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President’s Office United Nations Development Programme

United Republic of Tanzania

Project Document:

Policy Coherence for Development, Reform Coordination and Monitoring and Evaluation

Award: 61943 Policy Coherence for Developments, Reform Coordination and Monitoring & Evaluation.

UNDAP Outcome: Select MDAs and LGAs have increased capacity for planning, budgeting, Governance monitoring and reporting.

UNDAP Output: The center of government plays an active role in improved national Policy coherence - Improved national policy coherence and core reforms strengthened.

Key Results Area (UNDP Strategic Plan): Capacity development as a driver for achieving Poverty Reduction and Achievement of MDGs

Project Titles: Linked to the UNDAP key actions

Project ID/ Title: 79087 Policy Coherence for Development, Reform Coordination and Monitoring & Evaluation. Strengthen the human resources, technical and systems capacities of the CS, RCU and Planning Commission to ensure harmonization of national policies; TA to key institutions to improve harmonization and alignment of economic policies

Project Output(s):

(i) Cabinet Secretariat and Reform Coordination Unit institutional arrangement and functional capacity enhanced to effectively undertake policy coordination, coherence and alignment to the Vision 2025 goals.

(ii) National systems and mechanisms for inclusive dialogue on policy, reforms and implementation enhanced.

(iii) Evidence Policy Approach Institutionalized at the center of Government (CS, POPC & MDAs).

(iv) RCU, CS and MDAs human and systems capacity strengthened for effective policy coordination and management of reforms.

(v) Communication mechanism across sectors to inform decision-making processes in policy and reforms strengthened.

(vi) Study on the whole-of government M&E Systems undertaken and framework developed.

Implementing Partner: President’s Office (Cabinet Secretariat)

Responsible partners: Reform Coordination Unit (RCU), POPC, MDAs and East and Southern Africa Universities Research Programme (ESAURP – University of Dar es Salaam).

Implementation Modality: National Implementation (NIM)

Project Start Date: March 2013

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UNDAP Programme Period: July 2011-June 2015 UNDAP Programme: Governance Atlas Award ID: 61943 LPAC Meeting Date:

Funding Agreement UNDP and the President’s Office - Cabinet Secretariat as Implementing Partner (IP) have mutually agreed to implement the Project as part of the UNDAP in accordance with UNDP’s rules and regulation as well as the Government of Tanzania’s norms and procedures for nationally executed projects. UNDP and the IP hereby understand that the project will be implemented on the basis of an estimated budget as per the cover page over 2013-2015 conditional to the mobilization of resources up to the said amount in the budget. Reform Coordination Unit (RCU) and East and Southern Africa Universities Research Programme (ESAURP - University of Dar es Salaam) will be responsible parties in implementing the project. Thus, in the event that resources mobilized do not meet the estimated budget, UNDP and IP will review project activities with the view to prioritize activities that could maximize delivery of outcomes. By appending a signature to this project document, UNDP and PO-CS have entered a project cooperation agreement for the implementation of the project. This will include delivery of specific targets through use of the project resources aligned to do so.

Agreed and signed by: UNDP and President’s Office – Cabinet Secretariat mutually agree to the terms above in pursuing effective implementation of the project. _________________________________________________________________________ Chief Secretary, President’s Office Date _________________________________________________________________________ Country Director, UNDP Date

Total resources required: USD 1,750,000 Total allocated resources: USD 1,500,000

o Regular USD 1,000,000 o One UN Fund USD 500,000

Unfunded budget: USD 250,000 Government: In-kind Contributions

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1. Project Background and Rationale

During the last decade, Tanzania has made impressive achievement in macro-economic, social and political development. Despite the impressive achievements in some economic areas, for example, growth of GDP has been at 6.5 percent per annum, however, it has not made good progress in sharing the benefits of growth as the absolute number of the poor has increased, while the percentage of the poor below the poverty line has remained at about 33 percent by 2010. On political front, Tanzania has made some progress in terms of good governance, political freedom, accountability and transparency. In 2011, Tanzania moved up several places in the Ibrahim Good Governance Index for African countries, placing in the top 10 (excluding small Island States). In recent years, several major aid donors including the United States of America have singled out Tanzania as a preferred African partner, in part on the basis of accomplishments in good governance. In addition to these improvements, Tanzania has realized that strong synergies and coherence of policy frameworks would contribute significantly to enhancement of good governance and the coordination of implementation of national development strategies i.e. the Five Year Development Plan, which will spur Tanzania towards the achievement of Vision 2025. Thus policy coherence is an important ingredient for achieving the intended objectives and goals in an efficient and effective manner. Experiences from OECD countries show that incoherence in policy and implementation may lead to failure in achieving the objectives, waste of scarce resources and deficits in good governance. The design and development of the Five Year Development Plan and MKUKUTA II was a response to the findings of the Household Budget survey 2007 and National Panel Survey 2011, which showed that despite increasing growth rates (averaging 7 percent per annum) poverty and unemployment remained widespread particularly in rural areas, and especially among Youth and women. Among the major reasons for the wide spread of poverty in rural areas indicated in the analysis of the above surveys and review of MKUKUTA were the inability for growth (which is not pro-poor and it is not generating adequate jobs) alone to address a growing poverty problem. Other reasons include: at various levels of policy design and implementation there is potential for incoherence; core reforms that were not directly contributing to the achievement of development goals; very weak monitoring and evaluation systems. Furthermore, inadequate implementation capacity, inadequate transparency and accountability for the management of resources in the public sector, particularly at the sub-national level where allocated resources both financial and human hardly reach the intended communities also contributed to the persistency of poverty. The key challenges, however, are how to promote policy coherence for development, achieving better coordination of reforms and develop system(s) and institutions for a robust monitoring and evaluation system for the whole-of government and reporting, while promoting accountability for development results at various levels. The formulation of the United Nations Development Assistance Plan (UNDAP) for 2011-2015 took cognizance of the challenges above. Some key actions relating to strengthening policy coherence, reform coordination and monitoring & evaluation through capacity development for key central government institutions were identified. This project support was designed after implementation of the Initiation Plan that came to an end in January 2013. It also compliments the following projects: Legislature Support through the Parliament and Aid-Management project under Ministry of Finance. Other partners supporting similar areas include the World Bank and DFID. 1.2. Situational Analysis

In a global context, since mid-1990s, OECD member states have increasingly realized that the achievement of international development and poverty reduction requires more than well-targeted well informed development assistance policies. They have recognized that a wider range of OECD sectoral and macro-economic policies impact on developing countries, across areas such as trade, agriculture, investment,

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technology, migration and environment, and may support or undermine development and poverty reduction goals. Thus they have been considering how they can work to achieve greater coherence between aid and non-aid policies in support of development objectives. Internationally, the goal of policy coherence for development (PCD) received new impetus at the Millennium Summit, the Doha trade talks, the Monterrey Conference, the Johannesburg Summit and recently the Busan – Development effectiveness resolve. In the context of this project and following up on the challenges observed in the background section above, the government conducted two major studies: the 2009 study looked closely at policy developments and processes; the 2012 study profiled Policy Coherence, Monitoring, and Evaluation of the core reforms. Combined, these studies diagnosed the situation and identified the background that provides a context for better understanding of policy coherence challenges and the institutional mechanisms that may help identify and deal with them. The implementation of the Initiation Plan, which was largely about undertaking in-depth assessment of the situation in areas of policy coherence, reform coordination and monitoring and evaluation came up with the following issues: Policy Management: The improvement of policy management included among other things public service reform intervention, recognition of political and administrative leadership and involvement of Non-State Actors in policy formulation and management. Other issues emerged included:

a. Inconsistency and lack of coherence at both design and implementation stages of policies and reforms;

b. Delays in responding to reviews to determine policy gaps, policy termination or change; hence policy formulation is done in the basis of sporadic interventions, without a proper alignment to Vision 2025 or with minimal evidence-based knowledge;

c. Mandates and responsibilities of agencies responsible for policy management are not clearly elaborated;

d. Inadequate funding and action plans.

Polices on Development Planning and Dialogue: Despite the fact that the government has taken necessary measurements to revamp national planning several challenges remain:

a. Inadequate capacity development (including financial resources, skills-sets as well as systemic and organizational arrangement at the institutions that are trusted with policy planning coordination;

b. Absence of a national framework for effective multi-stakeholders’ dialogue and participation. Engagement seemed to stop at issuing state and non-state statements rather than allowing stakeholders to participate in implementation and demand results on agreed policy goals.

Coordination of Major Reforms/Policies: Notwithstanding the process of policy harmonization, some concerns exist such as:

a. A limited mandate or financial resources or human capacity for the Reform Coordination Unit (RCU) to drive policy and reform agenda in the country;

b. Improper planning results in the RCU becoming more reactive than proactive in regard to interventions.

Policies on Monitoring and Evaluation: Despite the fact that the government has taken tremendous steps to put in place major reforms, some challenges remain:

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a. The lack of comprehensive M&E frameworks and systems to provide overall guidance on government business as well as national development strategies and policies;

b. The absence of a designated central authority charged with overseeing a functional monitoring and evaluation system;

c. Proliferation of M&E systems that is incompatible with technology and knowledge of the end users.

1.3. Purpose and objectives This project is a response to expressed needs of the government after implementation of the Initiation Plan, which its purpose was to implement preparatory activities towards multi-year assistance from the UN to stronger government policy development and coherence, reforms, including improved reform coordination, Monitoring and Evaluation, and to support the establishment of a Cabinet Secretariat Evaluation Committee and M&E Unit. The assistance was also intended to contribute to the eventual establishment of a government-wide Monitoring and Evaluation system. The purpose of this project support is to strengthen institutional capacity of the government to deliver better services in areas of policy coherence, reform coordination and monitoring and evaluation. The project aims to: (1) enhance institutional capacity of the Cabinet Secretariat to effectively address requirements for policy coherence for development in all macro, thematic and sectoral policies (2) improve reform coordination by enhancing capacity for RCU (3) enhance the capacity of government to design and implement M&E systems including performance based systems (4) apply evidence-based policy approaches in policy formulation and management. 2. Project Description 2.1 Strategic considerations The project intends to increase capacity of key government departments at the President’s Office to improve policy management functions and communication. The focus on policy coherence will be “policy coherence for development” rather than general coherence. In addition, policy coherence will be seen as a process rather than as a goal. Policy coherence as process means that understanding mechanisms and factors that may hamper or promote policy coherence and tools for coherence is critical. These factors are related to institutional set-up of a government or institution and incorporate both political and administrative processes and mechanisms. The two major studies conducted by government assessed strengths and challenges in the current national policy process and cited conceptual frameworks and promising examples from other countries. These will serve as inputs during the implementation of these projects. The project will utilize holistic and strategic approaches to improve aspects of managing relevant and high quality policies and make policies relevant to national development goals by:

• Ensuring political and technical policies are mutually supportive and reinforce each other to strengthen policy coherence and coordination;

• Strengthening dedicated institutions for policy coordination and coherence for the whole of government;

• Providing a thorough review of the existing policies which should ensure horizontal consistency among policies;

• Creating a consultative culture that promotes cross-sectoral cooperation and systematic dialogue between public and private sectors, and all levels of the government as well as ensuring citizens and citizen representatives (who are not elected officials) interact with and provide feedback to government at the policy formulation or implementation stages;

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• Designing implementation procedures and monitoring mechanisms which will ensure that inconsistencies are tracked at the early stage and policies are adjusted to reflect progress, emerging needs, new information, and changing circumstances;

• Identifying human and financial resources required and aligning them with planning and budgeting processes;

• Establishing a strategic policy framework that will help to ensure that individual policies are consistent with national development strategies, goals and priorities.

• Institutionalizing evidence-based policy (EBP) approaches for better policy coherence and formulation.

2.2. Key components of the project

The significance of this project is to develop the capacity of the concerned institutions and their key players to strengthen policy development, planning, implementation, and evaluation for the government to deliver development results. The project will address constraints in policy coordination and management issues including inadequate utilization of evidence-based knowledge, lack of capacity to coordinate and manage policy processes, absence of medium-and-long term policy planning, and the inadequacy of M&E system. Addressing these issues may ensure that policies begin to be coordinated so they pull together in the same and meaningful direction to deliver intended development goals in a time-efficient and cost-effective manner that advances achievement of Vision 2015.

The project focused areas will harness capacities of individuals, institutions and the overall system so that:

• Reorientation of institutional systems, structures, mandates, and responsibilities will lead to better policy coordination and coherence;

• Acquisition of technology and systems to acquire, store and share evidence-based knowledge and information will contribute to institutionalizing Evidence-Based Policy (EBP) approaches;

• Development of effective monitoring evaluation will enable policy agencies to implement proactive planning and suggesting how policies should be changed or updated to advance the development agenda;

• Bottom up communication processes will foster the creation of meaningful and inclusive consultations on all aspects of policy formulation and revision;

• The allocation of adequate human and financial resources will strengthen policy management and implementation.

To support implementation of these components it will be important to engage with key stakeholders at all levels in dialogue both to hear their inputs and to provide them with on-going information about progress and why policies are important to their development priorities. The intended transformational results will be reflected in the following outputs:

Focus area 1: Enhancing systems for effective policy development and management in the government

Progress to be made in:

• Structural capacity and systems, including organizational structure, hierarchies, mandates, procedures, rules and regulations;

• Development of planning, implementation, and evaluation to achieve better-integrated and

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coordinated policies.

Focus area 2: Improving institutional functions for policy development management


• Flow of information through regular exchanges of information between knowledge sources and policy makers at all levels;

• Development and utilization of knowledge-based and innovation-driven in policy formulation and review;

• Data acquisition, storage, sharing, and application in all policy processes; • Budget mobilization and allocation in alignment with prioritized objectives and in accordance with

national development strategies and Vision 2025; • Monitoring, evaluation, and reporting systems related to policy development and management at

the Government Center and other sectors dealing with policies at MDAs and LGAs.

Focus area 3: Repositioning human capacity for effective leadership of policy development management


• Human resources capacity in terms of number of employees and skill sets required; • Effective mobilization of and utilization of existing human capabilities to adopt policy development

and management more proactively; • Engagement of technical and political leaders to provide space for innovation and effective policy

delivery. • Inclusion of multiple interest groups to develop interdependencies between public and private

sector on different policy issues;

Under this project, the following key outputs are expected during the period of 2013-2015:

Focus area 1: Enhancing systems for effective policy development and management in the government

Output 1: Cabinet Secretariat and Reform Coordination Unit institutional arrangement and functional capacity enhanced to effectively undertake policy coordination, coherence and alignment to the Vision 2025 goals.

Focus area 2: Improving institutional functions for policy development management

Output 2: Evidence Policy Approach institutionalized at the center of Government (CS, POPC & MDAs).

Output 3: Communication mechanism across sectors to inform decision-making process in policy and reforms strengthened.

Output 4: Study on the whole-of government M&E Systems undertaken and framework developed.

Focus area 3: Repositioning human capacity for effective leadership of policy development management

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Output 5: RCU, CS and MDAs human and systems capacity strengthened for effective policy coordination and management of reforms.

Output 6: National systems and mechanisms for inclusive dialogue on policy, reforms and implementation enhanced.

The activities to be undertaken over the period include:


1. Revisit and position Reform Coordination Unit’s objectives, rationale, structures and functions to align with Cabinet Secretariat;

2. Rationalize central institutions’ (CS and RCU) in terms of mandates, roles, responsibilities to revitalize their roles to monitor, coordinator, and supervise;

3. Conduct a comprehensive study to establish the appropriateness and effectiveness of the institutional architectures for policy management at the center of government, MDAs, and LGAs and amend them accordingly;

4. Establish systems to determine policy termination, revision, or change in strategy.

Output 2: Evidence Policy Approach institutionalized at the center of Government (CS, RCU & POPC).

1. CS and RCU undertake policy coherence studies on regular basis (within and among sectors, reforms, etc);

2. Sensitize academic and research institutions with the interface between research and the utilization of evidence-based knowledge for policy formulation and development in general;

3. Liaise with key research and academic institute to establish a full-fledged Policy Research and Training Institute to prepare and mentor policy experts.

4. Conduct a detailed analysis of the possible effects of both political and technical policy in all aspects of policy development and management;

5. Establish peer learning and action mechanisms to facilitate experience-sharing, lesson-learning, and peer support at CS, RCU, and POPC as well as across policy agencies for both central and local governments;

6. Develop a system to share lesson learned with policy makers and within south-to-south cooperation countries to apply evidence-based knowledge in policy formulation and review.

Output 3: Communication mechanism across sectors to inform decision-making process in policy and reforms strengthened.

1. Design and execute a communication strategy to enable State and Non-State stakeholders including Cabinet and Parliament to make better and informed decisions for policy development process;

2. Determine guidelines for access to information; 3. Develop bottom-up knowledge management mechanisms for learning, sharing, and giving feedback)

within and across sectors as well as from citizens and Local Government Authorities; 4. Determine appropriate technology including social media to facilitate information and knowledge

acquisition, storage, and sharing across the policy sectors; 5. Establish an equipped policy resource and communication center at Cabinet Secretariat.

Output 4: Study on the whole-of government M&E Systems undertaken and framework developed;

1. Identifying resources required and aligning them with planning and budgeting processes;

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2. Set up a baseline and define a framework for systematic and continuous monitoring and evaluation at all stages of policy agenda;

3. Set guidelines for a participatory monitoring and evaluation process; 4. Designate a central authority charged with the responsibility to initiate an effective M&E policy

across government.


1. Analyze human capacity at institutions/units deal with policy to determine number of staff needed included skill and multi-talent sets that are required;

2. Develop performance-driven regulations including reward systems to increase accountability and effectiveness;

3. Develop training and recruitment programs to optimize and retain existing capacities of coordinating agents and policy units of Ministries to ensure they align with emerging mandate;

4. Conduct need assessment both short and long term for effective functionalism of institutions/units deal with policy at the center of Government, MDAs and LGAs.


1. Determine mechanism for a consultative process (timeframe, extent of collaboration, negotiation etc.);

2. Equip stakeholders ─ especially NSAs ─ with the capacities needed for effective policy dialogue, formulation etc.;

3. Establish a roster of multi-talent sets that may be consulted regularly by government or act as a think-tank for policy development and management;

4. Provide TA and funds to facilitate the management of BRN approach and smart partnership as mechanisms for National Policy Platforms that include private, CSOs and public sectors.

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3.0 Multi Year Results and Resources Framework January 2013 – June 2015 UNDAP Outcome: Select MDAs and LGAs have increased capacity for planning, budgeting, Governance monitoring and reporting. Expected UNDAP Output: The center of government plays an active role in improved national Policy coherence - Improved national policy coherence and core reforms strengthened. Key Results (UNDP Strategic Plan): Capacity development as a driver for achieving poverty reduction and achievement of MDGs UNDAP Key Actions: Strengthen the human resources, technical and systems capacities of the CS, RCU and Planning Commission to ensure harmonization of national policies; TA to key institutions to improve harmonization and alignment of economic policies Project ID/ Title: 79087 / Policy coherence for development, reform coordination and monitoring & evaluation. Intended Outputs Indicative Activities Output Targets (Years) Responsible

Party Inputs and Budget


Baseline: Vision 2025, FYDP and MKUKUTA II contain specific targets and indicators on policy development and management. Policy reforms have gradually institutionalized for better reform review and coordination.

Targets: (i) Government Policy Centre repositioned and effectively functioning (ii) Long Term systems for better policy development, coordination, and management

Indicators: Level of policy coordination, clear systems, mandates and responsibilities in place,

1.1. Revisit and position Reform Coordination Unit’s objectives, rationale, structures and functions to align with Cabinet Secretariat;

Targets (Year 1) - Institutional architecture review completed

Year 1: Consultants, working sessions USD XXXX

1.2. Rationalize central institutions’ (CS and RCU) in terms of mandates, roles, responsibilities to revitalize their roles to monitor, coordinator, and supervise;

Targets (Year 2) - Government Policy Centre (RCU & CS) repositioned.

Cabinet Secretariat & RCU

Year 2: Consultants, working session, consultations USD XXXX

1.3. Conduct a comprehensive study to establish the appropriateness and effectiveness of the institutional architectures for policy management at the center of government, MDAs, and LGAs and amend them accordingly;

Targets (Year 1) - Role, mandate, and responsibilities of RCU and CS re-established.


Year 1: Consultants, working sessions, consultations USD XXXX

1.4. Establish systems to determine policy termination, revision, or change in strategy.

Target (Year 1) - Systems for policy review and termination in place


Year 1: Consultants, working sessions, consultations USD XXXX

Output 2: Evidence Policy Approach Institutionalized at the center of Government (CS, POPC & MDAs). Baseline: Public administration policy, FYDP & MKUKUTA II Targets: Evidence-based knowledge inform policy formulation and management Indicators: policy analysis tool, effective knowledge management system in place, application of evidence-based in place, a level of cooperation between analysts and policy-makers

2.1. CS and RCU undertake policy coherence studies on regular basis (within and among sectors, reforms, etc);

Targets (Year 1) - Policy coherence study completed Targets (Year 2) - Policy analysis tool developed

Cabinet Secretariat

Year 1: USD XXXX Year 2: Consultants, meetings, working sessions, travel USD XXXX

2.2. Sensitize academic and research institutions with the interface between research and the utilization of evidence-based knowledge for policy formulation and development in general;

Targets (Year 2) - Engage research institutions

and academia on evidence-based policy formulation and processes.

Cabinet Secretariat

Year 2: Consultants, working sessions USD 20,000

2.3. Liaise with key research and academic institute to establish a full-fledged Policy Research and Training Institute to prepare and mentor policy experts.

Targets (Year 3) - Policy Research and Training

Institute establish either at Uongozi institute/UDSM

- Curriculum designed

Cabinet Secretariat

Year 2: consultations, working sessions, consultants, meetings USD XXXX

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- Human and financial resources determined

2.4. Conduct a detailed analysis of the possible effects of both political and technical policy in all aspects of policy development and management;

Targets (Year 1) - Possible effects of political

and technical policy aspects analyzed

Cabinet Secretariat

Year I Consultants, meetings: USD XXXX

2.5. Establish peer learning and action mechanisms to facilitate experience-sharing, lesson-learning, and peer support at CS, RCU, and POPC as well as across policy agencies for both central and local governments;

Targets (Year 2) - Knowledge management in

place. - Staff at CS, RCU and LGAs’ and

MDAs’ policy unit trained - Coordinator appointed

Cabinet Secretariat

Year2: Consultants, working sessions, meetings USD XXXX

2.6. Develop a system to share lesson learned with policy makers and within south-to-south cooperation countries to apply evidence-based knowledge in policy formulation and review.

Targets (Year 2) - Systems to apply evidence-

based policy developed; - Policy makers engaged

Cabinet Secretariat

Year 2: Consultants, training sessions, meetings USD 60,000

Output 3: Communication mechanism across sectors to inform decision-making processes in policy and reforms strengthened. Baseline: lack of adequate information flow and consultative process. Targets: Improved quality of dialogue, well-informed coordination processes; Indicators: Levels of stakeholders’ engagement; communication strategy and systems in place

3.1. Design and execute a communication strategy to enable State and Non-State stakeholders including Cabinet and Parliament to make better and informed decisions for policy development process;

Targets (Year 1) - Communication designed Targets (Year 2) - Communication strategy implemented

Cabinet Secretariat

Year 1: Consultants, working sessions USD XXXX Year 2: Consultants, working sessions USD XXXX

3.2. Determine guidelines for access to information;

Targets (Year 1) - Guideline developed for

access to information Targets (year 2) - Dialogue with key

stakeholders at both local and central governments

Cabinet Secretariat

Year 1: Consultations, working sessions USD XXXX Year 2: Consultants, working sessions, travelling, meeting, training, conference/training packages. DSA USD XXXX

3.3. Develop bottom-up knowledge management mechanisms for learning, sharing, and giving feedback) within and across sectors as well as from citizens and Local Government Authorities;

Targets (year 2) - Mechanism for sharing

experience and feedback from bottom up developed p

Targets (year 3)

- System shared among the key stakeholders across

Cabinet Secretariat

Year 2: Consultations, working sessions USD XXXX Year 3: Consultants, working sessions, travelling, meeting, training, conference/training packages. DSA USD XXXX

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the sectors, LGAs, and Citizens

3.4. Determine appropriate technology including

social media to facilitate information and knowledge acquisition, storage, and sharing across the policy sectors;

Targets (year1)

- Appropriate technology determined

Targets (year 2)

- ICT implemented for knowledge acquisition, storage, and sharing.

Targets (Year 3) - Trained at Government

Centre, MDAs, and LGAs

Cabinet Secretariat

Year 1: consultants fees USD XXXX Year 2: Consultants, ICT equipment, installation USD XXXX Year 3: Travel cost, DSA, consultants, training, traveling, DSA, conference packages USD XXXX

3.5. Establish an equipped policy resource and communication center at Cabinet Secretariat.

Targets (year 2) -Needs identified - Centre furnished and ICT installed - Personnel recruited

Cabinet Secretariat

Year 2: Consultants, ICT equipment, installation USD XXXX


Baseline: Fragmented M&E Systems in the Government

Targets: Consolidated and improved M&E Systems, established responsible department, well-articulated systems and frameworks

Indicators: M&E frameworks and systems, responsible department in place

4.1. Identifying resources required and aligning them with planning and budgeting processes;

Targets (Each year) - Determine objectives and goals - Identify financial resources needed - Aligned financial resources with government budget

Cabinet Secretariat. RCU, POPC

Each Year: Consultations, working meetings, USD XXXX

4.2. Set up a baseline and define a framework for systematic and continuous monitoring and evaluation at all stages of policy agenda;

Targets (Year 2) - M&E framework established


Year 2: Software developing fees, software, installation, training, and working meetings USD XXXX

4.3. Set guidelines for a participatory monitoring and evaluation process;

Targets (Year 1) - Set systems and guidelines for M&E processes


Year 1: - Meetings, working sessions, consultations USD XXXX

4.4. Designate a central authority charged with the responsibility to initiate an effective M&E policy across government.

Targets (Year 2) - M&E Department established and charged


Year 2: - Furniture, computers, transportation USD XXXX


Baseline: MKUKUTA II & FYDP contains specific targets and

5.1. Analyze human capacity at institutions/units deal with policy to determine number of staff needed included skill and multi-talent sets that are required;

Targets (Year 1) - Human capacity and skill sets analyzed

Cabinet Secretariat

Year 1: - Consultants, working meetings, travel, DSA USD XXXX

5.2. Develop performance-driven regulations Targets (Year 1) Cabinet Year 1:

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indicators on human development and skill set.

Targets: Performance-driven and reward systems in place, improved consultative process

Indicators: level of inclusion, skill set developed and applied, training program in place

including reward systems to increase accountability and effectiveness;

- Performance-driven and reward systems developed Targets (Year 2) - Performance-driven and reward systems implemented

Secretariat - Consultants, working sessions, consultations USD XXXX Year 2: - Working sessions, consultations, training USD XXXX

5.3. Develop training and recruitment programs to optimize and retain existing capacities of coordinating agents and policy units of Ministries to ensure they align with emerging mandate;

Targets (Year 1) - Training and recruit program developed Targets (Year 2 & 3) - Training and recruitment programs implemented

Cabinet Secretariat

Year 1: - Consultants, working meetings, consultations USD XXXX Year 2 - Training and recruitment USD XXXX Year 3: - Training and recruitment USD XXXX

5.4. Conduct need assessment both short and long term for effective functionalism of institutions/units deal with policy at Government Center MDAs, and LGAs ;

Targets (Year 1) Structural needs assessed at Government Centre, MDAs, and LGAs

Cabinet Secretariat

Year 1: - Consultants, working sessions USD XXXX


Baseline: MKUKUTA II & FYDP contains specific targets and indicators on public and private partnership.

Targets: improved consultative process; utilization of African potential

Indicators: level of inclusion, a roster of multi-skills set in place

6.1. Determine mechanism for a consultative process (timeframe, extent of collaboration, negotiation etc.);

Targets (Year 2) -Develop consultative mechanism Targets (Year 3) - inter-sectoral and NSAs meeting and training

Cabinet Secretariat

Year 2: - Working sessions, travel, DSA consultant USD XXXX Year 3: - Working sessions, travel, DSA, training, training USD XXXX

6.2. Equip stakeholders ─ especially NSAs ─ with the capacities needed for effective policy dialogue, formulation etc.;

Targets (Year 3) - Training NSAs

Cabinet Secretariat

Year 3: Working sessions, travel, DSA, training, training USD XXXX

6.3. Establish a roster of multi-talent sets that may be consulted regularly by government or act as a think-tank for policy development and management;

Targets (Year 1) - Multi-talents pool of experts established Targets (Year 2 & 3) - Multi-talents pool of experts trained and engaged

Cabinet Secretariat

Year 1: - Working sessions, consultation USD XXX Year 2: - Working sessions, conference package travel, DSA, training, training USD XXXX Year 3: - Working sessions, conference package travel, DSA, training, training USD XXXX

6.4. Provide TA and funds to facilitate the Targets (Year 2) Cabinet Year 1:

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management of BRN approach and smart partnership as mechanisms for National Policy Platforms that include private, CSOs and public sectors;

- National Forum Mechanism established Targets (Year 3) - National Forum meetings

Secretariat - Working sessions, consultation USD XXX Year 3: - Working sessions, conference package travel, DSA, training, training USD XXXX

Project management support

Technical Advisory Service / Project Management Expenses

Targets (Year 2 & 3) - TA Developing software - Management services to the project.

Cabinet Secretariat, UNDP

Year 2: Professional services USD XXXX Year 3: Professional services USD XXXX

• Project Communication;

• Undertake monitoring visits / travel expenses

Targets (brochures, reports, meetings)

Cabinet Secretariat

USD XXXX

• Project Communication, Evaluations and Audit

Evaluation

UNDP USD 20,000

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3.2 Project Annual Work Plan

EXPECTED OUTPUTS And baseline, associated indicators and annual targets

PLANNED ACTIVITIES List activity results and associated

actions

Quarterly implementation

RESPONSIBLE PARTY PLANNED BUDGET

Q1 Q2 Q3 Implementing Partner

Funding Source Budget Description Amount in UDS


Baseline: Vision 2025, FYDP and MKUKUTA II contain specific targets and indicators on policy development and management. Policy reforms have gradually institutionalized for better reform review and coordination.

Targets: (i) Government Policy Centre repositioned and effectively functioning (ii) Long Term systems for better policy development, coordination, and management

Indicators: Level of policy coordination, clear systems, mandates and responsibilities in place,

1.1 Revisit and position Reform Coordination Unit’s objectives, rationale, structures and functions to align with Cabinet Secretariat;

X


UNDP Consultants, working sessions

XXXX0

1.2. Rationalize central institutions’ (CS and RCU) in terms of mandates, roles, responsibilities to revitalize their roles to monitor, coordinator, and supervise;

X


UNDP

Consultants, working session, consultations

XXXX0

1.3. Conduct a comprehensive study to establish the appropriateness and effectiveness of the institutional architectures for policy management at the center of government, MDAs, and LGAs and amend them accordingly;

X


UNDP

Consultants, working sessions, consultations

XXXX0

1.4. Establish systems to determine policy termination, revision, or change in strategy.

X Cabinet Secretariat & RCU UNDP

Consultants, working sessions, consultations

XXXX0

Output 2: Evidence Policy Approach Institutionalized at the center of Government (CS, POPC & MDAs). Baseline: Public administration policy, FYDP & MKUKUTA II Targets: Evidence-based knowledge inform policy formulation and management Indicators: policy analysis tool, effective knowledge management system in place, application of evidence-based in place, a level of cooperation between analysts and policy-makers

2.1. CS and RCU undertake policy coherence studies on regular basis (within and among sectors, reforms, etc);

X X Cabinet Secretariat UNDP Consultants, meetings, working sessions, travel

XXXX

2.2. Sensitize academic and research institutions with the interface between research and the utilization of evidence-based knowledge for policy formulation and development in general;

X

Cabinet Secretariat

UNDP

Consultants, meetings, working sessions, travel

XXX

2.3. Liaise with key research and academic institute to establish a full-fledged Policy Research and Training Institute to prepare and mentor policy experts.

X

Cabinet Secretariat

UNDP Consultants, meetings

XXX

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2.4. Conduct a detailed analysis of the possible effects of both political and technical policy in all aspects of policy development and management;

X

Cabinet Secretariat UNDP Consultants, working sessions, meetings

XXX

2.5. Establish peer learning and action mechanisms to facilitate experience-sharing, lesson-learning, and peer support at CS, RCU, and POPC as well as across policy agencies for both central and local governments;

X

Cabinet Secretariat UNDP

Consultants, working sessions, meetings

XXX

2.6. Develop a system to share lesson learned with policy makers and within south-to-south cooperation countries to apply evidence-based knowledge in policy formulation and review.

X

Cabinet Secretariat

UNDP

Consultants, training sessions, meetings

XXX

Output 3: Communication mechanism across sectors to inform decision-making processes in policy and reforms strengthened. Baseline: lack of adequate information flow and consultative process Targets: Improved quality of dialogue, well-informed coordination processes; Indicators: Levels of stakeholders’ engagement; communication strategy and systems in place

3.1. Design and execute a communication strategy to enable State and Non-State stakeholders including Cabinet and Parliament to make better and informed decisions for policy development process;

X X

Cabinet Secretariat


XXX

3.2. Determine guidelines for access to information;

X X

Cabinet Secretariat

UNDP

Consultants, working sessions, travelling, meeting, training, conference/training packages. DSA

XXX

3.3. Develop bottom-up knowledge management mechanisms for learning, sharing, and giving feedback) within and across sectors as well as from citizens and Local Government Authorities;

X X

Cabinet Secretariat

UNDP

Consultants, working sessions, travelling, meeting, training, conference/training

XXX

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3.4. Determine appropriate technology including social media to facilitate information and knowledge acquisition, storage, and sharing across the policy sectors; X X X

Cabinet Secretariat

UNDP

Travel cost, DSA, consultants, training, traveling, DSA, conference packages, Consultants, ICT equipment, installation

XXX

3.5. Establish an equipped policy resource and communication center at Cabinet Secretariat. X

Cabinet Secretariat

UNDP

Consultants, ICT equipment, installation

XXX


Baseline: Fragmented M&E Systems in the Government

Targets: Consolidated and improved M&E Systems, established responsible department, well-articulated systems and frameworks

Indicators: M&E frameworks and systems, responsible department in place

4.1. Identifying resources required and aligning them with planning and budgeting processes;

X X X Cabinet Secretariat. RCU, POPC UNDP

Consultations, working meetings,

XXX

4.2. Set up a baseline and define a framework for systematic and continuous monitoring and evaluation at all stages of policy agenda;

X


UNDP

Software developing fees, software, installation, training, and working meetings

XXX

4.3. Set guidelines for a participatory monitoring and evaluation process;

X

Cabinet Secretariat. RCU, POPC UNDP

Meetings, working sessions, consultations

XXX

4.4. Designate a central authority charged with the responsibility to initiate an effective M&E policy across government.

X

Cabinet Secretariat. RCU, POPC UNDP

Furniture, computers, transportation

XXX


Baseline: MKUKUTA II & FYDP contains specific targets and indicators on human development and skill set.

Targets: Performance-driven and reward systems in place, improved consultative process

Indicators: level of inclusion, skill set developed and applied, training program in place

5.1. Analyze human capacity at institutions/units deal with policy to determine number of staff needed included skill and multi-talent sets that are required;

X

Cabinet Secretariat

UNDP

Consultants, working meetings, travel, DSA

XXX

5.2. Develop performance-driven regulations including reward systems to increase accountability and effectiveness;

X X

Cabinet Secretariat

UNDP

Consultants, working sessions, consultations. training

XXX

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5.3. Develop training and recruitment programs to optimize and retain existing capacities of coordinating agents and policy units of Ministries to ensure they align with emerging mandate;

X X X

Cabinet Secretariat

UNDP

Consultants, working meetings, consultations, Training and recruitment

XXX

5.4. Conduct need assessment both short and long term for effective functionalism of institutions/units deal with policy at Government Center MDAs, and LGAs ;

X

Cabinet Secretariat


XXX


Baseline: MKUKUTA II & FYDP contains specific targets and indicators on public and private partnership.

Targets: improved consultative process; utilization of African potential

Indicators: level of inclusion, a roster of multi-skills set in place

6.1. Determine mechanism for a consultative process (timeframe, extent of collaboration, negotiation etc.);

X

Cabinet Secretariat UNDP Working sessions, travel, DSA consultant

XXX

6.2. Equip stakeholders ─ especially NSAs ─ with the capacities needed for effective policy dialogue, formulation etc.;

X

Cabinet Secretariat UNDP Working sessions, travel, DSA, training, training

6.3. Establish a roster of multi-talent sets that may be consulted regularly by government or act as a think-tank for policy development and management;

X X X

Cabinet Secretariat UNDP Working sessions, conference package travel, DSA, training, training, consultation

XXX

6.4. Provide TA and funds to facilitate the management of BRN approach and smart partnership as mechanisms for National Policy Platforms that include private, CSOs and public sectors;

X X

Cabinet Secretariat/UNDP

UNDP Working sessions, consultation, conference package travel, DSA, training, training

XXX

Project management support

• Project Communication; • Undertake monitoring visits / travel

expenses • Annual project reports;

Cabinet Secretariat

UNDP DSA, meetings, travel, communication

XXX

Project Communication; ATLAS, Travel, Audit, evaluation (review) UNDP UNDP Travel, meetings XXX

TOTAL XXX

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4.0 Project Implementation Management and Strategy

The project will be implemented within the framework of national systems and processes for planning, budgeting, monitoring and reporting and will engage a range of stakeholders to achieve the outputs. The Cabinet Secretariat, as the lead implementer of this project, will act as the implementing partner with the Core Reform Unit (State House) in collaboration with and consultation with UNDP and other key stakeholders. The achievement of results and monitoring of progress is the duty of the Executives, which is the Head of Cabinet Secretariat, who also is the chair of the Project Board.

The Cabinet Secretariat will appoint a Government Official to perform the functions of Project Manager within the Cabinet Secretariat for the day-to-day management and monitoring of the project and communication with the UNDP. UNDP will provide technical support and facilitate procurement of services as needed and requested by the implementing partner. UNDP will also provide advisory support to the activities in the work plan to meet needs of the implementing partners including to develop Terms of References (ToRs). It is envisaged that technical experts will be hired to provide direct assistance in specified areas. Such experts will report directly to the respective focal persons’ designated with each institution.

The Government arrangement that was put in place during the preparatory phase is expected to facilitate a smooth decision-making. The project will be implemented through the NEX/National Implementation Modality (NIM) using existing national systems for project implementation supported by UNDP programme staff. The Cabinet Secretariat’s project management responsibilities will include monitoring and efficient and effective use of the resource availed by UNDP. The implementation of the project and day-to-day activities will begin accordance with the work plan. The project manager will utilise the FACE and HACT mechanisms and provide at the end of each quarter both the financial and physical reports. In the case of Government procurement, Government procurement rules will apply, while UNDP rules will apply in the case of Country Office support to NEX.

A Project Board meeting will be convened at least twice a year to review progress and recommend adjustments to actions. Quarterly reports will be produced and shared with the members of the Board for information. Changes within the stipulated budget of an output will not require convening of the Project Board. However, changes across outputs (which also represent deliverables of different institutions) will require Project Board approval. Overall, the project management structure will include Cabinet Secretariat, Reform Coordination Unit (RCU) and UNDP, in addition to other stakeholders that the Board or its Chairman identifies.

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A working group will be established to manage project activities on a day-to-day basis; the working group will meet on a monthly basis at the Cabinet Secretariat. Each responsible party (Cabinet Secretariat and RCU) will be represented by at least one of its staff members (the focal person) in all working-group meetings. The working group will constantly monitor all aspects of the project’s activities. The Project manager will chair the working group.

5. Partnership Strategy & Resource Mobilisation

To deliver its services, the project must ensure collaboration among UN agencies on policy development and good governance and engage key government ministries and departments, civil society organisations, and the private sector in implementation of the interventions.

Funding for this project will come from UNDP and core resources supplemented by the UN’s One Fund. Resource mobilisation through additional funding will be pursued during the implementation of the project. Steps for building resources will include communication and marketing of the project to development partners and other stakeholders. The Cabinet Secretariat and UNDP will mount a resource-mobilisation effort if such an opportunity arises.

Project Manager Cabinet Secretariat

Project Board Senior Beneficiary

RCU, CS Executive

Head Cabinet Secretariat Senior Supplier

UNDP

Project Assurance UNDP / CS

Project Support

UNDP

Project Organization Structure

Cabinet

Secretariat

Reform Coordinatio

n Unit

Research

Institutions

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6. Audit:

Where an audit of this project is required, this will be conducted in line with HACT guidelines.

7. Project Communication

UNDP and Cabinet Secretariat will communicate with key stakeholders and the UNDAP Economic Growth PWG on progress of the implementation of the key actions and achievement of outputs through regular meetings and sharing of implementation reports.

8. Risk Management

No. Risk/Issue (Describe) Type Impact/ probability (Scale 1-5)

Mitigating Measures

1 The mandate of RCU, Cabinet Secretariat may change.

Organization and Political 2 Project will develop tools that can be transferred in the event of change of mandate.

2 Very low funding to Cabinet Secretariat, and, RCU

Financial and Operational 2 Advocate prioritization for adequate allocation of funds / budget for pro-poor economic growth initiatives.

3 Change in institutional leadership and staffing

Financial, Operational, Organization and Strategic

2 Discussion with implementation Partner for prioritization of policy coherence and coordination

4 Disbursements of funds through exchequer system delays the project implementation

Financial, Operational and Organizational

3 Ensure adequate understanding of the exchequer mechanisms, timely request by implementation Partner and timely disbursement by UNDP

5 Differing views on the project plan such that the support provided seen as not technically and politically appealing to those supported by the project.

Operational and Organizational

2 Ensure that all activities identified for support are demand-driven and agreed by all parties involved

8. Monitoring Framework and Evaluation

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored as follows:

Within the annual cycle

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• On a quarterly basis, a quality assessment shall record progress towards the completion of key results and these will be recorded in the UNDAP Resource Monitoring System (RMS) tool.

• An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change. For consistency, the risk and issues log will be harmonized with the data input into the __________ RMS.

• Based on the above information recorded in Atlas and in the __________ RMS tool, a Project Progress Reports (PPR) shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot.

• A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project. The Lesson- learned Report will also form a critical input during a terminal evaluation of the project.

• The Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events.

Annually

• Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and shared with the Project Board and the Outcome Board. As a minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level.

• Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review will be driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. In addition, there will normally be an annual review of progress at the sectoral working group level of which the project contributes within the __________ framework. This will take place at the _________ outcome level. The annual review report will therefore be used as the specific input into the sectoral working group review to which the project award contributes.

Mid-term Evaluation

During the project implementation a mid-term review shall be conducted to evaluate the performance of the project and appraise the project impact. Based on the mid-term evaluation any necessary modifications will be proposed and incorporated to the project action plan after approval of the project board. An independent consultant will be entrusted for this task.

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9. Legal Context

The document constitutes a Project Document as referred to in the SBAA signed between the UN and United Republic of Tanzania in May 30, 1978.

Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner.

The implementing partner shall:

a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;

b) assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999).

The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document”.

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm

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ANNEXES

Annex 1: The roles and responsibilities and TOR for any required personnel.

Project manager

• Plan the activities of the project and monitor progress against the approved work-plan;

• Mobilize personnel, goods and services, training and micro-capital grants to initiative activities, including drafting terms of reference and work specifications and overseeing all contractors’ work;

• Monitor events as determined in the project monitoring schedule plan, and update the plan as required;

• Manage requests for the provision of financial resources by UNDP, through advance of funds, direct payments, or reimbursement using the FACE (Fund Authorization and Certificate of Expenditures);

• Monitor financial resources and accounting to ensure accuracy and reliability of financial reports;

• Be responsible for preparing and submitting financial reports to UNDP on a quarterly basis;

• Manage and monitor the project risks initially identified and submit new risks to the project board for consideration and decision on possible actions if required; update the status of these risks by maintaining the project risks log;

• Capture lessons learnt during project implementation – a lessons learnt log can be used in this regard (MS Word template)

• Perform regular progress reporting to the project board as agreed to with the board;

• Prepare the annual review report, and submit the report to the project board and the outcome group;

• Prepare the annual work plan for the following year, as well as quarterly plans if required;

• Update the Atlas Project Management module if external access is made available.

Project board

• Provide overall guidance and direction to the project, ensuring it remains within any specified constraints;

• Address project issues as raised by the project manager;

• Provide guidance on new project risks and agree on possible countermeasures and management actions to address specific risks;

• Agree on project manager’s tolerances as required;

• Review the project progress and provide direction and recommendations to ensure that the agreed deliverables are produced satisfactorily according to plans;

• Review combined delivery reports prior to certification by the implementing partner;

https://mail.undp.org/owa/redir.aspx?C=df7684ad773645d895016b159e933242&URL=https%3a%2f%2fintranet.undp.org%2fglobal%2fdocuments%2fppm%2fLessons%2520Learned%2520Log%2520Template.doc

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• Appraise the project annual review report, make recommendations for the next annual work plan, and inform the outcome group about the results of the review;

• Provide ad-hoc direction and advice for exception situations when project manager’s tolerances are exceeded;

• Assess and decide to proceed on project changes through appropriate revisions;

UNDP project assurance

• Ensure that funds are made available to the project;

• Ensure the project is making progress towards intended outputs;

• Perform regular monitoring activities, such as periodic monitoring visits and “spot checks”;

• Ensure that resources entrusted to UNDP are utilized appropriately;

• Ensure that critical project information is monitored and updated in Atlas;

• Ensure that financial reports are submitted to UNDP on time, and that combined delivery reports are prepared and submitted to the project board;

• Ensure that risks are properly managed, and that the risk log in Atlas is regularly updated;

Project support

• Set up and maintain project files;

• Collect project related information data;

• Assist the project manager in updating project plans;

• Administer project board meetings;

• Administer project revision control;

• Establish document control procedures;

• Compile, copy and distribute all project reports;

• Assist in the financial management tasks under the responsibility of the project manager;

• Provide support in the use of Atlas for monitoring and reporting;

• Review technical reports;

• Monitor technical activities carried out by responsible parties.

UNDP programme manager (UNDP resident representative or delegated authority):

• Ensure that resources entrusted to UNDP are utilized appropriately;

• Ensure that the project is making progress towards intended outputs;

• Ensure national ownership, on-going stakeholder engagement and sustainability;

• Ensure that the project’s outputs contribute to intended country programme outcomes;

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• Ensure that key results and issues pertaining to project performance are fed into the outcome and programme level monitoring;

• Approve budget for the first year in Atlas;

• Approve and sign the annual work plan for the following year.

Implementing partner (authorized personnel with delegated authority):

• Approve and sign the annual work plan for the following year;

• Approve and sign the Combined Delivery Report (CDR) at the end of the year;

• Sign the Financial Report or the Funding Authorization and Certificate of Expenditures (FACE).

Agreements: Any additional agreements, such as cost sharing agreements, project cooperation agreements signed with NGOs1 (where the NGO is designated as the “executing entity”) should be attached.

Terms of Reference: TOR for key project personnel should be developed and attached.

Capacity Assessment: Results of capacity assessments of Implementing Partner (including HACT Micro Assessment)

1 For GEF projects, the agreement with any NGO pre-selected to be the main contractor should include the rationale for having pre-selected that NGO.

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