Corporate plan (PDF 936 kB) - Tanzania National Parks

Tanzania National Parks

TABLE OF CONTENTS 

PREFACE …………………………………………………………………................................................…........... 

BOARD OF TRUSTEES ……………..............................……………………………..................…….…............... 

EXECUTIVE SUMMARY …………………..…………………………...................................................…............ 

ABBREVIATIONS ……………………………………………………...............................................…….............. 

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1. CHAPTER ONE: INTRODUCTION …………………………………..............................................…........... 1 

1.1. Background ………………………………………….………….............................................……….......... 1 

1.2. Methodology ………………………………………...….............................................……………….......... 2 

1.3. Benefits of the CSP …………………………………………................................................………............ 3 

1.4. Outlines of the CSP …………………………………………...............................................…………......... 3 

2. CHAPTER TWO: SITUATIONAL ANALYSIS …………...……...................................................……......... 4 

2.1. Recent history …………………………………….………............................................……………........... 4 

2.2. Organization’s legal mandate …………………………................................................................................ 6 

2.3. Existing Organizational Vision and Mission …………………………......................................................... 6 

2.3.1. Vision ………………………………………………..………………................................................ 6 

2.3.2. Mission ……………………………………………………………................................................... 6 

2.4. Recent Initiatives and Developments ………………………….…………................................................... 7 

2.4.1. Macro and Sectoral Initiative in Tanzania …………………………................................................. 7 

2.4.2. Review of Current Tourism Trend ………………………………...............................……….......... 9 

2.4.3. TANAPA initiatives ………………………………………...…………........................................... 12 

2.5. SWOC Analysis (Organizational Scan) …………………………….........................................……............ 15 

2.5.1. Strength .……………………………………………………..……….................................….......... 15 

2.5.2. Weakness ……………………………………………………...………............................................. 16 

2.5.3. Opportunities ……………………………..................................……………………..……….......... 16 

2.5.4. Challenges …………………………………………………………….............................................. 17 

2.5.5. Problem analysis ………………………………………………………............................................ 17 

2.6. Stakeholder/Customer Analysis ………………………………….........................................………............ 20 

2.7. Critical Issues ……………………………………………….............................................…………............ 24 

2.8. Strategic Core Functions …………………………………….............................................…...……............ 26 

2.8.1. Role of Board of Trustees …………………………………..…......................................................... 26 

2.8.2. Role of the Director General ………………………………............................................….............. 27 

2.8.3. Role of the Directors ………………………………………….......................................................... 27 

3. CHAPTER THREE: THE PLAN ………..…………………………..............................................…............... 29 

3.1.1. Core Values ………………………………………................................……………………............. 29 

3.1.2. Vision statement ………………………………………………..................................………........... 29 

3.1.3. Mission Statement ………………………………………................................………..……............ 29 

3.1.4. Strategic Objectives ………………………………………………..................................…….......... 29 

4. CHAPTER FOUR: STRATEGIES AND TARGETS …………………............................................................ 32 

ANNEXURE 1: ORGANIZATION STRUCTURE …………..…………………..................................…........... 39 

ANNEXURE 2: SUMMARY OF THE CSP ……………………………………...................................…............ 40 

BOXES, FIGURES AND TABLES 

Box 1.1: Conservation …………………………………………………………………............................................ 1 

Box 2.1: Local Communities …………………………………………………...............................…………........... 4 

Box 2.2: Stakeholders ………………………………………………………………...............................…….......... 4 

Box 2.3: Benefit Sharing …………………………………………………………..............................……….......... 5 

Table 2.1: Average growth rate (%) of International Tourists Arrivals World Wide by region, 1995-2020............... 10 

Table 2.2: Tourism Trend in Tanzania 2001-2005 ………………………….................................………................. 11 

Figure 1: Number of Tourists Arrivals from 2000/01 to 2004/05 …………………...............................…............... 13 

Figure 2: Revenue trend …………………………………………………………..............................……................ 15 

Table 4.1: Strategies and Targets ……………………………………………………................................…........... 32 


Table 4.3: Strategies and Targets …………………………………………………….................................….......... 34 

Table 4.4: Strategies and Targets …………………………………………………................................…............... 35 



Table 4.7: Strategies and Targets …………………………………………………….................................….......... 38

i 

PREFACE 

Statement of the Chairman of the Board of Trustees 

Conservation in Tanzanian National Parks is the 

main thrust of the organization as clearly stated by 

law. In order to manage the parks efficiently and 

effectively, a timely review of key strategic 

decisions is important. During the implementation 

of the previous Corporate Strategic Plan (CSP) of 

2001 – 2006, the Board of Trustees embarked on 

fundamental decisions that aimed at transforming the 

organization towards improved resource management and optimal 

revenue generation. 

The new CSP 2008/09 -2012/13 emphasizes on the organization’s 

mandate, of conservation, which is in line with the National 

Development Vision 2025. The vision underscores the importance of 

conservation of our national heritage. The CSP also puts a special 

emphasis for TANAPA on contributing to poverty reduction, as 

stipulated in the National Strategy on Growth and Reduction of Poverty 

(NSGRP – MKUKUTA). The Board is therefore determined to promote 

tourism significantly as a mechanism of not only generating funds for 

conservation purposes, but also contributing to poverty reduction. The 

institution has been supporting community social projects and in this 

new CSP, efforts will be made to enhance its collaboration with 

adjacent communities. 

The Board is aware of the turbulent economic, technological and 

political environment in which the organization is operating, thus a 

need for frequent review of its strategies. The Board of Trustees is 

convinced that, this CSP’s vision, which is “to be the highest globally 

rated institution in sustainable conservation and provision of 

exceptional tourism services”, will be attained significantly within the 

planned five years.Therefore, the Board of Trustees commits itself to 

give the management total support to implement this CSP. 

Mr. Modestus Lilungulu 

Chairman, Board of Trustees 

Arusha, February 2008

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Statement of the Director General 

It has been an exciting moment for Tanzania 

National Parks (TANAPA) to ascend to a point 

where we have in place a new Corporate Strategic 

Plan (2008/09 – 2012/13), which will enable the 

organisation to attain her dream as the highest 

globally rated organization in sustainable 

conservation and delivery of exceptional tourism 

services. 

The readers of this third generation of the organization corporate plans, 

which started back in 1997, will realise that we are determined to make 

a difference in all aspects. We intend to bridge gaps that currently exist 

and to adapt new ways of doing business. Additionally, we are aware of 

what is taking place elsewhere in the World in relation to conservation 

business. It gives us pleasure to have in place the framework for 

executing the institution’s daily operations with effectiveness and 

efficiency while not compromising the sustainability of our valuable 

natural resources. 

The identified organizational objectives to fulfill our institution’s 

conservation mandate in accordance to this new CSP are: 

 

 

 

 

 

 

 

To ensure that the institutional capacity is developed to 

operate effectively and efficiently at all levels; 

To improve staff welfare and benefits; 

To effectively conserve the national parks biodiversity and 

their adjacent ecosystems; 

To realize the organization’s potential in income generation; 

To improve organizational partnerships with adjacent 

communities and key stakeholders in the management of 

parks and buffer zones; 

To develop and maintain infrastructure to achieve 

institutional development goals; and lastly, 

To improve management and implementation of programmes 

and plans. 

These institutional objectives will definitely propel the organization 

towards attainment of her core business.

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This plan draws inputs from a workshop that was conducted from 

12 th -14 th February 2007 at Uhuru Hostel in Moshi. The workshop was 

attended by the Directors, Managers and Chief Park Wardens from all 

the parks. Personally, I would like to convey my appreciation to the 

Consultant, Mr. Nathaniel Rusumo and the workshop participants for 

their valuable inputs. I am also thankful to the Board of Trustees for 

their valuable inputs and by availing Trustee Erasmus Tarimo to work 

with Mr. Sam Swai (Consultant) in Bagamoyo from 11 th to 15 th 

February 2008. Lastly, but not least, I am grateful to the technical team 

for their endless effort in drafting and finalizing this important plan 

document. 

My call to all stakeholders is to continue giving us material and moral 

support while managing our national parks to enable TANAPA achieve 

her dream of being the highest globally rated organization in her efforts 

for the benefit of humanity. We can do it, let us all play our part! 

Gerald Bigurube 

Director General 

Arusha, February 2008

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BOARD OF TRUSTEES 

Mr. Modestus Lilungulu 

Chairman 

Mrs Mariam Wilmore 

IGP Saidi A. Mwema 

Mr Lukonge P. Mhandagani 

Hajjat Mrs Zainab G. Muruke 

Hon. Riziki S. Lulinda (MP) 

Mr Erasmus Tarimo 

Hon. Lazaro Nyalandu (MP) Dr. Marcellina Chijoriga 

Prof. Bukheti Kilonzo 

Mr. Gerald Bigurube 

Hon. Ramadhan A. Maneno (MP)

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EXECUTIVE SUMMARY 

Introduction 

This CSP (2008/09-2012/13) has 7 strategic objectives (SOs), 

25 strategies and 51 targets. 

Core Values (Corporate culture) 

The organizational core values are: 

 

 

 

Accountable organization managing national parks 

sustainably 

Innovative and highly organized institution in providing 

high quality services 

Efficient in deploying resources to exceed customer 

expectations 

Vision Statement 

To be the highest globally rated institution in 

sustainable conservation and provision 

of exceptional tourism services 

Mission Statement 

Our mission is to sustainably 

conserve and manage park resources 

and their aesthetic value, for the benefit of present and future 

generations of mankind, as well as efficiently provide high class 

tourism products and services. 

Strategic Objectives 

The organizational objectives for the institution within the coming five 

years are: 

1. Institutional capacity to operate effectively and efficiently 

developed;

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2. Staff welfare and benefits improved; 

3. National parks biodiversity and their adjacent ecosystems 

effectively conserved; 

4. Organization’s potential in income generation realized; 

5. Organizational partnerships with adjacent communities and 

key stakeholders in the management of parks and buffer 

zones improved; 

6. Infrastructure to achieve institutional development goals 

developed and maintained; and lastly, 

7. Management and implementation of programmes and plans 

improved. 

Expected Outcome of the CSP 

It is envisaged that at the end of the five years, which is in June 2013, 

the outcome will be: 

High service delivery standards 

Improvement in corporate productivity 

Increased staff morale 

Low labour turnover 

Reduced operational costs and time 

Increased visitors experience 

Increased accessibility 

Increased species richness, distribution and diversity 

More avenues for income generation 

Increase in income generation thus self sufficiency to meet 

operations 

Increase in contribution to the Treasury 

Increased presence and movement of wildlife between core 

and surrounding areas 

Improved participation and collaboration 

Reduced conflicts 

Increased rationalization of institutional resources for 

management 

Increased productivity 

Timely and appropriate decisions 

Increased level of customer satisfaction

ABBREATIONS 

AICC 

BoT 

CITES 

CSP 

DFID 

EA 

EAC 

EU 

GIS 

GMP 

GPS 

GTZ 

HIV/AIDS 

ICT 

IUCN 

JICA 

LAN 

M & E 

MNRT 

MTEF 

NORAD 

POS 

ROI 

SWOC 

TANAPA 

TANESCO 

TATO 

TNA 

TTB 

TTCL 

UNDP 

UNEP 

UNESCO 

UNWTO 

USAID 

URT 

WAN 

WMAs 

Arusha International Conference Centre 

Board of Trustees 

Convention on International Trade of Endangered Species 

Corporate Strategic Plan 

Department for International Development 

East Africa 

East African Community 

European Union 

Geographic Information System 

General Management Plan 

Global Positioning System 

Deutsche Gesellschsft fur Technische Zusammenarbeit 

Human Immunodeficiency Virus/Acquired Immune Deficiency 

Syndrome 

Information and Communication Technology 

International Union for Conservation of Nature and Natural 

Resources (World Conservation Union) 

Japanese International Cooperation Agency 

Local Area Network 

Monitoring and Evaluation 

Ministry of Natural Resources and Tourism 

Medium Term Expenditure Framework 

Norwegian Agency for International Development 

Point of Sales 

Return on Investments 

Strength, Weaknesses, Opportunities and Challenges 

Tanzania National Parks 

Tanzania Electric Supply Company 

Tanzania Association of Tour Operators 

Training Needs Assessment 

Tanzania Tourist Board 

Tanzania Telecommunication Company Limited 

United National Development Programme 

United Nations Environmental Programme 

United Nations Education, Scientific and Cultural Organization 

United Nations World Tourism Organization 

United States Agency for International Development 

United Republic of Tanzania 

Wide Area Network 

Wildlife Management Areas 

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1 

1.1 Background Information 

CHAPTER ONE: INTRODUCTION 

The Tanganyika National Parks Ordinance CAP [412] of 1959 

established the organization now known as Tanzania National Parks 

(TANAPA), and Serengeti became the first National Park. In this 

document, TANAPA is also referred to as “the organization or the 

institution”. By February 2007, the organization has grown to 

15 national parks. Conservation of eco-systems in all areas designated 

as national parks is the core business of the organisation (Box 1). 

Box 1.1: Conservation 

The term embeds protection or preservation or management and rational 

utilization of natural resources 

Nature based or wildlife tourism is the main source of income that is 

ploughed back for management, regulation, and fulfilment of all 

organisational mandates in the national parks. 

This Corporate Strategic Plan (CSP) is a document that produces 

fundamental decisions and actions that shape and guide what the 

institution is, what it does, and why it does it. The core contents of the 

CSP are: 

Vision 

Mission 

Strategic Objectives 

Strategies 

Targets 

Review of the CSP 

During the review of the previous CSP (2001-2006), it was revealed 

that planning was participative especially at headquarters but not so at 

all park levels. Also inadequate monitoring and evaluation of its 

implementation was found to be the major weakness. It was further 

noted that, most parks failed to link the CSP to the General 

Management Plans (GMPs) of individual parks. Inadequate capacity 

building of staff at all levels hampered the effective implementation of

2 

the CSP and other associated plans. In addition, although the Clients’ 

Service Charter (CSC) as a framework for customer care was 

developed it has not been fully institutionalised at the corporate level. 

1.2 Methodology 

Based on the previous review of the CSP, there is a need for this plan 

(2008/09-2012/13) to reflect corporate ideas, dynamism, and team 

spirit. The main theme for this plan is: “To be the highest globally 

rated institution in sustainable conservation of national parks 

resources and provision of exceptional tourism products”. 

This third generation of corporate strategic plans is formulated taking 

into consideration the observations in section 1.1 above. 

TANAPA organised a participatory planning workshop, which was held 

at Uhuru Hostel, Moshi from 12th - 14th February 2007 to review and 

prepare this CSP. The Director General, Directors, Managers, Chief 

Park Wardens, and senior staff participated in the workshop. An 

overview of the previous CSP was made through three presentations as 

follows: 

A presentation on the status of the implementation of the 

2001 – 2006 CSP from the planning perspectives; 

A presentation on the status of implementation of the same 

plan from the practical field perspective; and 

A presentation on key issues emanating from the plan and 

critical review of other documents from an external 

perspective. 

Participants met in small groups to discuss the reviews in relation to the 

mandate of organization and later presented the same in the plenary for 

consensus. The plenary integrated the reviews to produce situational 

analysis and key issues relevant to the institution. These issues were 

analysed to generate strategic objectives, strategies, and targets for 

achieving the vision and mission of the organization. 

In order for the organization to come up with a vision and mission 

tagged at world-class standards, the workshop participants discussed, 

among others, the following: 

The significance of the World Heritage Sites (Serengeti and 

Kilimanjaro), 7 th Wonder of the current World (Serengeti

3 

 

 

 

wildebeest migration) and Biosphere Reserves (Serengeti and 

LakeManyara) in the Tanzania National Parks system; 

The World and regional tourism trends; 

The East African Community (EAC) Treaty and the 

possibility of establishment of the East African Federation; 

and 

The world trends on principles of conservation in relation to 

Tanzania tourism. 

The document was widely distributed to headquarters staff and 

individual national parks for comments. The Management presented the 

document to the Board of Trustees for approval. A workshop for both 

operational staff, Management as well as the Board of Trustees will be 

conducted to instil the commitment to implement the plan. Furthermore, 

the output of the capacity-building workshop is to internalise the plan 

and create ownership of the same at all levels of the 

organization. 

1.3 Benefits of the CSP 

Upon implementation of this CSP, the following will be achieved: 

First, it will bridge gaps between what used to exist in the 

institution and what is envisaged so as to demonstrate 

alertness to change in the global business; 

Secondly, there will be readiness to offer something new, 

especially in relation to tourism development, that is to 

demonstrate insights of what is happening in the 

organization and elsewhere in the world; 

Thirdly, there will be new ways of doing organizational 

business (new culture); 

Fourthly, execution and allocation of resources as planned at 

a corporate level will be made effective. 

1.4 Outline of the CSP 

Chapter one provides an introduction of the previous plans, 

methodology, benefits and outline. Chapter two discusses the situational 

analysis of the organization and what is happening elsewhere. Chapter 

three provides the plan including the core values, vision, mission and 

strategic objectives. Chapter four has the strategies and targets.

4 

2.1 Recent History 

CHAPTER TWO: SITUATIONAL ANALYSIS 

The institution continued with its mandate to manage and regulate use 

of areas designated as national parks by regular patrols to curb 

poaching against wildlife and forest products, to promote and monitor 

tourism activities so as to avoid overuse of the areas. Ecological and 

wildlife health monitoring were carried out. Collaboration with local 

communities (Box 3) living adjacent to national parks and other 

relevant stakeholders was enhanced through the outreach programme. 

Box 2.1: Local Communities 

This terminology embraces all villages, wards, divisions and district authorities 

sharing boarders with national parks. 

Ecological changes occurring inside and outside the parks are of 

consequential influence to wildlife resources in the parks. Both natural 

and man made impacts were recorded and where necessary mitigated. 

Climatic changes, which are resulting in extensive disturbance to 

ecological processes in the parks, were closely monitored in 

collaboration with both national and international institutions. 

During the implementation of the previous CSP, the organization 

continued to place higher priority on protection of natural resources, 

park facilities and safety of visitors. The resources protection and 

operations were strengthened in collaboration with surrounding 

communities and other relevant stakeholders (Box 2.2). 

Box 2.2: Stakeholders 

The term, in its broad sense, refers to anybody with legitimate interest to 

national parks and/or is affected by its presence either negatively or positively. 

The organization also provided support to village governments in 

training Village Games Scouts (VGS) for the protection of 

community-conserved areas. Modern equipment for anti-poaching 

activities was provided to park rangers. New recruitments for park 

rangers and training were conducted in order to equip them with

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modern skills and techniques in the resource protection. 

On the tourism front, the organizational goal has always been to 

enhance visitor experience and enjoyment in the parks to match with 

the changing and diverse demands and tastes. In order to enhance 

visitor experience, the institution progressively improved its services, 

facilities and infrastructure for tourists visiting the national parks. 

Production of information materials indicating potential resources was 

given due emphasis. Marketing programmes were carried out 

aiming at luring more tourists to visit the parks. 

As part of corporate social responsibility, the organization through its 

Outreach Program Department continued to carry its function of 

creating awareness to local communities living adjacent to parks on the 

importance of conservation and benefit sharing (Box 2.3) from revenue 

accrued from tourism. 

Box 2.3: Benefit sharing 

TANAPA contributes to the well-being of the local communities according to 

the ability of the parks. This sharing of benefits includes sharing of infrastructure 

and services, cash or in-kind contributions to local projects, and assistance 

in setting up sustainable income generating enterprises based on 

non-park natural resources. 

However, emphasis is now being put into supporting income-generating 

projects such as bee-keeping, community conservation banks, poultry 

and livestock keeping. Despite the above achievements, the 

organization faces a number of challenges including the following: 

Poaching 

Habitat degradation 

Blockage of wildlife corridors 

Unclear demarcation of most of national parks’ boundaries 

Lack of buffer zones 

Inadequate resources (human, financial and physical) 

Inadequate business skills among communities.

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2.2 Organization’s Legal Mandate 

The organization’s mandate is “to manage and regulate the use of areas 

designated as National Parks by such means and measures to preserve 

the country’s heritage, encompassing natural and cultural resources, 

both tangible and intangible resource values”, including: 

Fauna and flora, wildlife habitat, natural processes, 

wilderness qualities, scenery therein, and 

Provide the same for human benefit and enjoyment in such 

manner and by such means as will leave them unimpaired 

for future generations. 

2.3 Existing Organizational Vision and Mission 

2.3.1 Vision 

The vision of the institution in the previous CSP was to; “Ensure 

sustainable conservation of parks resources and values for the benefit 

and enjoyment of the present and future generations of mankind”. 

2.3.2 Mission 

Likewise, in the previous CSP of 2001-2006, the mission was to, 

“Sustainably conserve the Parks resources and values for the benefit of 

all humankind” through: 

Protecting and regulating use of areas designated as 

National Parks; 

Selecting and recommending for gazettement areas of 

ecological, cultural and scientific significance; 

Strategically managing a national system of Parks that 

protect outstanding example of key ecosystems in 

collaboration with local communities, and 

Developing, managing and promoting tourism and other 

revenue generating activities for the benefit of all 

Tanzanians, the African continent and the World at large.

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2.4 Recent Initiatives and Developments 

2.4.1 Macro and Sectoral Initiatives in Tanzania 

a) Tanzania’s Development Vision 2025 

During 1980’s the government realized that the past development 

policies and strategies were not adequately responding to changing 

market and technological conditions in the world economy. In response, 

beginning mid-1986, the Government adopted various socio-economic 

reforms and during their implementation, it became apparent to the 

government that those socio-economic reforms were not adequately 

informed by a national long-term development philosophy and 

direction. Realization of this led to the formulation of the Tanzania 

Development Vision. 

The Vision is an articulation of a desirable future condition or situation 

which Tanzania envisages to attain and the plausible course of action to 

be taken for its achievement. The Vision was adopted by the 

Government in 1999 and its implementation started in 2000. The 

objective of the vision is to awaken, coordinate and direct the people’s 

efforts, minds and national resources towards those core sectors that 

will enable us to attain our development goals. 

The Vision envisions that Tanzania will have the following attributes by 

the year 2025: 

 

 

 

High quality livelihood: a nation’s development should be 

people centered based on sustainable and shared growth and 

be free from abject poverty; 

A strong and competitive economy: this emphasizes the 

need to have an economy which can effectively cope with 

the challenges of development and which can easily benefit 

from global economy; 

Good governance: this entails to strengthen a culture of 

accountability, rewarding good performance and effectively 

curbing corruption and vices in the society;

8 

 

 

A well educated and learning population: this envisages a 

nation whose people are engrained with a developmental 

mindset and competitive spirit. It is driven by education and 

knowledge; and 

Peace, stability and unity: peace, political stability and 

national unity and social cohesion are important pillars for 

realization of vision. Therefore, they should continue to be 

cultivated, nurtured and sustained. 

In order to attain those aspirations, determination and discipline in 

planning and implementation is important. TANAPA therefore will 

direct her efforts to contribute to the realization of the Vision 2025. 

b) Fourth Government’s vision on conservation 

The inaugural speech by His Excellence the fourth President of United 

Republic of Tanzania Jakaya Mrisho Kikwete delivered on December 

30 th , 2005, in the parliament in Dodoma, shows clearly that the central 

theme of the fourth government, [same period of this plan], is 

conservation of natural resources to its original state as well as 

responsible tourism development and promotion. By responsible 

tourism it means, that Tanzania needs to develop the kind of tourism 

that gives direct benefits to local communities adjacent to tourist 

attractions while at the same time caring for the environment. This 

inaugural speech by the Head of State clearly shows where Tanzania is 

heading to in relation to conservation of natural resources. Strategic 

objectives of this CSP have incorporated the central theme of the 

President’s speech. 

c) Ministry of Natural Resources and Tourism’s (MNRT) vision, 

mission and strategic objectives 

i) Vision 

Sustainable conservation of natural and cultural resources and 

development of responsible tourism for all.

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ii) Mission 

In order to conform to the vision, the operating mission of the Ministry 

is to conserve natural and cultural resources sustainably and develop 

tourism for national prosperity and for the benefit of humanity through: 

Development of appropriate policies, strategies and 

guidelines; 

Formulation of laws and regulations; 

Monitoring and evaluation of the implementation of policies; 

Promotion of quality tourism business of local and global 

communities; and 

Development of human resources and institutional capacity 

building at all levels. 

d) Review of Wildlife Policy (1998) and Conservation Act of 1974 

Review of Wildlife Policy of 1998 and Act of 1974 reflect the critical 

need for various pertinent issues for transformation of wildlife 

sub-sector in Tanzania. These issues include: wildlife corridors, 

national parks and game reserves buffer zones, wildlife management 

areas (WMAs) and the whole concept of community based 

conservation that advocates community ownership and management of 

protected areas. Summation of this review is compatible with the world 

and regional trends in new conservation principles and strategies. 

2.4.2 Review of Current Tourism Trends 

a) World and Regional Trends in Conservation Principles 

United Nations Development Programme (UNDP 1990) advocates that 

any development intervention whether at an international, regional or 

national/local level is sustainable only if it is people centered or has 

practical human inclusion in its functions. Authors Opschoor (2002) 

and Mahbub (1998) also share this perspective on sustainable 

development. The concept of responsible tourism, which is the popular 

theme of UNWTO is in agreement with this UNDP perspective. 

UNWTO supports the popular concept of responsible tourism, which is, 

to conserve environment while at the same time alleviating poverty.

) World and Regional Tourism Trends 

Comparison of growth rate of tourism in Tanzania with the world and 

by region shows that, tourism growth in Tanzania grew at the rate of 

10% between 1995 and 2000, while during 2000-2005 the tourism 

sector grew at the rate of 9.3% . Tourism has been growing in Tanzania 

at an average rate of 3.7% more than Africa as a region per annum 

(Table 2.1). 

Table 2.1: Average Annual Growth Rate (%) of International 

Tourist Arrivals World Wide and by region, 1995-2020 

Region 1995-2000 2000-2010 2010-2020 

Africa 6.0 5.6 5.1 

Americas 3.9 3.8 3.8 

East Asia/Pacific 7.7 7.2 6.6 

Europe 3.1 3.1 3.1 

Middle East 6.9 6.7 6.5 

South Asia 6.4 6.2 5.8 

World 4.2 4.2 4.4 

Tanzania 10 9.3 N/A 

Difference 

Between 

Tanzania and 

4.0 3.7 N/A 

Africa 

Source: World Tourism Organization (UNWTO): Tourism 2020 Vision 

c) East African Community (EAC) Treaty 

The central theme of East African Community (EAC) Treaty on 

conservation is the same as that of UNDP and UNWTO. The treaty 

puts emphasis on quality tourism and sustainable development, which 

is people, centered. 

10

11 

d) Tanzania’s Tourism Trend (Tourism Policy – 1999) 

The central theme of Tourism Policy in Tanzania is quality tourism that 

means low volume of tourists and high yield of revenue. Furthermore, 

the policy has adopted the popular theme of UNWTO. However, there 

are two challenges facing the practicability of this policy: 

i) Measures to mitigate the free international tourism business 

to marry national tourism planning that takes care of both 

upper, and lower markets, and 

ii) Easy implementation of the ultimate goal of the quality 

tourism policy given the current trend of statistics of tourism. 

Tourism trend in Tanzania is as shown in Table 2.2 below. 

Table 2.2: Tourism Trend in Tanzania 2001 - 2005 

Year 2001 2002 2003 2004 2005 

International 

tourists 

525,000 575,235 576,198 582,807 612,754 

Tourists in Hotels 501,081 535,146 552,000 562,332 568,798 

Revenue (Million 

US $) 

Average tourists 

consumption per 

day (US $) 

725 730 731 746.14 822 

173 159 1 153 1 188 1 156 1 

82 2 82 2 119 2 125 2 

No. of tourist 

Hotels 

Occupancy rate 

per annum 

Source: MNRT Budget speech 2006/07 

329 465 469 469 476 

59 59 47 53 43 

1 

. Package tourists 

2 

. Non-package tourists

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2.4.3 TANAPA Initiatives 

a) Protection of Resources 

Protection of resources has been improved after implementation of the 

following activities: 

Deployment of more park rangers and distribution to various 

parks after training 

Acquisition of patrol and communication equipment 

Communities involvement through the intelligence services 

b) Expansion of National Parks 

Kilimanjaro and Mount Meru Forest Reserves formerly under the 

Forestry and Beekeeping Division were successfully gazetted in 2005 

and were annexed to Kilimanjaro and Arusha National Parks, 

respectively. Efforts are underway to annex Usangu Game Reserve with 

Ruaha National Park, making it the largest national park in Tanzania 

and one of the largest in Africa. The process initiated by the 

government aims at protecting the Ihefu wetland and the Great Ruaha 

River with associated catchment areas and biodiversity. 

c) Gazettement of New National Parks 

Saadani and Kitulo National Parks were gazetted in 2005. The 

gazettement of the two parks is one of the success stories of the 

previous Corporate Plan (2001-2006). Two more national parks, namely 

Mkomazi and Saanane, will be added to the national parks system in 

the near future while the Speke Gulf will be annexed to Serengeti 

National Park. There is potential for Mt. Rungwe Forest to be annexed 

to Kitulo National Park. 

d) Tourism Development 

There has been a steady growth in nature-based tourism in national 

parks. Tourist attractions were diversified to enhance visitor experience. 

New products include walking safaris, canoeing, and night game drives. 

Old products such as game drives, ballooning, spot fishing, 

chimpanzee tracking and mountain climbing were progressively 

improved. The number of resident arrivals increased from 98,509 in

13 

2000/01 to 215,717 in 2004/05. Similarly, international arrivals 

increased from 220,910 in 2000/01 to 348,048 in 2004/05 

(see Figure 1 below). 

Figure 1: Number of Tourist Arrivals from 2000/01 to 2004/05 

e) Information and Communication Technology 

Information and communication technology was introduced in the 

organization in 2003. There is an intranet at the Head Office in Arusha. 

All the parks have internet services and will be linked to Head Office. 

Computerization, use of Global Positioning Systems (GPS) technology 

in the ranger force, veterinary and ecology units, and application of 

Geographical Information Systems (GIS) in park management is being 

pursued. 

Desktop publishing has taken off after training of core staff. The unit 

manages and undertakes numerous activities that were formerly 

contracted out. The institution will embark on comprehensive use of 

wide area network (WAN) as well as local area network (LAN) to 

facilitate its daily operations. 

f) Investments in National Parks 

In order to enhance visitor enjoyment and experience, park and tourist

14 

facilities were continually constructed, maintained and improved. 

Tourist investments were constructed and old ones improved to meet 

the demand for accommodation inside the parks. Number of flights 

operated by the private sector also increased especially to northern 

parks. 

Construction of phase I & II of the Head Office complex in Arusha was 

completed during the implementation of the previous Corporate 

Strategic Plan. The complex has been named after the late First 

President and Father of the Nation Mwalimu J.K. Nyerere in honour for 

his pioneering work on conservation as stated in the Arusha Manifesto. 

g) Management of Human Capital 

The personnel were streamlined according to the organization 

structure. The organization boasts of a workforce of over 1650 staff, 

though still inadequate. In its desire to maintain a team of qualified and 

motivated staff, training opportunities were provided, even though there 

was no comprehensive training programme. Recruitment of staff and 

promotions were effected to stimulate quality performance among staff 

in accordance to the scheme of service. 

h) Procurement of Goods and Services 

Procurement of working equipment and tools was undertaken based on 

the budgets and the Public Procurement Act of 2004 and its 

amendments. 

i) Working Environment 

So far, the organization has tried to improve the working 

environment in terms of remuneration and other fringe benefits such as 

group-endowment insurance scheme. However, given the working 

conditions in the national parks, the need for improvement of working 

incentives is still pertinent. 

j) Revenue Generation and Collection 

Within five years, the revenue generation trend has more than doubled 

(Figure 2). This trend is the basis for revenue forecast in the next five

15 

years. Computerization of accounts has been introduced and Points of 

Sales (POS) have been installed in some selected parks to improve 

revenue collection and controls. 

Figure 2: Revenue Trend 

2.5 SWOC Analysis (Organizational Scan) 

2.5.1 Strengths 

The Organization manages some of the most important 

exceptional and diverse natural areas in the world, including 

two World Heritage Sites (Serengeti and Kilimanjaro 

National Parks) and two Biosphere Reserves (Serengeti and 

Lake Manyara National Parks) with a potential of more 

being upgraded to such international categories. 

The institution continues to manage the areas designated as 

National Parks from its own funds with minimal dependency 

on external funding. 

Strong public support and political will in conservation 

matters has assisted the organization to effectively carry out 

its mandate such that National Parks are managed at the 

highest level of protection 

The inter-disciplinary planning process, which has been 

institutionalized in the organization, is a very useful tool to 

ensure that all-important aspects are considered in 

preparation of park General Management Plans.

16 

2.5.2 Weaknesses 

Lack of decentralized budget system delays implementation 

of various planned tasks. 

Lack of a monitoring and evaluation unit that is responsible 

for conducting systematic assessment of implementation of 

the CSP, management plan and corporate budgets have 

denied valuable feedback. 

The institution ability to meet its mandate has been largely 

dependent on a narrow and risky revenue base of tourism. 

Insufficient communication and information technology has 

slowed decision-making process and implementation of 

plans across the organization. 

Inadequate professionals in some departments have affected 

efficiency and accountability. 

Inadequate human resource, equipment and infrastructure 

have reduced efficiency. 

Lack of a comprehensive incentive package for the staff has 

reduced motivation. 

Inadequate skills and knowledge denies creative ideas in the 

organization and proper human resource management styles. 

Inability of most parks to generate enough revenues to meet 

their operational costs. 

Slow pace in adapting management of change 

(sticking to ‘mental models’) has delayed institutional 

development. 

2.5.3 Opportunities 

Growing tourism industry and diversification of tourism 

products will enhance implementation of the institution 

mandate. 

Public – private- community partnerships will enhance 

synergy. 

Political stability and support will ensure sustainability 

Favourable national policies and legislatives framework will 

improve working environment. 

International support will enhance the conservation efforts of 

the organization. 

There are potential investments to generate revenue other 

than tourism.

17 

2.5.4 Challenges 

Rapid human population increase in the areas adjacent to 

National Parks means increased human-wildlife conflicts and 

poaching. 

Political interventions may derail the implementation of the 

CSP. 

Lack of integrated planning with surrounding districts could 

lead to land use conflicts between stakeholders and parks. 

International terrorism. 

Disease outbreaks such as bird flu could affect tourist’s 

arrivals. 

Natural disasters may affect the tourism industry and 

conservation endeavors. 

2.5.5 Problem Analysis 

1. Resources 

The organization is faced with limited resources in terms of human, 

financial and physical resources to implement the set conservation and 

development goals. Additionally, the sources of revenue are dependent 

only on tourism revenues, something that is dangerous as tourism is a 

fragile business. The revenue base has to be expanded to sustainably 

fund conservation efforts of national parks spread in the whole country. 

2. Organizational Culture 

Basically, organizational culture is the personality of the organization. 

Culture is comprised of the assumptions, values, norms and signs 

(artifacts) of organization members and their behaviours. The concept 

of culture is particularly important when attempting to manage 

organization – wide change. The organization must realize that, despite 

the best laid plans, organizational change must include not only 

changing structures and processes, but also changing the corporate 

culture as well. The institution has been operating based on the 

traditional way of doing business. This situation has led to delayed 

adoption of new changes especially in the use of appropriate 

technology and modern conservation ethos. A new culture to do 

business in the organization is wanting.

18 

3. Employee Competence 

Core competencies are not adequately defined for all job categories and 

such jobs are not periodically reviewed and designed to respond to 

organizational needs so that staff are recruited with required skills and 

competencies. The existing scheme of service does not lead to 

achievement of staff competencies. 

4. Employee Attitudes 

Understandably, employees can perceive and respond to events around 

them as their choice. Positive employee attitudes create positive actions 

toward organizational goals. Coping with the continuous changes that 

do not favour staff, leaves many people confused, fearful and 

sometimes angry. As attitudes deteriorate, so do commitment, loyalty 

and, most importantly, performance. Therefore it is critical to turn 

passive resistance into high – energy performance by establishing 

personal responsibility and accountability in the midst of change. 

5. Tasks and Processes 

Planned tasks in the organization are usually undertaken after 

completion of bureaucratic processes that sometimes take time. Where 

processes are simpler then tasks are performed effectively and 

efficiently. Bureaucratic processes within the organization have 

sometimes delayed and resulted into unfinished tasks. 

6. People Management Styles 

People are the only sustainable competitive advantage in the 

organization. Many managers have not attended people management 

courses that various and different management styles are practiced in 

the institution. Due to lack of a unified management style, complaints 

have been recorded from different personnel both from the parks and 

the Head Office. The managers have paramount obligations to ensure 

that all necessary resources are provided - including the employee’s 

skills, information, other people, equipment, funds, authority and time. 

Moreover, the focus must stay firmly on performance – with clear 

standards or guidelines by which you will evaluate performance – what 

you consider important and how much you expect – including ethical

19 

standards. It is important therefore for the management to attend 

regular training on human resource management and practice the 

knowledge imparted on them. 

7. Organization Situation 

Strategic planning must include organization’s environment because no 

organization operates in a vacuum. The very definition of strategic 

planning stresses the importance of focusing on the future within the 

context of an ever- changing environment – the myriad of political, 

economic, social, technological, demographic and legal forces that 

change our world daily. Since the institution does not conduct a 

situational assessment annually, there is a need to use SWOC analysis 

technique to get perceptions of the organization from both internal and 

external stakeholders. The results will add valuable information to 

situation assessment.

20 

2.6 Stakeholder/Customer Analysis 

There are different stakeholders and customers who affect 

organizational operations in a number of ways. It is therefore important 

to carry out an analysis in order to ensure that their interests and 

expectations are met during the preparation of this CSP. 

Stakeholder 

Group 

1. Ngorongoro 

Conservation 

Area Authority 

2. Wildlife Division, 

Forestry and 

Beekeeping 

Department, 

Fisheries 

Department, 

Antiquities 

Department 

Expectations From 

TANAPA By 

stakeholder 

Enhanced 

collaboration 

Conservation Policies 

appropriately 

implemented 

Expectations By 

TANAPA From 

stakeholder 

Enhanced 

collaboration 

Up to date 

conservation Acts 

and policies 

How to Engage 

Consultative fora to 

discuss issues of 

mutual interest 

Collaborate and 

cooperate in 

formulating policies 

Exchange experiences 

in conservation and 

tourism related 

matters 

3. Board of Trustees TANAPA capacity 

improved and 

continue to prosper 

in carrying out its 

mandate 

Board decisions are 

in line with the CSP 

Board decisions are 

in line with 

government policies, 

directives and the 

approved CSP 

4. TAWIRI, TAFIRI, 

TAFORI, 

Researchers in 

PAs 

Research 

opportunities availed 

Research findings 

support 

conservation 

activities 

Consultative fora 

5. Training 

Institutions 

(Mweka, Pasiansi, 

Sokoine 

University (SUA), 

University of 

Dar es salaam 

(UDSM) 

National Parks 

provide students for 

the training 

institutions. Parks 

continue as research 

grounds and provide 

field attachment 

experience 

The organization gets Consultations and 

qualified and feedback mechanisms 

competent employees 

and consultation 

services. 

6. NGOs: WWF, 

AWF, FZS, WCS, 

WCST, OIKOS, 

IUCN, CITES 

Participation in 

conservation and 

development efforts 

Support and 

complement 

institution 

conservation efforts 

Terms and conditions 

for collaboration

21 

7. Lusaka 

Agreement Task 

Force 

Collaborative efforts 

in curbing cross 

boundary illegal 

trafficking of wildlife 

resources 

Illegal trafficking of 

wildlife resources are 

significantly reduced 

Consultative 

planning and 

feedback mechanism 

8. Development 

Partners: GTZ, 

USAID, DFID, 

NORAD, UNDP, 

UNEP, UNESCO, 

DANIDA, JICA, EU, 

UNICEF 

Support 

Support and 

provided for complement 

conservation produce conservation efforts 

expected results 

Terms and conditions 

for collaboration 

9. Local 

communities 

adjacent to 

national parks 

Realize benefits from 

conservation 

Communities 

continue to use 

indigenous 

knowledge and other 

conventional means 

to support 


Reciprocal action 

programme 

10. Institutional staff Improved working 

and living conditions 

11. International 

community 

The Parks are 

conserved for the 

benefit of present and 

future generations of 

mankind 

Institutional staff 

enable the organization 

to achieve her 

vision and mission 

International 

community to 

support conservation 

efforts 

Enforcement of 

contractual 

obligations and 

performance 

agreements 

Collaborative 

synergy 

arrangements 

12. Treasury Institution is 

financially self 

sufficient and 

contributes in the 



All revenues accrued 

from tourism and 

other sources 

ploughed back to 

support 


development of the 


Retention scheme 

13. Investors, Tour 

Operators, 

Business 

Community 

Good infrastructure, 

safety, and amicable 

relations 

Promote parks, viable 

investments, quality 

services and conform 

to park rules and 

regulations 

Consultative 

feedback fora

14. TTB Institution continues 

to improve visitor 

TTB continues to 

promote National 

products and services Parks locally and 

in national parks internationally 

Consultative fora for 

sharing information 

and leveraging 

marketing efforts 

15. Travel 

agencies/airline 

Parks are reliable and 

safe destinations 

16. TATO Customer care and 

programmes in 

services in national 

parks meet visitors 

expectations 

17. AICC Conference tourists 

expectations in 

national parks met 

18. Law Enforcement 

Institutions 

19. Local and Central 

Governments 

20. Guides and 

Porters in 

mountain parks 

Manage the national 

parks in accordance 

to the Ordinance Cap 

412 of 1959 and its 

amendments 

Institution provides 

employment, 

generates revenues 

and conserves 

biodiversity 

21. Politicians Institution provides 

employment, 

generates revenues 

and support 

communities 

22. Traditional 

Religious Groups 

23. Financial 

Institutions 

More tourists are 

facilitated to visit the 

Parks 


sharing information 

Adherence to rules Consultation and 

and regulations in the continuous sharing of 

parks 

information 

Integration of 

conference packages 

with park visits. 

Law enforcement 

Institutions to speed 

up wildlife related 

court cases 

Institution continue Porters and guides 

to provide opportunities 

for local services to visitors 

offer excellent 

employment 

Permitted to carry 

out traditional 

worship in the parks 

Institution continue 

to use financial services 

Agreement for 

cooperation 

Consultative fora 

Ensured conducive Integration of 

environment in terms corporate social 

of policy and political responsibility and 

will 

outreach 

programmes into 

district development 

plans 

Ensured political 

support at all levels 

Traditional 

knowledge to 

enhance 


Excellent financial 

services and 

consultation 

Contractual 

arrangement for 

service delivery 


information sharing 

Consultative 

information sharing 

promoted 

Contractual 

arrangement 

22

The following groups affect institutional operations negatively: 

Group 

Expectations from 

TANAPA by the group 

1. Poachers They are not arrested and 

desire that wildlife will 

always be available for their 

use 

2. Bandits Illegally acquired wealth 

from tourists 

3. Wildlife traffickers Illegally acquired wealth 

from wildlife 

Expectations By 

TANAPA From 

Stakeholders 

Poachers reformed through 

awareness 

creation and support 


Bandits are controlled in collaboration 

with Law 

Enforcement Institutions and 

enhance visitors 

safety and experience 

Incidences of illegal 

trafficking of wildlife 

resources is significantly 

reduced 

4. Business Competitors Maintain monopoly Competition improves 

services provided to 

Institutional customers 

5. Farmers and 

inhabitants 

Maintain status quo 

Wildlife corridors and 

dispersal areas are opened 

6. Miners Maintain status quo Miners (outside the parks) 

adhere to environmental 

standards and procedures 

23

24 

Customers Groups 

2.7 Critical Issues 

Expectations from 

TANAPA by Customers 

Expectations 

by TANAPA from 

Customers 

1. Tourists Value for money Revenue generation and 

continue visiting our parks 

but adhere to rules and 

regulations 

2. Institution Employees Better working and living 

conditions 

3. Tour operators and 

investors, Business 

community, 

Concessionaires 

4. Financial Institutions 

(banks) 

5. Service Providers (TTCL, 

TANESCO, Water and 

sewerage) 

Good infrastructure, safety, 

and amicable relations 

Institution continue to use 

financial services 

Institution continue to use 

the service providers 

6. Media groups Institution provides reliable 

and relevant information to 

the public through the media 

7. Local Communities Livelihoods of the adjacent 

communities improved 

through tourism ventures 

8. General Public Parks are conserved as 

National Heritage sites for 

the present and future 

generations 

1. Inadequate institutional capacity to operate effectively and 

efficiently 

Underutilization of modern technology and equipment 

Insufficient staff training and motivation 

Inadequate staff and working equipment 

Insufficient staff and office accommodation 

Institution staff enable the 

organization to achieve her 

vision and mission 

Promote parks, viable 

investments, quality services 

and conform to park rules 

and regulations 

Excellent financial services 

and consultation 

Reliable and quality services 

provided 

Media groups support 

Institution efforts by 

enhancing public awareness 

on biodiversity conservation 

The adjacent communities 

become active allies in 



The general public supports 

conservation of national 

parks for present and future 

generations

25 

 

 

Inappropriate schemes of service and staff establishment 

High organization structure 

2. Inadequate staff welfare programmes 

HIV/AIDS prevalence 

No specific training programmes on HIV/AIDS and other 

infectious diseases 

Inadequate medical staff and services 

Inadequate staff recreation facilities 

Inadequate staff education and health facilities. 

3. Ineffective conservation of ecosystems in areas designated as 


Islandisation due to external pressures 

Poaching 

Human-wildlife conflicts 

Global climatic changes 

Shortage of water supply to wildlife in some parks 

Wildfires and diseases 

Inappropriate waste management 

4. Organization revenue generation potential not fully realized 

Inadequate tourism development for enhancing visitor’s 

experience 

Inadequate revenue avenues and collection system 

Inadequate diversification of tourists products 

Inadequate numbers and quality of tourism investments in 

parks 

Inadequate aggressive marketing locally and internationally 

(electronic media) 

Inadequate Information Visitor Centres 

Ineffective management of external pressures 

5. Passive involvement/participation of stakeholders in conservation 

of parks 

Weak relations between national parks and adjacent 

communities 

Weak linkage between community development projects to 

conservation 

Inadequate benefit sharing mechanism assistance to enable

26 

 

 

 

adjacent communities to establish own initiatives. 

No investment partnerships between the organization and 

adjacent communities 

No established mechanisms for involving communities in 

conservation to enable them get user-rights 

Unfavorable coexistence between national parks and other 

stakeholders in conservation of parks 

6. Inadequate infrastructure to achieve organization’s set 

conservation goals 

Improperly developed access roads, airstrips and signage 

Adhoc housing programmes and constructed without 

approved standards 

Insufficient maintenance programme 

Inadequate and low quality staff housing 

7. Ineffective management of programmes and plans 

Inadequate coordination in the preparation and 

implementation of programmes and plans at all levels 

Failure to link the CSP and GMPs 

Weak adherence to guidelines, procedures and rules during 

implementation of plans 

Inadequate monitoring and evaluation 

2.8 Strategic Core Functions 

This CSP recognizes the roles and strategic core functions of the Board 

of Trustees, Director General and directors for the effective 

implementation of this plan. 

2.8.1 Role of Board of Trustees 

To set policies and programmes for efficient and effective 

management of the organization; and to provide an oversight role in the 

management and approve policies in line with recommendations 

provided by the management, headed by the Director General, and 

relevant government organs.

27 

2.8.2 Role of the Director General 

Provide strategic direction and visionary leadership; coordinate the 

implementation of all activities of the institution in line with policies 

approved by the Board of Trustees, and with the following key 

functional mandates in the office: 

 

 

General management 

Ensure that the institution conserves wildlife in all 


2.8.3 Role of the Directors 

Director of Conservation and Parks Operations 

Direct security functions in the institution activities and 

make appropriate recommendations thereon to the Board of 

Trustees, Director General and managers 

Work closely with other directors and security agencies 

to ensure that wildlife is conserved, protected and managed 

properly 

Develop biodiversity research and monitoring priorities, 

collaborate with scientific and research institutions 

Direct community conservation activities in all 


Oversee operations in the parks 

Director of Human Resources and Administration 

Provide corporate support services in the organization, 

general office administration and estates management 

Provide human recourses management services 

Develop human resources management plans, policies, 

regulations, procedures and guidelines regarding recruitment, 

training, and staff welfare 

Handling of industrial relations matters regarding labour 

disputes and disciplinary issues

28 

Director of Planning and Tourism Development 

Direct preparations, reviews and implementation of general 

management plans in the organization 

Direct tourism development, marketing and customer 

services 

Direct coordination, monitoring and evaluation of 

implementation efforts 

Director of Finance 

Ensure that the financial stability of the institution is 

achieved and that appropriate controls exist to safeguard the 

assets and resources 

Ensure timely allocation of financial resources to 

user centres 

Ensure preparation of corporate budget and its 

implementation 

Chief Park Wardens 

Facilitate implementation of the CSP at parks level 

Implement the GMPs 

Other corporate support services 

- Internal Audit 

Overall risk-management policy 

Carry out management audits to ensure effective utilization 

of institution’s resources 

Ensure that operations are timely accomplished within the 

budget timeframes 

Advise management on proper controls 

-Legal Services 

Advise Board of Trustees and the management on all legal 

matters affecting the institution 

- Corporate Communications 

To establish, maintain and project the TANAPA’s corporate 

image and identity.

29 

CHAPTER THREE: THE PLAN 

3.1 Core Values 

 

 

 


sustainably 




expectations 

3.2. Vision Statement 

To be the highest globally rated institution in sustainable conservation 

and provision of exceptional tourism services. 

3.3. Mission Statement 

Our mission is to sustainably conserve and manage park resources and 

their aesthetic values, for the benefit of present and future generations 

of mankind, as well as efficiently provide high class tourism products 

and services. 

3.4. Strategic Objectives 

SO 1: Institutional capacity to operate effectively and efficiently 

fully developed 

Institutional capacity building is essential in providing staff with 

technical or material assistance designed to strengthen one or more 

elements of organisational effectiveness. The elements of effectiveness 

include good governance, management capacity, human resources, 

financial resources, service delivery, external relations, and 

sustainability. The goal of institutional capacity building is to 

strengthen the organisation in terms of its overall sustainability. ICT 

capacity within the organization is in dire need.

30 

SO 2: Staff welfare and benefits improved 

Staff welfare is very important in ensuring wellbeing of institutional 

staff. It also motivates staff and hence performance improvement. That 

being the case, it is very important to ensure that staff welfare issues 

are well addressed by ensuring that proper medical services to combat 

HIV/AIDS and other infectious diseases are provided to staff and their 

families. A competitive incentive package will be developed to attract 

and retain staff of required calibers, taking into account issues of 

gender balance. Staff recreational, education and health facilities will 

be improved in parks and Head Office. 

SO 3: National Parks biodiversity and their adjacent ecosystems 

effectively conserved 

The organization will ensure that all ecosystems are effectively 

represented in the national park system. Major issues that will be 

addressed include the opening of some corridors and dispersal areas 

and to reduce external pressures on parks; control illegal utilization of 

natural resources, wildfires, transmission of diseases and water sources. 

Other issues will include adaptive management through research and 

monitoring. Investments in the parks will be regulated and EIA studies 

conducted to minimize waste and pollution due to human activities. 

SO 4: Organization’s potential for income generation fully realized 

In order to accomplish corporate objectives the current and future 

operations must be adequately financed. Therefore various strategies 

need to be in place to increase and control revenue to match with 

increased operational costs. The strategies should include but not 

limited to broadening sources of revenue - by diversifying tourist 

products, investing in tourism and non - tourism ventures and tourism 

promotion. Revenue control mechanism will also be improved. 

SO 5: Organizational partnerships with adjacent communities and 

key stakeholders in the management of parks and buffer zone 

resources improved 

The organization will improve relations with the adjacent local 

communities and other key stakeholders by actively contributing

31 

towards reduction of poverty through National Strategy for Growth and 

Reduction of Poverty (MKUKUTA) and will encourage appropriate 

benefit sharing mechanisms. Where appropriate, the institution will 

initiate investment partnerships with the private sector and communities 

to improve viable livelihood options. The organization will also 

encourage and facilitate the establishment of WMAs outside park areas 

to enable communities secure user-rights and actively participate in 

conservation efforts of wildlife resources. Efforts will also be made to 

minimize human – wildlife conflicts in order to improve working 

relations with key stakeholders. 

SO 6: Infrastructure to achieve institutional conservation 

development goals developed and maintained 

For the organization to achieve its conservation development goals, the 

issue of quality infrastructure in national parks will be highly 

considered. This is due to the fact that without proper infrastructure, 

staff would not discharge their duties efficiently and effectively. During 

the implementation of this CSP, the organization will set aside enough 

resources for maintenance and development of access roads, airstrips, 

adequate staff houses, offices, control gates and visitor information 

centres. 

SO 7: Mechanisms and systems for management of programmes 

and plans improved 

In order for the institution to achieve its objectives, it is important to 

ensure that programmes and plans are well prepared and implemented. 

To achieve this, the organization will strengthen the planning functions 

at different levels of the organization. At the Head Office, the Planning 

and Development Projects Department will be strengthened by 

establishing a Monitoring and Evaluation section with a responsibility 

of carrying out systematic assessment of all the programmes and plans 

to ensure that the organizational objectives are met. During the 

implementation of this CSP, emphasis will be placed on improving 

coordination, training, monitoring and evaluation.

CHAPTER FOUR: STRATEGIES AND TARGETS 

SO 1: Institutional capacity to operate effectively and efficiently 

fully developed 

Institutional capacity building is essential in providing staff with 

technical or material assistance designed to strengthen one or more 

elements of organisational effectiveness. The elements of effectiveness 

include good governance, management capacity, human resources, 

financial resources, service delivery, external relations and 

sustainablity. The goal of institutional capacity building is to 

strengthen the organization in terms of its overall sustainability. ICT 

application is not yet fully institutionalized in the organization. 

In view of the above, the institution will deploy a number of strategies 

with their corresponding targets outlined in the table below: 

Table 4.1: Strategies and Targets 

Strategies 

1.1: Train staff 

1.2: Restructure 

1.3: Retool 

Targets 

1.1.1: A comprehensive training programme 

developed and in place by December 2008 

1.1.2: The approved training programme 

implemented by 80% by June 2013 

1.1.3: 5 Directors and 26 Managers trained on 

basic management skills by June 2009 

1.2.1: Review and implement organization 

structure by December 2008 

1.2.2: Staff establishment, scheme of service and 

salary structure reviewed and operationalized 

by December 2009 

1.2.3: Staff regulations reviewed to conform with 

Employment and Labour Relations Act, 2004 by 

June 2009 

1.3.1: Retooling plan developed and approved 


1.3.2: Retooling plan implemented by 75% by 

June 2013 

32

1.4: Recruit to fill 

established posts 

1.5: Develop and 

implement ICT 

programme 

1.6: Mainstream gender 

issues 

1.4.1: HR recruitment plan developed and 

approved by December 2008 

1.5.1: A comprehensive ICT programme in 

TANAPA operations fully developed by June 

2009 

1.6.1: Gender balance improved by June 2010 

1.6.2: Qualified disadvantaged candidates given 

priority during recruitment by June 2013 

SO 2: Staff welfare and benefits improved 

Currently, staff welfare and benefits are not optimally met; hence there 

is low staff morale in most parks. Medical services, recreational 

facilities and incentive packages are areas that need improvement. 

In view of the above, the organization will deploy a number of 

strategies with their corresponding targets outlined in the table below: 


Strategies 

2.1: Review 

incentive/benefits 

package 

2.2: Improve social 

amenities 

Targets 

2.1.1: Competitive incentive/benefits package 

developed and approved by March 2009 

2.2.1: Adequate medical staff and facilities 

provided to each park by 2013 

2.3: Implement 

HIV/AIDS programme 

2.2.2: Each staff children residing in parks have 

access to nursery and primary education by June 

2013 

2.2.3: Each park to have functional recreational 

centres by June 2011 

2.3.1: HIV/AIDS programme developed and 

operational by June 2009 

33

SO 3: National Parks biodiversity and their adjacent ecosystems 

effectively conserved 

Ecosystems management is a core function of the organizational 

mandate. However, ecosystems are facing serious threats such as 

corridors and dispersal areas shrinkage due to increased human 

activities and poaching. Furthermore, biodiversity is threatened by 

transmission of diseases between human – wildlife - livestock 

interactions and wildfires. Water shortage is a chronic problem for 

human, livestock and wildlife in most parks and adjacent areas. This 

resource is continuously on the decrease. 




Strategies 

3.1: Make decisions 

based on researched 

information 

3.2: Develop Parks 

System Plan 

3.3: Develop water use 

guidelines 

3.4: Improve park 

resources protection 

system 

Targets 

3.1.1: Research and ecological monitoring 

programme reviewed and operational by June 

2009 

3.1.2: Animal disease investigation and control 

programme reviewed and operational by June 

2009 

3.2.1: Key ecosystems are represented in the 

national park network by June 2013 

3.2.2: Key wildlife corridors/dispersal areas 

secured by June 2013 

3.3.1: Water development and management 

scheme developed and operational for 15 parks 

by June 2013 

3.4.1: A comprehensive law enforcement 

programme developed and operational by 

December 2009 

3.4.2: National Park Ordinance reviewed in 

accordance with the Wildlife Conservation Act 

by June 2010 

3.4.3: Trans- boundary collaboration mechanism 

developed and in use by December 2008 

34

3.4.4: Participatory policy and management 

decisions made annually 

3.5: Implement waste 

management plan 

3.5.1: Waste management plan reviewed and 


SO 4: Organization’s potential for income generation fully realized 

For years, the organization main source of revenue has been dependent 

on traditional tourism products. Therefore new strategies for 

broadening sources of revenue are required such as diversifying tourist 

products, investing in tourism and non - tourism ventures. 




Strategies 

4.1: Diversify and 

effectively promote 

tourism products and 

services 

Targets 

4.1.1: Tourism marketing strategy reviewed and 

implemented by June 2009 

4.1.2: New tourism products developed and 

introduced by June 2009 

4.1.3: Collaboration with key stakeholders 

strengthened and implemented by 2013 

4.1.4: Develop and implement tourism 

investment policy (to guide private investments) 


4.2: Invest in tourism 

and non-tourism 

ventures 

4.3: Improve finance 

controls 

4.2.1: Develop and implement investment 

business plan by June 2009 

4.3.1: An effective and efficient system for 

controlling income and expenditure improved 

and operational by June 2010 

35

SO 5: Organizational partnerships with adjacent communities and 

key stakeholders in the management of parks and buffer zone 

resources improved 

The organizational working relationships with adjacent local 

communities and other key stakeholders are weak. The institution also 

does not have a proper strategy to contribute towards reduction of 

poverty through National Strategy for Growth and Reduction of 

Poverty (MKUKUTA) as well as appropriate benefit sharing mechanisms. 

Furthermore, the institution does not have effective partnerships 

with the private sector and communities to improve community 

livelihood options. Human – wildlife conflicts have not been properly 

addressed thereby threatening working relations with key stakeholders. 




Strategies 

5.1: Improve working 

relations 

5.2: Contribute towards 

poverty reduction 

5.3: Establish 

partnerships 

5.4: Minimize 

human-wildlife 

conflicts 

36 

Targets 

5.1.1: Conservation education programme 

reviewed and operational by December 2008 

5.1.2: Modalities for continued dialogue with 

local communities and other key stakeholders 

reviewed and operationalized by December 2008 

5.2.1: System for contribution to poverty 

reduction in adjacent communities developed 

and operational by December 2008 

5.2.2: Benefit sharing mechanisms reviewed and 

implemented by June 2009 

5.3.1: Public-Private-Community Partnerships 

guidelines developed and operational by June 

2009 

5.4.1: Conflict resolution mechanisms developed 

and operational by December 2009 

5.4.2: 15 national parks boundaries demarcated 

and marked by June 2013 

5.4.3: Problem animals control programme 

developed and operational by June 2009

37 

SO 6: Infrastructure to achieve institutional conservation 

development goals developed and maintained 

The institution has inadequate and substandard infrastructure in most 

national parks. The organization has not been setting aside enough 

resources for maintenance and development of access roads, airstrips, 

staff houses, offices, control gates and visitor information centres. As a 

result, staff do not discharge their duties efficiently and effectively. 




Strategies 

6.1: Improve and 

develop infrastructure 

6.2: Enforce EIA in 

every physical 

development activity 

Targets 

6.1.1: A development and maintenance 

programme for road networks, airstrips, staff 

housing, offices, visitor centres and control gates 

prepared and operationalized by December 2008 

6.2.1: EIA and PEA guidelines reviewed and 


SO 7: Management and implementation of programmes and plans 

improved 

Programmes and plans are not well implemented and managed 

therefore the institution does not effectively achieve its objectives. 

Weak coordination has been noted in the planning functions at different 

levels of the organization, monitoring and evaluation. 


with their corresponding targets outlined in the table below:


Strategies 

7.1: Install performance 

management system 

(PMS) 

Targets 

7.1.1: Policy guidelines for planning and implementation 

of all programmes and plans developed 

and operational by June 2009 

7.1.2: Existing GMP planning guidelines are 

updated by June 2009 

7.1.3: 15 parks are managed according to 

approved GMPs by June 2013 

7.1.4: Approved CSP mid term externally 

reviewed and evaluated by June 2011 

7.1.5: Staff open performance appraisal system 

introduced and institutionalized by June 2009 

7.1.6: Local and international obligations to 

improve resource protection met annually 

7.2: Institute monitoring 

and evaluation 

7.2.1: Monitoring and Evaluation Unit established by 

June 2009 

7.2.2: Monitoring and Evaluation manual developed 

and implemented by June 2009 

38

40 

ANNEX 2: PBF- 4.1 – SUMMARY OF THE CSP 

Institution Name: Tanzania National Parks (TANAPA) 

Period Covered: From Financial Year 2008/09 to the Financial Year 

2012/13 

Mission: 

Our mission is to sustainably conserve and manage park resources and 

their aesthetic values, for the benefit of present and future generations 

of mankind, as well as efficiently provide high class tourism products 

and services. 

Vision: 

To be the highest globally rated institution in sustainable conservation 

of national parks resources and provision of exceptional tourism 

products. 

Core values: 

 

 

 


sustainably 




expectations

Key Performance 

Indicators 

Objective 

High service 

delivery standards 

Improvement in 

corporate 

productivity 

Reduced 

operational costs 

Strategy Target Functional 

Responsibility 

1.1: Train staff 1.1.1: A comprehensive 

training programme 

developed and in place by 

December 2008 

Human Resources 

1.1.2: The approved training 

programme implemented by 

80% by June 2013 


1.1.3: 5 Directors and 26 

managers trained on basic 

management skills by June 

2009 


1.2: Restructure 1.2.1: Review and implement 

organization structure by 

December 2008 


1.2.2: Staff establishment, 

schemes of service and salary 

structure reviewed and 

operational by December 2009 


1.2.3: Staff regulations 

reviewed by December 2008 

SO 1: 

Institutional 

capacity to 

operate 

effectively 

and 

efficiently 

fully 

developed 


41

42 

Objective 


Indicators 



1.3: Retool 1.3.1: Retooling plan 

developed and approved by 

December 2008 

1.3.2: Retooling plan implemented 

by 75% by June 2013 

Procurement and 

Supplies 

Procurement and 

Supplies 

1.4: Recruit to fill 

established posts 

1.5: Develop and 

implement ICT 

programme 

1.4.1: HR recruitment plan 

developed and approved by 

December 2008 

1.5.1: A comprehensive ICT 

programme in TANAPA 

operations fully developed by 

June 2009 


ICT 

1.6: Mainstream 

gender issues 

1.6.1: Gender balance 

improved by June 2013 


1.6.2: Qualified disadvantaged 

candidates given priority during 

recruitment by June 2013 

Human Resources


Indicators 

Objective 

Increased staff 

morale 

Low labour 

turnover 



2.1: Review 

incentive/ 

benefits package 

2.1.1: Competitive 

remunerations, incentive/ 

benefits package developed 

and approved by March 2009 


2.2: Improve 

social amenities 

2.2.1: Adequate medical staff 

and facilities provided to each 

park by 2013 

Administration 

2.2.2: Each staff children 

residing in parks have access 

to nursery and primary 

education by June 2013 


2.2.3: Each park to have 

functional recreational centres 

by June 2011 



HIV/AIDS 

programme 

2.3.1: HIV/AIDS programme 

developed and operational by 

June 2009 

SO 2: Staff 

welfare and 

benefits 

improved 


43

Objective 


Indicators 

Increased 

species richness, 

distribution and 

diversity 



3.1: Make 

decisions based 

on researched 

information 

3.1.1: Research and ecological 

monitoring programme 

reviewed and operational by 

June 2009 

Ecological Monitoring 

3.2: Develop 

Parks System 

Plan 

3.1.2: Animal disease 

invatigation and control 

programme reviewed and 


3.2.1: Key ecosystems are 

represented in the national 

park network by June 2013 

Veterinary Unit 

Planning 

3.2.2: Key wildlife 

corridors/dispersal areas 

secured by June 2013 

Outreach 

3.3: Develop 

water use 

guidelines 

3.3.1: Water development and 

management scheme 

developed and operational 

for 15 parks by June 2013 

SO 3: 

National 

parks 

biodiversity 

and adjacent 

ecosystems 

effectively 

conserved 

Ecological Monitoring 

44

45 

Objective 


Indicators 



3.4: Improve 

park resources 

protection 

system 

3.4.1: A comprehensive law 

enforcement programme 


December 2009 

Protection 

3.4.2: National Park Ordinance 

reviewed and enforced by 

June 2010 

Legal Services 

3.4.3: 

Trans- boundary collaboration 

mechanism developed and in 

use by December 2008 

Protection 

.4.4: Local and international 

obligations to improve 

resource protection met 

annually 

DG 


waste 

management 

plan 

3.5.1: Waste management plan 

reviewed and operational by 

June 2010 

Planning

Objective 


Indicators 

More avenues 

for income 

generation 

Increase in 

income generation 

thus self 

sufficiency to meet 

operations 

Increase in 

contribution to the 

Treasury 



4.1: Diversify 

and effectively 

promote tourism 

products and 

services 

4.1.1: Tourism marketing strategy 

reviewed and implemented 

by June 2009 

4.1.2: New tourism products 

developed and introduced by 

June 2009 

Tourism 

Planning 

4.1.3: Collaboration with key 

stakeholders strengthened and 

implemented by 2013 

Tourism 

4.1.4: Develop and implement 

tourism investment policy (to 

guide private investments) by 

December 2008 

Planning 

4.2: Invest in 

tourism and 

non-tourism 

ventures 

4.2.1: Develop and implement 

investment business plan by 

June 2009 

SO 4: 

Organizatio 

n’s potential 

for income 

generation 

fully 

realized 

Planning 

46


Indicators 



4.3: Improve 

finance controls 

Objective 

Increased 

presence and 

movement of 

wildlife between 

core and 

surrounding areas 

Improved 

participation and 

collaboration 

Reduced 

conflicts 

5.1: Improve 

working 

relations 

4.3.1: An effective and efficient 

system for controlling income and 

expenditure improved and 


5.1.1: Conservation education 

programme reviewed and 


5.1.2: Modalities for continued 

dialogue with local 

communities and other key 

stakeholders reviewed and 

operationalized by December 2008 

Finance 

Outreach 

Outreach 

5.2: Contribute 

towards poverty 

reduction 

5.2.1: System for contribution to 

poverty reduction in adjacent 

communities developed and 


Outreach 

5.2.2: Benefit sharing mechanisms 

reviewed and implemented by 

June 2009 

SO 5: 

Organizational 

partnerships 

with 

adjacent 

communities 

and key stakeholders 

in the 

management of 

parks and 

buffer zone 

resources 

improved 

Outreach 

47

48 

Objective 


Indicators 



5.3: Establish 

partnerships 

5.3.1: Public- 

Private-Community 

Partnerships guidelines 


June 2009 

Outreach 

5.4: Minimize 

human-wildlife 

conflicts 

5.4.1: Conflict resolution mechanisms 



Outreach 

5.4.2: 15 National Parks 

boundaries demarcated and 

marked by June 2013 

Protection 

5.4.3: Problem animals control 

programme developed and 

operational June 2009 

Protection


Indicators 

Reduced 

operational costs and 

time 

Increased 

visitors 

experience 

Increased 

accessibility and use of 

parks 

Increased 

rationalization of 

institutional resources for 

management 

Increased 

productivity 

Timely and appropriate 

decisions 

Increased level of 

customer satisfaction 



6.1: Improve 

and develop 

infrastructure 

6.2: Enforce 

EIA in every 

physical 

development 

activity 

7.1: Install 

management 

system 

6.1.1: A development and 

maintenance programme for 

road network, airstrips, staff 

housing, offices, visitor 

centres and control gates 

prepared and operationalized 


6.2.1: EIA and PEA 

guidelines reviewed and 


7.1.1: Policy guidelines for 

planning and implementation 

of all programmes and plans 


June 2009 

7.1.2: Existing GMP planning 

guidelines are updated by June 

2009 

7.1.3: 15 parks are managed 

according to approved GMPs by 

June 2013 

Civil 

Engineering 

Planning 

Planning 

Planning 

Objective 

SO 6: 

Infrastructure to 

achieve 

institutional 

conservation 

development 

goals developed 

and 

maintained 

Planning 

49 

SO 7: 

Management 

and 

implementation 

of 

programmes 

and plans 

improved

50 

Objective 


Indicators 



7.1.4: Approved CSP mid 

term externally reviewed and 

evaluated by June 2011 

Planning 

7.1.5 Staff open performance 

appraisal system introduced 

and institutionalized by June 

2009 


7.1.6: Participatory policy 

and management decisions 

made annually 

DG 

7.2: Institute 

monitoring and 

evaluation 

7.2.1: Monitoring and 

Evaluation section 

established by June 2009 

Planning 

7.2.2: Monitoring and 

Evaluation manual 


by June 2009 

Planning

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