Security Investment Plan 2011-12 to 2020-21.The core priorities identified in the plan are sizeable investments in infrastructure; increased investments in agriculture for food self-sufficiency and export; development of industries that make use of local raw materials; establishment of special economic zones to encourage exports; the promotion of public-private partnerships; human capital and skills development, especially in science, technology and innovation; and the promotion of tourism, trade and financial services. 537. The above plans are eminently sound, and the Government and people of Tanzania should be commended on their elaboration. A critical test, however, will be the efficiency and vigour with which these plans are implemented. 538. A potentially important trigger for Tanzanian economic growth in the future is the mining sector. This is a result of the discovery of deposits of gas, gold, and other mineral resources in various parts of the country. Whether exploitation of these mineral resources will be a blessing or a curse depends on how successful the government is avoiding the ‘Dutch disease’ and stagnation in other sectors of the economy, notably agriculture and manufacturing. In this regard, Tanzanian authorities should seek to learn and benefit from the experience of other African countries that have faced this challenge. Botswana is a good example of how to manage mineral resources successfully. 539. A key lesson to be drawn is that if the mining sector is to play a positive role in economic development, the authorities must recognise that minerals are depleting resources. The best strategy is therefore to utilise windfalls from the mining sector to stimulate growth in other sectors - such as agriculture and manufacturing - thereby establishing firm foundations for broad-based and sustainable pro-poor growth. 540. Another potentially important driver of economic growth, development and poverty eradication is education and human resource development. The example of the East Asian economies demonstrates that education and skills development could be powerful catalysts for economic transformation. The Government of Tanzania is aware of this and in its Vision 2025 identified “a well educated and learning society” as one of the five attributes of the Tanzania of 2025. Among other things, this means “a nation with high quality education at all levels; a nation which produces the quantity and quality of people sufficiently equipped with the requisite knowledge to solve the society’s problems, meet the challenges of development and attain competitiveness at regional and global levels”. 541. However, despite the ambitious goals and targets set out in Vision 2025, Tanzania has a very long way to go to strengthen the education sector to the point where it would serve as a major trigger for economic growth and development, and poverty eradication. As detailed in Chapter 6 dealing with Socio-economic Development, Tanzania made remarkable progress in expanding primary education and eliminating illiteracy. However, school enrollment increases have not been matched by a corresponding increase in the number of qualified teachers, learning and teaching materials, classrooms and hostels. This has led to poor educational standards. Furthermore, there is a mismatch between what is taught in schools and the training and skills required for gainful employment. Technical and vocational education and training also lag behind university education. It is for this reason that the discussion of this subject in Chapter 6 ends with the recommendation that urgent and comprehensive measures be taken to arrest deteriorating educational standards. 542. The CRM was struck by the gap between planning and implementation. Tanzania has many plans in place, such as the National Strategy for Growth and Reduction of Poverty, the Long Term Perspective Plan, the Southern Agriculture Growth Corridor of Tanzania and Kilimo Kwanza, or the green revolution, to name a few. Rather than being the absence of strategies and plans, the problem resides in their implementation and synergy with Vision 2025. Several factors account for this gap between planning and implementation. These include the level of commitment required at all levels of government and among all stakeholders, capacity to implement these strategies and plans, and effective coordination and consultation mechanisms within and among state and nonstate stakeholders. 543. These challenges must be explicitly addressed as part of the way forward. It is especially important for non-state stakeholders at village, district and regional levels to be more associated with economic policy-making and implementation. Their experiences, needs and capabilities could then be taken into account in formulating and implementing these strategies and plans. In several meetings with farmers, fishermen, and other agricultural producers in the districts visited, the CRM was informed of poor results and achievements that may have been 117