16

(c) an increase in the rate of growth of industrial development.

(d an increase in technical knowledge.

(e) an increase in capital investment in the rural areas and in
Ujamaa villages.

(f) an increase in import substitution.

(g) an increase in export of our manufactured goods.

(h) an increase in employment.

(i) an increase in the quality of labour force.

() an increase in industrial contribution to regional develop-
ment and a decrease in disparity between income in different
regions.

(k) an increase in the efficiency of firms.

(D an increase in utilisation of domestic raw materials.

(m) laying the foundation of heavy industry — especially coal,

iron and steel.

A similar list of aims was published in 1971/72 but this time

with the addition of the need for large scale manufacturing

plants to take advantage of economics of scale. It is clear that
such a crude but comprehensive listing of objectives could be

. used to justify almost any conceivable project but is useless in

terms of specifying in concrete terms, what the Tanzania in-
dustrial sector should look like in several years time and what
its contribution to the economy and to socialist aspirations
generally should be. It is therefore not surprising that a shop-
ping list approach to planning ensued and it says little of N.D.C
that it ‘has attempted to formulate its investment strategy

within the framework of the plan and the (above) Ministerial
policies’. 23

The same problem is encountered in other sectors. Packard has

applied similar criticism to NAFCO projects in the Second Five-
Year Plan most of which were entered there with little
background preparation or justification in terms of overall socialist
strategy. ** NAFCO therefore operates with no clear-out guidelines
on such important issues as what its producer prices are designed
to achieve vis-a-vis its own surpluses and peasant income levels,
what choice of technique it should adopt and what value it should
place on saving or earning foreign exchange. Others have also
pointed out that lack of strategy has resulted in questionable in-
vestments by state financial institutions.2’