By the early 1990s a consensus emerged that the shift towards a free-market economy (where the private sector was to serve as the engine of growth) needed to be better reflected in the structure and size of the nation’s public service. This consensus was expressed through designing and implementing the Civil Service Reform Programme (CSRP) from 1993- 1998. CSRP focused on COST CONTAINMENT and the RESTRUCTURING of Government.
During this period some of the main changes included:
A redefinition of Government roles and functions. A Local Government decentralization programme began, Executive Agencies were created and non-core services were contracted out to the private sector. The exercise reduced ministries, departments, and units by 25 percent.The number of public service employees was significantly reduced from 355,000 in 1992 to 264,000 by end of 1998; and Salary levels were enhanced (in real terms) and a more transparent and efficient pay structure was created (by consolidating allowances into basic salaries)By the late 1990s, it became apparent that CSRP had limitations in terms of scope and design and the impact it would have on improving the public service.
First, the nature of the problem changed. Following significant downsizing and the achievement of macroeconomic stability, the need to impose further cost containment lessened. Second, Tanzania’s move towards political pluralism amplified citizens’ demands for improved service delivery. Such improvements were unlikely to arise through the Programme’s narrow focus on cost cutting. Third, by their very nature the CSRP reforms were painful to implement. The reforms imposed significant hardship on the general population, for example through the imposition of cost sharing arrangements. As public revenue collection increased, such initiatives became less relevant.
Based on the above limitations, the Government redesigned a more comprehensive Public Service Reform Programme (PSRP) whose implementation started in 2000. The main focus of PSRP is to improve Ministries, Departments and Agencies (MDAs) service delivery and regulatory functions through a more efficient Public Service.
PSRP implementation is spearheaded by the President’s Office - Public Service Management. PSRP is implemented in a series of overlapping phases, each having a different theme:
PHASE I was implemented from 2000 to June 2007 and its thrust was “Instituting Performance Management Systems.”
PHASE II is implemented from 2008 to June 2012. Its thrust will be “enhanced performance and accountability.” The overall five year budget stands at US $ 146.6 Million.
PHASE III is envisioned to operate from July 2012 to June 2017. Its thrust is envisioned to be “quality improvement cycles.”
Effective use of M&E results