THE UNITED REPUBLIC OF TANZANIA

THE PRESIDENT’S OFFICE

PUBLIC SERVICE MANAGEMENT AND GOOD
GOVERNANCE

TANZANIA PUBLIC SERVICE COLLEGE

[TPSC]

ENHANCING CIVIL SERVANTS’ CAPACITY TO DELIVER

NATIONAL DEVELOPMENT PROJECTS

September, 2019

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Table of Contents
EXECUTIVE SUMMARY ....................................................................................................................... II
1 INTRODUCTION............................................................................................................................ 1
1.1 TANZANIA PUBLIC SERVICE COLLEGE ..................................................................................................1
1.2 TANZANIA NATIONAL DEVELOPMENT PROJECTS ..................................................................................1
1.3 STAKEHOLDERS IN THE DEVELOPMENT PROJECTS ................................................................................2
2 PROBLEM STATEMENT............................................................................................................... 4
3 DESCRIPTION OF THE PROPOSED INTERVENTION ............................................................... 5
3.1 THE PROPOSED INTERVENTION..............................................................................................................5
3.2 OBJECTIVES OF THE TRAINING PROGRAM .............................................................................................5
3.2.1 Goal (Outcome)................................................................................................................................5
3.2.2 Specific Objectives ...........................................................................................................................5
3.3 TARGETED PARTICIPANTS .....................................................................................................................5
3.4 SCOPE OF THE TRAINING PROGRAM ......................................................................................................5
3.4.1 Program Content..............................................................................................................................5
3.4.2 Rationale for the Proposed Program Content .................................................................................6
3.4.3 Training Locations ...........................................................................................................................6
4 EXPECTED RESULTS ................................................................................................................... 7
4.1 EXPECTED SHORT-TERM RESULTS ........................................................................................................7
4.2 EXPECTED LONG-TERM RESULTS..........................................................................................................7
5 METHODOLOGY AND APPROACH ............................................................................................ 8
5.1 METHODOLOGY AND APPROACH FOR CAPACITY BUILDING..................................................................8
5.1.1 Development of Training Materials .................................................................................................8
5.1.2 Composition of Training Team ........................................................................................................8
5.1.3 Training of Sessions .........................................................................................................................8
6 TRAINING COST ........................................................................................................................... 9
APPENDIX I - DETAILS OF COST OF TRAINING ............................................................................. 10

List of Tables

Table 1 – Total Budget (in Trillion TZS) and Sources of Financing Development Expenditure
2017/18 – 2019/20 ..................................................................................................................... 2
Table 2 – Location of Zonal Training Venues ........................................................................... 7

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Executive Summary

Tanzania Public Service College (TPSC), is a government institution under the President's Office,
Ministry of Public Service Management and Good Governance established to support public service
department on training, consultancy and research. Its functions aim to transform the public service into
an organ that has capacity, systems and culture of offering customer-focused services, and a culture of
continuously improving public services. It supports the government in the sphere of training and
development of leadership, managerial and administrative capabilities for improved public service
delivery.

Cognizant of the government efforts to pursue Tanzania’s Development Vision 2025, the Second Five-
Year Development Plan (FYDP II) 2016/17 – 2020/21, the CCM Manifesto 2015 – 2020, aiming at
realization of the theme ‘Nurturing industrialization for economic transformation and human
development’; TPSC has identified a skills and attitude gap among civil servants implementing
development projects that need immediate intervention.

On average, Tanzania spends over TZS 12 Trillion p.a. in development projects, 77% of which is
financed by domestic revenue. There is also a substantial amount of Development Partners’ funds
supporting development projects managed by non-state actors in the country. Whether development
projects are run by state or non-state actors; civil servants play a pivotal role. Over the years, projects’
monitoring and assurance (audit) reports have shown that development projects have many problems
including non- or delayed completion, un-attainment of the envisaged results, increased implementation
cost beyond budgeted amounts, delayed use of completed projects and inability to sustain results. These
problems are signaled in the day-to-day management of the projects by inadequate oversight of funds
and budget, inadequate adherence to procurement regulations, inadequate contracting, non-adherence
to contractual commitments and weaknesses in projects’ governance and administration. These
problems are caused by both intentional (i.e. malpractices including corruption, collusion, theft,
negligence etc.) and un-intentional factors emanating from inadequate capacity and pre-requisite project
management skills resulting into weak project conception, design, monitoring and wanting internal
controls.

In line with the government’s priorities for 2019/2020 which, among others, include human
development and monitoring and evaluation; TPSC is prepared to provide civil servants working in
development projects with customized training intended to address existing project management skills
gap. The training targets accounting officers and other civil servants working in development projects
in Ministries, Independent Departments, Government Agencies, Regional Secretariats and Local
Government Authorities. It will encompass basics of results-based development project management,
procurement experiences and lessons learnt, risk management in development projects, accounting,
auditing and Monitoring, Evaluation and Learning (MEL) and important aspects of donor-funded and
Public-Private Partnership (PPP) development projects in Tanzania. In order to make it more pragmatic,
TPSC will work with experts from Public Procurement Regulatory Authority (PPRA), National Audit
Office (NAO), Tanzania Revenue Authority (TRA) and Ministry of Finance and Planning (MoFP) in
developing contents of training materials and facilitating interactive discussions during training
sessions. The training sessions will, among other things, provide a rare forum for civil servants running
development projects from different sectors to exchange their experiences and share their practical
inputs to improve implementation of development projects in Tanzania.

TPSC opines that, in the long run, skills assimilated by civil servants from this training will improve
results-based project management skills of as many civil servants as possible, increase realization of
Value for Money (VfM) in the national development projects, increase civil servants’ accountability,
increase government ability to respond to CAG’s assurance recommendations and ultimately contribute
towards optimal implementation of development projects in Tanzania. TPSC aims to train more than
750 civil servants all over Tanzania in 2019/2020 from all sectors at an estimated cost of TZS
324,268,000/- (Three Hundred Twenty-Four Million Two Hundred Sixty-Eight Thousand Only).

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1 Introduction

1.1 Tanzania Public Service College

Tanzania Public Service College (TPSC), which is under the President's Office, Ministry of Public
Service Management and Good Governance was established in 2000 under the Executive Agencies Act
No. 30 of 1997. Establishment of TPSC followed demand for public service training facility that
resulted from the expanding Government operations and the changing needs of public services as well
as implementation of the public service reforms. It was established to support public service department
on training, consultancy and research in order to meet customers' satisfaction. Its functions aim to
transform the public service into an organ that has capacity, systems and culture of offering customer-
focused services, and a culture of continuously improving public services. It supports the government
in the sphere of training and development of leadership, managerial and administrative capabilities for
improved public service delivery.

The College has six branches that operate in Mtwara, Singida, Tanga, Mbeya, Tabora and Dar Es
Salaam. Besides the curricular-based courses provided in those six campuses; TPSC does also provide
customized courses to address cross-cutting issues in the public services and/or specific needs of public
entities. TPSC is one of the government entities that contributes towards addressing public servant’s
capacity gap to efficiently and effectively deliver what is required of them. Needless to say, pursuance
of Tanzania’s Development Vision 2025, the Second Five-Year Development Plan (FYDP II) 2016/17
– 2020/21, the CCM Manifesto 2015 – 2020, and realization of the theme ‘Nurturing industrialization
for economic transformation and human development’ call for public servant’s transformation of
attitude towards work. The public servants’ have a significant role to play in
unleashing Tanzania's latent growth potential in becoming a middle-income country as envisaged in the
Vision 2025. Tanzania aims at a real growth rate of 10 per cent by 2025.

In 2019, the government started to implement the Tanzania Blueprint for Regulatory Reforms to
improve Business Environment and Action Plan which seek to harmonize business policies, laws,
regulations, fees, taxes and levies. This government initiative aims at improving business environment
for Tanzania in order to attract private sector investment for national development. Here also, the public
servants are at the pivotal point of supporting the government development efforts for the wellbeing of
public services. TPSC has an obligation to facilitate their efficiency and effectiveness in implementing
the Tanzania Business Blueprint Action Plan through enhancement of their capacity to deliver.

1.2 Tanzania National Development Projects

Development Projects account for about 37% (TZS 12 Trillion) of the national annual budget. These
projects are scattered in various sectors but since the able fifth government under H. E. President Dr.
John Pombe Magufuli came to power. the greater chunk of the budget goes into construction of
construction of the Standard Gauge Railways (TZS 2.48 Trillion), Construction of Hydroelectric power
at River Rufiji (TZS 1.44 Trillion), Railway, water and rural electrification (TZS 788.80 Billion) and
in financing High Education Students’ Loans (TZS 450.00 Billion). The main goals of these
development projects are poverty eradication and transforming Tanzania to be a middle-income
economy by 2025.

Budgetary allocations for the period of 2017/18 – 2019/20 indicate that about 77% (TZS 9.33 Trillion)
of Development Projects are financed through domestic revenue and only 23% (TZS 2.74 Trillion) is
financed through grants from Development Partners (DPs) and foreign loans. It is obvious that the
success of the envisaged development projects rests on the shoulders of Tanzanians. This therefore
requires even more accountability from Civil Servants who, in one way or the other, participate in the
implementation of the Development Projects. More details on budget and financing of development
projects are presented in Table 1.

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It should be noted that there are many projects undertaken by non-state actors1 in different sectors such
as Health, Education, Water, Sanitation and Hygiene. These projects are mainly financed through the
DPs and are outside the exchequer system. However, successful implementation of these projects also
require participation of the civil servants at national, regional and local government levels.

Table 1 – Total Budget (in Trillion TZS) and Sources of Financing Development Expenditure
2017/18 – 2019/20

2017/18 2018/19 2019/20 Average

Category Details
Amount % Amount % Amount % Amount %
Recurrent Expenditure 19.70 62% 20.47 63% 20.90 63% 20.36 63%
Total Budget Development Expenditure 12.00 38% 12.01 37% 12.20 37% 12.07 37%
Total 31.70 100% 32.48 100% 33.10 100% 32.43 100%
Source of Domestic Revenue 8.97 75% 9.33 78% 9.70 80% 9.33 77%
Financing
Development Grants and Foreign Loans 3.03 25% 2.68 22% 2.50 20% 2.74 23%
Expenditure Total 12.00 100% 12.01 100% 12.20 100% 12.07 100%
Source: Minister for Finance and Planning’s Budget speeches for 2017/18 – 2019/20

Furthermore, implementation of the government efforts in compliance with the Public Private
Partnership (PPP) Policy, 2009; PPP Act, 2010 (Amended 2018); and the PPP Regulations 2015 and
the Blueprint for Regulatory Reforms to improve Business Environment and Action Plan; will need
unreserved participation of Civil Servants.

To emphasize the importance of civil servants in the successful implementation of development

projects, the Controller and Auditor General (CAG) advised 2 the Prime Minister to work with the
President’s Office – Public Service management and Good Governance (PO – PSM & GG) to fill in
the vacancies in the various government projects. By extension, the CAG also implies that the PO- PSM
& GG should also contribute towards capacity building of the government projects’ human capital.

The government endorsement of the National Public Private Partnership (PPP) Policy in 2009 followed
by the PPP Act Cap 103 of 2010 and PPP Regulations, 2015 has also brought another dimension to
development projects. These strategic documents enable the public sector and private sector to work
together in designing and implementing development in the country. The number of PPP projects is still
small and awareness on PPP arrangements, even among civil servants is inadequate. Since PPP
arrangements are likely to reduce cost to the government while achieving the targets of the CCM
Manifesto, TPSC proposes to work with Ministry of Finance and Planning (MoFP) to create awareness
on PPP projects among the civil servants.

1.3 Stakeholders in the Development Projects

Development plans are conceived, designed and implemented in line with the government priorities. In
the financial year 2019/203, the priorities of the government of Tanzania are identified as:

1 Non-State Actors include Non-Governmental Organizations (NGOs), Civil Society Organizations (CSOs),
Community Based Organizations (CBOs), Media, Individuals, Aid agencies, Religious Groups etc.
2 Ripoti Kuu ya Miradi ya Maendeleo 2018/19, Para 7.2(9) page 61.

3 Speech by the Minister for Finance and Planning, Hon. Dr. Philip I. Mpango (MP), Presenting to the National
Assembly, the Estimates of Government Revenue and Expenditure For 2019/20; 13th June 2019. Para 38(1) – (iv)
Pages 25-26.

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i) Industries and agriculture
ii) Economic growth and human development
iii) Improvement of enabling business environment and investment climate, and
iv) Monitoring and Evaluation (M&E)

All stakeholders of development projects in Tanzania in 2019/20 shall therefore align themselves with
the government’s priorities. In a similar way, TPSC is prepared to contribute directly to economic
growth and human capital development and in strengthening M&E of implementation of Development
Projects through building the capacity of the Civil Servants involved in delivering the projects.

The Government, being the first stakeholder, provides the high-level tone (as stipulated above), the
policies, laws and regulations to create an enabling environment for viability and sustainability of
projects and contributes towards project revenue. Other stakeholders for the implementation of
development projects are Development Partners. These DPs include entities working together with the
government to achieve the projects goals, financiers, advisors etc. In this fiscal year, DPs shall
contribute grants and concessional loans amounting to TZS 2.65 Billion or 8% of the total budget.

Other stakeholders of development projects are implementers – those who oversee various project
activities and pursue project goals. These include human resources in the Non-State Actors (for projects
outside the exchequer system) and civil servants in the Ministries, Independent Departments,
Government Agencies, Regional Secretariats and Local Government Authorities (for government
development projects). Similarly, the other category of stakeholders includes users and/or beneficiaries
of a development project; these are the citizenry of Tanzania who realize the impact of the development
projects.

In this proposal, TPSC intends to work with all stakeholders to facilitate capacity building of
implementers of the development projects (i.e. civil servants in the Ministries, Independent
Departments, Government Agencies, Regional Secretariats and Local Government Authorities) to
catalyze optimal implementation of development projects.

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2 Problem Statement

According to the CAG’s Development Projects’ Audit Report for 2017/18; development projects in
Tanzania are faced with a number of problems including non- or delayed completion, un-attainment of
the envisaged results, increased implementation cost beyond budgeted amounts, delayed use of
completed projects and inability to sustain results for considerable time after the projects’ end. Some of
the early warning signals of these problems include inadequate oversight of funds and budget,
inadequate adherence to procurement regulations, inadequate contracting, non-adherence to contractual
commitments and weaknesses in projects’ governance and administration 4. The impact of these
problems is delayed fulfillment of the government’s social obligation to the citizenry, which
contravenes realization of the envisaged ‘development’ as detailed in the CCM Manifesto 2015 – 2020.

Besides the CAG’s reports showing an increase in the percentage of projects with unqualified audit
opinion from 94% in 2016/17 to 97% in 2018/19; it provides details of all the problems and the
symptoms mentioned above. These problems cannot be left to continue nor can their symptoms be
ignored if the government were to realize the targeted deliverables. It is therefore imperative that the
root causes of these problems are addressed.

The root causes of development projects problems, whether they are managed by the government or
undertaken by non-state actors, seem to be the same and are to some extent, summarized in a statement
given by USAID5 as ‘lack of local capacity and qualified personnel ..., and weak project design,
monitoring and internal controls. These weaknesses impact projects or derail them before they began,
leave programs vulnerable to fraud, waste and abuse’. While Tanzania has demonstrated significant
local capacity improvement in terms of increased financing of development projects by domestic
revenue6 to 77% and increase in projects with unqualified audit opinion from 91% in 2015/16 to 97%
in 2018/19; there is still room for further improvement. There are delays in both government and
development partners disbursing funds to the projects. Unallowable payments are still being made (TZS
1.12 Billion during 2017/18); unbudgeted expenditures are still being made (TZS 2.03 Billion),
projects’ funds are still being borrowed to meet other operational expenses etc.

In all these problems, the role of personnel cuts across. The adverse results of actions of personnel
running the projects are basically due to inadequate requisite skills and attitudes, inadequate working
tools and working environment. The personnel actions could be either un-intentional (due to lack of
commensurate skills) or intentional resulting from premeditated malpractices. In this respect, TPSC
proposes to contribute towards reduction of development projects’ problems emanating from civil
servants lack of commensurate skills. TPSC wants to institute a mechanism that would provide civil
servants working in development projects with requisite basic practical knowledge on development
project management with the intention of addressing problems results from lack of requisite skills.

4 Ripoti Kuu ya Miradi ya Maendeleo 2018/19, Para 6.2 page 55.

5 USAID Top Management Challenges and OIG Initiatives, Dec 2016, page 1.
6 In the 2013/14 Budget, Domestic Revenue only financed (TZS 2,982 Billion) 53% of the Development
Projects’ budget
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3 Description of the Proposed Intervention

3.1 The Proposed Intervention

TPSC intends to provide comprehensive customized training program to all civil servants involved in
running development projects in Tanzania in order to facilitate optimal implementation of the projects.
The training shall start in 2019/20 financial year. As part of the program, all newly recruited civil
servants placed in projects will, as part of induction course, participate in this training.

TPSC will work with experts from other relevant government entities (i.e. Public Procurement
Regulatory Authority (PPRA), Controller and Auditor General (CAG), Tanzania Revenue Authority
(TRA), etc.) to develop the Program’s curriculum, training materials and in conducting the training.

3.2 Objectives of the Training Program

3.2.1 Goal (Outcome)

▪ Contributing towards optimal implementation of Development Projects in Tanzania

3.2.2 Specific Objectives

In the medium term, the proposed training will contribute towards the following specific objectives:

▪ Improving Results-Based Project implementation skills of as many Tanzanian civil servant project
implementers as possible.
▪ Enhancing opportunities for project implementers from different public sectors to share their
project-related experiences and inputs aiming at optimizing implementation of development
projects in Tanzania.
▪ Increasing Government intervention efforts in responding to CAG’s assurance recommendations.
▪ Increasing realization of Value for Money (VfM) in the National development projects
▪ Increasing civil servants’ accountability in managing development projects

3.3 Targeted Participants

This program targets all civil servants involved in one way or the other in the running of development
projects:

i) Accounting officers in the Ministries, Independent Departments, Government Agencies,

Regional Secretariats and Local Government Authorities
ii) Civil servants handling development projects in the Ministries, Independent Departments,
Government Agencies, Regional Secretariats and Local Government Authorities.

3.4 Scope of the Training Program

3.4.1 Program Content

The training will be in a comprehensive five-day modular program covering the following areas:

i) Basics of Results-Based development project management

ii) Procurement experiences and lessons learnt from development projects in Tanzania
iii) Risk Management in development projects in Tanzania

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iv) Accounting, auditing and Monitoring, Evaluation and Learning (MEL) in development projects
in Tanzania
v) Important aspects of donor-funded and Public-Private Partnership (PPP) development projects
in Tanzania

3.4.2 Rationale for the Proposed Program Content

The proposed design aims to provide basic required knowledge on project management from
conception of the idea to sustainability of results. This would not only instill accountability to
implementing civil servants but also enable them to hatch more viable and sustainable
development projects.

Procurement activities are an important part of implementation of development projects. In

fact, most funds in many projects, are used for procurement of goods, services and works.
Needless to say, inefficiencies in procurement processes usually lead to delays in completion
of projects. It is therefore extremely important, that implementers have clear understanding of
what is expected of them, the challenges they are likely to encounter and options available for
solving them.

Good governance requires that risks are proactively identified, analyzed, evaluated, responded to and
monitored. Proactive identification of risks in development projects is therefore a pre-requisite for
achievement of their objectives. Providing civil servants with knowledge to proactively identify what
could possibly impact achievement of project’s objectives is doubtlessly important. This knowledge
will enable them to institute robust internal control systems.

Proper record keeping, financial management, assurance services and monitoring and evaluation are
key determinants of projects success. This knowledge is therefore important for compliance with legal
and regulatory requirements, assessing continuous implementation progress and periodic achievement
of objectives. It is because of the importance of these functions that the government has placed
Monitoring and Evaluation (M&E) as one of the priorities for 2019/2020. It is the intention of TPSC to
contribute towards realization of this priority.

The government is encouraging PPP projects due to their efficiency and effectiveness in sharing
projects’ roles and obligations between public and private sector players on the basis of their
competitive advantages while working together to achieve a common goal. Now that policy, legislation
and regulations are in place, civil servants ought to be sensitized to understand the procedures for
formulating and implementing a viable PPP project. This program will be used for creating awareness
among civil servants on PPP Projects.

Development Partners finance 23% of the cost of our development projects. Their contribution is even
greater in the projects implemented by non-state actors. They however interact with civil servants in
many ways while working towards implementation of development projects in our country. It is
therefore important to equip civil servants with pre-requisite knowledge that would enable them to work
together more meaningfully.

3.4.3 Training Locations

TPSC will arrange two programs: one for Accounting Officers and the other for all other civil servants
working in development projects. The programme for accounting officers will be two days , while the
other one will be for five days. In order to reduce cost, TPSC trainers will conduct training in zones
namely:

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Table 2 – Location of Zonal Training Venues

S/No. Zone Regions Covered Location of the

Training
1 Coastal Dar, Pwani, Lindi, Mtwara, Morogoro Dar Es Salaam
2 Northern Arusha, Kilimanjaro, Manyara, Tanga Arusha
3 Southern Highlands Mbeya, Njombe, Ruvuma, Rukwa, Iringa, Songwe Mbeya
4 Central Dodoma, Singida, Katavi, Tabora, Kigoma Dodoma
5 Lake Mara, Mwanza, Simiyu, Kagera, Shinyanga, Geita Mwanza

4 Expected Results

4.1 Expected Short-Term Results

The following are the targeted results during 2019/2020:

i) Training Needs Assessment Report.

ii) Customized Training Materials (five modules) for accounting officers and for other civil
servants working in projects.
iii) 250 Accounting Officers7 (Permanent Secretaries, Regional Administrative Secretaries (RAS)
and District Executive Directors (DEDs) and Chief Executive Officers of Independent
Departments and Government Agencies) in each of the five zones of Tanzania Mainland attend
two-day training program
iv) 500 civil servants working in different development projects (i.e. Project Managers, Project
Procurement Officers and Project Accountants) in all five zones attend five-day training
program.
v) Training Reports indicating, among other things, lessons learnt and the way forward

4.2 Expected Long-Term Results

The following are the expected results in the next five years

i) Implementation of CAG’s previous year’s audit recommendations increased from 35% to 90%
ii) Development Projects receiving unqualified audit opinion increased from 97% to 99%
iii) Payments made against inadequate supporting documents reduced from TZS 38.53 Billion to
Zero.
iv) Unauthorized borrowing of projects funds to meet other operational expenses reduced to zero.
v) Procurement of goods, services and works without following required procedures (mis-
procurement) reduced to zero by 95% of all audited projects.
vi) Request for refund of Value Added Tax (VAT) done timely 90% of all audited Projects.

7 According to www.tamisemi.go.tz: Tanzania Mainland has 26 regions, 139 Districts and 185 Councils
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5 Methodology and Approach

5.1 Methodology and Approach for Capacity Building

5.1.1 Development of Training Materials

TPSC shall carry out training needs assessment by literature review and conducting unstructured
interviews with accounting officers, civil servants working for projects, Ministry of Finance and
Planning (MoFP), National Audit Office (NAO), Public Procurement Regulatory Authority (PPRA),
Tanzania Revenue Authority (TRA) and Development Partners. The training needs assessment report
shall then be used to identify relevant sub-topics under each of the five modules given in 3.4.1 above.
Relevant materials shall then be detailed under each sub-topic. Presentation Slides (PPT) shall also be
prepared for each module. Draft Training Materials (Detailed and PPT) shall be shared with the relevant
government entities for comments and additional inputs.

5.1.2 Composition of Training Team

Training shall be conducted by seasoned TPSC trainers. However, in order to communicate the intended
relevance, breadth, depth and practicality (i.e. gist) of the materials to participants; qualified officials
from PPRA, CAG, TRA, MoFP shall be invited to become lead discussants when their respective areas
of expertise are being presented.

5.1.3 Training Sessions

Pretest and Participants’ Expectations

Training programs will be preceded by pretest to determine strengths and weaknesses of the
participants. The pretest will be followed by collection of participants’ expectations. This approach will
enable trainers to ensure that participants’ knowledge gaps are filled as much as possible.

Presentation & Interactive Discussions

Presentations of the main concepts will be made along with case studies to stimulate interactive adult
learning environment where participants would be encouraged to share their experiences relevant to the
subject under discussion. Participants will also be given questions to discuss in groups to enable them
learn from each other. At the end of the day, an expert from relevant government entity will lead
participants to share their experiences and challenges on the subject matter.

Post Training Test

In order to monitor immediate effect of training (i.e. whether participants’ knowledge on the given
subject matter will have increased), post training test using the same questions used during the pretest
will be conducted at the end of the program. The results will be analyzed and included as part of
Training Report.

Participants’ Evaluation of Trainers

At the end, participants will be given opportunity to assess effectiveness of the training program
including performance of trainers and adequacy of training materials. The results will be analyzed and
included in the Training Report.

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Issuance of Participation Certificates

Each participant to the proposed training, upon fulfillment of all requirements (attendance and
contribution to the discussions) will be given TPSC certificate of attendance. Database of participants
along with their respective Institutions and Development Projects they represent will be kept by TPSC
for follow up on long-term impact of the training.

6 Training Cost

This training is estimated to cost TZS 324,268,000/- (Three Hundred Twenty-Four Million Two Hundred
Sixty-Eight Thousand Only). The details of this cost are given in Appendix I below.

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Appendix I - Details of Cost of Training

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