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The objective of this KRA is to ensure that the outputs of the reform are being realised in an efficient and effective manner. It is concerned with ensuring that the Public Service Reforms Programme (PSRP) and its coordinating agency President’s Office, Public Service Management (PO-PSM) and the Ministries, Independent Departments and Executive Agencies (MDAs) implementing it are provided with and in a timely manner an appropriate institutional arrangement, adequate human resource capacity, financial resources, facilities, equipment and tools in a timely manner. Under PSRP I this objective was addressed through the Programme Management, Coordination, Monitoring and Evaluation component. However, in addition to dealing with the generic function, the component had other objectives which were intended to mainstream PSRP implementation into the Government structure and to make it more interactive with MDAs and across Government reform programmes on generic and non-generic objectives. This second set of objectives envisioned the following: - MDAs were to increasingly own the PSRP reform and play a lead role in its implementation;
- Implementation was to be mainstreamed into the Government’s own structures. At PO-PSM the enclave Secretariat was to be disbanded and implementation of reform activities integrated into its structure;
- Placing emphasis on enhancement of cohesion and synergy among the various PSRP components;
- Greater coordination of PSRP with the other public sector reforms (PFMRP, LGRP, and LSRP);
- Strengthening capacity to monitor implementation and report on results; and
- Increase awareness of the reforms and their outcomes to stakeholders, including politicians and citizens through Information, Education and Communication (IEC) activities.
PSRP I Results and Challenges
The results of PSRP I interventions, over the last six years can be summarised as follows: - The mainstreaming of PSRP into PO-PSM structures has been effective;
- The capacity of the Government structures to design and implement reform activities outside the enclave of Reform Secretariat has improved significantly. Recent independent studies quote Tanzania as one of the best examples in good practice in managing public service reform in developing countries;
- There is improved coordination between and among the various components in implementation of reform;
- There is greater cooperation among various reform programmes than was the case before although the reforms still operate as SILOS;
- Also efforts to coordinate reform efforts between PSRP, PFMRP and LGRP have led to greater integration of Planning and Budgeting; (i.e. Between MKUKUTA, Strategic Planning and MTEF);
- Efforts aimed at awareness and ownership of the PSRP at the political and citizen level focussed predominantly on supplying of information and some progress has been achieved in that regard. The Stakeholders consultancy report suggests that there is enhanced awareness of PSRP objectives and results.
- The objective of having MDAs drive and own PSRP reform interventions has been least achieved; with most MDAs still considering PSRP reforms that have been installed to be “PO-PSM reforms.” Focusing on changing those attitudes is an imperative.
Planned Outcomes and Broad Interventions in Terms of Managing Programme Implementation This KRA is designed to ensure that (1) PO-PSM and MDAs are efficiently provided with administrative and logistical support services to enable them to implement reforms effectively, (2) the new thrust of the programme “enhancing performance and accountability” as well as the changed implementation methodology which involve MDAs driving the reforms is effectively implemented. The main attributes of this approach are as follows:
- Reforms at MDA level will be integrated into the Government’s planning, procurement, and financial management processes;
- Governance arrangements will better ensure the programme’s design and management respond to the needs of MDAs; and
- PSRP will be better coordinated with other cross cutting and sector reform programmes.
Planned Intermediate Outcomes includes:
- PSRP implementation process is owned and predominantly driven by MDAs;
- Synergies and coordination are realised amongst Public Sector reforms;
- Awareness and appreciation of the PSRP is achieved across all levels of Government; and
- PSRP is efficiently managed.
Broad Interventions to Achieve the Outcomes are:
1. Ensure MDAs lead and drive the reforms, using Government processes and procedures;
2. Improve the governance of PSRP to achieve greater efficiency and accountability in programme implementation;
3. Enhance coordination among cross cutting reforms;
4. Strengthen the awareness, participation and commitment to PSRP at all levels;
5. Manage and Administer PSRP in compliance with established procedures and in order to achieve results; and
6. Support public service reform in Zanzibar.
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