AN OVERVIEW OF TANZANIA’s EXPERIENCE IN IMPLEMENTING MANAGING FOR DEVELOPMENT RESULTS (MfDR)

1. 2nd Annual Meeting of the African Community of Practice (AfCOP) on MfDRheld inPort Louis, Mauritius27th – 30th October 2008 AN OVERVIEW OF TANZANIA’s EXPERIENCE IN IMPLEMENTING MANAGING FOR DEVELOPMENT RESULTS (MfDR) Presented By: Mr. Eric Shitindi President’s Office, Public Service Management

2. Agenda • Introduction about Tanzania • Background • Introduction of Result Based Management (RBM) to TZ Public Service • Some Implementation challenges • Addressing the challenges • Conclusion

3. About Tanzania • Located in East Africa • Total Area 943,000 Sq Km • Total population of about 35 million • Neighbours: Uganda, Kenya, Rwanda, Burundi, Congo DRC, Malawi, Zambia, Mozambique and Comoro • The Economy depends on Agriculture, Mining and Tourism.

4. Tanzania Safaris

5. Tanzania Land of Kilimanjaro

6. Background to RBM in Tanzania • Economic difficulties of 1980s • Cost of running the Government became unsustainable • Declining service delivery to the citizens (poor services) and almost collapse of service delivery systems. • Shortage of resources and Budget not linked to resources • Outdated HR policies and Non existence of legal frameworks to enforce HR and performance management • Red tape and corruption in service delivery

7. Background to RBM in Tanzania • RBM introduced to promote individual and institutional accountability, responsiveness and strategic thinking to service delivery. • Piloting of RBM started in Executive Agencies in 1997 • Introduction of Performance Budgeting in 1999 • Adoption of Public Service Management and Employment Policy (PSMEP) in 1999 promoting RBM and Meritocracy. • Legal framework mandating all Public institutions to implement RBM and meritocracy enacted through Public Service Act No. 8 of 2002.

8. Introduction of Performance Management Systems (PMS) 2000 - 2007 • Use of PMS as a tool for managing performance and results was introduced in the public service from 2000 using PIM. • Implemented as part of ongoing reforms in the Public Service • The tools aimed at promoting individual and institutional accountability and responsiveness to service delivery. • Aimed at strengthening the linkage between individual objectives and organizational objectives. • PIM Tools included Strategic Planning, Annual Plans, Operational Planning (MTEF), Service Delivery Survey, Self Assessments, Client Service Charters, M&E, and Open Performance Review and Appraisal System (OPRAS).

9. Individual Performance Agreements (PA’s) & Reviews • All public servants are required to sign performance agreements with their immediate supervisors at the beginning of financial or calendar year. Legal requirement • The PA’s stipulates the agreed objectives and targets to be met by individuals based on organisational annual plan. • Open Performance Review and Appraisal System (OPRAS) replaced the confidential system was introduced in year 2004.

10. Implementation Challenges and Lessons • Resistance to Change (mind set) • Weak local ownership in Ministries, Departments (commitment at all levels especially Top leadership) • Supply driven vs demand driven helps to strengthen ownership • Over ambitious (too many interventions) • Shortage of skilled staff to undertake reforms • Lack of Clear Guidelines

11. Implementation Lessons and Challenges • Management of consultants • Inter-ministerial collaborations (Are we talking the same language?) • Resources allocation and coordination problems (agencies having more than one strategic plan) • Sequencing of Interventions is important • Legal frameworks need to be in place • Lack of Incentives and sanctions • Weak Monitoring and Evaluation.

12. Addressing challenges • National Strategy for Growth and Reduction of Poverty (MKUKUTA) launched in 2005. Provides an overarching framework for: - Coordinating MDAs - resource allocation, - development management and - fighting poverty

13. MKUKUTA is based on three clusters: - (i) growth and reduction of income poverty; (ii) improved quality of life and social well-being; and - (iii) good governance and accountability. • MKUKUTA M&E framework

14. Coordination Framework

15. Addressing challenges • Inter-ministerial collaborations (joint teams, joint guides) – Finance & planning, POPSM, RALG • Harmonized and simplified Medium Term Planning and budgeting guidelines • Guidelines on Client service charters and Individual Performance agreements • Performance Monitoring, Evaluation and Reporting: - Result frameworks; Periodic reporting on progress in reaching targets, improving service delivery, meeting outcome indicators and financial performance (quarterly, half-year, annual and 3year outcome reports)

16. Addressing challenges • Harmonization and Coordination of Development Partners Organized through JAST (General Budget Support & Basket Funding through SWAPs). • Deepening use of PMS tools and customization • NGOs and DPs key partners in MfDR process (PER mechanisms, independent studies, empowering citizens) • Need to simplify M&E tools is in a process to be a day to day management tool • Incentives and sanctions??? • Capacity building.

17. THE ENDI thank you for your kind attention!!!