President of Convocation Anour Kassim,Chairman of the University Council

Mozambican coast line is having grammar

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<+_article> Mozambican coast line is having <&/>grammar/aspect abundant mineral resources and that the growing population along the coastal belt of Mozambique is carrying <-_up><+_on> <&/>prep immense <-/>immense <-/>immense activities which can hamper uh marine aqua-systems and <-/>and <-/>and coastal environments <#/>So we're very much moved <-_with><+_by> <&/>prep our experience <#/>Well I <-/>now call upon Honourable Minister Mrs Diesen Jorreh Minister for the Environment Economic Planning and External relations of the Republic of Seychelles <#/>Honourable Minister will you please take the place of honour

<$A> <#/>Mr Chairman ministers distinguished guests ladies and gentlemen it is somewhat most formidable task to take the floor when one is at the end of the list <#/>However I hope that you will bear with me for a few minutes <#/>I am most pleased and honoured to participate as a member of the East African group uh and also as a member of the Indian Ocean States community in this conference <#/>I am hopeful that together we shall be able to come up with some innovative decisions for the region which will contribute towards the achievement of the division for the people of the earth <#/>This policy conference on integrated coastal zone management in the East African region is long overdue <#/>I must congratulate the Government of Tanzania and SAREC the organisers for taking the initiatives in ensuring that policy makers are given the opportunity to discuss the issues relating to coastal zone management and the sustainability of their coastal zones within a regional frame work <#/>The ocean has always been at the centre of our pre-occupations <#/>It provides us with food and leisure <#/>It influences our climate and it is the basis of our livelihood especially for those of us who rely on tourism fisheries and maritime trade <#/>In so far as Seychelles is concerned the republic comprises of more than a hundred islands with a land area of only four hundred and fifty square kilometres <#/>Just our exclusive economic zone extends over one point two million square kilometres as much as the land area of Tanzania for instance <#/>Our population is jut over seventy thousand <#/>Tourism accounts for fifteen per cent of the country's GNP <#/>Tourism activities forty-five per cent fisheries for twelve per cent and fisheries related activities for two per cent <#/>Thus Seychelles depends on its renewable <./>resour natural resources for at least seventy-four per cent of its GNP <#/>In this respect all development has been geared to take advantage of the economic opportunities afforded by our coastal and ocean environments <#/>Ninety per cent of our population and infrastructure are located on the narrow strip of the coast line on one island <#/>The competition for space along the coast will become more pronounced in the years to come <#/>The growth of industries may compound the existing problems of waste treatment and disposal <#/>The ecological and aesthetic functions of coastal and marine habitats may be affected drastically since the Seychelles Islands' ecosystems contain a very high percentage of endemic species of plants and animals found nowhere else in the world <#/>The government of Seychelles is aware of these problems <#/>It has always recognised the challenge of development that is family based on the twin principles of sustainability of natural resources and the integrity of the coastal ocean environment <#/>We feel therefore that the marine environment must be given the attention it deserves and that the use and development of the world's coastal resources must be governed by a coherent global policy <#/>This principle was endorsed at Rio Earth Summit last November <#/><./>Las sorry <-/>Last November the Seychelles Government together with the Swedish agencies of Stockholm Environment Institute and SAREC organised the first column for East and South African countries on sustainable development <#/>The Seychelles government is fully committed to this vision of a holistic development of the world's coastal zones and oceans <#/>The need for an integrated approach to the management and sustainable development of coastal zones including the exclusive economic zones is of critical importance <#/>In the environmental management plan for Seychelles which integrates development and environment the coastal management programme accounts for a significant proportion of the projects <#/>Implementation of the programme has started at both the national and regional levels <#/>Financing for this has been secured from the EEC and the World Bank Discussions have started with agencies like IUCN SAREC UNESCO regarding the setting up of a marine sciences <./>res research centres <#/>But to date no firm commitment has been received <#/>There have been proposals though to develop training programmes which could be partly localised or regionalized in order to make the training more relevant and cost effective <#/>As a small island state with all the inherent constraints of scarce land space limited resources dispersion and isolation lack of economies of scale the government of Seychelles would like to underline the facts that the coastal environment is of paramount importance and constitutes an <./>in <-/>an invaluable development resource Island states in the Indian Ocean and Eastern African region should be accorded special recognition in the same way that the Caribbean and Pacific countries are designated as special development groupings requiring special assistance <#/>We believe therefore that there is an urgent need to strengthen and establish appropriate co-ordinating mechanisms for integrated management and sustainable development of coastal and marine areas and their resources for the region as a whole <#/>Duplication should be avoided <#/>Maximum use should be made of existing institutions and successful programmes at national regional intraregional and international levels This calls for donors and recipients alike to <&/>end of recording

<&_>Conference on coastal zone management 1993


<$A> Chairman of TAPO

<$B> Horace Kolimba Member of Parliament

<$A> <#/>Honourable Horace Kolimba Member of Parliament Secretary-General distinguished guests uh members of TAPO ladies and gentlemen it is indeed an honour and pleasure for me to welcome our distinguished chief guest <+_article> Honourable Horace Kolimba to officiate <+_at> <&/>prep the opening of our sixth Tanzanian Association of Parastatal Organisations Symposium <#/>Honourable chief guest the audience in front of you are essentially the chief executives of parastatal organisations in Tanzania <#/>TAPO was founded in nineteen eighty-one principally to promote co-ordinated efforts in managing our economy and to create a forum for improved communication and dialogue between the government and our parastatal organisations with an overall aim of promoting corporate excellency and effectiveness <#/>It has been customary for us to hold every year a symposium to review and exchange ideas on current issues which have particular bearing <&/>clearing his throat on the performance of our organisations <#/>The theme for this year’s symposium is <-_on> <&/>prep commercialization of parastatals in Tanzania <#/>Recent years have seen <+_article> increased interest not only <-_on><+_in> <&/>prep the performance but also <-_on><+_in> <&/>prep the justification of public enterprises in Tanzania in the wake of their discernible inability to assist in propping up our ailing economy and the recognition that they’re in fact substantially accountable for the present ills of the economy <#/>Our <./>symp symposium last year therefore focused on searching for various options and conceptual frameworks under which our troubled parastatal organisations could be restructured back into viable entities <#/>Indeed we managed to cover valuable ground in respect of gaining a deeper insight <-_of><+_into> <&/>prep the factors at the root of our problems their complexity and <+_article> possible direction we ought to be moving <+_in> to redress uh these particular problems <+_article> <#/>Inadequate play of market forces in the operational environment of parastatal organisations in Tanzania however stood out through and through as one of the more basic and major <-_constraint><+_constraints> affecting performance <#/>Studies in countries grappling with a similar phenomenon have indicated that this is not a problem peculiar to Tanzania <#/>It is a typical problem and certainly the leading factor which has retarded economic growth and even brought about turmoil among centrally planned economies dominated by state-run enterprises <#/>There is now a consensus that <+_article> transformation into market friendly economies with a greater dictation of market driven forces in determining their location of resources and economic activity <-_many><+_much> more participation in the state in business and the increasing exposure to domestic and international competition hold the key to the infusion of innovation efficiency and improved productivity among public enterprises and their economies at large <#/>In this year’s symposium we have thus chosen to extend our last year’s discussion on parastatal restructure by examining in greater focus the aspect of parastatal commercialization which is seen as an important vehicle towards comprehensive restructuring and one having <&/>lexeme potentially rapid dividends in rehabilitating our parastatal organisations <#/>Honourable chief guests <+_article> commercialization of parastatal organisations will characteristically entail <+_article> dismantling of all forms of government non-tariff protection or any preferential treatment or insulation of our parastatals against domestic and foreign competitors <#/>It will also call for <+_article> significant withdrawal of government interference in the management of parastatal organisations with parallel concessions on parastatal autonomy <#/>One is happy to note that we have made some modest beginning <&/>idiom in some of these matters albeit in patches and within a disjointed and ambivalent policy environment <#/>It is still a fact however that effective commercialization of a parastatal organisation is an important if not a necessary transient step before embarking into <./>comprehe comprehensive restructuring which has to deal with the complex and emotive issues of closure play-offs divestiture privatization and has in any case to move cautiously and in phases <#/>Commercialization should also be able to facilitate attraction of joint-venture partners and private investors into rehabilitating our ailing parastatal organisations and even enhancing the value of their equity sale <#/>In view of the urgency to get our economic enterprises to contribute to the growth and development of our country however we have to move away now from mere conceptualization of the problem at hand into developing and urgently a concrete action programme for commercializing and restructuring our parastatal organisations <#/>We need however to have an appropriate operating framework to guide us in doing this exercise successfully <#/>A plausible framework in developing a sound action programme for restructuring public enterprises in Tanzania will have to reflect an evolutionary and a total systems approach process <#/>Five systematic stages which I consider basic in this <./>pro process are problem identification fixing desired objectives uh setting up implementation strategies identification and planning of tactics and finally diagnosis and action implementation requirements <#/>The first stage towards developing a sound commercialization or restructuring packages for <./>im imbattled parastatal organisations is to identify the specific problems and factors behind poor performance for each respective organisation <#/>This these factors will be sustained operating losses for instance or non-competitiveness in the domestic or international markets or excessive cost to the consumers etcetera etcetera <#/>Once the problems are known it will be possible then to move to the second stage which involves pinpointing objectives of the intended remedial action <#/>Some of these objectives for restructuring will be efficiency competitiveness profitability <./>elib elimination of subsidies or disengagement from excessive bank borrowing uh dependence <#/>The third stage comprises <-_of> <&/>prep evaluating and selecting appropriate strategies for achieving each parastatal organisation’s major objective uh restructuring <#/>The fourth stage focuses on developing specific tactics needed to carry the sale of shares that equity shops sell to local or foreign <./>investm investors etcetera <#/>The fifth and final stage in this process is consideration of the implementation requirements <#/>Both comprehensive restructuring and prior to that commercialization of <-/>of parastatal organisations in Tanzania call into play important implementation implications which will have to be addressed effectively in the interest of drawing up a viable action programme <#/>Chief among these is the need to create a central organ preferably <+_article> parastatal reform commission to develop policy and to plan co-ordinate and supervise the implementation of parastatal commercialization and restructuring in Tanzania <#/>The complexity of the exercise <-/>exercise imposes uh some organisational demands and nothing short of a strong and independent body capable of looking at the <./>prob problem globally <./>comprehensive comprehensively and systematically in well-conceived phases can assure us success <#/>The introduction of <-_an> appropriate and adequate financial intermediaries such as merchant banks stock exchange and capital markets which take time to set up and function will have to be carefully planned and made to move harmoniously with the programmed restructuring <#/>There is also the question of ethnic balance in equity ownership which deserves due attention as well as how to promote indigenous entrepreneurs to participate fully in the uh privatised or semi-privatised uh enterprises <#/>Further down there are issues of evolving appropriate legislation and defining areas for institutional and infrastructural building by the central government in order to create an enabling environment for corporate excellence <#/>All these will require the co-ordination and direction of a PAFU central organ <#/>The other critical implementation requirement in the process of commercialization and ultimate comprehensive restructuring of parastatal organisations in Tanzania is the backing of a strong political wing and <+_article> unambiguous commitment <-_over><+_to> <&/>prep these measures <-_by><+_of> <&/>prep the government and the party <#/>In all fairness these elements are presently in serious ><-_deficience><+_deficiency> <&/>idiom although there have been some <-/>some uh <./>dis discussions in the last few uh <-/>few days <#/>An improvement in posture is extremely vital and for a start it could be reflected by the government and the party addressing more seriously the question of setting up the stock exchange market by say in Tanzania getting experienced professionals as the International Finance Company Corporation IFC to undertake a thorough study and make recommendations on <+_article> needed course of action instead of the present haphazard handling of the matter <#/>Honourable chief guests these are but a few uh pertinent observations that should not be overlooked in our endeavour to <./>re restructure our parastatal organisations <#/>Much more and in <-_a> finer detail will be taken up in the following papers to be presented and discussed in this symposium <#/>The ideal cord of relationship between the shareholder parity ministry holding corporations and operating companies uh by the Principal Secretary Ndugu the Minister of Finance performance contracts by Professor Trivedi the World Bank Resource person commercialization the Nigerian experience by Mr Hamsa Said Evaluating of the function rules of holding companies by uh Dr Moshi from University of Dar es Salaam and uh I don't know whether is here but he was supposed to speak on <./>technical on technicalities of privatizations privatization uh negotiations and completion of contracts <#/>Honourable chief guest you'll notice that some of the presentations will be made by the World Bank Resource persons <#/>This is due to <+_article> accommodating of <+_article> late request to TAPO by the President’s office and to provide a forum at this symposium for the viewpoints and experiences of the World Bank on commercialization and privatization under the belief that the exposure gained could assist our chief executives in formulating more effective strategies and action programmes for <./>re restructuring our ailing public enterprises <#/>TAPO on its part welcomes any well-meant collaborative spirit and will certainly take up all valuable contributions from the World Bank insofar as they conform to our practical needs and the objective uh circumstances of our environment <#/>Honourable chief guest we’re all keenly aware of the special impetus that could be given to the whole process of commercialization and restructuring of our parastatal organisations if the party committed greater political will and leadership to parastatal reform <#/>Your acceptance to inaugurate this symposium today is a reflection that to a certain degree the party in general and yourself in particular have a favourable disposition to this endeavour

<$B> <#/>to all degree <&/>idiom

<$A> <#/>to all degree <&/>applause/laughter <#/>On behalf of TAPO members I thank you most sincerely for your interest with above remarks and I have the pleasure in inviting you honourable <-/>honourable chief guest to <./>addr <-/>to address this gathering and declare the nineteen ninety-one TAPO symposium open <#/>Thank you very much

<&_>TAPO symposium, 1991


<#/>Honourable C G Kahama Director of IPC distinguished leaders government officials dear guests ladies and gentlemen I’m very pleased to have been invited to open the first Investment Promotion seminar organized by the Investment Promotion Centre <#/>I would like therefore to thank the Director General and the IPC staff firstly for giving me this opportunity to participate in this seminar and secondly for making Moshi as a starting point <#/>As pointed out by <+_article> Director General our region has made a significant contribution towards our national economic development <#/>We know that <+_article> Investment Promotion Centre which is now two and a half years old was created by an Act of Parliament in nineteen ninety <#/>The main objectives of the IPC are to act as a focal point for the promotion co-ordination regulation and monitoring of local and foreign investments in Tanzania <#/>The Centre started functioning in September nineteen ninety when the President appointed the first Director General and it has been making <-_a> gradual <./>progr progress in promoting foreign investment <#/>Although in the seminar you will be discussing the ways to promote further investment opportunities and the deployment of our own resources it is also important to focus on the historical background of our economic development <#/>We all know that after attaining independence our economic sector was <-_under><+_in> <&/>prep private hands and mostly foreigners <#/>The state therefore took control of all major means of production after the launching of <+_article> Arusha Declaration in nineteen sixty-seven <#/>The economic sector which was <-_under><+_in> <&/>prep private hands was put under <+_article> control of the state <#/>Our country also became a one-party state <#/>The major means of production which were nationalized after independence were as I said predominantly in foreign hands and they were geared towards the colonial interests <#/>The nationalization exercise therefore was aimed at directing the economic sector to serve the interests of the majority of <+_article> Tanzanian population <#/>And this was a vital step <+_in> implementing our policy of socialism and self-reliance <#/>Nationalization therefore enabled <+_article> Tanzanian population to enjoy free social services <#/>Free education free medical services were provided by the state out of the nationalized economic sector <#/>Nationalization was therefore the only <./>idea ideal way to distribute equitably the national cake among the majority of the poor <-_Tanzania><+_Tanzanian> peasants <#/>Although the exercise was welcomed and supported by the majority of poor Tanzanians it was faced with problems <#/>After nationalization we experienced the problem of lack of expertise to manage the economic institutions <#/>Both managerial technical skills were lacking in most of the nationalized institutions <#/>Apart from this problem the sector was faced with the problem of capital investment <#/>The industries therefore produced below capacity due to lack of sufficient inputs power failure poor infrastructure mismanagement coupled with the embezzlements and sabotage <#/>This trend therefore led to the collapse of some of our parastatals <#/>Bora Shoe Company stands as a good example <#/>The economic performance under state control became worse in the late nineteen seventies because of the following factors <#/>There was severe drought which forced the government to spend the major foreign <-_reserve><+_reserves> to import <&/>grammar food instead of agricultural or industrial imports <#/>The collapse of <+_article> East <-_>of East African<-/> community forced the government to re-allocate the major resources to form our own organizations airways harbours railways post and telecommunications <#/>Another factor which contributed to the worse economic performance was the war with Idi Amin of Uganda <#/>The government had to deviate <&/>lexeme our national resources from economic ventures to finance the war which although we eventually won left the country in economic pledge <#/>The control of the economy by <-/>by <&/>clearing his throat the state therefore did not accelerate the expected economic progress <#/>The economic performance remained poor <#/>And this in turn led to the poor services service provision in the social sector <#/>Unfortunately the private sector both indigenous and foreign which could have filled the gap had been largely discouraged to operate alongside with the public sector <&/>coughing <#/>You may here recall that the Arusha Declaration had forbidden anybody aspiring to be a leader to own any economic venture however small it could have been <&/>grammar/tense <#/>This concept therefore led to the potential individuals to fail <&/>grammar to contribute to the national economic growth <#/><+_article> Agricultural sector which was the backbone of our economy did not perform well because of various factors <#/>The majority of peasants could not improve and increase their agricultural output because of the high costs of imports and falling prices of the agricultural goods in the world market <#/>The farmers became victims because they were forced to accept the low prices for their coffee cotton sisal and other agricultural products <#/>Farmers unlike the industrial producers were not able to control the prices of the agricultural goods <#/>This means therefore that even their great <./>agr agricultural sector performance was not very good for reasons explained <#/>This analysis therefore helps to explain why our economy remained <-_under><+_in> <&/>prep a crisis in the <./>la <-_>in the<-/> late seventies and early eighties <#/>It was during this period when the government formulated the recovery policies like the National Economic Survival Programme and later the Structural <./>Adjust Adjustment Programme <#/>Along with these programmes the government decided to liberalize trade <#/>People with foreign exchange were allowed to import goods to fill the shops which had gone empty for a considerable period <#/><./>Peop people may recall when it was difficult to find any of

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