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One of the major achievement of PSRP I was to modernize the management of the public service. A key intervention was the adoption of the Public Service Management and Employment Policy, which articulated the principles to be adopted in improving the way public servants are managed. PSRP I operationalised the policy. This KRA will continue to deepen and make available appropriate Human Resource (HR) systems and tools that would effectively enable MDAs to have an optimal, adequate and competent staffing capacity. Interventions and Results during PSRP I
During PSRP I, the Public Service Management and Employment Policy was operationalised. This entailed: - Providing legal underpinnings related to division of responsibilities between central managers of public servants and those who supervise them directly. In this regard the Public Service Act No. 8 of 2002 and supporting regulations were promulgated. The Act introduced decentralised employment in Government and established an independent Public Service Commission as its main regulatory body. Key processes described in the Act include recruitment, promotion, staff appraisal, and disciplinary action. A major achievement in the area of Performance Management was the introduction and adoption of the Open Performance Review and Appraisal System (OPRAS) which replaced the Confidential Performance Appraisal System.
- Computerisation of the management of HR. This involved installing an integrated HR and payroll management system. The aim was to develop the Human Capital Management Information System (HCMIS) from payroll management into HR Management. In this regard a review of HR business processes was undertaken which recommended simplification and systematisation of HR processes. It also included extending the HCMIS to cover additional functionalities including recruitment, training, leave, disciplinary action, OPRAS and five different processes of salary administration. The redesigned HR processes will later on be computerised as part and parcel of a decentralised HCMIS. A decision to decentralise the management of the HCMIS to MDAs, RSs and LGAs was taken in PSRP I, and the current system was rolled out to an initial ten Ministries.
- Addressing the skill and competency levels of public service personnel through training. PSRP aimed to strengthen leadership and management capacity within the Public Service and to facilitate MDAs to better develop their own human resources. To address deficiencies in leadership, management and private sector facilitation, PSRP trained higher and middle level government employees, through both a supply and a demand-led approach. Through those interventions, more than 7,500 public servants have been trained in leadership development, customer care, OPRAS, Records management, and other relevant management related areas.
- To help MDAs manage the HR development process, a wide variety of tools and processes were created and rolled out. (still under development by the time this book was completed in January 2008. Supply and Demand Surveys still under development, training needs assessments (in use in 11 MDAs), training plans (in use in 9 MDAs), Training Impact Assessments (still under development), and succession plans (still under development).
- The establishment of the Tanzania Public Service College (TPSC) and the Tanzania Global Development Learning Centre (TGDLC). The former focuses on management and leadership training for middle and senior level public service personnel while the latter focuses on providing opportunities for learning through a virtual learning environment.
- In the area of Diversity Management two areas were dealt with: promotion of gender equality and combating HIV/AIDS. As a result of those interventions the percentage of women in top management positions has reached 29.1% in 2007 against the target figure of 30%. Based on a situation analysis an HIV/AIDS Management Policy in the Public Service was prepared and is ready for implementation.
Future Challenges in the Management of Public Servants
A review of the interventions over the period of implementation of PSRP I suggest that despite efforts undertaken under this phase, there are still significant challenges in this area. These include the following: - Continued weaknesses in the management of the Human Resource (HR) function in the public service. These are reflected in the fact that most MDAs are failing to undertake strategic HR functions such as human resource planning and the preparation of needs-based training and development plans;
- While opportunities for training has increased through the starting of new universities (public and private), and expansion of existing institutions, the demand for skilled personnel continues to expand fast. Secondly as indicated earlier, the ability of the public service to attract and retain highly skilled professional remains a problem. Third, because of the freeze in recruitment within the public service during the 1990s, many officers at senior levels will retire en masse and their replacements might not yet have the requisite experience. Finally the attrition within the public service caused by the HIV/AIDS pandemic is severely affecting the public service skill base. The combined effect of those four factors poses a major challenge to the Government;
- Continued gender imbalances in decision-making positions throughout the public service;
- Despite the provision of the Public Service Act No. 8 of 2002 and consequential regulations which call for a decentralised HR management regime, there are still major impediments to realising those intentions. This is due to, resistance and inertia at the centre, as well as low capacity (in terms of ability to understand rules, regulations and rights) in MDAs, RSs and LGAs;
- The application of the new regulations under the Public Service Act No. 8 of 2002 which were intended to support meritocratic values seem to have been crudely implemented and are acting as a demotivating influence;
- Introduction of the Open Performance Review and Appraisal System (OPRAS) which was also intended to advance merit principles, has run into a number of difficulties. These include its standardised nature and inapplicability to certain job groups; a perception that it does not link to improvements in rewards; and the difficulty of undertaking objective assessments in situations where possibilities of collusion might be prevalent.
During PSRP II, government will implement the following broad interventions: - Strengthen and decentralise HR processes and systems, especially in terms of recruitment, appraisal, HR planning and training;
- Combat HIV/AIDS in the workplace;
- Manage diversity in the public service;
- Strengthen the management of HR information;
- Transform HR administrators into HR managers; and
- Strengthen local training institutions to provide the courses needed for improving public service performance.
Planned Outcomes and Broad Interventions The overall goal of this Key Results Area is to develop and make available appropriate HR systems and tools that effectively enable MDAs to have an optimal, adequate and competent staffing capacity. Planned Intermediate Outcomes
The following outcomes are expected: - Optimal and adequate staffing levels to effectively support service delivery;
- Efficient and effective use of Human Resources;
- A public service with state of the art skills and competence;
- HIV/AIDS infection rates reduced in the public service;
- Public Servants with HIV treated with dignity and fairness;
- Welfare of Public Servants with HIV improved;
- Recruitment processes result in the selection of the best available candidates;
- Training interventions result in improved knowledge, skills, and job performance;
- Public Service composition reflects the diverse character of the nation;
- Recruitment, appointment, appraisals, and promotions based on merit
Broad Interventions To Achieve the Outcomes
In order to achieve the outcomes under this KRA, the following broad intervention will be implemented: - Strengthen and decentralise HR processes and systems, especially in terms of recruitment, appraisal, HR planning and training;
- Combat HIV/AIDS in the Public Service;
- Manage diversity in the public Service;
- Strengthen the management of HR information;
- Transform HR Administrators into HR Managers; and
- Strengthen local training institutions to provide the courses needed for improving public service performance.
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