation of Institutions
under the Ministry;
iii. Conduct study to assess viability of the Institute; and
27
 iv. Security, standardization and regulation of ICT
industry, Telecommunication and Postal services
strengthened;
Achievements
i. Legal framework in place includes review of National
ICT policy 2016 and its implementation Strategy.
Review of 22 regulations under Electronic and Postal
Communications Act (2010);
ii. Forensic laboratory in place. Gives benefits to
facilitate acceptable evidence of cybercrime cases/
trials and assists investigators and prosecutors in
proving legitimacy of gathered evidence required
for prosecution. It also helps to reduce the time
for investigating and preparation of evidence to
be presented in front of the court and increase the
number of successful cybercrimes cases/trials;
as well as to facilitate investigation and evidence
creation in criminal cases especially murder cases.
iii. National Cyber Security Strategy: Is the under-
establishment Communication guide designed to
establish effective information sharing in Cyber
security so that to increase awareness and knowledge
to stakeholders and general public on Policies,
Laws, Regulations and Guidelines governing cyber
security for facilitating a secure, safe, resilient and
trusted Tanzanian cyberspace. Cyber Security
Communication Strategy is also intended to create
awareness on separation of powers among key
stakeholders including Defence and Security Organs,
Law Enforcers, Academic and Research Institutions,
Regulatory Bodies, Owners of Critical Information
Infrastructure, Private Sector, and Political Leaders
on matters related to cyber security

28
 iv. Operationalized TTMS system for monitoring data
and information. This system reduces frauds in
international calls, it also enables the government to
collects its revenues through this system.
v. Central Equipment Identification Registers in place
and sim card registration process.
vi. Installation of scanners and other security systems
to monitor and track parcels in postal offices,
vii. Availability of installed Internet Exchange Points
(IXPs) in a telecommunication; and
viii. Electronic communications equipment standard and
e-waste management Regulations (2020) in place,
Electronic Communication Equipment Standards
Regulations (2018) in place, establishment of ICT
law which govern ICT Commission in progress,
Electronic and Postal Communications Competitions
Regulations (2018) in place, Electronic and Postal
Communications online content Regulations (2020).
Constraints
i. Rapid ICT technological growth resulting to increase
of cybercrimes incidences;
ii. Inadequate awareness on cyber security to the
public;
iii. Inadequate skilled personnel on cyber security; and
iv. Uncoordinated cyber security functions.
Way Forward
i. Establishment of centralized cyber security Centre;
ii. Operationalization of cyber security strategy and
cyber security awareness strategy;

29
 iii. Capacity building on cyber security to staff; and
iv. Develop ICT Statistical Database.
I. Support the Development of Competitive ICT
Related Industries, Innovation and Services Enhanced:
Achievement
i. Feasibility study conducted on extension of NICTBB
to District level which aimed at establishing cost for
project implementation;
ii. Capacity building to telephone technicians in
repairing mobile phones in order to provide quality
services in the country;
iii. Stakeholders meetings on experience sharing on
ICT;
iv. The process of establishment and operation of smart
phones assembly factory under PPP initiated; and
v. Establishment of Soft Centre to promote digital
innovation and commercialization of ICT products
solutions.
Constraints
i. Delays in accessing Environmental Impact
Assessment Certificate from National Environment
Management Council (NEMC);
ii. High annual right of way fees to road reserve on Optic
Fibers Cable infrastructure charged by TARURA and
TANROADS; and
iii. High cost of investment on ICT infrastructure.
Way Forward
i. Initiate dialogue with respective Ministries in resolving
issue of high cost of right of way and fast-tracking
30
 compliment in regulatory bodies i.e. NEMC
ii. Strengthen PPP on ICT issues; and
iii. Developing resource mobilization strategy for
implementing ICT related issues
2.4 Stakeholder Analysis

The Ministry of Communication and Information Technology

interacts with a number various stakeholder. They include
as follows; Institutions under the Ministry; Private Sector;
Development Partners; Employees; MDAs; Parliament;
General Public; CBOs and Non-Government Organizations
(NGOs); Academic & Research Institutions and Regional and
International Organization. Therefore, effective achievement of
its outcomes depends on the way the Ministry engages those
stakeholders in day-to-day operations

S/N Stakehold- Services Offered Expectations

ers
1. Institutions i. Laws, Policies, Reg- i. Clear and updated
under the ulations and Guide- policies, legislations,
Ministry lines on Information guidelines and regula-
Technology, Tele- tions;
communications and
Postal; ii. Timely release of cor-
rect information and
ii. Provision of relevant feedback; and
sectoral information;
and iii. Timely and accurate
advice on matters
iii. Technical support & submitted
advice on matter re-
lated to government
and international or-
ganizations;

31
2 Private Sec- i. Policies, legislations, i. Clear and updated
tor Regulations and Policies, Legislations,
Guidelines on imple- Guidelines and Regu-
mentation of Infor- lations;
mation Technology,
Postal and Telecom- ii. Timely and accurate
munication policies advice on submitted
and programs; matters; and

ii. Technical advice; iii. Relevant information

and on ICT opportunities

iii. Information on ICT

investment opportu-
nities;
3. D e v e l o p - i. Information on areas i. Access to accurate in-
ment Part- of collaboration; formation on areas of
ners collaboration;
ii. Policies, Strategies
and programs; and ii. Clear mechanism for
collaboration and dia-
iii. Project Implementa- logue;
tion Reports
iii.
Clear and updated
policies, legislations,
guidelines and regula-
tions; and
iv. Accuracy and timeli-
ness of project imple-
mentation reports;

32
4. Employees i. Capacity building i. Clear and relevant
program capacity building
programs
ii. Working facilities and
tools; ii. Job satisfaction and
better employment
iii. Handling of Internal benefits;
complaints;
iii. Timely response
iv. Technical and Ad- and feedback on
ministrative support complaints
on labor relations
matters; iv. Timely, Transparen-
cy and Fairness on
v. Information for new technical and ad-
circulars, regulations ministrative support
and code of conduct. and labor relations
vi. Advice on HR related matter
Issues (Promotion, v. Conducive working
Transfer, confirma- environment
tion)
vi. Staff development
and deployment pro-
cedures;
vii.
Timely and relevant
advice on HR relat-
ed issues

33
5. MDAs i. Standard guidelines i. Clear policies, guide-
on implementation of lines and legal frame-
ICT, Postal and Tele- work.
communication poli-
cies and programs; ii. Timely and accurate
periodic performance
ii. Capacity building on and compliance re-
ICT applications; ports;
iii. Relevant Information iii. Adequate and rele-
on Information Tech- vant information on In-
nology, Telecommuni- formation Technology,
cation and Postal; Telecommunication
and Postal;
iv. Annual and periodic
performance reports. iv. Effective inter-ministe-
rial cooperation.
v. Technical support and
advice
6. Parliament i. Policies, Strategies i. Clear policies, strate-
and Guidelines; gies and guidelines;
ii. Information on com- ii. Timely, relevant and
munications sector; adequate information;
iii. Awareness and sensi- iii. Informative Aware-
tization on Information ness program
Technology, Telecom-
munication and Postal iv. Accurate and timely
services to the rural periodic performance
and urban population; reports
and
iv. Periodic Progress Per-
formance Reports on
Sectoral matters

34
7. General i. Laws, Policies and i. Clear and imple-
Public regulations on Infor- mentable laws, regu-
mation Technology, lations and policies;
Telecommunication
and Postal; ii. Timely, accurate and
accessible informa-
ii. Information on com- tion on sectoral activi-
munication sector per- ties and performance;
formance;
iii. Clear awareness pro-
iii. Awareness and sensi- gram,
tization on Information
Technology, Telecom- iv. Timely feedback
munication and Postal and fast response to
to the rural and urban logged complaints;
population through v. Informative Aware-
media, TV and radio; ness program on sec-
iv. Complaints handling. toral issues
vi.
Clear policies and
guidelines on modali-
ties for participation in
Information Technol-
ogy, Telecommunica-
tion and Postal.
8. CBOs and i. Laws, Policies and i. Clear policies and
Non-Gov- regulations on Infor- guidelines on modali-
ernment Or- mation Technology, ties for participation in
ganizations Telecommunication communication sec-
(NGOs) and Postal; tor;
ii. Information on com- ii. Timely, accurate and
munication sector; accessible informa-
tion on sectoral activi-
iii. Awareness and sensi- ties and performance;
tization on Information
Technology, Telecom- iii. Informative Aware-
munications and Post- ness program on sec-
al policies, laws and toral issues
regulations.

35
9. Academic i. Policies and Legis- i. Clear policies and
& Research lation on Information guidelines on modali-
Institutions Technology, Telecom- ties for participation in
munication and Postal; communication sec-
tor;
ii. Information on re-
quired ICT Skills and ii. Accurate and clear
research areas and relevant ICT Skills
and research gaps;
10. Regional i. Policies and Legis- i. Clear policies and
and Interna- lation on Information guidelines on modali-
tional Orga- Technology, Telecom- ties for participation in
nization munication and Postal; communication sec-
tor
ii. Information on re-
quired ICT Skills and ii. Accurate and clear
research areas and relevant ICT Skills
and research gaps;
iii. Hosting of International
Conference/ Forums

WAY FORWARD
i. Initiate dialogue with respective Ministries in resolving
issue of high cost of right of way and NEMC;
ii. Strengthen PPP on ICT issues;
iii. Developing resource mobilization strategy for
implementing ICT related issues.
2.5 SWOC analysis

In order for the Ministry to realize its potential, an examination of

its operating environment was carried to determine its strengths,
weaknesses, opportunities and challenges (SWOC) analysis.
Based on its findings, strategies are then put in place to enhance
its strengths, eliminate its weaknesses, exploit its opportunities
and minimize the effects of the identified challenges. The list
of strengths, weaknesses, opportunities and challenges are as
illustrated here below
36
 STRENGTHS WEAKNESSES
i. Leadership with a team work spirit; i. Inadequate leadership training
ii. Result based accountability; ii. Shortage staffs;
iii. Creative and innovative leaders; iii. In effective implementation of training
program;
iv.
Leadership with collective
accountability; iv. Outdated ICT scheme of services;
v.
Committed and transparent v. Shortage of working tools and office
leadership; space;
vi. Ability to enforce legislations and vi. Poor awareness about available
regulations to governing staffs; systems;
vii. Participatory approach in decision vii. Ineffective business process;
making;
viii. Electronic files tracking system is not
viii. Ability to make decision timely; operational;
ix. Competent staffs; ix. Absence of legal enforcement to
protect ICT infrastructures vandalism;
x. Existence of team work;
x. Shortage of staffs;
xi. Internal ICT policy;
xi. Delay in coping with changes of
xii. Standard operating Manuals; Government financial management
xiii. Client Service Charter; processes;

xiv. Biometric system for staff xii. Weakness in budget planning and
registrations; implementation; and

xv.
Well organized Organization xiii. Delay of legislations and Regulations to
Structure; cope with change of ICT technologies.

xvi.Internal document management

system;
xvii.Ability to manage finances as per
planned budget and guidelines;
xviii.Qualified financial staffs to support
budget implementation; and
xix. Presence of Risk register

37
 OPPORTUNITIES CHALLENGES
i. Presence of political will; i. Uncoordinated ICT functions across
different sectors;
ii. Presences of institutions which are
technical arm; ii. Political interference with political
interest;
iii. Access to national and international
leadership forums; iii. Shortage of resources (human and
financial) to exercise their duties;
iv. Existence of ICT structured training
programmes local and international; iv. Delay in appointing/ confirmations of
leaders in several positions;
v. Competent staffs in the labour
market; v. Outdated HR seculars;
vi.
Legislations and regulations to vi. Shortage of resources (human and
governing Human resource; financial) to exercise their duties;
vii. Existence of new HCMIS; vii. Delay of Staffs promotions;
viii. e-government Institution which viii. Inadequate involvement of Institution
facilitate integration of service delivery in System development;
systems;
ix. Adopting dynamics of technology
ix. Available of Government e - systems growth;
(e-office; Government Mailing
System; MUSE, TANEPS, CBMS) x. Uncoordinated infrastructures (roads,
water, power, NICTBB) development;
x. Awareness programmes on the use
of e- systems; xi. Lack of guidelines to retain and use
of funds generated by ICT sector for
xi. Regional ICT masterplan; operations and maintenance of ICT
infrastructures;
xii. Availability of private investors;
xii. Financial constraints;
xiii. ICT systems to manage financial
transaction and control; xiii. Conflicting of some Legislations
which govern ICT issues; and
xiv.Development partners support; and
xiv. ICT technologies are dynamic, which
xv. International and regional bodies on lead to frequent changes hence need
coordinating and setting standards in of frequently review in legislations and
ICT sector. Regulations.

38
2.6 PESTEL analysis
(i) Political
Existence of political will is expected to influence growth
of ICT sector and its contribution to socio-economic
development. For instance, establishment of a substantive
Ministry for Communication and Information Technology
will improve effectiveness and efficiency in achieving
government goals and fulfilling digital consumer demands
like deployment of telecommunication service in rural
areas, increase access to broadband access, legal and
regulatory frameworks that promote ICT growth, promotion
of ICT investment, promoting ICT skills development and,
ICT Research and innovation. However, political instability
and interests fueled by social pressure and political gain
may distract technically derived strategic implementation
plans of deployment of ICT services thus depriving the
country from achieving its strategic economic goals which
are dependent on ICT as a crosscutting sector.
(ii) Economical
In the digital age, growth of any country’s economy is
highly attributed by adoption of digital technology in
manufacturing, production and service sectors. The current
4th Industrial revolution influenced by adoption of advanced
digital technologies, increased innovation capabilities and
population growth causes increased demand for adoption
of ICT in growing economic and social activities. However,
advanced digital technology growth goes with growth in
cybercrime and cyber warfare activities. This can be an
economic disadvantage if the country is not prepared to
protect its digital enabled economic activities against such
digital threats that can be of economic disadvantage.
(iii) Social
Evolving digital technologies have positively impacted
social services in both developing and developed
39
 economies. The use of technology in providing social
services through electronic platforms like e-health, e
learning, tele-justice, e banking, e-library, e marketing,
e-commerce and social media have removed geographical
limitations and increased ease of access to social services
at an affordable cost. Even more, during catastrophes like
the COVID-19 pandemic electronic platforms have been
the main means of people to seamlessly access social
services. However, advanced use of electronic platform
can also cause social disruption by increased interaction
of culturally diverse societies. This may lead to exposing
people and children to new lifestyle and experiences that
are against their cultural norms.
(iv) Technological
Exponential growth in data storage capacities, broadband
infrastructure communication capacity like Fibre optic
cables and processing speeds have attributed to emerging
of advanced technologies like Big Data Analytics, Artificial
intelligence, Cloud computing, Robotics, Internet of
Things etc. These technologies will become agents of
digital transformation in different economic and social
development activities. For instance, manufacturing
and production sectors will adopt technology solutions
that reduce production backlogs and enable increased
production output. Service sectors will integrate digital
technology solutions that offer better customer experience
and business competitive advantage. However, adoption
of emerging technologies can be disrupted by unavailability
of skilled personnel and policy frameworks that guide
and enable consumers to utilize them for economic
benefits. Also, integration of these advanced technologies
might not be feasible in labour intensive markets widely
available in developing economies due to huge cost of
investments needed to adopt the technologies especially
in manufacturing and production industries.

40
(v) Environmental
Natural environmental disasters which are not human
influenced like Tsunami, earthquakes, and floods have a
major impact on development of ICT. The disasters can
largely destroy infrastructure investments thus denying
people from access to communication services. Besides
the natural disasters, human influenced activities like civil,
hydro and other utility constructions can affect development
and sustainability of ICT infrastructures. Unlawful social
behaviors influenced by economical (unemployment),
sabotage, ignorance (lack awareness) and political
insecurity also result to vandalism on ICT infrastructures
thus becoming a major setback in Information Technology,
Telecommunication and Postal infrastructure development.
(vi) Legal
Supportive legal frameworks are important towards
digital growth and adoption. Legal frameworks define
the responsibilities and limitations of key stakeholders
that include service providers, consumers and regulatory
bodies thus providing a level playing field and satisfaction
to involved stakeholders. Governments have a major role to
promote and provide attractive environment for investment
in digital development. However, the exponential growth of
digital technologies tends to be ahead respective supportive
legal frameworks. This can be a major setback in digital
development if relevant legal frameworks are not in place
to support adoption of emerging digital technologies in
socio-economic activities.
2.7 Recent Initiatives for Improving Performance
i. Development of National Broadband Strategy;
ii. Upgrade previous implemented 2G communication
infrastructure to 3G to enable
iii. users to access broadband services;
41
 iv. Extend NICTBB to 86,000KM that will cover rollout to
the ward level;
v. Financial assistance of USD 860,000 given to Pan
African Postal Union (PAPU) as 50% of the PAPU’s
budget. This increase country’s commitment to
International cooperation and adhere to headquarters
Agreement between Tanzania and PAPU;
vi. Procurement and installation of scanners for
Tanzania Posts Corporation offices. Fixing of these
scanners improves the security of the nation against
transportation of explosives, drugs, and illicit items
that might be used for terrorism act and drug abuse
through postal network;
vii. 100% government ownership of TTCL Corporation
after taking back 35% stake in Tanzania
Telecommunications Corp (TTCL) from Bharti Airtel
for TZS14.6 Billion; and
viii. Increase government share in Airtel Tanzania from
40 to 49 percent.
2.8 Critical Issues

As a result of environmental scan, a number of issues were

identified. The identified issues were re-evaluated to get
critical issues, which need to be considered in the plan.
The identified critical issues include: -
i. Strengthen Policies, Legislations and Guidelines
on Information Technology, Telecommunication and
Postal;
ii. Strengthen financial resources for the development
of Information Technology, Telecommunication and
Postal Services;
iii. Enhance Human Resource management;
42
iv. Enhance Collaborations on Information Technology,
Telecommunication and Postal issues;
v. Improve internal systems to improve service delivery;
vi. Strengthen ICT innovation and skill development;
vii. Enhance Cyber security management;
viii. Strengthen management of institutions under the
ministry;
ix. Improve Information Technology, Telecommunication
and Postal Infrastructures; and
x. Conduct study on identification of direct and indirect
contribution of the communication sector to the GDP.

43
 CHAPTER THREE

3.0 THE PLAN

This Chapter presents Objectives and targets that are to be

implemented and realized in five years (2021/22 – 2025/26).
The Chapter consists of vision, mission, core values, strategic
objectives, strategies, Targets and Performance Indicators.
3.1 Mission, Vision and Core Values
Mission
‘To enable provision of reliable and cost-effective
Information Technology,
Telecommunication and Postal through innovative
environment to transform Tanzania into digital economy’.
Vision
‘Digital empowered society for Social and economic
Development’.
Core Values
Integrity: We treat our customers and other
stakeholders fairly and with courtesy.
We are ethical in the course of
discharging our duties and uphold
confidentiality.
Transparency: We disseminate and share
necessary information about our
services and products to the public.
Teamwork: We utilize diverse expertise in
achieving our goals.
Professionalism: We make use of high skill and
44
 competence in performing our
duties.
Innovativeness: We develop new methods and ideas
that result in to positive outcome in
the sector.
Accountability: We are responsible for actions and
decisions we make in course of
performing our duties.
3.2 OBJECTIVES

A. HIV/AIDS Infections and Non-Communicable

Diseases Reduced and Supportive Services
Improved;
B. Effective Implementation of National Anti-Corruption
Strategy enhanced and sustained;
C. Access to Information Technology, Telecommunication
and Postal services improved;
D. Digital Empowerment enhanced;
E. Management of Information Technology,
Telecommunication and Postal Services Improved;
and
F. Institutional capacity to deliver its services improved.

3.2.1 OBJECTIVE A: HIV/AIDS infections and non-

communicable diseases reduced and supportive services
improved.
Rationale
Fighting HIV/AIDS and Non-Communicable Diseases at work
place is one of the government priorities. A healthy labour force
and healthy nation is essential towards economic development.
HIV/AIDS and Non-Communicable Diseases are overwhelming
45
Diseases affecting human resources in our nation including
Communication Sector. The major challenges of these diseases
are reduction of labour force through deaths and low productivity
associated with unhealthy staffs and their family suffering from
HIV/AIDS and Non-Communicable Diseases. In order to address
these challenges, the following strategy was identified; -
Strategies
i. Strengthen programs and mechanism to fight HIV/AIDS
and Non-Communicable Diseases at work place.
Targets
i. HIV/AIDS and Non-Communicable Diseases at work
place programmes developed and implemented by
June 2026;
ii. Program to support staff living with HIV/AIDS and
Non-Communicable diseases implemented by June
2026; and
iii. Voluntary Cancelling and Testing (VCT) programmes
established by June 2026. Indicators.
Indicators
i. Percentage of staffs voluntarily tested on HIV/AIDS
and NCD; and
ii. Percentage of staff disclosing their HIV/AIDS health
status
3.2.2 OBJECTIVE B: Effective Implementation of National
Anti-Corruption Strategy enhanced and sustained
Rationale
Good governance is one of the national agenda. Corruption
at large has been weakening good governance and depriving
people’s rights. Corruption has in most cases hindered rights
of people to access services provided. The Ministry will be
46
implementing the National Anti-Corruption strategy as a means
for Institutionalizing measures for combating and preventing
corruption. The strategy aims at ensuring and enabling the
ministry to execute policy and programmes. In order to address
these challenges, the ministry will implement the following
strategy.
Strategy
i. Strengthen Anti-corruption initiatives.
Targets
i. Anticorruption strategy mainstreamed and
implemented; and
ii. Anti-Corruption programmes implemented by June
2026.
Indicators:
i. Number of corruption incidences reported.
2.1.3 OBJECTIVE C: Access to Information Technology,
Telecommunication and Postal services improved
Rationale
Technology growth is transforming the world to the digital age
fueled by digital technological advancements. The digital age
will require people and societies to have access to reliable
broadband services to be connected and have access to social
and economic needs. More than half of the population does not
have access to reliable broadband services thus denying people
and societies from socio-economic services and opportunities
that are digitally enabled Moreover, poor and unequal distribution
of infrastructure is a feature common in developing countries.
Hence, there is a need of resources, legal base and awareness
to achieve the desired result.

47
Strategies
i. Facilitate mobilization of financial resources;
ii. Enhance coverage of ICT infrastructures; and
iii. Modernize/reform postal sector.
Targets
i. Resources mobilization guidelines for Information
Technology, Telecommunication and Postal services
developed and operationalized by June 2022;
ii. Guideline for utilization of fund generated from
NICTBB developed and operationalized by June
2022;
iii. Guideline for utilization of fund generated from TTMS
reviewed by June 2022
iv. Framework for investment in Universal Services
Access developed and operationalized by June,
2023;
v. NICTBB infrastructures Deployment Plan Developed
by June 2022;
vi. Broadband coverage expanded to 80% by June
2025;
vii. NICTBB infrastructures extended to all Districts by
June 2025;
viii. Postal infrastructures Deployment Plan Developed
and operationalized by June 2022;
ix. Physical addresses infrastructures in twenty-six
regions implemented by June 2025; and
x. Digital delivery map developed and operationalized
by June 2025.

48
Indicators
i. Percentage of internet users;
ii. Percentage of broadband coverage;
iii. Percentage of mobile phones subscribers; and
iv. Percentage change of postal services users.
3.2.4 OBJECTIVE D: Digital Empowerment enhanced
Rationale
Technology development has resulted into society change from
information base to knowledge base society. Knowledge base
can use that knowledge to be innovative by creating solution to
localized challenges. This objective is aimed to create society
with knowledge and skills to use digital services, develop digital
services, live the digital economy and lead and manage digital
economy and society. Majority of Tanzanian still have gap in ICT
innovation and skills development, but also utilizing ICT skills
for effective digital economy. Strategies outlined below need to
be taken to transform our society to knowledge base.
Strategies
i. Enhance ICT human capital development;
ii. Promote ICT Research and Innovation;
iii. Strengthen cyber security; and
iv. Improve ICT services and systems management.
Targets
i. ICT Scheme of service Reviewed by June 2022;
ii. Framework for digital skills development prepared
and operationalized by June 2025;
iii. National ICT research agenda developed by June
2022;

49
 iv. Framework for digital innovation coordination
established by June 2022;
v. National Framework on protection and use of Critical
ICT Infrastructure developed and operationalized by
June 2023;
vi. National cyber security strategy operationalized by
June 2025;
vii. National cyber security communication strategy
operationalized by June, 2024;
viii. Five (5) National ICT Systems for service delivery
developed by June, 2024; and
ix. Guidelines for development and management of ICT
systems developed and operationalized by June
2022.
Indicators
i. Percentage of users of e-services;
ii. Percentage change of cyber-crime reported cases;
iii. Number of digital innovative solutions developed;
iv. Number of registered ICT Professionals; and
v. Number of professions trained in rare ICT skills.
3.2.5 OBJECTIVE E: Institutional Management of
Information Technology, Telecommunications and Postal
Services Improved
Rationale
ICT and postal sector management need to be enhanced
as it is a key enabler of other sector; moreover, is a trigger
contribution to robust economic growth. There are number
of institutions managing and using Information Technology,
Telecommunications and Postal services all over the country.
There is a challenge of overlapping responsibilities which needs
50
to be resolved through cooperation and collaboration for effective
management of sector for proper management of this dynamic
sector. Hence, the strategies below will lead us to manage and
coordinate sector services to robust socioeconomic growth.
Strategies
i. Formulate and review of policies, legislation,
regulations & Guideline;
ii. Strengthen Monitoring and Evaluation of sectoral
institutions;
iii. Strengthen Regional and international cooperation;
and
iv. Strengthen harmonization and cooperation between
Ministry, Institutions under the Ministry and other
MDAs.
Targets
i. National ICT Act establish by June 2022;
ii. Personal Data Protection Act established by June
2022;
iii. National Postal Policy reviewed by June 2023;
iv. Four (4) Information Technology, Telecommunications
and Postal laws and regulations reviewed by June
2025;
v. National Digital Strategy developed and
operationalized by June, 2025;
vi. Framework for Monitoring and Evaluation of
institutions under the Ministry developed and
operationalized by June 2023;
vii. Monitoring and Evaluation of projects and programs
under the Ministry conducted by June, 2026;

51
 viii. Statistical database for Information Technology,
Telecommunication and Postal services developed
by June, 2023;
ix. Regional and international Information Technology,
Telecommunication and Postal services agreements
harmonized and implemented by June, 2026;
x. Country coordination framework for participation in
regional and international Information Technology,
Telecommunications and Postal forums established
and operationalized by June, 2022;
xi. Mechanism of cooperating with other MDA’s on
Information Technology, Telecommunications
and Postal related activities developed and
operationalized by June 2026; and
xii. Institution under the ministry facilitated to execute
their function by June, 2026.
Indicators
i. Number of stakeholder’s complaints about services
offered by Communication and Information
Technology sector; and
ii. Percentage change of Investment in Information
Technology, Telecommunications and Postal Sector.
2.1.5 OBJECTIVE F: Institutional Capacity to Deliver
Services Improved.
Rationale
The importance of enhancing institutional capacity in service
delivery is inevitable. The Ministry of communication and
information technology is a new Ministry, established on
November 2020. That being the case, it is faced with shortage of
office space and working equipment. In this regard, the Ministry
have to invest in establishing a good working environment,
improving staff skills and acquiring modern working equipment.
In order to improve efficiency at work place and capacity to
52
deliver services, the following strategies will be implemented:
Strategies
i. Improve Human Resource Management;
ii. Improve working environment;
iii. Improve transparency and accountability; and
iv. Improve institutional efficiency and resource
utilization.
Targets
i. Human resource plans developed and implemented
by June, 2026;
ii. Statutory benefits to responsible Personnel provided
by June 2026;
iii. Working tools and equipment, maintained and
procured by June, 2026;
iv. Ministry office building constructed by June, 2023;
v. Financial Management Services provided by June,
2026;
vi. Procurement Services provided by June, 2026;
vii. Internal Audit functions conducted by June 2026
viii. Communication Strategy reviewed and implemented
by June, 2026;
ix. Annual Budget and plans prepared and Implemented
by June, 2026;
x. Monitoring and Evaluation of Ministry Operations
conducted by June 2026;
xi. Internal operations systems automated and updated
by June, 2025; and
xii. Internal policies and guidelines reviewed and
53
 implemented by June, 2025.
Indicators
i. Level of staff satisfaction;
ii. Audit opinion; and
iii. Level of Staff Performance.

54
 CHAPTER FOUR

4.0 RESULT FRAMEWORK

4.1 Purpose and Structure

This chapter intends to show how the results envisioned in
the Ministry’s Five Years Strategic Plan will be measured
as well as the benefits that will accrue to its clients and
other stakeholders. The Results Framework shows the
overall Development Objective (Goal) which is basically the
general impact of the Ministry activities; the beneficiaries of
services; Results Chain; the Results Framework Matrix, the
Monitoring Plan; the Planned Reviews; the Evaluation Plan
and finally the Reporting Plan.
Generally, the chapter provides a basis on how various
interventions to be undertaken in the course of the Strategic
Planning Cycle, will lead to achievement of the Development
Objective. It also shows how various interventions will
be monitored, what kind of reviews will be undertaken
over the period, and what type of evaluation studies will
be undertaken to show that the interventions have led to
the achievement of intended outcomes. Finally, how the
indicators and progress of various interventions will be
reported and to which stakeholders.
4.2 The Development Objective
The overriding objective of the Ministry of Communication
and Information Technology is ‘“Innovative Communication
and Information Technology solutions enhanced for socio-
Economic Development”. This goal represents the highest
level of results envisioned by the Ministry, the achievement of
this Development Objective among others will be influenced
by the availability of financial and human resources, the
demand for accountability as well as the capacity of the
Ministry at Strategic and Operational Levels.
55
4.3 Beneficiaries of Ministry of Communication and
Information Technology Service
Ministry of Communication and Information Technology
comprises of ten (10) as identified at stakeholder analysis.
The Ministry strives to implement its mandate through
developed objectives, strategies and targets to ensure a
conducive environment for effective utilization of available
Resources.
4.4 Results Chain
A combination of objectives and targets in the Strategic Plan
and Activities and Inputs in the Medium-Term Expenditure
Framework (MTEF) form The Ministry’s Results Chain. The
inputs i.e. utilization of resources will lead to achievement
of the activities, which will contribute to achievement of
outputs. Achievement of outputs will lead to achievement
of objectives. Achievement of Ministry of Communication
and Information Technology Development objective in the
medium term will contribute to the achievement of Tanzania
Development Vision 2025, Sustainable Development Goals
(SDGs), Ruling Part manifesto, Five Years Development
Plan III as well as other relevant information Tanzania.
4.5 Result Framework Matrix
This matrix contains the Ministry’s overall Development
Objective, Objective Codes, Medium Term Objectives,
Intermediate Outcomes and Outcome Indicators. It envisions
how the Development Objective will be achieved and how
the results will be measured. The indicators in the matrix
will be used to track progress towards the achievement
of the intermediate outcomes and objectives. The Results
Framework Matrix is detailed below: -

56
Table 1: Result Framework Matrix

Devel- Ob- Medium

Intermediate Outcome
opment jective term Ob-
Outcomes Indicators
Objective Codes jectives
Innova- A HIV/AIDS i. Reduced i. Percent-
tive ICT Infec- number of age of
solutions tions and new infec- staffs vol-
and Non-Com- tions; untarily
services municable tested on
enhanced Diseases ii. Increased HIV/AIDS
for Socio Reduced efficiency and NCD;
– Eco- and Sup- in service and
nomic portive delivery;
develop- Services ii. Per-
iii. Increased centage
ment. Improved; partici- of staff
pation of disclosing
staffs to the their HIV/
health pro- AIDS
grammes; health
and status
iv. Increased
employees
undertaking
voluntary
medical
checkups
for HIV/
AIDS and
NCD’s.

57
 Devel- Ob- Medium
Intermediate Outcome
opment jective term Ob-
Outcomes Indicators
Objective Codes jectives
B Effective i. Reduced Number of
Implemen- number of corruption
tation of corruption incidences
National incidence reported
Anti-Cor- reported;
ruption
Strategy ii. Improved
enhanced ethical
and sus- conduct
tained; among
staffs;
iii. Increased
transparency
and fairness
in service
delivery; and
iv. Reduced
number of
complaints
for service
delivery.

58
 Devel- Ob- Medium
Intermediate Outcome
opment jective term Ob-
Outcomes Indicators
Objective Codes jectives
C Access i. Increased i. Percent-
to ICT coverage of age of
Informa- Information internet
tion Tech- Technology, users;
nology, Telecom-
Telecom- munications ii. Percent-
munication and Postal age of
and Postal infrastruc- broad-
services ture; band
improved coverage;
ii. Increased
number iii. Percent-
of internet age of
users; mobile
phones
iii. Increased subscrib-
number of ers; and
Information
Technology, iv. Per-
Telecom- centage
munications change
and Postal of postal
service pro- services
viders; users.

iv. Increased
level of
e-services;
and
v. Increased
efficiency
of service
delivery.

59
 Devel- Ob- Medium
Intermediate Outcome
opment jective term Ob-
Outcomes Indicators
Objective Codes jectives
D Digital Em- i. Increased i. Percent-
powerment level of ICT age of
enhanced skills and users of
compe- e-ser-
tence; vices;
ii.Increased ii.Per-
innovations centage
in digital change
solution of cy-
and ser- ber-crime
vices; reported
cases;
iii.Improved
security in iii.Number
ICT ser- of digital
vices; inno-
vative
iv.Reduced solutions
digital di- devel-
vide; and oped;
v. Increased iv.Number
number of of regis-
registered tered ICT
ICT profes- Profes-
sionals.ng sionals;
ac and
v. Number
of pro-
fessions
trained
rare ICT
skills.

60
 Devel- Ob- Medium
Intermediate Outcome
opment jective term Ob-
Outcomes Indicators
Objective Codes jectives
E Institution- i. Timely i. Percent-
al Man- delivery of age of
agement services to com-
of Infor- its stake- plaints
mation holders; related to
Technolo- Commu-
gy, Tele- ii.Decrease nication
commu- of com- and In-
nications plaints from formation
and Postal its institu- Technolo-
services tions; gy sector;
Improved: iii.Reduced ii.Per-
conflicting centage
of duties; change
and of Invest-
iv.Increased ment in
investments ICT and
in ICT and Postal
postal sec- Sector.
tor.

61
 Devel- Ob- Medium
Intermediate Outcome
opment jective term Ob-
Outcomes Indicators
Objective Codes jectives
F Institution- i. Improved i. Level of
al capacity working envi- staff satis-
to deliver ronment; faction;
its services
improved. ii.Increased ii. Audit opin-
knowledge ion; and
and skills to
staffs; iii. Level of
Staff Per-
iii. Timely im- formance.
plementation
of projects;
iv.Reduced
labour turn-
over;
v. Increased
morale to
staffs;
vi.Timely
preparations
of financial
statements;
vii.Timely
procurement
of goods and
services; and
viii.Increased
transparency
in human
resource.

62
4.6 Monitoring, Reviews and Evaluation Plan.
This section details the Monitoring Plan, Planned Reviews
and Evaluation Plan for the period covering the five years of
the strategic planning cycle from 2021/22 to 2025/26.

4.6.1 Monitoring Plan

The monitoring plan consists of indicators and their
description, baseline for each indicator; indicator target
values, data collection and methods of analysis, indicator
reporting frequency and who will be responsible for data
collection, analysis and reporting. The monitoring plan is
detailed below:

63
Table 2: Monitoring plan
Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

1 Percent- This Indica- 2021 na 8% 18% 30% 40% 50% MCIT Docu- Annu- Reports Annu- DAHRM
age of tor Intends mentary ally on HIV/ ally
staffs to measure review AIDS
voluntarily turn-up of and
tested on staff willing- NCDs
HIV/AIDS ly checked
and NCD. their health
status
on HIV/
AIDS and
NCDs after
awareness
interven-
tions.

This will be
measured
by x/y*100

where x
is number
of staffs
tested and

64
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

y is total
number of
staff par-
ticipated in
awareness
2 Percent- This Indica- 2020 1% 3% 8% 14% 18% 20% MCIT Docu- Annu- Reports Annu- DAHRM
age of staff tor Intends mentary ally on HIV/ ally
disclosing to establish review AIDS
their HIV/ rate of and
AIDS staff who NCDs
and NCD revealed
health their status
status. on HIV/
AIDS as
a result of
incentives
and their
trust on
confiden-
tiality and
absence of
stigma.

This will be
measured
by x/y*100

65
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

3 Number of This Indica- 2021 na 5 4 3 1 0 MCIT Docu- Quar- Reports Quar- DAHRM
corruption tor Intends mentary terly on An- terly
incidences to measure review ticor-
reported. level of staff ruption
integrity p r o -
and ethical grams
behaviours
related to
corruption.

This will be
measured
by x

where x is
number of
corruption
cases
reported per
year.

where x
is number
of staffs
revealed
their status
and y is total
number of
tested staff.

66
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

4 Percent- This Indica- 2020 50% 56 62 68 74  80% TCRA/ Docu- Quar- Reports Quar- DC
age of tor Intends NBS mentary terly f r o m terly
mobile to measure review N B S
phones trend of a n d
subscrib- change of TCRA
ers. active mo-
bile users
within 90
days.

This will be
measured
by x/y*100
where x is
active mo-
bile phones
users and
y is total
population
at 18 and
above.

67
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

5 Per- This Indica- 2020 TCRA Docu- Quar- Report Quar- DC

centage tor Intends mentary terly f r o m terly
change to measure review TCRA
of postal proportion
services of popula-
users. tion using
at least one
of postal
services
(registered
and ex-
press).

This will be
measured
by

( x 1-x 0) / x 0
*100 where
x0 base-
line year,
x1,x2,….x5
is number
of postal
services
users in
each year.

68
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

6 Percent- This Indica- 2020 46 52 59 66 80 85 TCRA Docu- Quar- Report Quar- DC

age of tor Intends mentary terly f r o m terly
internet to measure review TCRA
users. extent of
people us-
ing Internet
from any
device

This will be
measured
by x/y*100
where x
number of
internet us-
ers and y is
total popu-
lation.

69
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

7 Percent- This Indica- 2020 45 52 59 66 80 85 TCRA Docu- Quar- Report Quar- DC

age of tor Intends mentary terly f r o m terly
broadband to measure review TCRA
coverage. availability
and acces-
sibility of
broadband
services.

This will be
measured
by x/y*100
where x
is an area
with access
to broad-
band and
y is total
country
area.

70
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

8 Per- This Indica- 2020 xx xx xx xx xx xx TCRA Docu- Quar- Report Quar- DICT
centage tor Intends mentary terly f r o m terly
change to measure review TCRA
of cy- to what
ber-crime extent ICT
reported systems
cases. are se-
cured from
cyber- at-
tacks.

This will be
measured
by

( x 1-x 0) / x 0
*100 where
x0 base-
line year,
x 1, x 2, … .
x5 is num-
ber of Cy-
ber-crime
cases.

71
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

9 Number This Indica- 2020 na ICTC Docu- Annu- Report Annu- DICT
of digital tor Intends mentary ally f r o m ally
innovative to identify review ICTC
solutions ICT based
developed. innovations
created by
Tanzanians

This will be
measured
by number
of innova-
tive digital
solutions
developed.

72
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

10 Percent- This Indica- 2021 NIL 27 34 42 51 60 MCIT Survey Annu- R a w Annu- DICT
age of tor Intends ally d a t a ally
users of to measure Docu- f r o m
e-services. proportion mentary survey
of popula- review
tion using
at least one
of e-ser-
vices.

This will be
measured
by x/y*100
where x is
people with
access to
e-service
and y is to-
tal popula-
tion.

73
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

11 Percent- This Indica- 2021 MCIT Docu- Annu- Com- Annu- DAHRM
age of tor Intends mentary ally plaints ally
complaints to measure review Reports
related to level of
Communi- stakehold-
cation and er’s satis-
Information faction on
Technolo- quality of
gy sector. services
provided
by to Com-
munication
and In-
formation
Technology
sector.

This will be
measured
by

( x 1-x 0) / x 0
*100 where
x0 baseline
year num-
ber com-
plaints,

74
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

x1, x2,….x5
is number
of com-
plaints
received
from stake-
holders in
a following
years.

12 Per- This Indica- 2020 105+ DC Docu- Annu- TIC Annu- DC

centage tor Intends mentary ally ally
change of to measure review
Invest- level of
conducive
ment in
environ-
Informa- ment (ICT
tion Tech- Policy, leg-
nology, islation and
Telecom- guideline)
munica- to attract
tion and investors
Postal in ICT and
Postal ser-
Sector
vices.

75
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

This will be
measured
by

( x 1-x 0) / x 0
*100 where
x0 baseline
year,

x1, x2,….x5
is number
of inves-
tors.

76
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

13 Level This Indica- 2020 45% 50% 55% 60% 65% 70% MCIT Survey Annu- R a w Annu- DAHRM
of staff tor Intends ally d a t a ally
satisfac- to measure f r o m
tion. quality of survey
services
delivered to
staffs, relat-
ed Human
Resource
issues and
working en-
vironment.

This will be
measured
by x/y*100
where x is
number of
staffs sat-
isfied with
the working
environ-
ment and
y is total
number of
staff.

77
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

14 Audit opin- This Indica- 2020 MCIT Docu- Annu- Audited Annu- CA
ions tor Intends mentary ally Finan- ally
to measure review cial re-
level of ports
compliance
to financial
regulations
and guide-
lines

This will be
measured
by the sta-
tus of the
audited
financial re-

Unqualified with emphasis of matters

Unqualified report
Unqualified report
Unqualified report
Unqualified report
Unqualified report
ports.

78
 Indicator Indicator Data Collection and Methods of
Baseline Indicator Target Value
Description Analysis
Date Value Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Data Data Fre-
Source Col- quency Fre- Respon-
lection of Data Means quency sibility
S/N Instru- Collec- of Verifi- of of Data
ments tion
cation Report- Collec-
and
ing tion
Methods

15 Level of This Indica- 2020 3.0 2.8 2.6 2.4 2.3 2.0 Staff S t a f f S e m i OPRAS Annu- DAHRM
staff per- tor Intends p e r - personal Annu- evalu- ally
to measure sonal files ally ation
formance. capacity files forms
of individ-
ual staff
to pursue
assigned
duties.

This will be
measured
by dividing
respective
sum score
marks of all
staffs filled
in individu-
al OPRAS
forms to the
total num-
ber of staff
evaluated.

79
4.6.2 Planned Reviews
There will be reviews that aim to obtain progress status on the
implementation of strategic plan. The planned reviews consist
of review meetings, milestones and rapid appraisals.
a) Review Meetings
Various meetings will be conducted to track progress on the
milestones, activities and targets/outputs critical for achievement
of organizational objectives. Review meetings are as follows:
Table 3: Review Meetings
S/N Type of Meeting Frequen- Designation Participants
cy of the Chair-
person
1. M a n a g e m e n t weekly Permanent Heads of depart-
meeting secretary ments and units
2. Directorate/Units Monthly Head of de- Departmental staff
partment
3. Audit Committee Quarterly Chief Accoun- Member of audit
tant-MOF committee

4. Tender Board Quarterly Director of Member of Tender

communica- Board
tion
5. Budget commit- Semi-An- DPP Heads of depart-
tee nually ments and units/
Budget officers
6. Workers Council Annually Permanent Representative
secretary from departments
and units
7. Integrity Commit- Quarterly DPP Selected members
tee
8. HIV/AIDS and Quarterly DAHRM Selected members
NCDs Commit-
tee
9. Entry and Exit Annually Permanent Heads of Depart-
Audit meeting Secretary ments and Units

80
Table 4: Planned Milestones Reviews
Respon-
Planned Time-
YEARS Milestones sible
Review frame
Person
Year I Two Develop NICTBB infrastruc- Decem- DICT
Reviews tures Deployment Plan ber 2021
2021/2022 (Semi-An- Establish National ICT Act June DLU
nually) 2022
Develop Guidelines for utili- June DPP
zation of fund generated from 2022
NICTBB and TTMS
Deploy Metro networks and last June DICT
mile connectivity 2022
Conduct awareness pro- June DAHRM
gramme on HIV/AIDS & NCD’s 2022
to staffs
Anti-Corruption programs June DAHRM
mainstreamed and implement- 2022
ed
Develop and Operation- June DICT
alize NICTBB infrastruc- 2022
tures (NICTBB Expansion
to 800Gbps and Resilience
Routes of Singida-Mbeya, Tab-
ora-Uviva/ Tabora-Mlele-Mpan-
da and other areas according
to services providers demand)
Develop Two (2) National ICT June DICT
Systems for service delivery 2022
Install Physical addresses in- June DC
frastructures in 639 wards 2022
Establish Framework for digital June DICT
innovation and coordination 2022
Identification digital innovation June DICT
hubs/ centres nationwide and 2022
establish a register for digital
innovation centres
Design of the ICT Research June DICT
and innovation coordination 2022
centre
Automate Internal operations June DICT
systems 2022

81
 Respon-
Planned Time-
YEARS Milestones sible
Review frame
Person
Develop Guideline for develop- J u n e DICT
ment and management of Na- 2022
tional ICT systems
Establish Personal data protec- J u n e DICT
tion Act 2022
Identification of digital skills gap J u n e
and establishment of the digital 2022
DICT
skills training plan for ICT Pro-
fessionals.
Develop Postal infrastructures J u n e DC
Deployment Plan 2022
Establish Country coordination J u n e DC
framework for participation in 2022
regional and international ICT
and Postal forums
Develop Framework for Moni- J u n e DPP
toring and Evaluation of institu- 2022
tions under the Ministry
Expand Broadband coverage J u n e DICT
to 45% 2022
Conduct Monitoring and Evalu- J u n e DPP
ation of NICTBB, last mile con- 2022
nectivity and physical address
& postcode projects
Develop Framework for invest- J u n e DC
ment in Universal Services Ac- 2022
cess
Review UCSAF and TPC legis- J a n u a r y DLU
lation and regulations 2022
Establish a National Critical J u n e DICT
Information Infrastructure reg- 2022
ister
Review of National postal pol- J u n e
icy 2022
Year II Two
2022/2023 Reviews Develop Two (2) National ICT June
(Semi-An- DICT
Systems for service delivery 2023
nually)

82
 Respon-
Planned Time-
YEARS Milestones sible
Review frame
Person
Develop electronic Statistical June DPP
database for Information Tech- 2023
nology, Telecommunication and
Postal services
Expand Broadband coverage June
DICT
to 59% 2023
Capacity building on digital
skills to 400 ICT professionals June DICT
2023

Construction of the ICT Re-

June
search and innovation coordi- DICT
2023
nation centre
Commercialization and entry to
June
market of 15 digital innovation DICT
2023
service solutions
Deploy Metro networks and last June
DICT
mile connectivity 2023
Automate Internal operations June DICT
systems 2023
Install Physical addresses in- June
DC
frastructures in 298 wards 2023
Develop and Operational-
ize NICTBB infrastructures
(NICTBB Resilience Routes
to Cross Boarders of Kasu- June
DICT
mulo, Rusumo and Kabanga, 2023
Namanga and other areas ac-
cording to services providers
demand)
TTCL and EPOCA legislations June
DLU
reviewed 2023
Conduct Monitoring and Evalu-
ation of NICTBB, last mile con- June
DPP
nectivity and physical address 2023
& postcode projects
Review ICT Scheme of service June DICT
2023

83
YearIII Two Re- Install Physical addresses infrastruc- June DC
2023/2024 v i e w s tures in 3,165 wards 2024
(Semi An-
Develop one (1) National ICT Sys- June DICT
nually)
tems for service delivery 2024
Capacity building on digital skills to June DICT
400 ICT professionals 2024
Broadband coverage expanded June DICT
to66% 2024
Commercialization and entry to June DICT
market of 15 digital innovation service 2024
solutions
June DAHRM
Develop Employee Succession plan
2024
Establish National Public Key Infra- June DICT
structure (NPKI) 2024
Deploy Metro networks and last mile June DICT
connectivity 2024
Develop and Operationalize NICTBB June DICT
infrastructures (Other remaining 2024
areas for Extending the NITCBB to all
Districts and Major Towns)
Conduct Monitoring and Evaluation June DPP
of NICTBB, last mile connectivity and 2024
physical address & postcode projects
Year IV Two Re- June
Expand Broadband coverage to 73% DICT
2024/2025 v i e w s 2025
(Semi An-
Develop and Operationalize NICTBB June DICT
nually)
infrastructures (Other remaining 2024
areas for Extending the NITCBB to all
Districts and Major Towns
Conduct Monitoring and Evaluation
J u n e
of NICTBB, last mile connectivity and DPP
2025
physical address & postcode projects
Deploy Metro networks and last mile J u n e
DICT
connectivity 2025
Capacity building on digital skills to J u n e
DICT
600 ICT professionals 2025
Commercialization and entry to
J u n e
market of 15 digital innovation service DICT
2026
solutions

84
 Year V Two Re- Conduct Monitoring and Evaluation
J u n e
2025/2026 v i e w s of NICTBB, last mile connectivity and DPP
2026
(Semi-An- physical address & postcode projects
nually) Deploy Metro networks and last mile J u n e
DICT
connectivity 2026
Automate Internal operations systems J u n e
DICT
2026
Commercialization and entry to
J u n e
market of 15 digital innovation service DICT
2026
solutions
Expand Broadband coverage to 80% J u n e
DICT
2026
Operationalize National ICT Systems J u n e
DICT
for service delivery 2026
Operationalize NICTBB infrastruc-
tures.
Capacity building on digital skills to J u n e
DICT
700 ICT professionals 2026

85
4.6.3 Rapid Appraisals
Rapid appraisals intend to gather information for facilitating
implementation of planned interventions. The table below
indicates the Ministry’s Rapid Appraisal for the next five years
from 2021/22 to 2025/26
Table 5: Rapid Appraisals
Description Respon-
Rapid Appraisal ques- Methodol- Time
S/N of the rapid sible
appraisal tions ogy frame
appraisal person
1. Study on This study i. What are exist- Survey Ju- DICT
ICT skills intends to ing ICT skills in ly-Sept,
gap identify na- the country? 2021
tional wide
knowledge ii. What are the
gap on ICT emerging skills
required?

iii. What ICT skills

available in the
existing training
curriculum?
2. Assess- This as- i. What are the Survey August, DAHRM
ment on sessment staff per- 2021
Staff satis- intends to ceptions on
faction show the availability of
level of working tools,
satisfaction equipment and
of staff on office accom-
working modation?
environment
and other ii. What are the
Human staff percep-
resource tions on provi-
sion of statutory
related
rights?
issues.
iii. What is the
staff opinion
on areas to be
improved?

86
 Description Respon-
Rapid Appraisal ques- Methodol- Time
S/N of the rapid sible
appraisal tions ogy frame
appraisal person
3. Study on This study i. What are the Survey Oct-Dec, DPP
Informa- intends sources of 2021
tion Tech- to identify data?
nology, availabil-
Telecom- ity and ii. Who are users
munication reliability of of Information
and Postal Information Technology,
statistical Technology, Telecommu-
data Telecom- nications and
munications Postal data?
and Postal
data iii. What are the
tools for data
collection?

iv. What are the

systems for
analysis and
dissemination of
data?
4. Study on This study i. What are the Survey Jan- DPP
Stake- intends to stakeholder’s June
holders’ show the perceptions on 2022
satisfac- level of accessibility
tion on In- fulfilment and quality of
formation of stake- ICT and postal
Technol- holder’s services?
ogy, Tele- expectation
commu- ii. What is the
nications stakeholder’s
and Postal opinion on
services areas to be
improved?

4.6.4 Evaluation Plan

The evaluation plan is a roadmap that identifies the goals and
studies to be conducted during the plan, description of each
evaluation, evaluation questions, methodology, timeframe and
the responsible person, and intends to obtain evidence as to
whether the interventions and outputs achieved have led to the
achievement of the outcomes as envisioned in the Strategic
Plan outputs. The Evaluation Plan Matrix is detailed table show
below;

87
Table 6: Evaluation Plan
Descrip-
Evalua- Evaluation ques- Methodol- T i m e Responsi-
S/N tion of the
tions tions ogy frame ble person
Evaluation
1. Accessibil- This eval- i. What is the Survey June DPP
ity to ICT uation in- coverage of 2025
and Postal tends to ICT and postal
services reveal the services?
coverage,
accessibili- ii. What is the
ty and qual- number of ICT
ity of ICT and Postal ser-
and Postal vices users?
services
iii.
What is the
customers’
perception on
quality and cost
of services?

iv.
What is the
service provid-
ers’ perception
on investment
cost?
2. Impact of e- This study i. To what ex- Survey June, DPP
services on intends tent public use 2024
socio-eco- to deter- e-services on
nomic de- mine the socio-economic
velopment extent use activities?
of digital
services on ii.
What is the
socio-eco- contribution of
nomic ac- e-services on
tivities socio-economic
development?

iii.
What are the
employment
opportunities
created by
e-services?

88
4.6.5 Reporting Plan
This plan shows all reports that will be used in the execution of
the strategic plan. The report plan contains both Internal and
external.

Table 7: Internal Reporting

Internal reporting plan contains reports that are used by
internally. The reports are prepared on quarterly and annually
basis. The Reporting Plan is detailed in Table below;
RESPONSIBLE
S/N TYPE RECIPIENT FREQUENCY
PERSON
Permanent
1. Internal Audit Report Quarterly CIA
Secretary
2. Performance Apprais- Permanent Semi annual DAHRM
al Secretary
3. Risk Management Audit Commit- Quarterly CIA
Report tee
4. Provisional Accep- Permanent At the End of DICT/DC
tance Test Reports Secretary the Project
5. Final Acceptance Test Permanent After Warran- DICT/DC
Reports Secretary ty Period of
Project
6. Project Progress/ Permanent Quarterly DICT/DC
Final Reports Secretary
7. Factory Acceptance Permanent During Start of DICT/DC
Test Reports Secretary the Project
8. Cyber Security Strate- Permanent Quarterly DICT
gy Reports Secretary
9. Site visit reports Permanent On Demand DICT/DC
Secretary
10. Monitoring and Evalu- Permanent Quarterly DPP
ation Report Secretary
11. Legal Report Permanent Quarterly DLU
Secretary
12. Public Communication Permanent Monthly HGCU
Review Reports Secretary
13. Integrity Report Permanent Semi Annually DAHRM
Secretary

89
14. Anti-corruption Report Permanent Semi Annually DAHRM
Secretary
15. HIV/AIDS and NCD Permanent Quarterly DAHRM
Secretary
16. ICT Statistical Data Permanent Quarterly DICT
Secretary

Table 8: External Reporting Plan

External reporting plan contains reports that are used by external

entities. The reports are prepared on quarterly and annually
basis. The Reporting Plan is detailed in Table below;
Responsible
S/N Type of Reports Recipient Frequency
Person
1. Progressive Performance MOFP Quarterly DPP
Report
2. Procurement Reports PPRA Quarterly DPMU

3. Manifesto implementation PMO Semi annual DPP

Report
4. Project Progress/ final MOFP On request DICT/DC
Reports
5. Financial Reports MOFP Monthly CA

6. Salary Reports PO-PSMGG Monthly DAHRM

7. Human Resource PO-PSMGG Annually DAHRM

8. Motor vehicle and machines Ministry of Annual DAHRM

report Work
9. Cyber Security Strategy Chief Secre- Quarterly DICT
Reports tary
10. ICT Statistical Data TBS Quarterly DICT

90
 Appendix 1
THE PROPOSED FUNCTIONS AND ORGANISATON
STRUCTURE OF THE MINISTRY OF COMMUNICATION AND
INFORMATION TECHNOLOGY
(Approved by President on xxxxxxxxxxxx)
PROPOSED ORGANISATIONAL STRUCTURE

91
 Appendix 2
STRATEGIC PLAN MATRIX
NO OBJECTIVES STRATE- TARGETS OUTCOME INDI- RESPON-
GIES CATORS SIBLE
1. HIV/AIDS in- Strength- i. HIV/AIDS and i. Percentage of DAHRM
fections and en pro- Non-Communica- staffs voluntari-
non-communi- grams and ble Diseases at ly tested on HIV/
cable diseases mecha- work place pro- AIDS and NCD;
reduced and nism to grammes devel- and
supportive ser- fight HIV/ oped and imple-
vices improved. AIDS and mented by June ii. Percentage of
Non-Com- 2026; staff disclosing
municable their HIV/AIDS
Diseases ii. Program to sup- health status
at work port staff living
place with HIV/AIDS and
Non-Communica-
ble diseases im- :
plemented by June
2026; and

iii. Voluntary, can-

celling and testing
(VCT) programmes
established by
June 2026.

2. Effective Im- Strength- i . A n t i c o r r u p t i o n Number of corrup- DAHRM

plementation en An- strategy main- tion incidences re-
of National ti-cor- streamed and im- ported.
Anti-Corrup- ruption plemented; and
tion Strategy initiatives.
enhanced and ii.Anti-Corruption
sustained. programmes im-
plemented by June
2026.

92
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS
3 A c c e s s i.Facilitate mo- i . R e s o u r c e s i. Percent-
to Infor- bilization of mobilization age of
mation financial re- guidelines for internet D P P / D C /
Technol- sources; Information users; DICT
ogy, Tele- Technology,
c o m m u - ii.Enhance cov- Telecommu- ii. Percent-
nications erage of ICT nications and age of
and Post- infrastruc- Postal Ser- broad-
al ser- tures; and vices devel- band cov-
vices im- oped and op- erage;
iii. M o d - erationalized
proved.
ernize/reform by June 2022; iii.
postal sector. Percent-
ii.Guideline for age of
utilization of mobile
fund gen- phones
erated from subscrib-
NICTBB de- ers; and
veloped and
operational- i v . P e r -
ized by June centage
2022; change
of postal
iii.Guideline for
services
utilization of
users.
fund generat-
ed from TTMS
reviewed by
June 2022;

i v. F r a m e w o r k
for investment
in Univer-
sal Services
Access de-
veloped and
operational-
ized by June,
2023;

v.NICTBB in-
frastructures
Deployment
Plan Devel-
oped by June
2022;

93
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS
vi.Broadband
coverage ex-
panded to
80% by June
2025;

vii.NICTBB in-
frastructures
extended to
all Districts by
June 2025;

viii.Postal in-
frastructures
Deployment
Plan Devel-
oped and op-
erationalized
by June 2022;

ix.Physical ad-
dresses in-
frastructures
in twenty-six
regions im-
plemented by
June 2025;
and

x. Digital deliv-
ery map de-
veloped and
operational-
ized by June
2025

94
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS

4. D i g i t a l i. Enhance ICT i. ICT Scheme i. Percent-

Empow- human capital of service age of
erment development; Reviewed users of DICT
e n - by June e-ser-
hanced ii. Promote ICT 2022; vices;
Research and
Innovation; ii. F ramework ii. P e r -
for digital centage
iii. trengthen cy- skills devel- change
ber security; opment pre- of cy-
and pared and ber-crime
operation- reported
iv. Improve ICT
alized by cases;
services and
June 2025;
systems man- iii.Number
agement. iii.Nation- of digital
al ICT re- innova-
s e a r c h tive solu-
agenda de- tions de-
veloped by veloped;
June 2022;
iv.Number
iv.Framework of regis-
for digital tered ICT
i n n o v a ti o n profes-
coordination sionals
established
by June
2022;

v. N a t i o n a l
Framework
on protec-
tion and use
of Critical
ICT Infra-
structure
developed
and oper-
ationalized
by June,
2023;

95
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS
vi.National
cybersecu-
rity strategy
operation-
alized by
June, 2025;

vii.National
cyber se-
curity com-
munication
strategy
operation-
alized by
June, 2024;

viii.Five (5)
National ICT
Systems
for service
delivery de-
veloped by
June, 2024;
and

ix.Guidelines
for develop-
ment and
manage-
ment of ICT
systems de-
veloped and
operation-
alized by
June, 2022.

96
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS
5. I n s t i t u - i. F o r m u l a t e i.National ICT i. Percent- DC/DICT
tional and review act estab- age of
Manage- of policies, lish by June c o m -
ment of legislation, 2022; plaints
Infor- regulations related to
mation and Guide- ii.Personal data Commu-
Technol- line; protection nication
ogy, Tele- act estab- and In-
commu- ii.Strengthen lished by formation
nications Monitoring June 2022; Technolo-
and Post- and Evalua- gy sector;
al ser- tion of sec- i i i . N a t i o n a l
toral institu- Postal Policy ii. P e r -
vices Im-
tions; reviewed by centage
proved:
June 2023; change
iii.Strengthen of Invest-
R e g i o n a l iv.Four (4) In- ment in
and interna- formation
Informa-
tional coop- Technology,
tion Tech-
eration; and Te l e c o m -
n o l o g y,
munications
Telecom-
iv.Strengthen and Postal
munica-
harmoniza- laws and
tions and
tion and co- regulations
Postal
operation reviewed by
Sector
between June 2025;
M i n i s t r y,
Institutions v.National Digi-
under the tal Strategy
Ministry developed
and other and opera-
MDAs. tionalized by
June, 2025;

vi.Framework
for Moni-
toring and
Evaluation
of institu-
tions under
the Ministry
developed
and opera-
tionalized by
June 2023;

97
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS
vii.Monitoring
and Evaluation
of projects and
programs un-
der the Ministry
conducted by
June 2026;

viii.Statistical
database for
Information
Te c h n o l o g y,
Te l e c o m m u -
nications and
Postal services
developed by
June 2023;

ix.Regional and
internation-
al Information
Te c h n o l o g y,
Te l e c o m m u -
nications and
Postal agree-
ments harmo-
nized and im-
plemented by
June, 2026;

x.Country co-
ordination
framework for
participation in
regional and
internation-
al Information
Te c h n o l o g y,
Te l e c o m m u -
nications and
Postal forums
established and
operationalized
by June, 2022;

98
NO OBJEC- STRATEGIES TARGETS OUTCOME R E S P O N S I -
TIVES I N D I C A - BLE
TORS
xi.Mechanism
of co operat-
ing with other
MDA’s on Infor-
mation Technol-
ogy, Telecom-
munications
and Postal re-
lated activities
developed and
operationalized
by June 2026;
and xii. Institu
tion under the
ministry facili-
tated to execute
their function by
June, 2026.
6 I n s t i t u - i. I m p r o v e i. Human re- i. Level of D A H R M /
tional Human Re- source plans staff sat- GCU/PMU/
capacity source Man- developed isfaction; CIA/CA/ /
to deliver agement and imple- DLU
its ser- mented by ii. Audit
vices im- ii. Improve work- June, 2026; opinion;
proved. ing environ- and
ment ii.Statutory
benefits to iii. Level
iii.Improve responsible of Staff
transparency Personnel Perfor-
and account- provided by mance.
ability; and June 2026;
iv.Improve in- iii.Working tools
stitutional ef- and equip-
ficiency and ment, main-
resource utili- tained and
zation. procured by
June, 2026;

iv.Ministry office
building con-
structed by
June, 2023;

99
NO O B J E C - STRATEGIES TARGETS OUTCOME IN- RESPONSI-
TIVES DICATORS BLE

v. F i n a n c i a l
Management
Services pro-
vided by June,
2026;

vi.Procurement
Services pro-
vided by June,
2026;

vii.Internal Au-
dit functions
conducted by
June 2026;

viii.Communica-
tion Strategy
reviewed and
implement-
ed by June,
2026;

ix.Annual Bud-
get and plans
prepared and
Implement-
ed by June,
2026;

x.Monitoring
and Evalua-
tion of Ministry
Operations
conducted by
June 2026;

xi.Internal op-
erations sys-
tems auto-
mated and
updated by
June, 2025;
and

100
NO O B J E C - STRATEGIES TARGETS OUTCOME IN- RESPONSI-
TIVES DICATORS BLE
xii.Internal pol-
icies and
guidelines
reviewed and
implement-
ed by June,
2025.

101
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