QUARTERLY PERFORMANCE REPORT

President’s Office-Public Service Management

Public Service Reform Programme

Final Report

QUARTERLY

PERFORMANCE

REPORT

(SEPT-DEC. 2008)

Issued

Contact

10 March 2009 Permanent Secretary

President’s Office Public Service Management Box 2483 Dar es Salaam Phone: 2118531-4 E-mail: [email protected] Web: http://www.estabs.go.tz

Contents

Final Report ...1 Contents ... ii Tables ... ii Figures ... ii Abbreviations ... ii Terminology...iii Executive Summary...4

Highlights and Successes ... 4

Constraints and Emerging Issues... 5

1. Introduction ...6

1.1 Introduction and Purpose of this Report ... 6

2. Highlights...7

2.1 Introduction ... 7

2.2 Activity Completion ... 8

2.3 Budget Execution... 8

2.4 Milestones Assessment... 9

3. PO-PSM – led Interventions: Performance by Key Result Area (KRAs) ... 12

3.1 Key Result Area 1: Systems and Structures to Support Service Delivery... 12

3.2 Key Result Area 2: Policy Development ... 19

3.3 Key Result Area 3: Pay, Incentives and Rewards ... 20

3.4 Key Result Area 4: Accountability and Responsiveness ... 22

3.5 Key Result Area 5: Systems to Manage Public Servants... 26

3.6 Key Results Area 6: Leading the Future Public Service ... 29

3.7 Key Result Areas 7: Change Management and Coordination ... 35

4. Performance - MDA Led Interventions ... 39

4.1 MDAs Led Interventions ... 39

Tables

Table 1: Expenditures by KRAs as of December 2008 ... 8

Table 2: Milestones ... 10

Table 3: Output for Systems and Structures to Support Service Delivery ... 12

Table 4: Output for Policy Development KRA ... 19

Table 5: Output for Pay Reform ... 20

Table 6: Outputs under KRA 4... 22

Table 7: Outputs for KRA 5: Systems to Manage Public Servants... 26

Table 8: Output for KRA 6: Leading the Future Public Service ... 29

Table 9: Training summary ... 30

Table 10: TGDLC Output for 2007/08 FY .... 31

Table 11: TPSC Indicators... 34

Table 12: Outputs for KRA 7: Programme Management ... 35

Table 13: Summary of funds approved for MDAS – led interventions for 2008/09 FY ... 41

Table 14: Summary of MDAs Physical and Financial Performance for the period covering July – December 2008 ... 43

Figures

Figure1: Comparison of Budget against Expenditure by KRAs as of December 2008 2008/09 FY ... 9

FIGURE 2: TGDL Data ... 32

FIGURE 4: MDAs Expenditure... 40

Abbreviations

A

ACCBBFF,, African Capacity Building Fund

A

ADDEEMM,, Agency for Development of Educational Management

C

CAAGG,, Controller and Auditor General

C

CEEAAPPTT,, Central Executive Agencies Programme Team

C

CGGCC,, Chief Government Chemist

C

CIIDDAA,, Canadian International Development Agency

C

CSSCC,, Client Service Charter

C

CSSDD,, Civil Service Department

D

DAANNIIDDAA,, Danish Development Agency

D

DAAPPss,, Directors of Administration and Personnel

D

DDDCCAA,, Drilling and Dam Construction Agency

D

DEE,, Director of Establishment

D

DHHRRDD,, Director of Human Resources Development

D

DLLCC,, Distance Learning Centre

D

DMMSS,, Director of Management Services

D

DPPDD,, Director of Policy Development

E

EAAPP,, Executive Agency Programme

E

EAASSTTCC,, East African Statistical Training Centre

E

ESSAAMMII,, Eastern and Southern Management Institute

F

FAATTSS,, Fixed Asset Tracking System

G

GDDLLCC,, Global Development Learning Centre

G

GooTT,, Government of Tanzania

I

IDDAA,, International Development Agency

I

IEECC,, Information Education and Communication

I

IFFMMSS,, Integrated Financial Management Systems

I

IMMTTCC,, Inter-Ministerial Technical Committee

I

IPPAA,, Individual Performance Agreement

I

IMMWWGG,, Inter-Ministerial Working Group

J

JIICCAA,, Japan International Cooperation Agency

L

LAANN,, Local Area Network

L

M

M&&EE,, Monitoring and Evaluation UUNNDDPP,, United Nations Development Programme

M

MDDAAss,, Ministries, Departments and Agencies WWBB,, World Bank

M

MDDss,, Ministries and Departments

Terminology

M

MEEMM,, Ministry of Energy and Minerals

M

MJJCCAA,, Ministry of Justice and Constitutional Affairs

M

MooDDNNSS,, Ministry of Defence and National Service CCaappaacciittyyBBuuiillddiinngg a process leading to either (i) skill upgrading, (both general and specific), (ii) procedural improvements, and (iii)

organizational strengthening. Capacity building refers to investment in people, institutions, and practices

M

MooAAFFSS,, Ministry of Agriculture, Food Security and Cooperatives

M

MooFFAAIICC,, Ministry of Foreign Affairs and International Cooperation

M

MooEECC,, Ministry of Education and Vocational

Training _IImmppaacctt, An effect on well-being. A significant ,

long-term developmental change induced in the user of a service or product.

M

MooFFEEAA,, Ministry of Finance and Economic Affairs

M

MooHH,, Ministry of Health and Social Welfare

M

MooLLHHSS,, Ministry of Lands and Human Settlements

Development IInnddii_{completing activities, producing outputs,} ccaattoor, A way of measuring performance in r outcomes or impacts. Indicators should be: SMART. Indicators need to be time bound; they are often disaggregated to compare results. Indicators frequently have targets.

M

MooLLDD,,MiMinniissttrryy ooff LLiivveessttoocckk DDeevveellooppmmeenntt

M

MooNNRRTT,, Ministry of Natural Resources and Tourism

M

MooWWLLDD,, Ministry of Water and Irrigation

M

MSSTTHHEE,, Ministry of Science Technology and Higher

Education OOuuttccoommee, a direct, but intermediary change or ,

improvement in the welfare of the customer or beneficiary as a result of the use of a service (output). Examples include improved health after visiting a dispensary, or increased knowledge after completing school.

M

MTTEEF, Medium Term Expenditure Framework F O

OPPRRAASS,, Open Performance Review Appraisal System

P

PIICC,, Presidential Implementation Committee

P

PIIRR,, Programme Implementation Review

O

Ouuttppuutt, , what an organization produces and can be held accountable for producing: the

deliverables. Outputs are “consumed” by clients.

P

PIIUU,, Performance Improvement Unit

P

PMMOO,, Prime Ministers’ Office

P

PMMSS,, Performance Management Systems

P

PSSCC,, Public Service Commission

P

PSSMM,, Public Service Management

P

PMMOO--RRAALLGG,, President’s Office-Regional Administration and Local Government

P

POOPPSSMM,, President’s Office Public Service Management

P

PSSRRPP,, Public Service Reform Programme

P

PSSPP,, Private Sector Participation

P

PSS,, Permanent Secretary

R

RAASS,, Regional Administrative Secretary

R

RTTDD,, Radio Tanzania Dar es Salaam

S

SDDSS,, Service Delivery Surveys

T

TAANNRROOAADDSS,, Tanzania National Roads Agency

T

TBBAA,, Tanzania Building Agency

T

TGGDDLLCC,, Tanzania Global Development Learning Centre

T

TGGDDLLNN,, Tanzania Global Development Learning Network

T

TGGFF,, Tanzania Government Flight

T

TNNBBCC,, Tanzania National Business Council

T

TOOTT,, Training of Trainers

T

TPPSSCC,, Tanzania Public Service College

R

RAAMMDD,, Records and Archives Management Division

R

RAASS,, Regional Administrative Secretary

U

Executive Summary

This Report describes the performance of the Performance Results and

Accountability Project (PRAP) under PSRP II during the period of July-December 2008 covering two quarters. It summarises the main PSRP implementation for the first two quarters of the 2008/09 financial year.

Unlike the previous Phase I of the PSRP, implementation of the PSRP II has taken a relatively different approach that is the demand led approach in which MDAs with PO-PSM retaining the mandate implement strategic activities within their MTEF and PO-PSM implement the cross-cutting activities as supply led interventions.

The financial year 2008/09, major focus was on implementing priority activities as per PSRP II Annual Work plan for both MDAs led and PO-PSM led interventions. The impact and effect of PSRP I interventions will separately be addressed in the State of the Public Service Report, which will be prepared later in this financial year.

Highlights and Successes

Following paragraphs highlights the overall status of the PSRP II performance during the period (July-December 2008):-

SUPPLY LED INTERVENTIONS

A notable achievement for the period under review was on finalisation of Studies on ways to improve central policy coordination, Medium Term Pay Policy and Strategy and PO-PSM strategic plan. All of these studies were at the final stages. A study on central policy coordination will give a room for preparation of action plan for central policy coordination. Implementations of other supply led activities are on track and can be seen in detail in Chapter three of this report.

In addition all preparatory work for facilitation of all Regional Secretariat, Independent Departments and all Executive Agencies were finalised. This process will lead to integration of the PSRP activities into these institution’s MTEF for 2009/10 FY. The actual facilitation process will take place during the next third quarter.

MDAs LED INTERVENTIONS

Implementation of demand led activities in the 25 Ministries is at various stages (Chapter 4). Unlike the first quarter, where implementation was very slow in almost all Ministries, there seems to be a relative improvement in the second quarter. This can also be justified through improvement in expenditure whereby on average 50% of budget was spent in the implementation of the planned activities.

Constraints and Emerging Issues

To a greater extent, implementation of PSRP II activities for the second quarter of 2008/09 financial year picked up compared to the first quarter. However, most activities are on going and on track though some are still lagging behind (both Supply and demand led). It is expected that implementation of these activities will further improve in the coming two quarters.

1. Introduction

Chapte

r

1

1.1 Introduction and Purpose of this Report

This Second Quarterly report covers the period of July – December 2008. Like previous progress reports issued by the President’s Office, Public Service Management (PO-PSM), it focuses on outputs produced by the Public Service Reform Programme-Phase two (PSRP II). These outputs can be best considered as the services provided by PO-PSM to Ministries, Departments and Agencies (MDAs) in their efforts to reform.1 Except in cases where analytical studies have been

summarised, all information is self-reported and has not been independently audited.

The impact and effect of these services will generally not be discussed in this report. Instead, issues of use, change, and benefits resulting from PSRP II

interventions (the outcomes) will be addressed periodically in the next “State of the Public Service Report” which will be prepared later.

1.1.1 Layout of this Report

From the nature of the design, the implementation of the PSRP has two

interrelated approaches – one covering activities that PO-PSM performs based on its mandate (supply - led) and the demand led reform activities that are

undertaken by MDAs. In this respect, Chapter two provides a summary of progress towards quarterly programme activities with special focus on supply led activities together with budget execution. Chapter three describes status of Implementation of the planned activities under each Key Result Areas (KRAs). Chapter IV presents Summary of the MDAs – led intervention.

1 _{The PSRP plan is extensive and given its level of detail, it is not feasible (or generally informative) to document each and every individual}

step encountered during the course of implementation. In addition to “services” this report will also cover internal capacity building, infrastructure development, policy creation, and overall implementation status. In investigating implementation, it focuses on timeliness,

2. Highlights

Chapte

r 2

2.1 Introduction

This chapter begins by providing the reader with an overview of progress towards the PSRP II Plans for the period covering July- December 2008 of 2008/09 FY focusing on the initial activities as well as a broad overview of activity implementation and expenditure progress.

This Chapter has been divided into three main sections:

Section 2.2 gives an overview of Supply – led activity implementation Section 2.3 gives an overview of – Supply led activity expenditure Section 2.4 gives a summary status of Milestones

2.2 Activity Completion

By the end of the second quarter (Table 1), a total of 22 (21 percent) of all planned activities were completed, 52 (50 percent) had started but not completed whereas

implementation of a total of 30 (28 percent) activities had not started. In total all activities (completed and started) make an average of 71 percent of all planned activities thus

showing an improvement compared to the status of first quarter whereas the figure stood at 58 percent.

2.3 Budget Execution

A total of Tshs. 27.0 billion was to be used to implement all activities planned for 2008/09 FY (Table 1). By the end of second quarter, PSRP II expenditures covering (both Supply and demand led interventions) amounted to Tshs. 5.6 billion. Of this amount, 3.5 billion was spent for implementation of demand led interventions by MDAs whereas Tshs. 2 billion was utilised for executing supply led activities. Expenditure by KRAs is as shown in Table 1.

Table 1: Expenditures by KRAs as of December 2008

Budget

KEY RESULT AREAS (KRA) Activities _(Tshs) Expenditure (Tshs)

Started/ 0n going _Not Started Completed % Compl ete KRA 1: Systems and structures to Support

Service Delivery 28 9,338,812,900 1,792,753,400 13 10 5 18%

KRA 2: Policy Development 3 421,026,000 54,000,000 0 2 1 0

KRA 3: Pay, Incentives and Rewards 3 427,799,900 0 1 1 1 33%

KRA 4: Accountability and Responsiveness 28 4,233,426,400 596,054,437 15 10 3 11% KRA 5: Systems to Manage Public Servants 17 6,014,000,000 1,985,168,997.00 9 4 4 24% KRA 6: Leading the Future Public Service 8 3,285,411,755 626,347,924.00 3 1 4 50% KRA 7: Change Management and Reform

Coordination 17 3,326,856,000 617,393,430.00 11 2 4 24%

Total 104 _{27,047,332,955 5,671,718,188} 52 30 22 21%

Page 9

Figure1: Comparison of Budget against Expenditure by KRAs as of December 2008 2008/09 FY 0 1000000000 2000000000 3000000000 4000000000 5000000000 6000000000 7000000000 8000000000 9000000000 10000000000 B ud g e t a nd E x p e nd i t ur e i n T s hs . Ke y R e s ul t A r e a s ( KR A ) Budget Ex penditure (TShs )

2.4 Milestones Assessment

According to PSRP II Annual Work plan and Budget for 2008/09, a total of 20 milestones were identified for monitoring implementation of the activities planned. Of the 20

milestones only two i.e. (i) a Study to improve policy coordination and, (ii) a review of PO-PSM Strategic were to be concluded by December 2008.

The analysis covering the period under review shows that all milestones are still on track except for one milestone i.e. (i) a review of PO-PSM Strategic Plan which is not yet completed; its deadline was December 2008. The milestone on Study to improve policy coordination was completed. The remaining 18 milestones had a deadline which is not yet due. (See Table 2 for the details and status of Milestones Implementation).

Table 2: Milestones

Area Milestone Status as of December 2008 Status of the

Deadline Completion

DPD 1. 25 Baseline Indictors described in the PSRP Phase II results framework collected by December 2008 including indicators of policy effectiveness and the provision of information to the public

Expressions of interest from potential consultants were received and thus this assignment is likely to commence in the next Quarter.

Not Met Not Completed and late

2. Study on ways to improve central policy coordination completed by September 2008

The study was concluded and the Government is developing a

strategy for implementation of the recommendations Met Completed 3. Medium Term Pay Policy and Strategy reviewed and

revised by February 2008 Work on the revision of the Policy Commenced, Draft report is expected in February, 2009. Partially met Not Completed 4. System to monitor implementation of MDAs’ demand

driven activities developed, implemented and reported upon by June 2009

A draft M&E system has been developed awaiting Management

approval Deadline not due Not Completed

IEC 5. Guidelines describing how MDAs should collaborate with non-state actors in terms of IEC developed by April 2009

A consultancy service to facilitate the engagement of Non State Actors in service delivery awareness campaigns has been advertised and is currently at the evaluation process.

Deadline not due Not Completed

DMS 6. Management Accountability Framework completed by

June 2009 This milestone is on going. Framework Document will be shared with stakeholders in the next Quarter. Deadline not due Not Completed 7. An O&E study carried out by June 2009 Terms of Reference for the study, were prepared and no objection

received. Deadline not due Not Completed

8. Three (3) MDAs facilitated in BPI initiatives by June

2009 Implementation of this Milestone is expected to benefit from BPI Advisor to be recruited during third Quarter. Deadline not due Not Completed DE 9. Staff inspections covering 5,147 Health Sector

employees completed by 30th June 2009 Staff inspection in health Sector is currently going on and 18 out of 21 Regions have been covered. Deadline not due Not Completed 10. Payroll inspections covering 357,240 employees

Table 2: Milestones

Area Milestone Status as of December 2008 Status of the

Deadline Completion

11. HR data quality inspections covering 357,240 employees and establishment of Recruitment Secretariats completed by 30th June 2009.2

HR information for 197, 814 employees has been validated Deadline not due Not Completed

Ethics 12. Complaints handling mechanism rolled out to 10 new

MDAs by June 2009 Complaints handling mechanism was finalised and presently preparation of the Complaints manual is progress and the draft is ready for submission to the management for approval.

Deadline not due Not Completed

Leadership /

DHRD 13. Baseline information in leadership competency and quality collected, analyzed and documented by April 2009

ToRs for the consultant who will undertake the assignment were approved and no objection granted. Presently, expression of interest ha s been advertised.

Deadline not due Not Completed

14. Operational Plan for the leadership development

Institute developed by June 2009 Expression of interests for hiring an interim Director of the Institute has been advertised. Other processes including identification of requirement of the institute are also underway by the Directorate of Management Services (DMS).

Deadline not due Not Completed

Diversity 15. Diversity Management Guidelines developed by June

2009 A team comprising of experts from PO-PSM and other three from MDAs was formed to undertake the activity Deadline not due Not Completed DMIS 16. HCMIS systems upgraded to version 9 and operational in

19 MDAs by June 2009 Negotiation with the HCMIS vendor was finalised. Draft contract is ready and is to be signed in the near future. Deadline not due Not completed 17. E-government Strategy developed and approved by

June 2009 Development of e-government Strategy was initiated as planned. The strategy will be shared with stakeholders from a week of 15 March 2009 after which will be submitted to the Management for approval and for further processes.

Deadline not due Not completed

18. E- government Executive Agency established by June

2009 No objection was granted. Evaluation of Expression of interest is done as well to be followed by other necessary processes. Deadline not due Not Completed DRAM 19. Contractor for the Construction of National Records

Centre procured, site prepared, Superstructure reinforced and construction of external and internal walls completed by June 2009

Comments from WB on the TOR were received and incorporated. No objection has been received and presently Evaluation of Expression of interest for hiring Project Supervisor has been finalised awaiting management approval.

Deadline not due Not Completed

DAP (internal

reform) 20. PO-PSM Strategic Plan reviewed by December 2008 PO-PSM has reviewed its strategic Plan. Draft version is in place. Not met Not Completed

2 _{Staff inspections tell whether ghost workers exist (i.e. correlates computerised data with physical data), payroll inspections focus on the accuracy of payroll data (whether employees are being paid the right}

3. PO-PSM – led

Interventions:

Performance by Key

Result Area (KRAs)

Chapte

r 3

3.1 Key Result Area 1: Systems and Structures

to Support Service Delivery

3.1.1 Systems and Structures to Support Service delivery

This KRA intends to enable MDAs set and operationalise the systems, structures and processes so as to reduce red-tapes and bureaucracy, poor responsiveness and accountability to clients for

improved service delivery as well as customer service and orientation. In addition to sustaining the gains of the PSRP I interventions including setting and operationalisation of some systems; this KRA will put in place, systems,

processes and structures that will ultimately enable each MDA to develop the required capacity to perform efficiently and effectively in service delivery.

In 2008/09 FY, a number of activities were planned for implementation so as to realise

or contribute to the outputs shown in Table 3. Status of implementation of the planned activities to achieve the planned outputs as of the end of the second Quarter is as summarised below.

Table 3: Output for Systems and Structures to Support Service Delivery

B02S Two establishment orders published after launch interventions conducted by June 2009

B03S Good Practice PMS tools developed by June 2009

B08S Management standards developed, adopted and inspected in MDAs by June 2009

B09S 5 MDAS restructured following O&E studies by June 2009

B11S 24 MDAs contract out at least three none core services to private sector by June 2009

B01S PO-PSM use customized strategic planning process by 2009 B01S Implement results of the planning, Monitoring and Evaluation Taskforce

B02S Documentation Centres assessed in all MDAs

B01S Executive Agency Operational framework revised by June 2009 B01S Development and implementation of organisational arrangements for managing e-government

B01S MDAs Records and Archives are preserved and made available to the Public by June 2009

B03S Roll out subject file management systems in 20 MDAs June 2009 B04D National records Centre constructed

3.1.2 MDAs Facilitation in Job List Preparation

This activity supports development of management standards. It involves setting standards of personnel required /staffing level in MDAs.

In this second quarter of the current financial year, a total of five (5) Ministries and Independent Department (MDs) and Seven (7) Executive Agencies (EAs) were facilitated to prepare job lists. They included:-

Presidents Office – State House,

Ministry of Finance and Economic Affairs, Ministry of Home Affairs

Ministry of Constitutional Affairs and Justice

The Attorney General’s Office Tanzania Building Agency Occupational Safety and Health Agency

Tanzania Institute of Accountancy National College of Tourism

Government Chemist and Laboratory Agency Drilling and Dam Construction Agency

Tanzania Public Service College.

Preparation for facilitation in job listing of eight (8) more Ministries (4) and Executive Agencies (4) are at an advanced stage.

3.1.3 Facilitation of Recruitment of Two Chief Executives and Senior Managers

the consultancy assignm

TOR for ent to facilitate recruitment of Chief Executives for the

Water Development and Management Institute (WDMI), and senior managers of Government Procurement Services Agency (GPSA), Tanzania Employment Services Agency (TAESA), Taasisi ya Sanaa Bagamoyo (TaSUBA) and National Food Reserve Agency (NFRA) were prepared and approved. Tenders were advertised and evaluation exercise of the bid documents commenced.

3.1.4 Review of MDAs structure to ensure alignment with its core functions and conduct PIC meetings

s and organisational structures of 13 Ministries and

Function Department (MDs) were

approved by the President of the United Republic of Tanzania on 4th _{July 2008.} Functions and organisation structures of 10 MDs were also reviewed and approved by the Presidential Implementation Committee (PIC). In addition, two Executives Agencies (OSHA and TANROADS) were facilitated to review their functions and organisational structures.

3.1.5 Review of PO-PSM Strategic Plan

initiated during the first quarter of

on and

tral Ministries

od under review, one working group meeting was held. The task force

Backup Server and Security System

g the

he training of the Executive Agencies n RIMKU II had to be postponed until the design

as planned. The review

ge and Project Management training

ims at improving the The process of reviewing PO-PSM strategic plan was

the current financial year. As of December 2008, work on reviewing the strategic plan was at the final stages. Comments from stakeholders including various departments were received and the exercise of incorporating comments is in progress after which the document will be presented to the PO-PSM management for approval.

.1.6 Training of PO-PSM Budget officers on computerisati 3

Budgeting skills

Preparations for training of Budget officers including materials and identification of the facilitators to conduct the training are currently underway. The actual training is to be conducted during the third and fourth quarter of 2008/09 FY as per the action plan.

3.1.7 Report Writing Training and Task Force Meetings

Task force meetings on harmonisation are joint exercise involving the cen

(Ministry of Finance and Economic Affairs (MoFEA), Prime Ministers Office – Regional Administration and Local Government (PMO-RALG) and PO-PSM. These meetings have proved to be useful for harmonized Monitoring, Evaluation and reporting across the Government.

uring the peri D

meetings will continue during the remaining part of the FY to mainly focus on

harmonisation of computer software as well as reporting arrangement and training of the MDAs staff to use the system.

3.1.8 Purchase RIMKU II

The final report on Technical Documentation of Consultancy services for automatin data exchange process between PIMA and RIMKU I was submitted by the consultant. Training on the use of new software (RIMKU II) is being prepared by the Ministry of Finance and Economic Affairs (MoFEA).

o T

of the new software is finalised presently under review.

.1.9 Review of Executive Agency (EA) Act. 3

The Executive Agency (EA) Act no. 30 of 1997 is under review

aims at harmonizing the EA Act with other related established Acts. Draft Amendment Act was submitted to the Attorney General’s Office for scrutiny and for further

decision. The amendment process is expected to be finalised before the end of current financial year.

.1.10 Chan 3

Change and Project management training to executive agencies a

planned to provide Change management and project management training to two executive agencies.

The tender for training of one Executive Agency (e- government) on change and Project management was advertised and evaluation process is on going. Training will follow after Ministerial Tender Board (MTB) approval.

3.1.11 Develop Self Assessment Manual

Development of Self Assessment manual is intended to assist MDAs to be able to undertake self assessment of their institution in terms of Management capacity and Human Resource was developed as planned.

As of the end of the second quarter, two first chapters were ready for review after which the process of finalizing the manual will follow.

3.1.12 Facilitation of Parent Ministries to Monitor EA

Monitoring of Executive Agencies is as important as Monitoring of the parent Ministries. In recognition of that fact; it was envisaged to undertake facilitation of parent of Ministries in the area of Mo9nitoring so as to improve capacity.

Preparatory work for facilitation of parent Ministries to monitor EAs was initiated during the period under review. Terms of Reference for engaging the consultant were developed. Currently, the process is being reviewed by the M&E Expert who has just been recruited.

3.1.13 Establishment of Two Executive Agencies

One Executive Agency has been established. However, the establishment of the planned two executive agencies will be subject to accomplishment of two main activities (1) Recruitment of Chief Executives (ii) Training on change management, Project

Management, strategic planning and development of Framework documents.

3.1.14 Development of e-Government Strategy

E-Government strategy will provide a roadmap for e-Government Implementation and adoption in Tanzania. During the quarter, draft national e-Government strategy which covers the high level definition of e-Government in Tanzanian context, its vision,

mission and objectives was developed. The draft document was shared by stakeholders. As of the end of quarter under review, comments from the stakeholder were received and incorporated. The next step is to circulate the document to the stakeholders and initiate the preparation of e- government roadmap which will include aligning it with the objectives and strategies after which the document will have to be submitted to PO-PSM management for approval.

On the other hand, establishment of e-Government Agency was initiated through

consultant for facilitation of the agency including advertisement, evaluation and approval was finalised.

3.1.15 Development of e-Government Portal

ery site

E-Government Portal is a Government website that brings together all public websites in order to provide a one window for access of government services and information by the citizens and the entire Public.

During the quarter, draft TOR was prepared and experience sharing visit held. TOR were internally shared and later sent to World Bank for final approval after which the process of hiring a consultant who will develop the e-government portal will be

procured.

3.1.16 Maintenance and Support of ICT System Disaster recov

Information, Communication and Technology (ICT) disaster recovery site is a vital site in ensuring security of the ICT systems in any institution because of various natural and unnatural disasters. This site was established in 2006 and its maintenance and support was to be implemented through a consultancy work.

In the period under review, a consultant was hired to review maintenance and support contract of the site. As of the end of second quarter, a consultant had finalised the assignment and presented recommendations for implementation. The consultant’s recommendation was to review the contract pending negotiations with the disaster recovery site service provider.

3.1.17 A Study on e-readiness to 25 MDAs, 20 RASs and 15 DAS

E-readiness was planned to be undertaken in a total of 25 MDAs, 20 RASs and DASs. The study will depict the readiness of those selected public institutions in implementing e-government strategy.

The implementation of the e-government strategy, which is under development would base on the findings of the e-readiness study. Todate, draft TOR and no objection were finalised sent to Development Partners for comments and approval.

3.1.18 Installation of New filling Systems

During the quarter, the plan was to finalise installation of new filling system in the offices of six (6) Regional Administration Secretaries (RAS) and nine (9) District

Administrative Secretaries (DASs). This activity is the continuation of the installation of new filling systems which was initiated during the previous phase of PSRP following the findings that in many government institutions filing systems did not reflect the

functions of the respective institutions hence creation of a lot of unnecessary files. As of the end of the quarter, installation of the new filling systems was accomplished in all six RASs offices and three DASs. The exercise will be finalised in the remaining three DASs offices which will mark finalisation of the installation in all Ministries and Regional Secretariats. The next phase will cover all Independent Departments, Government Agencies and Parastatals.

3.1.19 Appraisal of the Records and Archives

Appraisal of records and archives in MDAs aims at identification of the records and archives that are to be preserved or destroyed to allow easy retrieval of the

documents.

By the end of December 2008, all preparatory work were finalised and approval granted for the organisation of the appraisal Workshop in the Ministries of Health and Social Welfare, Ministry of Education and Vocational Training and President’s Office Public Service Management.

3.1.20 Review Study of Scanned Personnel Records in MDAs

Under the PSRP I, personnel records were scanned in seven pilot MDAs in order to improve personnel records keeping. All the same, following the assessment study undertaken by International Records Management Trust (IRMT) in 2006, it was

recommended that there is a need to review the scanned personnel records in seven MDAs in order to accommodate any adjustments needed before rolling out the exercise to other MDAs.

During the period under review, TOR for the study which will review scanned personnel files was prepared and scrutinization process was underway.

3.1.21 Training of Four Staff in Records Management

A total of three Records Management staff out of the planned four staff are presently pursuing masters degree level outside the Country.

3.1.22 Periodic Monitoring and Evaluation of Records Keeping Systems

A periodic Monitoring and Evaluation of Records Keeping system as an activity is intended to identify gaps in records keeping systems so as to inform PSRP records keeping interventions in MDAs. In 2008/09 FY it was planned to continue with the exercise which started during the previous phase of PSRP I. The plan was to monitor and evaluate records keeping systems in 53 districts under 10 regions. The major focus among others was on sustainability, efficiency and control issues.

By the end of the period under review, the exercise was finalised in all 53 districts under 10 regions. Currently, report writing is on going after which findings and recommendations will be known.

3.1.23 Training of Four Staff in Records Management

A total of three Records Management staff out of the planned four staff are presently pursuing masters degree level outside the Country.

3.1.24 Periodic Monitoring and Evaluation of Records Keeping Systems

A periodic Monitoring and Evaluation of Records Keeping system as an activity is intended to identify gaps in records keeping systems so as to inform PSRP records keeping interventions in MDAs. In 2008/09 FY it was planned to continue with the exercise which started during the previous phase of PSRP I. The plan was to monitor and evaluate records keeping systems in 53 districts under 10 regions. The major focus among others was on sustainability, efficiency and control issues.

By the end of the period under review, the exercise was finalised in all 53 districts under 10 regions. Currently, report writing is on going after which findings and recommendations will be known.

3.1.25 Construction of National Records Centre

Implementation of this activity was to be done through a consultant. As of the end of the period under review, the TOR for engagements of a consultant who will supervise construction of the National Records Centre were scrutinised and got approval of the Development Partners. In the next quarter the procurement process will be finished so that a consultant will start supervising the construction.

The following activities were re-scheduled owing to the tight schedule of work:- Marketing and customer care to seven agencies

Monitoring and evaluation plan framework Follow up on PSP implementation

Contract management skills in MDAs and regions Equip 26 budget officers with modern working tools Retooling of national Records and archive office

Creation of public awareness on records keeping systems; and, Situational analysis of the documentation centres

MDAs create M&E strategies to meet reporting requirement Improve support establishment of MDAs documentation Centre

3.2 Key Result Area 2: Policy Development

3.2.1 Policy Development

This KRA is to enable MDAs achieve significantly higher quality policy outputs and outcomes. In order to realise this goal, three broader interventions that are outlined under PSRP II Strategy include:- (i) Strengthening of central institutions and Cabinet Secretariat in policy development (ii) enhancing policy development and regulatory capacities within MDAs and; (iii) improvement of the climate for participatory policy development.

During 2008/09 FY, it was envisaged to implement a number of activities that brings about a number of measures which will ensure improvement in the policy making and

coordination basing on the results of the policy

review process that was initiated during the PSRP I. The activity implementation status as of the end of the quarter under review is discussed below.

Table 4: Output for Policy Development KRA

Measures implemented to improve the policy making and coordination process (based on the results of review completed during PSRP I)

3.2.2 Policy Guidelines Review

The draft Report on the Policy management review study that was submitted to the Government. The Cabinet Secretariat in collaboration with PO PSM reviewed the Report, and made recommendations to the Consultants to improve the Report. The Consultants presented the Report to the stakeholders meeting which was held on 31st October, 2008. The meeting drew participants from key ministries that play a Central role in the policy making process, including PO-PSM, Cabinet Secretariat, Planning Commission, and Ministry of Finance and Economic Affairs.

The conclusion of this study was a precursor to the implementation of other interventions which were planned for this financial year. These activities include: Development of an Action Plan (including Capacity Building Activities) for the Cabinet Secretariat and other Selected Seven MDAs.

3.3 Key Result Area 3: Pay, Incentives and

Rewards

3.3.1 Pay Reform

the

k of January 2009 subsequent to which the decisions making

3.3.4 g Performance Based Rewards and Incentive

e incentives scheme will be developed soon after the completion of MTPP and MTPRS.

Pay Reform is one of the key areas of focus for the PSRP. Building on the achievements gained in the past that has seen a relative improvement of performance, and retaining critical personnel, the Government will continue with those during the PSRP II.

Therefore, this KRA aims to accelerate the pace of pay reform in the context of the revised Medium Term Pay Policy and Strategy to enable government recruit and retain a critical mass of technical and professional, as well as to motivate the entire public service. It is from this background that

in the financial year 2008/09 the Government planned to continue supporting the implementation of Presidential Commission on Pay by doing the following:

Table 5: Output for Pay Reform

D01S Recommendations of the Presidential Pay Commission Implemented

3.3.2 Developing

Implementation Framework of the Presidential Commission’s Recommendations

During the period under review, Implementation framework of the presidential Commission’s recommendations was developed in collaboration with respective stakeholders. All the key stakeholders (Ministries) were directed to implement recommendations in accordance with the set and recommended timeframe.

3.3.3 Review of MTPP and MTPRS

Review of Medium Term Pay Policy (MTPP) and Medium Term Pay Reform Strategy (MTPRS) which was initiated during the first quarter of the current financial year is in progress. The consultant is expected to submit the final report by the end of February 2009. Diagnostic studies have been completed and the stakeholders meeting is planned to be held in the last wee

process will commence.

Developin Scheme

Development of performance based rewards is part of the consultants’ assignment reviewing MTPP and MTPRS. It is expected that the policy direction will determine th nature of the performance based rewards and incentives scheme. The performance based rewards and

3.3.5 Reviews and Analytical Study in Pay Related Issues

As one of the analytical studies related to pay issues in the public service, a study was commissioned to design and develop an institutional framework for a public service productivity and remuneration board. In accordance with the timeframe for the

assignment, the consultant is expected to submit an inception report before the end of January 2009 whereas the final report will be submitted by April 2009.

3.3.6 Job Evaluations in Ministries and Regions

According to the PSRP action plan and budget for 2008/09 FY, it was planned that job evaluation will be conducted in 26 Ministries and 21 regions. However, in the course of implementation and the volume of work relating to this activity, strategy for its

implementation was changed and thus only Regional Secretariats will be covered. The rest of the MDAs will be covered in 2009/10 FY.

As of the end of the period under review, Job evaluation software to support the analysis of the data to be collected was designed. The software is to be tested in few MDAs to be selected before its approval for use across the public service.

3.4 Key Result Area 4: Accountability and

Responsiveness

Strengthening accountability and responsiveness across the Public Service is the main focus of this KRA. While PSRP I interventions focused mainly on the supply side of accountability, PSRP II focus is on strengthening both supply and demand side of accountability. Accountability is considered to be an important element in any institution to properly function in

producing intended deliverables. In 2008/09 FY a number of activities were identified to attain the

accountability outputs (See adjacent Table). Performance of each activity is discussed in turn. 3.4.1 Regular Press Briefings, Publicizing PSRP II and Feedback on Service Delivery

Table 6: Outputs under KRA 4

E01S Guidelines for engaging Non state Actors implemented in all MDAS by 20112

E01S Personnel records management systems improved in 7 MDAs by June 2007

E05 Ethics awareness activities conducted by June 2011 E01S Mechanism for MDAs effective engagement with NGOs developed for use by MDAs by June 2009

HR inspections implemented

F01S HR management capacity of 67 MDAs strengthened

E01 Complaints Handling Mechanism implemented in 20 MDAs and LGAs by June 2011

E03 Compliance with Code of Ethics and Conduct strengthened by June 2011

E04 Anti-corruption and ethics measures implemented by June 2011

Several Information, Education and Communication (IEC) initiatives were implemented as follows:-

PSRP Website: Various documents were uploaded on the Website on a continuous basis:

Advertisements and Tenders, Press Releases, Events and their associated photos; job opportunities; PSRP II documents, forms for scholarships offered by different countries and names of public servants that are for masters programme.

Complaints Handling: During the quarter, several complaints on service delivery in the

government were received and processed successfully; while few others are being followed up with relevant authorities and institutions. This adds up to 17 complaints received during the first quarter of the current FY.

3.4.2 TV and Radio Programmes

While a total of 4 Television Programmes and Drama in ethical conduct of public service were produced and aired by local TV stations on Channel Ten and TBC 1 in the first quarter; Terms of Reference for the production and broadcasting of 16 TV and radio

programmes were developed and advertised. Tenders were opened were opened on 2nd

January 2009.

Press Briefings: A total of seven press briefings were held that addressed various public

service improvements that were undertaken by PO-PSM. Reporters and Journalists from different Media organizations covered these press briefings. These press briefings adds up to 10 briefings organised during the first quarter of the financial year under review.

3.4.3 IEC Strategy and Baseline Study

Review of PSRP IEC Strategy was planned to be undertaken during this quarter. In terms of Implementation, Terms of Reference for Conducting Baseline study on knowledge, perceptions and attitudes of the public on public service delivery were prepared and approved by the World Bank. This work to be followed by the revision of IEC Strategy is expected to be completed in the third Quarter.

3.4.4 Guidelines for Engagement of Non State Actors

As part of strengthening demand side of accountability through involvement of non state actors in improving public service delivery; engagement process of non state actors were initiated. TORs have been developed and are currently being jointly refined by the IEC unit and the Directorate of Management Services after which they will be forwarded to the World Bank for final comments and clearance.

3.4.5 Manpower Inspection

For the 2008/09, It was planned to undertake Manpower inspection in a total of five selected MDAs. As of the end of the second quarter, Manpower inspection focusing on health sector (hospitals, dispensaries, health Centres and GoT Health training Centres) was undertaken in 18 out of the 21 Regional Secretariats. While preparation of the inspection Report and its findings is underway; manpower inspection in three Regional Secretariats of Tanga and Coast and Lindi will be finalised in during the third quarter of 2008/09 FY.

3.4.6 PSC Compliance Routine Supported

Public Service Commission (PSC) was to be supported to undertake compliance routine. However, this activity could not be supported during the period under review owing to the fact that PSC had to get approval of its application for employment of its new employees. Now that it has received the approval; the activity will be implemented during the next Quarters of the current financial year.

3.4.7 Social Marketing Campaigns

As an effort towards changing public service behaviour, a social marketing campaign was planned to start during the first part of the current FY. By the end of December 2008, Social marketing campaigns were held in six districts of Rukwa and Kigoma region. The six districts are: (i) Nkasi (ii) Sumbawanga (iii) Mpanda (iv) Kibondo (V) Kasulu (vi) Rukwa. Preparatory work for social marketing campaigns to be held in Shinyanga and Mara regions starting from the third quarter of the 2008/09 FY are underway.

3.4.8 Meetings Between Ethics Oversight Institutions

One ethical meeting was held whereby all oversight institutions were represented. Preparation for second ethical meeting and identification of institutions where training will be conducted are underway. As for the ethical campaigns and training of oversight institutions only ground work including preparation of Terms of Reference and request for no objection was undertaken. Preliminary work including identification of potential training institutions and other related logistics are in progress.

Draft Frequently Asked Questions (FAQ) on ethics are in place and procurement of a consultant to undertake editing of the school essays on ethics is also on going.

3.4.9 Roll Out of Complaints Handling Mechanism

Work towards completion of Complaints Handling operational manual which started under PSRP I was finalised including its translation into Kiswahili. The plan for the period being reviewed was roll out the complaints handling mechanism to 20 MDAs and LGAs starting with training of 60 MDAs staff.

A total of six (6) MDAs (Ministry of Education and Vocational Training; Justice and Constitutional Affairs; Lands, Housing and Human Settlements Development; Infrastructure Development; PMO-RALG; and State House) were identified to start implementation of the complaints handling mechanism in the Second Quarter.

However, as of the end of the second quarter, implementation of this instrument was at varying stages. While preparatory work and all logistics of implementation for the Ministry of Constitutional Affairs and Justice and State House were at an advanced stage; Training of staff in the PMO- RALG and the Ministry of Infrastructure

Development on how to implement the mechanism was carried out. Software for Complaints Handling Mechanism in the Ministry of Lands and Human Settlement was undertaken.

3.4.10 Ethics Compliance Framework

Ethics Compliance Framework was to be developed through a consultancy during 2008/09 FY. While processes including approval of no objection were finalised during the first quarter; Evaluation of the expressions of interest was concluded during the second quarter. Currently, evaluation report awaits submission to MTB for approval after which development of ethics complaints framework will be implemented.

3.4.11 Sensitization of Members of Parliament on PSRP II

This activity aims at sensitizing various stakeholders including Members of Parliament (MPs). This follows the general understanding among PSRP Implementers that for the PSRP II to be successful and sustainable there is a need for the stakeholder to

understand it hence a need to sensitize various stakeholders including members of parliament.

Preliminary plans including development of Terms of Reference and request for no objection for the sensitization of the MPs were undertaken. Due to lack of time slot in the three weeks (October to November 2008) Parliament session, the envisioned sensitisation seminar for Members of Parliament will be undertaken in February 2008.

The following activities were rescheduled or are planned to start in the next two quarters:-

Marketing and customer care to seven agencies Monitoring and evaluation plan framework

Undertake Situational analysis of the documentation centres of all MDAs Follow up on PSP implementation

Contract management skills in MDAs and regions Equip 26 budget officers with modern working tools Retooling of national Records and archive office

Creation of public awareness on records keeping systems; and,

Awareness among PO-PSM, Revision of IEC strategy and IEC operational manual

3.4.12 Management Accountability Framework

Preparation of Management accountability framework was initiated during second quarter. Implementation of this milestones is on track as, it is expected that the document will be discussed by the stakeholders in the next quarter before its submission to the management for final approval.

3.5 Key Result Area 5: Systems to Manage

Public Servants

3.5.1 Systems to Manage Public Servants

The overall focus of this KRA is to develop and make available appropriate HR systems and tools that will effectively enable MDAS to have optimum, adequate and competent staffing capacity. For the outcomes under this goal to be achieved two major

interventions were identified:- (i)

Strengthening of HR functions within MDAs to enable MDAs effectively undertake HRM functions including integrating HRM into their strategic planning (ii) MDAs will have

to institutionalise the Human Resource Planning function and prepare Medium Term Human Resource Plans (MTHRPs).

Table 7: Outputs for KRA 5: Systems to Manage Public Servants

F01S Develop programmes to fight the spread of HIV/AIDS

F02S To ensure skilled and motivated personnel

F01S HR regulatory framework reviewed

F01S HR planning framework completed by PO-PSM taking cognisance of diversity issues

F02C Interventions programmes for physically challenged Public servants implemented in all MDAS F03C An expanded range of Gender interventions implemented in all MDAs

F01S HCMIS functionality expanded by 2009 in accordance to HR business Process review of 2006 and reviewed thereafter

F02S Decentralise HCMIS in 67 MDAs by 2012

In 2008/09 FY, a number of activities were set under this KRA (see Table 9). The performance of each activity is discussed in summary in turn:-

3.5.2 Upgrading and Review of HR Acts, Regulations and Standing Orders

A draft of the revised set of Government Standing orders for the public Service was discussed with PO-PSM management and accepted by stakeholders. Work on the comments and its subsequent printing will be concluded in the next quarter. In addition, the Public Service Management and Employment policy (1998) was

reviewed. The major changes include the establishment of Recruitment Board and the roles of Public Service Commission to become a regulatory institution. The structure of the Recruitment Secretariat was also approved by the PIC and currently awaits

Presidential assent.

3.5.3 Masters Degree Programmes and Skills Development for PO-PSM Staff

In 2008/09 FY, PO-PSM planned to support a total of 9 staff to undertake Masters Programmes (an average of two staff from each department). As of the end of the period under review, a total of four staff had secured admission for the Masters

Programme in local and foreign institutions. A total of 331 PO-PSM staff attended a six day course on customer care ton enable them serve the customers better.

3.5.4 HR Planning Manual

HR planning manual was developed under PSRP I with the objective of rolling it out to other MDAs. During the period under review, the draft Human Resource Plan for PO-PSM

was prepared and completed to test HR Planning Manual after which rolling out process to MDAs process will have to follow.

3.5.5 MDAs Facilitation to Undertake TNA

For the MDAs to prepare a robust training plan; there was a general agreement between PO-PSM and MDAs that the first step would have been to undertake Training Needs Assessment (TNA). The PO-PSM plan was to facilitate a minimum of 20 MDAs for

2008/09 through supply lead – interventions so that the MDAs are able at a later stage to prepare Training plans.

During the period review, a total 13 MDAs were guided to undertake Training Needs Assessment for their institutions. In addition, a draft induction training guideline as well as course outline for new employees was developed, currently awaiting

management approval.

3.5.6 Awareness and Guidelines on Diversity Related Issues

Training on diversity related issues in the public service for the Directors of Policy and Planning (DPPs) and Directors of Administration and Personnel (DAPs) from all Ministries was held in Morogoro from 2nd – 28th October 2008. A total of 23 DAPs and DPPs

participated.

Guidelines on diversity will provide guidance of diversity management in the public service. During the second quarter, a team of experts from PO-PSM and from three MDAs started gathering instruments and materials after which the actual development of the guidelines through a consultant will have to follow. At the moment work on gathering instrument and materials is on going whereas no objection has been developed and approved.

3.5.7 Training of Women and Persons with Disability

The Government through PSRP II has set aside a provision for supporting women who are public servants to undertake Masters Degree. This would help and enable more women and people with disabilities to get access to high level decision making positions in the government.

For 2008/08 FY, a total of 31 public servants were sponsored by PO PSM through PSRP II to pursue masters program in various local institutions. Out of the total number eight (two men and six women) are people with disabilities.

3.5.8 Upgrade HCMIS System and Lawson License

HCMIS upgrades involve acquiring the latest version of Human Resource Lawson software, Lawson version 9, and implement it to meet the current GoT HRM

requirements. This activity was planned for the implementation during the first quarter with the overall objective of upgrading the HCMIS version 7 to version 9.

In the period under review, a consultant was hired to review the HCMIS contract. Through the consultant’s work three major recommendations were made and implemented as follows:-

ƒ Negotiation with HCMIS vendor so as to review the contract; ƒ Preparation of Implementation Plan; and

ƒ Acquisition of HCMIS version 9.

As of the end of the period, negotiations with the HCMIS vendor for the new contracts was finalised and draft contract shared with Development Partners. Implementation plan was also prepared as part of the HCMIS version 9 TOR after which acquisition of HCMIS version 9 will be done.

In view of the negotiation with HCMIS vendor the Government will acquire Lawson version 9 with unlimited user license as opposed to current version which is limited to 50 users only.

3.5.9 Lawson Maintenance and Rollout to MDAs

Rollout of HCMIS version 7 was carried out to 19 Ministries. In view of the ongoing negotiations with the HCMIS vendor, the roll out to the 19 Ministries and others will have to be undertaken after the attainment of new license and implementation of HCMIS version 9. Also, during the period under review, 19 Ministries with Lawson version 7 were supported in form of training and troubleshooting. HR data cleaning in HCMIS database was undertaken. Out of 245,000 FB1 form received from employees 172,000 were received and entered into the Database.

The following activities under this KRA are to be done in the remaining part of the year Conduct induction courses to 35 new staff

Establish PO-PSM personnel data

Three days conference with DAP and DAS

3.5.10 HCMIS Security Policy Development

HCMIS Security policy was to be undertaken in the period under review. However, this activity could not start as the new HCMIS Version is yet to be acquired. Once the procurement process to migrate HCMIS Lawson Version 7 is concluded; security policy development will be implemented with the support of the Project Manager to be recruited in February 2009.

3.6 Key Results Area 6: Leading the Future

Public Service

KRA six (6) on leading the future Public Service has a major goal of ensuring that the Tanzania Public Service leadership is occupied by persons who are visionary,

entrepreneurial, accountable, and transparent and who show a high degree of integrity. To achieve the broader goal under this KRA; three interventions will have to be

implemented :-((i) Identification, development and nurturing of the

leadership capacities of the public service managers (ii) Recognise and reward

exemplary leadership and (iii) organise and deliver top leadership training programmes.

Under this KRA, A total of six outputs (see adjacent table 10) were identified for realisation through a number of activities.

The performance of the activities is discussed in turn.

Table 8: Output for KRA 6: Leading the Future Public Service

G02C Mechanism to top leadership training and development in place by June 2009

G03C Competence based leadership development programmes implemented by 2009

G04C Top leaders exposed to strategic contemporary issues by June 2009

G05C PO-PSM Capacity to implement KRA 6 built by June 2009

G11C Strengthen and deepen the PSRP

3.6.1 Assessment Mechanism for Leadership Development

This activity is to be implemented through a short term consultant and aims at establishing leadership assessment mechanism. The centre once established will be used to improve HR management. So far Terms of Reference for development of a leadership assessment mechanism has been developed. Currently, the process for post review of the TOR by the World Bank is in progress.

3.6.2 Leadership Experience Sharing and Training of Top Leaders

A total of six staff attended an international conference (IASIA) on enhancing

efficiency, effectiveness and equity in public service delivery in Uganda from 14-18th July 2008. Also, 14 top leaders attended two experience sharing programmes on; (i) “Shared journey in achieving Public Service Excellence” to be organised by Common wealth association of Public Administration and management (ii) “Enhancing

Performance on Public Service in a Development State” to be organised by Association of Africa Public Administration and Management (AAPAM).

In addition six senior officials from PO-PSM attended study visit on recruitment and employment Management practices in India Civil Service from 13th -20th November 2008. A day retreat for permanent Secretaries and Deputy Permanent Secretaries was

conducted in December 2008. Furthermore, preparations are underway for two big events (APS-HRMnet and CAPAM conferences) to be held in Arusha, Tanzania in February and March 2009 respectively.

Table 9: Training summary

ACTUAL LEVELS 2008/09 Target Q1 Q2 Q3 Q4 Total 2008/09 % NUMBER PARTICIPATION IN LEADERSHIP CAPACITY BUILDING

(B03S01) Study Tour on Leadership and Managerial

Development 0 10 10

(B03S02) Commonwealth Workshop and other

International programs 14 17 31

(B03S03) Modern Management skills and practices 0 10 10

(BO3S04) Leadership Development 10 15 25

(B03S05) Managing change in the Public Sector 0

Managing the Training function 0

SPECIFIC TRAINING

(B06S01) Customer Service (Unit is MDAs) 0 36 36

3.6.3 Training of 40 senior Government Executives on Leadership Development Programmes

A total of 10 executive staff attended training on “Critical Skills Development Programme for Top Managers” at TGDLC and during quarter II, a total of 15 leaders attended international conferences on leadership development (CAPAM and APAM) in Ghana and Barbados.

3.6.4Facilitation of MDAs to design HIV/AIDS workplace interventions

HIV/AIDS pandemic is an obvious problem in workplace. As a response to this epidemic at the work place; it was planned to facilitate MDAs to enable them to have HIV/AIDS interventions in each government institutions.

In these two first quarters of 2008/09 FY, all 25 Ministries identified HIV/AIDS

coordinators. Between 3rd and 7th October 2008, a total 25 HIV/AIDS coordinators from all Ministries were trained in Dodoma on how to design and implement HIV/AIDS workplace interventions in their respective Ministries.

3.6.5 Competence Based Leadership Development

During PSRP I Leadership Competence Framework was developed and completed. It was agreed that a systematic approach to leadership development will be dependent upon the baseline data of current leadership situation and leadership gap analysis using leadership competence framework as a benchmark.

During the period under review, TOR for establishment of baseline data for leadership competency and quality was developed. The post review process was internally done and subsequently submitted to the World Bank for approval.

3.6.6 Competency Gaps Based on the Leadership Competency Framework

During the period, TOR for the identification of competency gaps based on leadership competency framework was developed. The post review process was internally done after which will be submitted to the World Bank for approval.

3.6.7 TGDLC (Tanzania Global Distance Learning Centre)

TGDLC was inaugurated on the 21st of June 2000, along with nine other centres to form the Global Development Learning Network (GDLN). The GDLN uses distance learning, multi technology based approach to enable participants to access and apply the latest knowledge and skills in real time. For Government, the technology provides an

opportunity to reduce overseas training and to provide knowledge in a cost-effective and flexible way. Besides the World Bank, TGDLC’s initial capital was provided by the Government of Tanzania and DANIDA. TGDLC is located at the Institute of Finance Management (IFM) in Dar es Salaam.

During the period, the centre conducted 35 events that included monthly Local Government Action Forum (ALGAF). The ALGAF forum concluded its 7th year of a monthly event that brings seven

countries into a dialogue addressing pertinent topic every first Friday of each month, and planned for the 8th

phase that will focus on “Enhancing Participatory Governance in Local Development. Other events included Leadership and Communication Skills, Critical Skills Development for the Public Service (Effective strategic Communication, Strategic Negotiations, Report writing for top Managers, Presentation Skills and Managing Stress) Project management and Governance in HIV AIDS response .Other events included Information Communication technology themes in public procurement and mobile technologies for improving service delivery to the public. The events created a platform for Tanzanians from public and the private sector to share experiences in real time and opportunity to gain knowledge at a cost effective manner. The physical and financial performance of the Centre has been summarised in figure 2.

Table 10: TGDLC Output for 2007/08 FY

Facilitation of Tanzania Public Servants to access global knowledge and best Management practises

3.6.8 Rehabilitation of TGDLC and Regional Hubs

The access and improvement work on the ground and first floor of the Centre are partially complete. The facilities are already being utilised for various meetings, trainings and accommodating the multi-partner Tanzania development Information Centre (www.tdic.or.tz). Efforts are in place to finalise the work.

TGDLC is working with other GDLN centres in Africa to finalise migration of connectivity platform from the current World Bank supported to a private provider. It is expected to complete the migration my March 2009. Arrangement for regional connectivity within Tanzania is expected to be accomplished with the new private provider.

FIGURE 2: TGDL Data

PAST YEARS 2008/09

Data 2004/05 2005/06 2006/07 2007/08 Q1 Q2 Q3 Q4

PARTICIPANTS Video Conferences &

Courses 2,398 2,713 2,102 295 459 5 Multimedia facility 615 169 147 62 79 NUMBER OF COURSES OFFERED Global Dialogues 79 88 65 75 15 Video Conferences / Courses 20 59 37 12 4 Multimedia facility 25 9 6 21 3 17 NUMBER OF ORGANISATIONS Global Dialogues 332 502 622 63 45 13 Video Conferences 121 194 238 39 10 Computer Training 9 22 37 16 3 CAPACITY UTILISATION

Global Dialogues & VCs N/A N/A 72% 10.6

Multimedia facility N/A N/A 75% 44.3

FINANCES

Own Revenue ($ Millions) $0.867 M $2.222 M $1.534 $0.741 $132M $0.69M

Operating Costs $1.091 $1.647 $1.728 $0.874 $.131M $0.202M

Own Revenue as a % of

3.6.9 TPSC (Tanzania Public Service College

2.

Design

Program

5.

Assess

Impact

1.

Assess

Training

needs

4.

Market

and

Conduct

3.

Prepare

curricul

a

y, and TPSC resulted from a merger of the Civil Service Training Centre (based in Dar es

Salaam) and the Tabora Secretarial College.

Historically, TPSC main focus was on Government accounting,

general and supervisory management, clerical and secretarial courses. However, as TPSC became an Executive Agency (through Government Notice 473 of 15-Dec-2000) the college has implemented deep reforms affecting its image, staffing, course content, finances, and collaborative

mechanisms.

Figure 3: Training Development Process TPSC is currently on a transformation to become a fully operational “Staff College” so as to satisfy a broader range of training needs,

including the training of senior and top level officers. To augment its