Due to multiple expected development benefits, through tax reformation and policy planning to foreign investors will attracting foreign direct investment (FDI) which has been a key objective on sustainable industrial development and economy growth general although this is not the only factors, find out more on details below.

Therefore, in order to attract FDI which is very important on brings foreign currencies governments have to offer various incentives, including fiscal incentives such as reduced corporate tax rates, financial incentives such as grants and preferential loans, and monopoly rights with the possibility of neighboring countries engaging in harmful competition the so called race to the bottom.

No matter how it’s looked at, writing accurately, briefly, and with clarity is an essential business skill. This is because writing, particularly in a business context, fulfills four important roles:

1. It conveys information by communicating intentions, objectives, opinions, and ideas as well as on-going developments and plans for the future. Written material in any format - can also be conveniently filed away and stored as a form of definitive recording.

• It clarifies information by helping to eliminate misunderstood ideas. Writing forces the person who is writing to think about and clarify the idea/subject that he or she is writing about. Topics tend to be confirmed and strengthened when someone takes the time to write them down.

• It reflects seriousness on the part of the writer. Committing a project to writing shows intent, devotion, and dedication.

• It holds people accountable. Poor communication is often blamed for problems as diverse as: a) credibility issues; b) incompetence; and, c) differences in beliefs. These situations can be avoided if the use of clear, concise information is understood beforehand. Writing also provides a guide that can be used to measure and compare thoughts with others as well as future results.

Why Write A Business Plan?

When one takes into consideration the fact that the number one reason why new businesses fail is a lack of planning, the importance of writing a business plan becomes more apparent. Don’t try to avoid the time and hassle of sitting down and putting together a comprehensive plan. A well-researched business plan makes it possible to:

• Define and refine a business concept,
• Keep a focus on objectives,
• Spot and rectify weaknesses before they become major problems,
• Recruit personnel by defining what is needed and what skills employees must have,
• Create a map that helps guide a business through unfriendly environments,
• Convince investors that the business idea is sound,
• Convince money lenders of the entrepreneur’s ability to pay back a loan,
• Convince potential customers that the business will serve them reliably, and,
• Obtain necessary permits and licenses.

The Essentials of Good Planning

The main purpose of a business plan is to compare the (potential) sales of a product against its expenses. Put another way, a business plan is not a forum for an entrepreneur to brag about how wonderful or creative his or her idea is. What potential customers say about the product and what the market reveals are far more important. 

The point of business research is to:

• Determine who is going to buy a product,
• Find out how many are going to buy it, and,
• Discover if the market is strong enough to sustain future sales. A business that plans on selling ice cream, for example, needs to know how much it costs to produce, sell, and store ice cream. This includes the cost of raw materials, equipment expenses, the cost of licenses, utility costs, and so on.

A Sample Business Plan Layout

The essentials of a good business plan include

(1) an executive summary,

(2) a clear description of the product and the people behind it,

(3) research findings,

(4) marketing strategies,

(5) costs, wages, and financial projections.

In other words, good business plans do not rely on expensive bindings, novel-length discourses, or fancy graphics; the emphasis is on solid information and reliable explanations as to how the information was collected. The following outline is designed to help write a solid business plan. A brief description accompanies each section. Note that nine sections are not mandatory when it comes to writing a business plan, however, the criteria in each of the nine sections does need to be addressed. Ideally, every section of a business plan should be easy-to-read and be arranged to suit the eye of the intended reader.

Section 1: A Cover Page and Table of Contents. First impressions are important. Every business plan needs an eye-catching, professional-looking cover page followed by an easy-to-use table of contents.

Section 2: An Executive Summary. A good summary briefly uses one or two pages to describe the product (or service), its competitive advantages, who the product will serve, the size of the market, the goals and objectives of the entrepreneur, and a few profitability estimates. Keep everything short. The objective here is to whet the reader’s appetite not to explain details.

Section 3: A Full Description of the Product/Service. This includes how it was conceived, why it’s needed, its function and design, why it’s different, and comparisons with similar products/ services. Focus on competitive advantages and disadvantages and provide a brief overview of the intended customer base. Profitability estimates (along with how the estimates were obtained) should also be included.

Section 4: A Description of the Business. Goals and objectives should be mentioned as well as the intended location of the business (and why). An explanation of the business’s legal structure and organizational set-up is mandatory. Comparisons with similar businesses are also useful.

Section 5: Market Potential. Here’s where market research enters the picture. This section needs to have a full assessment of the market (itemized demographics, characteristics, and trends), a complete description of product demand (i.e.: where perspective customers are located - and their numbers), the future outlook of the market, and a thorough analysis of the competition (who the competitors are, where they are, their strengths and weaknesses, and a forecast of their future intentions). Be certain that the data used is accurate and reliable (in other words, don’t exaggerate). All numbers and forecasts will need explanations clearly showing how data was obtained if a loan from a bank or other source is needed.

Section 6: Marketing Strategy. This is a plan showing how the business will announce its arrival, how its product will be advertised and promoted, the costs involved, market entry barriers (and solutions), the intended price of the product, and distribution plans (and costs).

A brief description of selling procedures and how sales (or the sales team) will be organized is equally as important.

Section 7: Financial Overview. If outside funding is being sought this will be the section most studied by investors and money-lenders. Indeed, many experts consider the financial section of a business plan to be the most important. Financial forecasts for the first year, second year, third year, and fifth year (with balance sheets) are mandatory, along with a brief description explaining how the numbers were obtained. Income statements (based on research estimates).as well as outgoing cash-flow projections (itemized costs) need to be clear and concise. A breakeven analysis is important as is the intended sources of required funds and how that funding will be applied. Do not place financial information in paragraph form.

Section 8: The People behind the Plan. This section involves a description of the main people who will be implementing the plan including a run-down of each person’s skills, experiences, education, and background. Also worth describing are the number of employees needed, a run-through of wage requirements (including those of the entrepreneur), job descriptions, a brief synopsis of job responsibilities, and the business’s employee training procedures.

Section 9: An Exit Strategy. Because too many entrepreneurs don’t know when to call it quits, an exit strategy is an important consideration. For example, if the business proves to be successful it may be necessary to hire an experienced manager to handle growth. At what point will this be done? On the other hand, if the business is losing money, a course of action should be established in advance as to when and how to end operations. How much money will be lost before failure is recognized? Will the business be sold in its entirety – or will it be broken into pieces and sold? An exit strategy can provide possible answers to these questions long before the entrepreneur descends deeper into debt.

The Most Common Mistakes Made When Writing a Business Plan

• Verbosity. If asked to describe themselves, few people begin by talking about their birth, their adolescence, their teen years, their first love, their pets, and all their experiences and encounters up to the present day. Curiously, however, many people take this route when writing a business plan. The message? Don’t overdo it. Keep each section of the business plan as short and concise as possible.
• Lack of Scope includes not having sufficient data to complete nine sections of a business plan as well as ‘the 13 Main Reasons Why Businesses Fail’.
• Overconfidence or Lack of Insight. ‘Eager beaver’ entrepreneurs who rely on hope, charm, or enthusiasm rather than legitimate research impress no one. Every section of a business plan should stick to solid research and facts. All it takes is one embellished ‘fact’ or uninformed opinion to reveal itself and the entire business plan will be seen as a complete fabrication.

Additional Suggestions for Writing a Solid Business Plan

Keep the following suggestions in mind before, during, and after writing a business plan:

1. Stay on track (consider the specific reason why your plan is being written)

• What is the plan’s intention? What is it supposed to accomplish? Is its purpose to acquire funding, to gain licensing permission, or is there another focus?
• Can the aim be summarized in one sentence and be used as the main point? It should.

2. Convey the message of the plan in a way that its recipient(s) will understand

• Exactly who will be reading the document?
• What are their likes and dislikes? (if this is not known, ask the recipients)
• Is the correct tone or attitude being used?
• How much does the recipient already know about the topic?
• Will he or she understand the terms and language used?

3. Structure the plan carefully (organize and clarify)

• Does the document proceed in a logical and organized way?
• Does every sentence and paragraph justify itself? (i.e.: is it organized around a central theme?)
• Have enough graphs, details and/or explanations been included to support the main point?
• Is everything that has been written down necessary? (if not, remove it)
• Is it clears to the reader what he or she needs to know or do afterwards?

4. Take the time to develop, revise, and edit the ‘completed’ document before submitting it.

• Is the document’s layout effective? (are its titles, spacing and text well-balanced?)
• Is the documents information and style easily accessible?
• Has someone proof-read the document? (it should be proof-read by several people)
• Do the beginning and ending statements have a resounding impact?

Business Plan Advice from the Pros

1. Don’t try to impress the intended recipient of a business plan (usually a financier) with fancy jargon or overly-technical wording.
2. When crunching your research numbers, don’t forget to add personal wage requirements into the overall expenses – even if you plan on living off your savings (or your parents) for a while. Wage requirements include rent (or mortgage payments), car payments, insurance needs, bills, energy costs, pocket money, and food and living expenses.
3. Keep your business plan short and to the point. Avoid long sentences and long paragraphs.
4. Don’t be ambiguous. Ambiguity does not reduce opposition, hide insecurity, cut down on questions or allow you to be all things to all people. It just makes you look bad.
5. Have all facts and figures reviewed by a professional before showing them to others.
6. For the financial section of the business plan, develop a worst case scenario, an expected scenario, and a better-than-expected scenario for the first, third, and fifth year of operations. For example, if you think the business will capture 10% of a particular market, also make forecasts for 5% and 15%.
7. Check with a local bank to see if it offers a business plan booklet. Business plans that are tailored around the preferences of a lender improve the chances of obtaining a loan from that lender.
8. Use graphs rather than an avalanche of words to explain complicated numerical information.
9. If help is needed in putting together the financial section of a plan, consider hire an accountant. It may be money well spent.

Fiscal policy is a government's decisions regarding spending and taxing. If a government wants to stimulate growth in the economy, it will increase spending for goods and services. This will increase demand for goods and services. Since demand goes up, production must go up. If production goes up, companies may need to hire more people. People that were once unemployed may now have jobs and money to spend on goods and services.

This will further increase the demand and require more production and, hopefully, the cycle of growth will continue. Barry may even get more business as people have more money to spend on products at his store. Consequently, government spending tends to speed up economic growth.

If the government thinks the economy is overheating - or growing too fast - the government may decrease spending. A decrease in government spending will decrease overall demand in the economy.

Businesses will slow production, which means profits will decline, resulting in less hiring and business investments. A cut in government spending may hurt business, because there will be less money in people's pockets to spend at his store, possibly from being laid off. If Barry provides goods or services to the government, he may take a double-hit.
The other side of fiscal policy is taxes. Decreasing taxes tends to stimulate economic growth. If taxes go down, Local business will have more money in his pocket. We’ll either spend it or save it. If he spends it, he increases demand and businesses have to produce more. This means they may have to hire more people. These people will then have more money to save or spend - maybe at Barry's store. On the other hand, if Barry saves the money, he'll put it in his bank. The bank will loan the money he deposited, and borrowers will spend it.

Some economists are concerned that government spending and reduction in taxes will create a crowding out effect. If the government doesn't have enough revenue to support spending, it will have to borrow money. According to some economists, government borrowing tends to increase interest rates. And, increased interest rates discourage individuals and businesses, like Barry, from borrowing money for spending and investment. According to these economists, government spending may crowd out private investment.

If the government wants to slow down an overheating economy, it may decide to raise taxes. This means people have less money to spend. Fewer people will be hired because there is less demand. Unemployed people don't have extra money to spend at Local Business store. Business may not make as much money, which means he'll have less money to invest in his business and less money to spend for his personal consumption. The economy will slow down.

Few entrepreneurs have heard of or studied economics. But experience shows that most entrepreneurs are doing business without knowing it. They have learned from experience how the economy works and have developed an intuition. Their gut feeling, sometimes referred to as entrepreneurial judgment, is a tacit understanding of the economy as a market process and what this means for entrepreneurship.

Here are four insights from TICGL economics that are part of that entrepreneurial intuition:

1. Consumer sovereignty Not only is the customer king, but all production aims to ultimately satisfy consumers in some sense by providing them with value. This value is entirely up to the consumer. Entrepreneurs can only provide the means, typically a good or a service, that help consumers become better off. Sometimes this requires educating the customer so that they understand the value of the product. And, typically, the value lies in their complete experience, not just what you sell.

2. Value determines price and costs are a choice With value being in the eyes (and experience) of the consumer, the price they are asked to pay must be (much) lower. The entrepreneur’s job is to figure out at what price their product is attractive, and then choose a cost structure that allows for profit. In other words, the price is a guess based on what value consumers see in the product. The only choice is cost: how to produce at costs below the selling price and, ultimately, whether to produce.

3. Entrepreneurship is about creating tomorrow Leading economist notes that “the ultimate source from which entrepreneurial profit and loss are derived is the uncertainty of the future constellation of demand and supply.'' What that means is individual entrepreneurs choose costs in the present to produce a product that must be sold in the near or distant future, whatever the market situation might be. That’s the uncertainty borne by the entrepreneur.

4. Seek to be a good monopolist In standard economics models, competition is about offering the same or nearly the same goods competing on price. This is a terrible strategy for entrepreneurs, whose superpower is to facilitate value. Therefore, think of competition differenlty : It is about figuring out how to provide the best value experience possible. This often involves thinking out of the box and trying something new. Every innovation is by definition a new, unique offering and therefore also a monopoly. What benefits consumers most is entrepreneurs who aim to be good monopolists.

Standard economics has turned its back on and developed models that exclude entrepreneurship. As Joseph Schumpeter, schooled in the Austrian tradition, put it: the market economy without entrepreneurship is much “like Hamlet without the Danish prince.” Indeed, entrepreneurs are the main characters in the drama that is the economy. An economic theory that recognizes this not only does a better job explaining the economy -- it is also a useful framework for entrepreneurs.

This study focus on address challenges and opportunities confronting small business in Tanzania, Aim is to examine the causal relationship between small business and the magnitudes of its  investment, magnitude of small business with the levels of income, magnitudes of small business and levels of employments and magnitudes of small business with macro-economic policies. A total number of 450 small businesses were chosen. 95% of the businesses in Tanzania are small business and they are representing more than 35% of the country GDP.

Why does the government of Tanzania work so hard to control unemployment? The answer is largely based on self-preservation. Unemployment negatively impacts the Bank of Tanzania ability to generate income and also tends to reduce economic activity. Currently Tanzania have large number of graduates that cause higher number of unemployment, When unemployment is high, actually fewer people are paying taxes to the government to help it run.

Additionally, unemployment results in fewer people with income to spend on goods and services. When less people have money to go out to eat, buy gifts, or shop at the local stores, this lowers spending. This in turn makes it more difficult for businesses to profit and expand, which can result in lower job growth and lower overall economic growth.

So how does the tax side of fiscal policy affect unemployment in Tanzania? Taxation is one of the primary fiscal policy tools the government of Tanzania has at its disposal to reduce unemployment. When unemployment is high or the economy needs a boost out of a recession, the government can lower the tax rates on businesses and individuals, ultimately putting more money into the hands of consumers.

In general, as consumers spend or demand more goods and services, businesses make more money and need to hire more people to keep up with increased demand. This in turn can result in more people paying taxes into the government and generating revenue.

For example, if you owned a local shop and residents now had more money to spend, they may come visit you more often to indulge in that special treat or experience you offer. When they demand more baked goods and coffee, you may need to hire an additional employee to keep up so that you can maximize your revenue. As this happens across several different businesses and local economies, it can have a largely positive effect on employment.

Women talent is distinguished beyond multitasking, in having a creative pulse to develop ideas, join efforts between diverse talents and a critical vision on solving everyday problems.
The development of innovative ideas that seek to revolutionize the traditional is the common denominator in the entrepreneurial ecosystem, an element that has no gender. However, Women participation is key in the development of an entrepreneurial culture at a global level.

According to TICGL data from the TICGL Economic Research and Data Development Center, in Tanzania , the highest proportion of female entrepreneurs is found in the region, an indicator that makes us reflect on their continuous contributions to innovation and disruption of different industries, and especially of its relevance in the solid construction of companies, which are germinating and positively impacting society.

In the current context of the pandemic caused by COVID-19, the economies of the countries are looking for mechanisms to recover the rhythm and return to the production and consumption levels prior to this health crisis, that is when entrepreneurship takes a fundamental role in promoting economic recovery for nations and in fostering a culture of innovation among women to facilitate their participation in the emergence of new business units.

Women entrepreneurs offer strong potential to contribute to job creation, growth and competitiveness. In this context, Women talent is distinguished beyond multitasking, in having a creative pulse to develop ideas, join forces among diverse talents and a critical vision of solving everyday problems.

For example, in traditional sectors such as finance, real estate and technology, the role of women has been of great importance in promoting resilient and creative businesses. The fact of a convergence and exchange of innovations provides a wealth of perspectives on solutions and disruptive projects in the various economic sectors.

The promotion of an entrepreneurial culture within any country also entails a series of continuous actions by those who make decisions, to promote leaderships that in turn build multicultural, intergenerational and multidisciplinary teams to positively impact society.

Let us remember that entrepreneurs are also agents of change and play a role in job creation, which shows us the potential of innovative ideas. As is evident, women have taken on a major importance in the creation of companies and entrepreneurship, thanks to this it has been possible to overcome several obstacles that did not allow women to have a leading role in business.

The recognition and promotion of women in business will help in the future more and more women want to be part of or want to undertake, this does nothing but benefit so that in the future there is a level floor in which women and men have the same projection and opportunities, but above all, a conducive environment to undertake with a gender perspective.

A community based health evaluation is a systematic analyze community health needs/status. The process provides a way for community to prioritize health needs and to plan and act upon unmet community health needs.

Socio-Economic Factors Determines Community Based Health Status

Summary.  

We frequently find ourselves managing in situations where the company or unit strategy is unclear, in flux, or constantly changing. The best managers find ways to provide steady, realistic direction and to lead with excellence, even when the strategy isn’t clear. There are three things you can do today that will put you in a better position to manage strategic ambiguity:

1. Take pragmatic action by getting back to basics to deliver value,
2. placing intelligent bets on what you do know, and
3. embracing short-term strategies by operating in sprints.

Cultivate emotional steadiness by being learning more about the situation, acknowledging and navigating your emotions, and keeping team communication open. Tap into others’ expertise by imagining what the leader you respect the most would do, engaging other managers, and embracing the wisdom of thought leaders. Following these three approaches, you can keep lack of clarity at your company from cast a shadow over your confidence or performance.It’s one of the few facts in business everyone agrees on:Without a clear and compelling strategy, your business will fail. From MBA programs, to business book jackets, to the last keynote you attended, you’ve heard it repeated again and again.

Despite this, we frequently find ourselves managing in situations of strategic ambiguity when it isn’t clear where you’re going or how you’ll get there. Why does this happen? Market conditions shift rapidly. Customers have more choices than ever. Resources are constrained. Executives leave, interims are appointed, and searches drag on. The list continues, and even if your company is nimble enough to set strategy effectively at the top, keeping the entire organization strategically aligned is an entirely different challenge.

Your company might have a clear strategic imperative, but your unit or team might not.In my consulting practice, I work with leaders all over the world on strategy and execution, and they shift uncomfortably in their chairs every time I broach this topic. Strategic uncertainty can feel like slogging through mud. Leaders avoid investments. Decisions are deferred. Resources are frozen. Fear, uncertainty, and doubt drive bad behavior and personal agendas. Even so, companies often succeed or fail based on their managers’ ability to move the organization forward precisely at times when the path ahead is hazy.
The best managers find ways to provide steady, realistic direction and to lead with excellence, even when the strategy isn’t clear. Push your leaders for clarity, yes. In the meantime, be productive. There are three things you can do today that will put you in a better position to manage strategic ambiguity:

1. Take pragmatic action,
2. cultivate emotional steadiness, and
3. tap into others’ expertise.

Take Pragmatic Action
I’m a proponent of practical approaches to dealing with uncertainty. Doing something, anything, in support of your company’s success makes you and your team feel better than doing nothing.

• Get back to basics.

Deliver value. First, focus on what you can control. You owe it to the organization and to your team to deliver value every day. What clientele does your team serve today and what do they expect or need from you? How can you perform better, faster, or smarter to deliver on the promise of excellent service? What matters to the organization’s mission or vision? How can your team contribute to that? When uncertainty comes, first and foremost do good work. You’ll put the company in the best possible position to navigate new strategic choices.

• Place intelligent bets.

What’s likely? When the strategy is uncertain, the best managers acknowledge what’s unknown, but also look ahead to what is known and what is likely to happen. What do you know about the dynamics impacting your company? What options are being discussed? What does your boss think will happen? What can you do today to prepare yourself, your team, and potentially your clients for change? In almost every case, managers can place intelligent bets and start to work toward a future state even when the complete landscape remains out of focus.

• Operate in sprints:

Embrace short-term strategies. Once you’ve focused your team on delivering value and started to explore what’s possible, you’re prepared to move forward with a discrete set of priorities. Take a note from organizations that use agile methods and create your own strategic sprint. What can you do personally to contribute to strategic clarity for your part of the business? What projects can your team execute in 30, 60, or 90 days that will benefit the organization regardless of which direction the strategy takes? Strategy isn’t only the work of senior executives—any work you do to further the company’s capabilities and position your team for the future is a great investment. Don’t stand still, awaiting the “final” answer on strategy. Move your team and the company forward.

Cultivate Emotional Steadiness.
Strategic ambiguity pushes you out of your comfort zone. When there’s clear, unwavering direction, you can focus on defined targets and deliver results. When strategies shift, or are hinting toward a shift, it’s normal to feel unsettled, and you’ll see this in your team too. Here are three steps you can take to help yourself and your team navigate the emotions of strategic ambiguity.

• Be proactive.

Learn more. One of the reasons I suggest pragmatic action is because doing something concrete helps you move beyond your raw emotions. But there’s more to emotional steadiness. Questions arise naturally: How will this impact my group? What if everything we’re doing today alters? What if this involves job changes, layoffs, or lost resources? Learn as much as you can so you’re informed, not just reacting to rumor and innuendo. Use your internal network and ask others in the organization for insight, context, and clarity. When you’ve done the hard work of sense-making, you’ll be able to anticipate the questions your team will ask and prepare the most effective answers you can.

• Acknowledge and navigate emotions.

Emotional steadiness requires that you be intentional about the way you show up in the workplace. Your role is to be calm, transparent, and steady, all while painting a vision for the future. Acknowledge your emotions and talk to a peer or your boss if you need to work through them. Play out the worst-case scenario in your mind and then move on to the more likely outcome. Chances are the reality isn’t as bad as what you might conjure up when your emotions are heightened. Commit to avoiding stress responses, frustration, rumors, or other nonproductive behavior. Your team members are watching and taking their cues from you.

• Keep team communication open.

Strategic uncertainty can cause managers to communicate with team members less frequently and less openly. “If I don’t have clarity to provide, why not wait?” the thinking goes. But in truth, ambiguous situations require you to communicate even more than normal. To demonstrate emotional steadiness, share your own emotions and acknowledge those of your team in productive ways. Let team members know that what they feel is okay. But talk with them about your commitment to being emotionally steady even during times of uncertainty. Ask them to do the same and come to you if they are frustrated or concerned. Maintaining open dialogue will keep your team engaged and aligned until a clear direction emerges.

Tap into Others’ Expertise.
Leading through periods of uncertainty and change can be isolating for managers. Remind yourself that you are not alone. You have a network of people who have likely faced similar challenges and you can tap into their experiences. Here are three ways you can tap into the expertise of others for support.

• Imagine your most respected leader’s approach.

What would they do in your situation? How would they handle the ambiguity or state of flux? How would they view the way you’re handling yourself? This exercise can be incredibly powerful in helping you stay calm and emotionally steady, exercise your critical thinking, and take pragmatic action even in the most uncertain circumstances. Those we most respect have demonstrated traits we admire. Tap into their strengths to inform your own.

• Engage other managers.

Managers often believe they need to “be strong” and go it alone to demonstrate managerial confidence and competency. That’s not true. My executive clients reach out to peers and former colleagues regularly for advice, counsel, and emotional support. If someone you know reached out to you to ask for your advice, you’d happily provide support and feel valued as a peer. Your network will feel the same. Start the conversation with “I could really use another point of view” and you’ll be surprised how quickly others engage.

• Embrace the wisdom of thought leaders.

Your network becomes global when you expand beyond those you know personally to those you can access in today’s digital environment. The greater your understanding of how others think about strategic agility and change leadership, the better you’ll be able to navigate ambiguity in your company. The brightest and most inspiring minds are at your fingertips—read books and articles, listen to podcasts and interviews, and watch instructive videos, webinars, and more to expand your thinking and learn new approaches relevant to your specific situation.

The ability to thrive during periods of strategic uncertainty separates the great managers who go on to become exceptional leaders from the rest. Don’t allow a lack of clarity at your company to cast a shadow over your confidence or performance. Even in the most challenging and ambiguous of situations, you put yourself in a position to succeed when you commit to taking pragmatic action while demonstrating emotional steadiness and drawing on the expertise of others.

Public investment projects shapes choices about where people live and work, influences the nature and location of private investment, and affects quality of life. When done right, public investment can be a powerful tool to boost growth and provide right infrastructure to leverage private investment. In contrast, poor investment choices or badly managed investment waste resources, erode public trust and may hamper growth opportunities.

Public Investment Management Project System and Economic Growth Perspective in Tanzania