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THE UNITED REPUBLIC OF TANZANIA

PRIME MINISTER’S OFFICE,

REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT

STRATEGIC PLAN – 2009/10 – 2011/12

P.O. Box 1923

DODOMA October 2008

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Table of Contents Preface……………………………………………………………….……….3 Abbreviations and Acronyms...........................................................................3 Statement of the Honourable Minister of State................................................4 Statement of the Permanent Secretary..............................................................5 Executive Summary…………………………………………………………..7

CHAPTER I Introduction……………………………………………..9 1.1 Methodology.........................................................................................10 1.2 Purpose of the plan……………………………………………………11 1.3 Mandate of PMO-RALG......................................................................11 1.4 Functions of PMO-RALG…………………………………………….12 CHAPTER II Situation Analysis…….………………….……...………14

Part One 2.1 Literature Review…………………………….………………………..14 2.2 The SWOT Analysis……………………….…………….. ……......…16 2.3 Stakeholders………………………………….………………………..19 Part Two 2.4 Summary of Critical Issues…………………….………………………21 2.5 Summary of the main challenges……………….………..…………….21 2.6 Recent initiatives for improving Performance...………….……………22 CHAPTER III Vision, Mission and Objectives................................…...24

3.1 Objectives and Targets...…………………………………..………….25

CHAPTER IV Strategies ………………………………………….…….42

CHAPTER V Performance Indicators…………………………….………45

Annex 1: Organisation Chart………….....................................................................47 Annex 2: Three Year Matrix (Targets and Activities)……………………………...48 Annex 3: Historical Background……………………………………………………99

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Preface Abbreviations and Acronyms

MDGs Millennium Development Goals NSGRP National Strategy For Growth and Reduction of Poverty MKUKUTA Mkakati wa Kukuza Uchumi na Kupunguza Umaskini CCM Chama Cha Mapinduzi PMO-RALG Prime Minister’s Office –Regional Administration and Local Government LGRP Local Government Reform Programme D by D Decentralisation by Devolution ISP Institutional Strengthening Programme LGAs Local Government Authorities MDAs Ministries ,Independent Departments and Executive Agencies PO-PS President’s Office-Public Service Management DC District Commissioner LG Local Government HIV Human Immune Virus AIDS Acquired Immune Deficiency Syndrome PO-PSM President’s Office-Public Service Management RS Regional Secretariat RA Regional Administration LGMD Local Government Management Data Base TMIS Transport management Information System MoEVT Ministry of Education and Vocational Training MoHSW Ministry of Health and Social Welfare MoLD Ministry of Livestock Development MAFSC Ministry of Agriculture,Food Security and Cooperatives PER Public Expenditure Review PEDP Primary Education Development Programme HLGTI Hombolo Local Government Training Institute KEC Kibaha Education Centre NTNM National Treasury Normative Measures HR Human Resource OD Organization Development PMG Planning and Management Guidelines PIM Performance Improvement Model PPPs Public Private Partnership OPRAS Open Performance and Review Appraisal System MTEF Medium Term Expenditure Framework MoU Memorandum of Understanding MIS Management Information System LGCDG Local Government Capital Development Grant PMG-JD Planning and Management Guidelines-Job Description

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Statement of the Honourable Minister of State

We live in an interdependent world. Increasingly we will have to develop global partnerships in order to address pressing issues. No longer can we live in splendid isolation. The Government of Tanzania is committed to achieving the Millennium Development Goals (MDGs) and the implementation of Vision 2025, as well as the National Strategy for Growth and Reduction of Poverty, commonly known as MKUKUTA. This is a testimony to that. The Millennium Development Plan, 2005, equates targets, such as a reduction by half of the proportion of people living on less than US$1 per day, with human rights. Universal primary education is also now seen as a basic human right. Progress to date has been most restricted in Sub-Saharan Africa. The challenge the Government of Tanzania faces is to translate a bold vision and grand statements into authentic change, the sort of change that the average Tanzanian will be able to observe for themselves on the ground, in villages, in dispensaries, schools, and in the natural environment. Globalization also brings with it international agendas. Good governance is a case in point. The Government has embraced this with a clear policy on decentralization by devolution. In short this involves empowering Tanzanians through strengthened local government authorities, which will be better placed, by virtue of their proximity to the people, to reflect local priorities and needs in their programmes, improve services, and contribute to the reduction of poverty. The fourth phase Government has prepared a nine point plan, presented in the CCM Election Manifesto which outlines clearly the way forward for Tanzania in the period 2005-2010. It was endorsed emphatically by the people in the General Election of December 2005. The Election Manifesto makes cognizance of international agreements, goals and targets, but perhaps more importantly represents the views and aspirations of Tanzanians themselves, particularly those living in difficult conditions. The reduction of poverty is priority number one. As a central co-ordinating ministry, PMO-RALG is at the heart of the Government’s efforts to improve services. It is committed to facilitating a process where quality services are delivered to Tanzanians. It is the belief of the Government that healthy, educated people will be better placed to take advantage of productive opportunities. Basic infrastructure is also a prerequisite to economic development. These responsibilities have been devolved to Local Government Authorities. For this reason it is very important to remember the crucial role PMO-RALG has in relation to poverty reduction. Through the implementation of this strategic plan it is my firm conviction that we will, through international agreements, sound national policies articulated in the CCM Election Manifesto, and the participation and commitment of Tanzanians themselves, improve services and reduce poverty significantly in the short to medium term. To that end, my personal commitment and that of PMO-RALG management and staff is assured.

Honourable …Celina Ompeshi Kombani.(MP) Minister of State PMO-RALG

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Statement of the Permanent Secretary

The seriousness with which PMO-RALG attaches to the implementation of its strategic plan is exemplified by the amount of effort currently going in to the operationalisation of its new structure. Given that resource follows functions of the new structure which is seen as the most optimal organizational arrangement which will enable the Ministry to fulfill its mission and achieve its strategic objectives. Eighty nine new staff have been employed and given induction training as well as specialist training. New office space has been secured and equipment purchased. A change management programme and in service training scheme have been established. The revised strategic plan is a living document and will be updated and improved from time to time. What is being presented here represents the culmination of consultations, review and discussions over a period of three months. While it does not represent an enormous departure from what was already in place, it has been updated to reflect the changed policy environment in Tanzania, as well as the clearly laid out strategies of the Fourth Phase Government. During the plan period the Local Government Reform Programme (LGRP) will be mainstreamed into the Ministry. The main outputs contained in the LGRP Medium Term Plan (2005-8) have been incorporated where appropriate. This will represent a challenge which no-one should underestimate. However, it is my view that once the transition has been made and reforms are seen more and more as the routine business of the Ministry and broader Government, that decentralization by devolution (D by D), will become more embedded than is currently the case and further efficiency gains will be made. In a country like Tanzania, the role of the Regional Secretariats cannot be understated. They provide an essential conduit between the centre and the periphery. Given their importance, a new structure has also been designed permit the Regional Administration to conduct its affairs more effectively and efficiently. In addition, an Institutional Strengthening Programme (ISP) will be implemented during the plan period and beyond. This will provide essential equipment and capacity building as well as research. The main function of PMO-RALG is to enable Local Government Authorities (LGAs) to provide quality services. In order to achieve this, six more functions have been identified. They include managing critical interfaces between stakeholders, building the capacity of Regional Secretariats, providing quality information, providing sound advice to LGAs, building the capacity of LGAs, and providing legal support and advice. The main functions have been expressed in the new structure and are further developed and refined in the strategic plan. In order to implement the strategic plan, close teamwork will be required. Many targets cross divisional boundaries and unless there is significant divisional co-operation, we will fail in our endeavours. Given that PMO-RALG is central to the Government’s effort

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to fight against poverty and millions of Tanzanians are relying on us. Failure is not an option. Therefore I urge all stakeholders to join hands with renewed vigour for the good of our nation.

Tarishi M.K. Permanent Secretary

Prime Minister’s Office

Regional Administration and Local Government

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Executive Summary

The establishment of the Ministry of Regional Administration and Local Government is enshrined in the Constitution of the United Republic of Tanzania Articles 8 (1) 145 and 146 of 1977 and many other amendments that followed. In 1982 the Union Parliament passed the District Authorities Act No 7 (Cap 287) and the Urban Authorities Act No 8 (Cap 288). These two Acts gave mandate to the Minister responsible for Local Authorities to establish Local Authorities in Districts, Villages, Urban Areas, Townships and Mitaa. In the same year the Parliament also passed the Local Government Finance Act No 9 (Cap290). In this Act the Ministers of Finance and that of Regional Administration and Local Government had to agree on the levels of assistance to the established Local Authorities. Therefore the ministry of Regional Administration and Local Government was to co ordinate the operations of Local Authorities Having experienced the gains and shortfalls of running the Local Authorities for 16 years, the Government, in 1998, came up with a White Paper which was intended to reform the running of the Local Government system. This reform was based on Political Devolution and Decentralization of functions and finances within the framework of a unitary state. Originally the reform was centred in four main areas of political, finance and administrative decentralization and a change in Central-Local Government relations. The reform process came up with procedures that could enable a council to be reformed. The emphasis was put on Strategic Approach to running the affairs of councils and being more result oriented in attaining the desired goals. The Strategic Approach involved implementing many steps the major ones being preparing Strategic Documents, preparing Organization Reviews of Council Structures and Designing new Human resource Systems which further involved Staff Auditing and rewriting the Job descriptions. Hence Strategic Planning became the preliquisite of receiving the required financial support. In that process the councils had to come up with Vision and Mission Statements, Objectives, smart Targets, Activities justifying the needed financial support and the Strategies to be used during implementation. This rule was no exception to Sector Ministries and in particular the PMO-RALG. Therefore during the last three years, PMO-RALG has been trying to come up with a sound Strategic Document to guide the implementation of its functions and be able to effectively co ordinate the Regional Administrative Offices as well as the local Authorities and other affiliated functionaries. Therefore in this Strategic Plan, PMO-RALG has come up with anew Vision and Mission Statements, Objectives, smart Targets and Strategies to be used during the implementation. It has also highlighted the performances indicators in each objective. The purpose of this Strategic Plan is to be a guiding tool in carrying out PMO-RALG businesses. In essence it is intended to serve as a reference to other stakeholders, show the times that different activities will be implemented, show the expected outcome in each target, show how progress will be assessed, show the Indicative Planning Figure during the MTEF exercise and also be a management tool to PMO-RALG functions. The PMO-RALG Strategic Plan has been derived through thorough examination of retrospective performances, carrying out a detailed SWOT/C analysis, reassessment of the functions of each Division, re-examination of the implement ability of targets, re-examination of the Organization Structure and the re-examination of its future relations with the RAs, LGAs and its affiliates and also the role it has to play as a champion to the D by D process to other Ministries.

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This Strategic Plan is a three Year Plan and has come up with ten broad Objectives from which targets, activities and performance indicators have been drawn. The Objectives of PMO-RALG Strategic Plan are:

� Intervention for combating HIV/AIDs among staff of PMO-RALG, RA and LGAs improved

� PMO-RALG’s performance in managing and carrying out mandated

functions improved � Management of the critical interfaces between PMO-RALG, RA, LGAs

and MDAs, DPs and other stakeholders in compliance with D-by-D improved

� PMO-RALG’s support to RA in managing and carrying out their

mandated functions improved � PMO-RALG’s, Affiliate institutions and RA technical support to LGAs

improved � Information flows’ between LGAs, RA, MDAs and other stakeholders

through PMO-RALG improved � Policies, laws, methodologies and systems applied by PMO-RALG,

RA and LGAs harmonised � Policies, laws, methodologies and systems applied by PMO-RALG,

RA and LGAs harmonised � Good governance practices and advocacy at all levels of PMO-RALG

enhanced � Financing mechanisms of PMO-RALG, its affiliate institutions, the RA

and LGAs enhanced

The Plan summarises by indicating the performance Indicators in each Objective, the current Organization Structure which is bound to be re examined to take into consideration the recent added decentralized functions of Secondary Education, Procurement and Supplies and the Monitoring and Evaluation Units. An easy reading is presented in the Annex of Logical Framework with Gantt Charts versus each activity.

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Chapter I: 1.0 Introduction In recent years the Government of Tanzania has undertaken various structural and institutional

reforms aimed at improving service delivery and general welfare of its citizens. In the reform

process, development vision, policies, strategies and plans have been developed. Among these are

the Tanzania Vision 2025 (and Vision 2020 for Zanzibar), the National Strategy for Growth and

Reduction of Poverty - NSGRP (known by its Kiswahili acronym as MKUKUTA for Tanzania

Mainland, and MKUZA for Zanzibar). The reforms include the Public Sector Reform Programme

(PSRP), the Local Government Reform Programme (LGRP) as well as sector specific reforms. To

implement the vision and the reforms, medium term strategic plans have been developed for the

ministries, departments and agencies (MDAs) and the local government authorities (LGAs). The

tool used for budgeting is the Medium Term Expenditure Framework (MTEF) under the guidance

of budget guidelines released each year by the Ministry of Finance and Economic Affairs and the

Prime Minister’s Office – Regional Administration and Local Government (PMO-RALG).

As to support the reform programming, in 1998 the Government came up with a Policy Paper on

a reform which was to be undertaken in the Local Government system. This reform was to be

based on “political devolution and decentralization of functions and finances within the

framework of a unitary state”. The Reform programme was originally concerned with four

main areas: Political decentralization; financial decentralization; Administrative

decentralization; and Changed Central-Local Government relation

At the initial stage, the reform process was put under the Presidents’ Office and later shifted to

Prime Ministers’ Office under the Ministry of Regional Administration and Local Government;

hence the name PMO-RALG emerged. Since the initiation of the Programme in 1999, there has

been three action plans prepared. The first was the 1999-02 Action Plan and Budget, the 2002-

2005 Medium Term Plan Budget and another Medium Term and Budget of 2005-2008.

The emphasis of this programme to the Local Authorities was (LGAs) put on new approach in

running their businesses. This new approach was the Strategic Approach in which all the LGAs

had to implement 17 steps (later reduced to 11) before they fully became reformed.

In the course of its implementation, the programme was twice reviewed. First review was in 2001

which distinguished between systemic reforms and operation activities and the second was done

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in 2004 and it recommended a new focus on Decentralization by Devolution (D by D) across

all levels of the Government.

Therefore this medium plan of PMO-RALG has been prepared with the above understanding and

hence taking the role of championing the Decentralization by Devolution. It will cover a three

year period, 2009/10 to 2011/12 with 2008/09 being the base year. During this period PMO-

RALG will devise mechanisms which will ensure that the D by D policy is embedded in both

Central Sector ministries and the LGAs. The document will essentially cover five chapters.

Chapter one will ascribe the policy context and introduction to review of strategic planning,

chapter two will depict the current situation through SWOT analysis and literature review. The

Vision, Mission and Objective statements of PMO-RALG are stated in chapter three whereas the

strategies envisaged for implementing the strategic plan over the period of three years are in

chapter four. Finally chapter five will be dedicated to monitoring and evaluation plan of the

strategy, indicating clearly the performance indicators. Annexes included in this Strategic Plan

document are the revised Organization Chart, The three year matrix indicating targets and

activities, and historical background of the local government reforming programming.

1.1 Methodology

A participatory approach to the review of the Strategic Plan was employed, where both internal

and other stakeholders were consulted. In collaboration with PMO-RALG staff represented by

Division and indecent unit levels Facilitation was carried out by external and internal Facilitators.

Most of these had a thorough knowledge on improved approach to strategic planning. The process

involved reviewing the old Strategic Plan by a thorough examination of the Vision and Mission

Statements, Objectives, Targets and performance indicators. The reviews done were presented

and agreed in a plenary session. The reviewed document was later presented to a select

Secretariat to compile the final document. The new reviewed SP was later presented before the

Management for final approval. In the course of preparing this SP, care was taken to embrace the

policy environment currently prevailing in Tanzania. The strategic plan was aligned in order to

examine whether or not it was policy compliant against the following strategic documents; the

Millennium Development Project and Goals, Vision 2025, the 1998 Policy on Local Government

Reform, the LGRP Medium Term Plan (2005-8), the CCM Election Manifesto, Sector Policies,

the Planning and Budgeting Guidelines and the PMO-RALG Strategic Plan of July 2004 to

June 2007.

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1.2 Purpose of the Plan

This Strategic Plan is intended for the businesses of PMO-RALG. Its Objectives are derived from

the functions prescribed to PMO-RALG mandate. On the other hand the established targets are

drawn against achieving broad objectives and during implementation it is envisaged that a

continued collaborative effort sustained among staff at all level of PMO-RALG and stakeholders

in order to support each other in achieving national framework strategies (MKUKUTA). The

overall purpose of this Strategic Plan therefore can be summarized as follows:

� Be a frame of reference for all stakeholders

� Indicate the timing of implementation

� Indicate how progress will be measured against baselines

� Enable the preparation of performance budgets within PMO-

RALG

� Used as a management tool when conducting PMO-RALG

business.

1.3 Mandate of PMO-RALG

The mandate of the Prime Minister’s Office, Regional Administration and Local Government is

derived from;

• The Constitution of the United Republic of Tanzania Articles 8 (1), 145 and 146 of the

Constitution of the United Republic of Tanzania 1977 and the amendments that

followed from time to time. These articles enshrines the Local Government system,

emphasises the supremacy of the people, underlines that the Government is accountable

to the people, highlights that the people have a right to participate, and establishes levels

at the region, district as well as at the village.

• The Local Government (District Authorities) Act No. 7 of 1982 (Cap 287), the Local

Government (Urban Authorities) Act No. 8 of 1982 (Cap 288) and the Local

Government Finances Act No. 9 of 1982 (Cap 290). In these Acts, the Minister

responsible for Local Government is mandated to establish District Councils as well as

villages and townships, Urban Authorities (towns, municipalities and cities and to

agree with the Minister for Finance on levels of financial subsidy to Local Government

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Authorities

• The Regional Administration Act No. 19 of 1997 (Cap 97). This Act establishes the

Office of the Regional Commissioner, Regional Consultative Committees, Regional

Secretariats, the Offices of the District Commissioner, The District Consultative

Committee and Divisional Secretaries

• The Ministerial Responsibilities Orders and the Presidential Instrument of 4th January,

2006, PMO-RALG is responsible for:-

� Regional Administration, Rural Development Management Policy and Urban

Development Management Policy, Integration of the Development of Local

Authorities, and the Financial Development of Local Authorities

� Development of human resources under the office;

� Extra Ministerial Departments, Parastatal Organisations and projects under the

office;

� Government agencies falling under the office.

To enable PMO-RALG carry out its mandated functions, it has an eight Divisional and four

Independent units within the organization Structure with an approved establishment of 349 with

289 in place and had 60 vacancies by 2008/09 financial year.

1.4 Functions of PMO-RALG

1.4.1 Broad Functions

The broad functions of PMO-RALG include:

� Facilitate Local Government Authorities to provide quality services

� Managing the critical interfaces with Ministries and Development Partners and

Local Government Authorities and formulating policies

� Monitoring support provided to Local Government Authorities by Regional

Secretariats as well as regional affairs

� Providing quality and timely information

� Providing sound advice to Local Government Authorities on policies, approaches,

systems and planning methodologies

� Capacity building

� Providing legal support and advice to the Ministry itself and to LGAs

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1.4.2 Core Values

During the implementation of this Strategic Plan, PMO-RALG is committed to adhere to the

following core values;

� Decentralisation by Devolution (D by D)

� Poverty reduction

� Good governance (democracy, equity, rule of law, transparency, accountability)

� Effective and efficient delivery of quality services

1.4.3 Generic Values

The following generic values will be observed by the staff of PMO-RALG in the course of

implementing strategic plan

� Integrity

� Loyalty/allegiance to the government

� Respect for the law

� Professionalism

� Customer focus

� Equity

� Participatory management and methodologies

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Chapter II: Situation Analysis

Part One

2.1 Literature Review

The basis for browsing literature will focus in particular the current performance of achieving

MKUKUTA cluster strategies; summary of results are reported below:

(i) Growth and Reduction of Income Poverty

Generally there is substantial progress in terms of growth of economy and reduction of poverty in

Tanzania, available statistics indicates that growth performance is stll on track although it slacked

slightly to 6.2 percent in 2006, compared to 6.8 percent attained in 2005. Total exports of goods

and service grew to US$ 3,133.1 million in 2006 from US$ 2,945.5 million in 2005. Government

domestic revenue collection as a percentage of GDPmp (tax and non tax revenue) increased to

15.6 percent in 2006/07 from 14.3 percent in 2005/06. Domestic credit to private sector has

increased from 11.0 percent of GDmp in 2005 to 12.5 percent in 2006

Significant achievement has been recorded on the national debt in the recent years. The external

debt stock was estimated at US$5,749 or about 35 percent of GDP compared to 50 percent of

GDP as MKUKUTA requires. Agriculture sector grew by 4.1 percent in 2006 due to drought.

The crop sub-sector grew by 4.0 percent in 2006 compared to 5.2 percent in 2005. Livestock sub

sector grew by 4.1 percent in 2006 against MKUKUTA targets of 9 percent by 2010. Grouth in

mining sector increased from 15.7 percent in 2005 to 16 percent in 2006. The contribution of

sector to GDP only increased from 3.5 percent in 2005 to 3.8 percent in 2006. The increase comes

from both large and small scale miners

There is some progress in Council roads, whereby 13,353 km of roads wee scheduled for

rehabilitation. By April 2007, a total of 3,181km of council roads were rehabilitated. Notable

progress has also been registered in the trunk and regional road sector, whereby the percentage of

trunk and regional roads in good and fair conditions increased from 51 percent in 2000 to 78

percent by December 2006. Food crop production reached 10.9 million tones in 2005/06. This

resulted to Food Self Sufficient Ration (SSR) of 112 percent which is in line with MKUKUTA

targets

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(ii) Status: Improved Quality of Life and Social Well being

Programmatically, prediction to measure improved quality of life and social well being are

variables from sector of education, water, health and social protection. MKUKUTA identifies

clear goals per these sectors. Performance as reported from various sources indicates significant

progress in attainment of quality of life and social well being in the last eight years (2000 being a

base). The government of Tanzania is commitment and recognises the importance of education in

enhancing poverty eradication initiatives in the country, following this endeavour records shows

that most indicators in education have registered considerable improvements. For instance, Gross

Enrolling Ratio and Net Enrolment ratio of both boys and girls including children with disabilities

at primary schools has increased from 114.4 percent and 96.1 percent in 2006 to 112.7 percent

and 97.3 percent in 2007 respectively.

Health outcomes on other scenario reveals mixed performance. Infant and Under-five mortality

rates exhibited a substantial decline, however, maternal mortality is still high;- recording at 578

per 100,000 live birth (2004/05 TDHS), compared to 529 per live birth (1996 TDHS). Water and

sanitation outcomes have shown modest progress over three years. Supply of clean and safe water

in rural areas has increased from 53.5 percent in 2005/06 to 55.7 percent in 2006/07, while in

urban the increase was from 73 percent in 2005/06 to 78 percent in 2006/07

Although MKUKUTA clearly states the need for social protection policy framework that will

ensure that needs of poor are adequately addressed; including the population from falling into

poverty and vulnerability; this area generally requires further attention to depicts progress as to

date (2008), there is no substantial statistics indicating wide coverage of poverty and vulnerability

of demographically segmented cohort particularly the older people. Otherwise, there are some

notable improvements in the area of quality and affordable public services. Preliminary

information indicates that 86 percent of the communities in rural areas spend 30 or fewer minutes

to reach the nearest road passable throughout the year. In the similar discussion communities in

Dar es salaam and other urban areas are closer to health services than their counter parts in rural

areas, with 93 percent in Dar es salaam using 30 minutes or less to reach the nearest dispensary or

health center

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(iii) Status: Governance and Accountability

In order to ensure broad-based and improvement of quality of life and social well-being takes

place, good governance has to prevail. This is a substantial improvement in representation and

gender equality in all levels. Statistics suggests that proportion of women in decision-making

position of central government was 26.7 in 2005 and increased to 29.1 percent in 2006 which

comes close to MKUKUTA target of 30 percent. Other indicators are generally favourable in area

of representation both in public service and political representation in all levels. With respect to

rule of law, significant progress has also been made. For instance, government decreased and put

a clause that provides for ruling of cases within 90 days after completion of hearing. Ruling of

land and human rights cases were 32 percent and 72 percent respectively

Efforts have been put in place in ensuring equitable allocation of public resources and addressing

the corruption vice. The government has instituted measures to improve domestic revenue

collection. The government has also strengthened the National Audit Office (NAO), the Public

Procurement Act and procedures.

To enhance devolved power to lower levels, a significant improvement has been registered with

regard to implementation Decentralization by Devolution (D-by-D) policy. The application of

formula based allocation of development funds under local Government Capital Development

Grants (LGCDG) system has resulted into increase of resources flowing to LGAs up to 19.7

percent (2007/2008) to 16.1 percent during 2006/07 financial year. To implement transparency,

there are; however; some challenges relating to information posting to notice board. Most of

notice boards are inaccessible as they are found in the district headquarters. Other general

challenges relates to availability of data on Certificate of Customary Rights of Occupancy,

inadequate infrastructure, inadequate human resources and capacity building to implement

interventions. Although some progress has been made in the area of legal reforms yet there still

challenges in relation to improvement of the judiciary system. Skills development and

enhancement of Human rights understanding and frequent monitoring, modern technology and

equipment for dissemination and sensitization stands to be a key challenge

2.2 SWOT Analysis

The SWOT analysis is an examination of the organization’s strengths and weaknesses (i.e. an

evaluation of its resources) in relation to possible opportunities and threats (i.e. an assessment of

the environment).In summary the SWOT analysis is the evaluation of how well the resources of

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the organization match the needs of the environment in which the organization operates.

Different approaches1 were used to understand the situation of the current implementation of

previous strategic plan under review. At PMO-RALG two internal management staff workshop a

was carried out as an initial step to the documentation of the strengths, weakness, current

opportunities and prevailing threats as discussed below:

2.2.1 Strengths

As expected and be in compliancy with the implementation with D-by-D policy for about a

decade ago (2008) PMO-RALG report the following be some of the strengths:

� Its establishment is enshrined in the Constitution of URT and established by the

Act of Parliament; it can sue and be sued and has specified functions. In addition

to that PMO-RALG has an assurance for support from the Development

partners; enjoys an environment peace and tranquillity including having an

environment with political support

� Moreover PMO-RALG has qualified competent staff in most of its structures;

highly committed with leaders who are innovative, creative in problem solving

and are accountable to community. Transparency and governance business has

been recorded with outstanding credit

� Further to that and in terms of system operation PMO-RALG has access to

Government funds through MTEF, Basket Funds (LGCDG, LGCBG) for

programmes and projects. It has also offices equipped with some modern

technology. IT Modules have been developed and rolled out to improve PMO-

RALG’s MIS (Plan Rep, Epicor, LGMD, DROMAS)

� For ensuring credibility; the Ministry has has developed guidelines and standards

for quality service assurance and delivery, it has as well Workers Council

meeting which meets regularly; A system of rewarding and recognizing best

performance is in place, and a system for assessing individual performance

(OPRAS) is in place

1 SWOT analysis, stakeholders analysis and literature review

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2.2.2 Weaknesses

Although significant strengths have been recorded during the implementation of the last Strategic

Plan, still some both management and operational issues were faced in achieving needed

performance at all level of PMO-RALG; the conspicuous one is that majority of management

staff feared on the adapting the implementation of the policy of D-by-D, which were noted in the

difficult n delegation of power and resources; inadequate internal and external communication

system; Inadequate team work spirit; Inadequate of divisional cooperation since the Ministry’s

targets cross divisional boundaries; Lack of clarity in some divisional and sectional activities.

In addition it was clearly noted that majority of staff indicated little sharing of experiences

coupled with lack of adequate number of qualified professionals; inadequate induction and

mentoring programmes to new staff as it is further facilitated by lack of staff incentive schemes

so as to attract and retain professional and technical staff. Also lack of awareness, knowledge and

skills of Strategic Plan management processes to most PMO-RALG employees was cited as a

general weakness as well

Although successful managed to have good working policy, guideline and standards to almost all

areas of PMO-RALG jurisdiction service delivery, reports from the fields assures that translation

of existing policies, guidelines and dissemination for use at lower level sounded inadequately. In

this regard therefore an expectation in terms of reporting for results is still very pathetic due to

weak MIS. Surrounding environment that further facilitated weakness in PMO-RALG operations

are inadequate funds from Government, Development Partners and Basket Funds; late

disbursement of funds; misuse and misallocation of funds and lack of new avenues/sources of

resource mobilization. Lack of adequate awareness and understanding of the policies and

strategies as well as lack of effective harmonization of sector policies to comply with D by D and

lack a clear system of policies implementation and review with stakeholders are also added

weakness to the successful implementation of policy od Decentralization by Devolution.

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System infrastructure such as use of modern ICT and lack of Local Government Resource centre

with Modern technology such as. LAN, WAN, Internets, Telephones, photocopy machines

prevail to the extent that inhibit quality service operation

2.2.3 Opportunities

In accounting its function and mandate, the PMO-RALG had several opportunities in doing

business in the last era of implementing Strategic Plan, among “others” the crucial ones were a

commitment of development partners’ support in terms of resources and Technical Assistant (TA)

to implementation of service delivery. A notable opportunity to be recalled is the international

community acceptance and supporting of the implementation of the Policy of D-by-D

2.2.4 Threats

The threats faced by PMO-RALG and as noted to other sectors as well were mainly due to the

current globalization as such fearing of coping with international and regional2 requirements for

the quality service delivery standards and technical capacity and resources. The internal-external

threats is the on-going devaluation of our currency which affect supplies for continued expanded

demands from customers and hence persisting reduction of high morbidity and mortalities among

population; such as high Infant mortality rates; maternal rates; high STI and HIV/AIDS infection

rates. Further to this an escalating is noted to continued poverty stricken population and Increase

in the number of illiterates

2.3 Stakeholders Analysis

From the PMO-RALG point of view, there are two types of Stakeholders. The first category is

that of External Stakeholders mainly composed of all types of Development Partners and the

second category is composed of the Internal Stakeholders which could include the Private Sector,

Sector Ministries, LGAs, Affiliated Institutions, NGOs, Political Parties, the Media and Religious

Institutions. Each of the above Stakeholders has its expectations. However the common

expectations among them could be:

� That PMO-RALG will live to its standard of being a credible institution

� Champion the rule of law and good governance in its operations

� Champion the maintenance of peace and good order and the protection of the

communities property legally acquired 2 SADAX East African Community, etc

20

� Provide for and proper utilization of resources for sustainable development

� Furtherance and enhancement of economic and socio-economic activities

Besides the above common expectations, PMO-RALG made a detailed analysis of its relations

with some of the key Stakeholders as shown below: Key areas of interest remarked are in terms of

what PMO-RALG does for them, what are the stakeholders’ expectations and possible predicted

implications if the expectations reported are not met.

What PMO-RALG doing is derived from mandate and broad function as stipulated by Law (Page

11); The main function of PMO-RALg are to; facilitate Local Government Authorities to provide

quality services; managing the critical interfaces with Ministries and Development Partners and

Local Government Authorities and formulating policies; Monitoring support provided to Local

Government Authorities by Regional Secretariats as well as regional affairs; providing quality

and timely information; providing sound advice to Local Government Authorities on policies,

approaches, systems and planning methodologies; capacity building and providing legal support

and advice to the Ministry itself and to LGAs. It is therefore envisaged that all stakeholders

expect PMO-RALG to operate within the mandated framework and functions. However further

consultation with majority of stakeholders have revealed other significant expectations warrant

necessary to be executed by PMO-RALG in order to overcome implications that may lead to poor

performance3. Namely

� More on good governance practices

� Adherence to contractual agreements

� Timely and reliable information

� Adherence to the principal of resource follow functions, system procedures and

subsidiarity

� Be an effective window for sectors to reach RAs and RGAs (Coordination)

� Clarity and honest responses to Parliamentary queries

� Compliance to Government regulations

� Support career development

3 That may lead to; resistance to embedding D-by-D across government; proliferations of parallel systems; overburdened of RAs and LGAs; poor public image; loss of public confidence; inadequate public participation at lower level; possible withdraw of Development Partners support; poor quality of services; staff inability to keep up with changing technology; low productivity and morale; sabotage; persistence complaints; labour unrest;

Part two

2.4 Summary of Critical Issues

Having distilled the main areas of concern as highlighted by the above pieces of research

outcomes, the following critical issues have been identified as requiring immediate attention

during the implementation of the planned Strategic Plan.

� Combating HIV/AIDS

� Enhancing the performance of PMO-RALG and the Regional

Administrations

� Embedding D by D across Government

� Improving support to LGAs

� Information Management between LGAs, RAs and MDAs

� Harmonisation of policies, laws and parallel performance reporting

systems

� Promotion of Good Governance

� Strengthening Financial Management

� Management of the critical interfaces between MDAs, RAs and LGAs

� Co ordination and management of the Education Programme

� Co ordination of Rural Infrastructure

� Institutionalization of ICT infrastructure in order PMO-RALG/RS and

LGAS comply to current government initiatives to promote the use of

e-government, e-governance and e-business

2.5 Summary of the main challenges

Despite the achievements realised in implementing PMO-RALG programme and the recent

initiatives, there are some challenges raining. These are:

� Lack of comprehension on common vision, commitment and the concept of

decentralization by devolution for most of the staff, as such impediment has

resulted to reluctance from central government institutions to devolve powers,

functions and resources

22

� Existence of none D by D explicit Policy and legislative framework

� Persistence of un-proportional distribution of resources between central and local

government where currently only 20% is sent to the LGAs and yet they are the

main actors in the government set up

� Slowness in disbursing the little funds that are channelled to the LGAs

� Inadequate capacity of the Central government agencies to lead, backstop and oversee the implementation of D by D

� Levels of literacy, morbidity and poverty contribute to slowness in overall development

� The effect of HIV/AIDS in the socio-economic context

� Slowness in mainstreaming gender issues in most of the government set up

� Underutilization of the abundant unskilled labour

� Location of most Offices in Dar rs Salaam is a constraint PMO-RALG which is located in Dodoma

2.6 Recent Initiatives for improving Performance Prior to reviewing the Strategic Plan (2008), PMO-RALG carried out a study to determine the

situation of its operation and what should done to address the challenges and stakeholders

expectations. The following table provide the details

Initiatives Achievements Further Actions

Management of change programme and its subset of customer care

• Employees have identified factors impacting on PMO-RALG’s performance needing immediate and medium term solutions.

• Need to develop an action plan to remove the identified obstacles

• Need to address a problem of mind set changes

• Need to addressing team through processes of Management change

Revised PMO-RALG organization structure

• Ministry operating under a structure in compliance with mandated function

• Over 64% of vacant post filled competitively

• Address the current noted ambiguity in cross sectional and divisional responsibilities which need immediate solution

• Anxious need to address horizontal communications across sections and divisions

Operationalization of the ISP for Regional

• Proposed new RS organizational Structure submitted to PO-PSM and approved by President early

• Need to secure and allocate more resources for ISP for RSs

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Initiatives Achievements Further Actions

Secretariats 2007

• Tools and vehicles procured for RSs

• Contract staff recruited to fill critical skill gaps

IT promotion in PM-ORALG, RA and LGAs

• Roll out of PlanRep, LGMD and TMIS in 122 LGAs including Epicor

• LGAs Plans and Budgets for FY 2006/07 submitted to MoF in Plan Rep software

• PMO-RALG’s Web site operational

• Bye Law data base designed and installed

• Need for PMO-RALG’s Staff to internalize the new systems and software

• Reporting using the software not yet operational in all LGAs

• Need for more training at LGA and RS level.

• Reporting, evaluation and Training system in the LGAs

• Need to harmonise reporting system

Assessment of D by D compliance in Five Sector Ministries

• Assessment conducted in MoEVT, MoHSW, MoID, MAFSC and MoW and recommendations submitted to the Budget Guidelines Task Force

• Need to conduct assessment in more Ministries

• Need to have sector Ministries functions divided in line with D by D

• Evaluating of adherence and implementations

• Assessment of D by D in Government executions

•

Legal Harmonisation in Sector Ministries for D by D compliance

• The Legal Harmonization Task Force has submitted recommendations to review about 10 sectoral legislation

• Action Plan to effect the suggested recommendations

• Further work to review the Constitution for entrenching D by D

Seminar to Regional and LGAs top management leaders

• LGAs and Regional Leaders have a common understanding on the priorities of Fourth Phase Government

• Need for identifying a few priority areas and concentrate resources on the same.

Establishment of M & E, Procuring Unit and IEC

• All have been sanctioned and are operational

• Provision of more working gear and personnel

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CHAPTER 3: Vision, Mission and Objectives

Reflecting the current situation of both programme management and service delivery and

simultaneous abiding to compliance of PMO-RALG mandate and functions, it was therefore

necessary to revise PMO-RALG institutional vision and mission statement which called for

deriving broad objectives and SMART targets. Tentative activities and performance indicators

were as well revised to support implementation of Strategic Plan

. The Vision and mission statements will read as follows:

Vision

PMO-RALG is committed to be a leading institution in empowering Regional Administration

and Local Government Authorities to improve the provision of quality life and services to the

community.

Mission

In order to move towards the realisation of the vision within the short, medium and long term;

PMO-RALG, in collaboration stakeholders will:-

− Champion decentralization by devolution and create a capable Regional Administration and

autonomous Local Government Authorities,

− Effectively and efficiently manage the critical interfaces between MDAs in compliance with

the D by D policy,

− Promote Urban and Rural development Policies,

− Provide continuous performance improvement and empower employees to full fill their

maximum potentials,

− To improve systems and deliver equitable quality services effectively and efficiently, and

equitably in order to eradicate poverty;

So as to eventually improve the overall quality of life to the majority of Tanzanians.

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3.1 Objectives and targets

Rationalization of institutional vision and mission resulted to derivation of ten broad objectives

and several smart targets to be implemented by all Division of PMO-RALG as stated in the

revised Organization Structure in the next three years whereas year 2009/10 is a base

. The ten broad Objectives with their descriptions follow:

Objective A: Intervention for combating HIV/AIDs among staff of PMO-RALG, RA and

LGAs improved

Objective description

The HIV and AIDS pandemic will have very serious adverse implications for government unless

changes in attitudes bring about changes in behaviour. PMO-RALG will collaborate with experts

within Tanzania and beyond in order to develop strategies to address the problem. Strategies will

complement existing interventions and will focus on the institutional component of transmission

and infection. This is a sensitive issue but one which cannot be avoided.

1.1 PMORALG HIV/AIDS strategic Plan will be reviewed to take on board current events and

changes happening

1.2 A mechanism for more proactive user friendly approach will be developed to encourage staff

to effectively participate in the campaign against this hazardous disease

Targets:

1. Medical and nutritional support provided to all employees who report on their HIV/AIDS

status annually

2. Four HIV/AIDS awareness campaign in the workplaces undertaken by the PMORALG

3. Coordination of HIV/AIDS interventions in 21 RSs facilitated annually

4. Coordination of HIV/AIDS interventions in 133 LGAs facilitated annually

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Objective B: PMO-RALG’s performance in managing and carrying out mandated

functions improved


PMO-RALG is committed to facilitating a process where quality services are delivered to

Tanzanians. It is the belief of the Government that healthy, educated people will be better placed

to take advantage of productive opportunities. Basic infrastructure is also a prerequisite to

economic development. These responsibilities have been devolved to Local Government

Authorities. For this reason it is very important to remember the crucial role PMO-RALG has in

relation to poverty reduction. In order to play its role the capacity of PMO-RALG and Regional

Secretariats needs to be improved.

2.1 Currently PMO-RALG is understaffed. Under a revised structure a comprehensive

recruitment Programme will be embarked upon.

2.2 New and existing staff will participate in a coaching programme designed to transfer

Inter-personal skills and question traditional ways of thinking.

2.3 Professional upgrading will also be carried out for staff who’s performance may be

Improved and who’s future contribution to PMO-RALG will be more significant as a result.

2.4 Despite civil service reforms and salary increases many PMO-RALG staff still feel

undervalued and appear unmotivated. An incentive scheme will be designed and

implemented which will cover both monetary and non-monetary rewards based on

achievement.

2.5 The incentive scheme will be integrated into the national performance management system

under PO-PSM.

2.6 A client service charter was introduced in November 2002. The impact of this initiative will

be assessed and improvements made to an updated version.

2.7 PMO-RALG’s own restructuring programme will require additional staff and as a result the

demands on office space and available equipment will increase. Office extension and

upgrading will take place both in Dodoma and Dar es Salaam.

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2.8 A needs assessment of working tools will also be undertaken and appropriate equipment

procured.

2.8 Currently, many staff appear uninformed about current issues such as decentralisation,

sectorreforms, and even laws pertaining to PMO-RALG. This is partly attributable to weak

internal communication but also to an absence of appropriate training opportunities and

relevant curricula. Hombolo Government Training Institute will be upgraded.

2.10 The HLGTI curriculum will be reviewed and modernised. Appropriate additional training

programmes will be designed. The Institute will then become a focal point for both public

servants and students of local government.

2.11 A public expenditure review (PER) will take place annually within PMO-RALG. This will

feed in to broader processes. It is anticipated that the reviews will highlight areas for

improvement as well as areas where the Ministry is performing well. Measures to address

weaknesses and build on strengths will be incorporated into annual operational plans.

2.12 PMO-RALG’s strategic plan represents an ambitious but achievable series of intervent

ons which if achieved will have a significant impact on its ability to perform mandated

functions and by extension the performance of Regional Secretariats and LGAs. During the

five-year implementation phase resources additional to those available through government

will be required. The Ministry will actively seek additional finances from development

partners and other sources.

2.13 PMO-RALG’s Financial and Accounts procedures will be computerised to facilitate report

writing, financial tracking and management in general. Additionally, Accounts staff will be

trained on the new computerised procedures.

Targets:

1. 63 vacant posts filled by qualified staff by 2012

2. PMO-RALGs in service training programme

developed and implemented by June 2012

3. PMO-RALGs management of change programme developed and implemented by June 2012

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4. PMO-RALGs staff coaching programme developed and implemented by June 2012

5. The performance improvement model institutionalised in PMO-RALG by 2012

6. PMO-RALG retooling plan developed and implemented by 2012

7. Facilities to enable PMO-RALG to operate effectively in both Dodoma and Dar es salaam in

place by June 2010

8. PMO-RALG organisational structure reviewed and implemented by 2010

9. PMO-RALG’s M&E strategy developed and operational by 2010

10. Effective management of staff with gender perspective implemented annually

11. PMO-RALG auditing plan prepared and implemented annually

Objective C: Management of the critical interfaces between PMO-RALG, RA, LGAs

and MDAs, DPs and other stakeholders in compliance with D-by-D

improved


There is confusion as well as resistance to the role of PMO-RALG as the manager of interfaces

between other Ministries and local government authorities. As a result, there are mixed messages

and PMO-RALG is often sidelined as for example, sector policy is communicated directly to

LGAs. In order to improve the situation a new Division has been established charged with the

task of formulating policies in close collaboration with other Ministries as well as representing

LGA level experiences. The following outputs have been designed to complement this new

initiative.

4.1 A co-ordination strategy will be drafted to address this issue and greater collaboration will

result in more clarity.

4.2 Systemic reforms (legal, human resources, and fiscal) currently are the responsibility of the

Local Government Reform Programme. The pace of change to date has been slow. In order to

hasten progress PMO-RALG will play a greater role in the future.

4.3 Service delivery standards between sector Ministries and PMO-RALG will be agreed and

performance measured against realistic targets. Service delivery standards will also be set

between LGAs and PMO-RALG as part of a broader framework.

29

4.4 In order to measure PMO-RALG’s performance a system will be set up which will be an

extension of the PO-PSM performance measurement system. The measurement of LGA

performance will be integrated into the MIS.

4.5 Currently there is no system of monitoring whether or not LGAs are implementing

programmes, which conform to sectoral objectives and policies. An appraisal system will be

designed to be implemented through Regional Secretariats.

4.6 Donors supporting LGAs through area-based programmes often do so in ways, which result

in unacceptable administrative burdens being placed on staff. A multiplicity of systems and

approaches has emerged. In order to improve efficiency PMO-RALG will develop a framework

for guiding donor assistance. Many donors are sympathetic to these issues and the framework

will be developed with them in close collaboration. MoF, and PO-PSM, as well as sector

Ministries are also key stakeholders in the process.

4.7 As part of the Government’s harmonisation agenda standard and customised reporting

formats will be designed and agreed. They will place minimal demands on staff and will take

advantage of modern computer technology. For those LGAs not having access to reliable

electricity supplies or appropriate equipment, Regional Secretariats will in the short term

computerise manual reports, on their behalf.

Targets:

1. Co-ordination strategy developed and operational by June 2010

2. A system for monitoring and evaluating service delivery at LGA level designed and

functioning by June 2010

3. Service delivery standards for LGAs developed and implemented by June 2010

4. The Public Service Reforms(PSRP II, PFMRP II, LSRP, NACSAP II) coordinated and

internalised at LGA level by June 2010

5. A system for proofing D by D compliance in 15 ministries designed and operational annually

6. Mechanisms for co-ordination of programmes and projects in PMO-RALG in place and

operational by June 2010

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Objective D: PMO-RALG’s support to RA in managing and carrying out their

mandated functions improved


Regional Secretariats, as the extended arm of PMO-RALG in the regions, have an important

supporting role to play to LGAs. The current structure, given the changed environment of

decentralisation by devolution, requires updating. It will be reviewed as part of a broader study.

This will also take in an assessment of Act 19 of 1997 and possible amendments. Following

restructuring, an institutional strengthening programme (ISP) will be implemented. This will

build the capacity of Regional Secretariats under an improved operational framework.

3.1 Undertake a review of Regional Administration Act, No.19, 1997 to take on board changes

and have an appropriate RAs structure

3.2 An Institutional Strengthening Programme (ISP) will be implemented. The programme will

build the capacity of Regional Administration under an improved operational framework agreed

upon with sector Ministries

Targets:

1. The new Regional Administration structure operationalised in 21 regions by June 2011

2. Regulations and guidelines clarifying the role, mandates and relationship between RAs and

LGAs developed and implemented in 21 regions by 2012

3. Regional Administration plans and budgets co- coordinated in 21 regions annually

4. Regional Administration change management programme designed and implemented in 21

regions by June 2010

5. Environmental and disaster management strategies and plans for 21 RSs coordinated by

June 2011

6. Capacities of 21 RSs to technically lead and coordinate Public Service Reforms

implementation in their areas of jurisdiction improved by 2012

7. A system for RSs to monitor, evaluates and advice service delivery at LGAs level designed

and operationalized in 21 regions by June 2012.

31

Objective E: PMO-RALG’s, Affiliate institutions and RA technical support to LGAs

improved


Tanzania, is a unitary state. Whilst the Government’s commitment to decentralisation by

devolution is unwavering, LGAs cannot assume greater powers without behaving responsibly.

The capacity of some LGAs is very weak. Without compromising the autonomy of LGAs, PMO-

RALG will provide a clear policy framework, capacity building opportunities, as well as

reserving the right to closely monitor legal obligations and policy adherence. This will require

better support to be provided by PMO-RALG and Regional Secretariats.

5.1 Participatory planning and budgetary processes are the means by which ordinary people can

have a say in their own development. This is in keeping with the Constitution as well as the Local

Government Act of 1982. Participatory approaches are also likely to result in sustainability

gains.

Many different systems are currently employed and there is evidence of duplication. A framework

has already been drafted which will guide LGAs.

5.2 The framework will be reviewed and updated based on feedback from the first phase of its

operationalisation. PMO-RALG, will disseminate the revised framework and provide some

training. Thereafter it will monitor the process.

5.3 Following restructuring of Regional Secretariats their operations will be guided by a

document already developed by the Ministry. This is the Planning and Management Guideline

(PMG). It will be reviewed and updated, along with job descriptions, in order to accommodate a

revised structure and adopted thereafter.

5.4 Currently, PMO-RALG issues annual planning and budgeting guidelines to LGAs. This will

continue in close collaboration with the Ministry of Finance and the Planning Commission. A

stakeholder workshop will be conducted annually in advance of finalisation and distribution in

order to receive feedback on the previous year’s guidelines. Participants will be LGA Directors,

Treasurers and Planners.

32

5.5 Critical skills for service delivery remain an issue for some LGAs. Gaps will be identified and

training provided. This will build on the work of the Local Government Reform Programme,

which has already identified some gaps and undertaken training for urban authorities in the

management of solid waste.

5.6 Decentralisation by devolution gives LGAs greater powers and autonomy. Under this system

the Ministry has to become more of a facilitator than a manager. This does not mean however

that LGAs should have power without responsibility. It will be the role of the Ministry to ensure

that LGAs behave responsibly. It will monitor compliance, both legal and procedural, as well as

policy adherence, through the Local Government Division.

5.7 A client service charter has already been introduced at Ministry level. Following this

successful initiative a similar exercise will be conducted at LGA level so that service users

become aware of what their local government authorities are committed to producing.

5.8 A new rural development policy has been drafted and approved. A strategy to implement it

has also been developed. Documents will be simplified and translated into Kiswahili before mass

circulation.

5.9 Existing legal instruments will be reviewed. They will be improved and then submitted for

approval before being disseminated.

5.10 The rural development strategy will be edited as part of the exercise. It will be simplified for

popular consumption and translated into Kiswahili before being distributed.

5.11 Guidelines for disaster management have already been prepared by the Prime Minister’s

Office. PMO-RALG will co-ordinate a national exercise to develop plans in each LGA so that

they will be in a state of preparedness should a disaster, natural or otherwise take place.

5.12 Rural roads are necessary for social and economic development. Central Government

through road fund will annually set aside budget for rehabilitation and spot improvement of the

priority roads identified by LGAs and undertakes supervision and monitoring of the same.

33

5.13 A number of supports from PMO-RALG will be needed to ensure effective functioning of the

LGAs. Orientation to new council directors, attending LAAC, ALAT, IULA, workshop to council

treasurers and auditors, President’s meeting with council directors, grading and registering

villages, and wards are some activities to be undertaken by PMO-RALG to support LGAs.

Targets:

1. Routine inspections to check on legal and policy adherence, fit for purpose and

value for money conducted in at least 40 LGAs by 2012

2. The performance improvement model (PIM) institutionalized in 133 LGAs by 2012

3. Paper records management (Registry) improved and implemented in 133 LGAs by 201

4. Human Resources Management System at LGAs level developed and installed in 133

LGAs by 2012

5. Policy to attract and retain personnel in peripheral and disadvantaged areas

developed and implemented by 2012

6. Management development programme for WEOs/MEOs and VEOs reviewed and

implemented in 133 LGAs by 2012

7. Management development programme for CDs and HoDs reviewed and implemented in

133 LGAs by 2012

8. Leadership development programme for elected officials reviewed and implemented in

133 LGAs by 2012

9. Training programme for critical skills in LGAs service delivery developed and

implemented in 133 LGAs by 2012

10. The restructuring exercise in 133 LGAs conducted by 2012

12 . LGAs quarterly reports and annual performance reports timely submitted to RSs, PMO-

RALG and MoFEA annually

13. Surveys on service delivery conducted in at least 40 sampled LGAs by 2012

14. Development plans and budgets of 133 LGAs coordinated annually

34

Objective F: Information flows’ between LGAs, RA, MDAs and other stakeholders

through PMO-RALG improved


Broader improvements in the performance of PMO-RALG are dependent on significant progress

being made in the area of information management. Rational decision-making cannot take place

in an information void or under circumstances where information is unreliable. The new

management information system being developed places PMO-RALG at the very heart of the

Government’s information network. Systems have been developed where physical implementation

and financial expenditures by LGAs can be closely tracked. PMO-RALG is responsible for

collating routine data as part of the national poverty monitoring system. Further investments

need to be made in people, equipment and systems.

6.1 New staff will be recruited who will have expertise in data collection, storage and analysis, as

well as system design and development, and hardware maintenance.

6.2 Technical systems will be designed and deployed based on need.

6.3 Staff will be trained and in turn they will become trainers as they share their expertise with

Regional Secretariats and LGAs.

6.4 During the initial phase of system roll-out nationally there are bound to be teething problems.

A support facility for LGAs and Regional Secretariats will be established

6.5 Equipment will be purchased and appropriate infrastructure set up at the centre, in the

regions, and in local authorities.

6.6 A comprehensive management information system (MIS) will be established with PMO-RALG

at the centre linking in to Regional Secretariats and LGAs as well as sector Ministries, as well as

central and administrative Ministries.

35

6.7 PMO-RALG’s, own performance will be measured against service delivery agreements with

clients and stakeholders. A consolidated monitoring system will be developed around these

agreements.

6.8 In addition staff performance will be monitored through the Open Performance Review and

Appraisal System (OPRAS). This will be computerised.

Targets:

1. Action plan to implement the PMO-RALG MIS strategy developed and approved by

2010

2. Reporting system in the RALG sector harmonised with MDAs information

requirements by 2010

3. Harmonized MIS infrastructure (software and hardware) installed and functioning at all

levels of PMO-RALG by 2012

4. ICT training programme designed and implemented at all levels of PMO- RALG by 2012

5. ICT applied to enhance public access to information on resource base and performance

at all levels of PMO-RALG by 2012

6. Technical support facility for PMO-RALG MIS system operational at all levels by June

2011

7. PMO-RALG Statistics Strategic Plan implemented at all levels by June 2012

Objective G: Policies, laws, methodologies and systems applied by PMO-RALG, RA

and LGAs harmonised


A plethora of different policies, approaches, methodologies and systems have been introduced in

recent years. This has negative consequences for Government efficiency and has implications for

ownership and commitment. One example is the number of planning, budgeting and reporting

formats annually despatched to LGAs. Their number currently exceeds ten. In order to address

the situation a systematic process of harmonisation will be embarked upon. The seriousness

PMO-RALG attaches to harmonisation is demonstrated by the recent move to establish a section

under the Division of Policy and Planning, which will be charged with the task of taking this

agenda forward.

36

7.1 An audit will be conducted in order to establish what is currently in place. Thereafter, and in

collaboration with stakeholders, agreement will be reached on what is most appropriate for all

concerned

7.2 Partly as a result of multiple approaches by donors, but also due to the demands of sector

programmes there has been a proliferation of reporting formats. This will be addressed as a

priority, so that local government staff time will be freed up and they can focus on the job in hand

rather than unnecessary paperwork.

7.3 Lessons learned, both negative and positive will be documented so that planners may at least

have the opportunity to deliberate before designing what may well be flawed projects.

7.4 Best practices will also be documented so that PMO-RALG ay benefit from both national and

international experience in the areas of local government and decentralised service delivery.

7.5 A harmonisation framework will be drafted.

Targets:

1. Central and sector policies and laws (based on the work of legal and harmonization task

force and the ministerial task force) reviewed and harmonised by 2012

2. Proposal to enshrine D-by-D in constitution prepared by 2011

3. Legislative framework in support of Local government safety, security and justice

system developed and operational by 2012

4. The system of by Law making approval, publication, enforcement and compliance

developed and operational by 2012

5. Rural development policy and strategy disseminated to 21 regions and 133 LGAs by June

2009

6. Urban development policy and strategy developed and disseminated by June 2012

7. Best national and international practices documented and disseminated to stakeholders by

June 2012.

8. National participatory planning and budgeting framework improved and implemented in

133 LGAs by 2012

9. Mechanisms to assure that all new legislation is D-by- D compliant developed and

operational by 2012

37

Objective H: Information, Education and Communication on PMO-RALG business

improved


Resistance to change processes does not always stem from fear that ones own position may be

undermined or power eroded. It may also result from misunderstandings. In order educate and

advocate on the subjects of PMO-RALG and broader decentralisation issues, a comprehensive

approach will be developed. This will target schoolchildren and students, as well as the general

public, and public servants. The approach, which will adopt modern communication methods,

such as the Internet, will be supplemented by more traditional interventions such as library and

information centre services.

8.1 Information packs will be prepared on decentralisation, sector reforms, and PMO-RALG.

They will be different depending on the audience and will be distributed broadly from top

(Ministry level) to bottom (service delivery outlets), as well as schools and colleges.

8.2 A more detailed communication strategy will be developed on the subject of decentralisation.

This will target influential people and posts as well as broader obstacles and opportunities.

8.3 In order to keep the highest levels of government informed on both the implementation of the

strategic plan and topical issues, Presidential briefing statements will be prepared periodically.

8.4 A media strategy will be designed so that the best use will be made of opportunities to

transmit PMO-RALG’s messages. This will build on existing work currently being undertaken by

LGRP, such as weekly radio broadcasts.

8.5 In the same vein a public relations strategy will also be developed so that PMO-RALG not

only receives fair Press but also develops effective relations with interest groups and

stakeholders.

8.6 A library will be established for use by PMO-RALG staff as well as the general public. This

will complement a similar service, which will be offered through the Government’s web site.

8.8 The PMO-RALG resource centres will be improved.

38

Targets:

1. Influencing strategy on decentralization by devolution drafted and implemented by June

2011.

2. Public relations strategy prepared and implemented by June 2011.

3. Phased implementation of the local Government Resource Centre completed by June 2011

Objective I: Good governance practices and advocacy at all levels of PMO-RALG

enhanced


One of the most effective ways to strengthen the capacities of the state is through the construction

of an honest, efficient and effective, in other words accountable, bureaucratic apparatus. Two

strategies will be employed by PMO-RALG. The first, is broadly top-down and includes

inspectorate functions covered elsewhere in this strategic plan. The second, is broadly ‘bottom

up’. This will include elements of training as well as activities aimed at constructing healthy

relationships between local government and civil society. Citizens will be empowered to oblige

local government to uphold the rule of law and fulfil its promises, particularly in relation to

service delivery and the use of public funds.

9.1 Sensitisation programmes on ethical behaviour for elected leaders will be designed and

implemented.

9.2 A similar programme will target public servants based at head office as well as in the regions

and districts.

9.3 Whilst gender guidelines have already been drafted, PMO-RALG will facilitate the process of

developing implementation plans for gender strategies in each LGA.

9.4 An internal anti-corruption strategy will be developed. This will highlight high-risk areas as

well as groups and individuals. Risk reducing systems will be put in place.

9.5 National priorities are reflected in Vision 2025, TAS, and PRS. As a result the macro-policy

environment is clear. This is not the case at LGA level. Whilst priority sectors have been

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identified they are not always reflected in plans. It is also not always clear what LGAs might

achieve within sectors in order to address poverty issues. Poverty reduction guidelines will be

drafted and disseminated. This will complement poverty auditing of LGAs, which will be carried

out in advance.

9.6 Parliamentary questions require quick responses that are based on accurate information.

PMO-RALG’s ability to respond promptly will be greatly enhanced by the greater emphasis

placed on information and computerisation during the plan period. Existing manual records will

be scanned and stored in a computer. A modern record keeping system will also be set up.

9.7 Complaints from the general public should be seen not as a nuisance but part of a political

process. A simple set of procedures will be established so that complaints can be dealt with in a

fair and transparent manner.

9.8 Civil society organisations potentially have a useful role to play in local government affairs.

Currently modalities for engaging with civil society vary across the country. PMO-RALG, will

identify areas for collaboration such as public expenditure tracking systems (PETS) where

service users will be encouraged to monitor the use of public finances.

9.9 PMO-RALG is charged with the responsibility of coordinating grass root Civic election in

LGAs. It is through fair and democratic election that peoples are empowered. An effective

coordinating strategy will be developed to ensure peoples’ participation and creating justice and

fair voting environment.

Targets:

1. The DCC role, mandate, membership and modus operandi, consistent with devolved role and

mandates of LGAs by 2011

2. A framework for downward accountability developed by 2010

3. More effective village/ Mtaa/Kitongoji statutory meetings by by 2011

4. Service delivery and poverty reduction targets and results published at LGAs and service

outlets by 2010

5. Annual downward accountability reports produced and disseminated in all LGAs by 2010

6. The complaints management system improved and monitored at all levels of PMO-RALG by

2010

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7. Modalities for collaboration between CSOs and other non state actors with all levels of PMO-

RALG developed and operational by 2012

8. Modalities for PPP in LGAs service delivery established and implemented by 2012

9. PMO-RALG’s action plan on NACSAP Implemented and coordinated at all levels annually

10. Four Parliament sessions and 12 Cabinet Secretariat sessions attended annually

11. Proposals to amend the law, regulations, and procedures for Civic Grass Roots Election

developed by June 2009

12. Strategy on gender mainstreaming developed and perational by 2012

13. Systems for social protection and rights of the vulnerable and the needy groups developed

and operational at all levels by 2012

Objective J: Financing mechanisms of PMO-RALG, its affiliate institutions, the RA and

LGAs enhanced


The financing mechanism of PMO-RALG, RAs and LGAs and affiliated institutions is an intricate one which requires large sums of money both in recurrent and development expenditures. Both the RAs and LGAs prepare their required budget in accordance to the provided guidelines and present it to regional Consultative Meeting for review and later forwarded to the Central Government. The LGAs collect own resource which is used to meet part of the recurrent expenditure. Otherwise most of the funding is provided through a Basket Fund for Development Expenditure while the Central Government supports the Recurrent budget Targets:

1. Proposal for Medium Term strategy and programs for fiscal decentralization developed by 2010 2. Periodic review reports for intergovernmental fiscal transfers prepared annually 3. Monitoring of LGCDG systems mainstreamed in the government system from July 2009 4. Potential sources of own revenue for LGAs identified and agreed by 2010 5. Programme for improving financial management (Council business/system engineering) in LGAs developed and operational by 2010 6. Programme for improving internal audit functions at LGAs developed and operational by 2012 7. Computerization of financial management tools reviewed, installed and roll-out in all LGAs by 2012 8. Capacity building programme for finance staff developed and implemented in 133 LGAs by 2012

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9. Capacities in revenue collection (including outsourcing) developed and operational in 133 LGAs 10. Simple financial management procedures developed and operational at LLGAs by 2012

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CHAPTER 4: Strategies

As to comply and respond to the national development framework strategies, PMO-RALG will

adapt and use the following strategies to implement the revised strategic Plan

Improved services and poverty reduction

PMO-RALG is committed to facilitating a process where quality services are delivered to

Tanzanians. It is the belief of the Government that healthy, educated people will be better placed

to take advantage of productive opportunities. Basic infrastructure is also a prerequisite to

economic development. These responsibilities have been devolved to Local Government

Authorities. For this reason it is very important to remember the crucial role PMO-RALG has in

relation to poverty reduction. In order to play its role the capacity of PMO-RALG and Regional

Secretariats needs to be improved.

Reduction in HIV/AIDS infections

The HIV and AIDS pandemic will have very serious adverse implications for government unless

changes in attitudes bring about changes in behaviour. PMO-RALG will collaborate with

experts within Tanzania and beyond in order to develop strategies to address the problem.

Strategies will complement existing interventions and will focus on the institutional component

of the transmission and infection. This is a sensitive issue but one hich cannot be avoided.

Decentralisation by devolution (D by D)

Resistance to change processes does not always stem from fear that ones own position may be

undermined or power eroded. It may also result from misunderstandings. In order to educate and

advocate on the subjects of PMO-RALG and broader decentralisation issues, a comprehensive

approach will be developed. This will target school children and students, as well as the general

public, and public servants. The approach, which will adopt modern communication methods,

such as the Internet, will be supplemented by more traditional interventions such as library and

information centre services.

Institutional Capacity Building

Regional Secretariats, as the extended arm of PMO-RALG in the regions, have an important

supporting role to play to LGAs. The current structure, given the changed environment of

decentralisation by devolution, requires updating. It will be reviewed as part of a broader study.

This will also take in an assessment of Act 19 of 1997 and possible amendments. Following

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restructuring, an institutional strengthening programme (ISP) will be implemented. This will

build the capacity of Regional Secretariats under an improved operational framework.

Tanzania is a unitary state. Whilst the Government’s commitment to decentralisation by

devolution is unwavering, LGAs cannot assume greater powers without behaving responsibly.

The capacity of some LGAs is very weak. Without compromising the autonomy of LGAs, PMO-

RALG will provide a clear policy framework, capacity building opportunities, as well as

reserving the right to closely monitor legal obligations and policy adherence. This will require

better support to be provided by PMO-RALG and Regional Secretariats.

Co-ordination

There is confusion as well as resistance to the role of PMO-RALG as the co-ordinator of

interfaces between other Ministries and local government authorities. As a result, there are mixed

messages and PMO-RALG is often sidelined as for example, sector policy is communicated

directly to LGAs. In order to improve the situation a new Division of Sector Co-ordination has

been established charged with the task of formulating policies in close collaboration with other

Ministries as well as representing LGA level experiences.

Information management

Broader improvements in the performance of PMO-RALG are dependent on significant progress

being made in the area of information management. Rational decision-making cannot take place

in an information void or under circumstances where information is unreliable. The new

management information system being developed places PMO-RALG at the very heart of the

Government’s information network. Systems have been developed where physical

implementation and financial expenditures by LGAs can be closely tracked. PMO-RALG is

responsible for collating routine data as part of the national poverty monitoring system. Further

investments need to be made in people, equipment and systems.

Policy dialogue

A plethora of different policies, approaches, methodologies and systems have been introduced in

recent years. This has negative consequences for Government efficiency and has implications for

ownership and commitment. One example is the number of planning, budgeting and reporting

formats annually despatched to LGAs. Their number currently exceeds ten. In order to address

the situation a systematic process of harmonisation will be embarked upon. The seriousness

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PMO-RALG attaches to harmonisation is demonstrated by the recent move to establish a section

under the Division of Policy and Planning, which will be charged with the task of taking this

agenda forward.

Accountability

One of the most effective ways to strengthen the capacities of the state is through the construction

of an honest, efficient and effective, in other words accountable, bureaucratic apparatus. Two

strategies will be employed by PMO-RALG. The first is broadly top-down and includes

inspectorate functions covered elsewhere in this strategic plan. The second is broadly ‘bottom

up’. This will include elements of training as well as activities aimed at constructing healthy

relationships between local government and civil society. Citizens will be empowered to oblige

local government to uphold the rule of law and fulfil its promises, particularly in relation to

service delivery and the use of public funds.

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CHAPTER 5: Performance Indicators

PMO-RALG anticipates that during the planned period, all the financial, human and material

resources will be available as requested and hence the following levels of achievement in each

objective are expected. The Monitoring and Evaluation Unit intends to use the PMO-RALG

strategy n monitoring the implementation process. Details what will be attained in each Objective

and target have been expounded in Annex I (DETAIL EXPLANATION WILL ASCRIBED

FROM M&E STRATEGY OF PMO-RALG)

A1. To be determined/reformed in compliance with MoHSW/NACP and TACAIDS

B1. At least 80% of officers (grade II and above) meeting OPRAS targets by June 2012 B2. At least 80% of commitments made through the client service charter met annually by June 2012 B3. At least 80% of primary stakeholders through sample survey note an Improvement in PMO- RALG performance between 2009/10 and 2010/12 D1. About 60 % of professional staff meeting OPRAS targets by June 2010

D2. About 50 % of primary stakeholders surveyed within the region note an improvement in RA performance between FY 2009/10 and FY 2010/12

D3. About 60 % of commitments made through the clients service charter met annually by June 2012 C1. Number of D by D compliant Ministries increased from 6 to all by June 2012. C2. At least 80 % of Ministries surveyed note improved co-ordination with PMO-RALG between FY 2009/10 to 2010/12 C3. From 2 in FY 2007/08 to all ministries performance agreements signed and implemented by June 2012 E1. At least 60% of LGAs staff surveyed, indicate that support provided by PMO-RALG and the RA has improved by 2012 E2. Average benchmark scores increased from X to Y by June 2012 F1. Number of LGAs with operational MIS increased from x to y by June 2010 F2. Number of visitors to PMO-RALG web-site increased from x to y annually. F3. From 0% to 60% of sample MDAs indicate improve information flows between FY 2007/08 and 2009/10 of MDAs

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G1. Number of planning and budgeting guidelines being used by sample LGAs reduced from X in 2007/8 to Y in 2009/10. G2. Number of LGAs reporting using PlanRep2 and LGMD increased from 30 in FY 2009/10 to ALL in FY2011/12 H1. Number of sample respondents understanding the meaning of D by D through formative research increased to 40% by June 2012 H2. Number of articles placed on PMO-RALG web-site monthly increased from an average 2 in FY 2005/6 to average of 10 monthly in FY2007/8 H3. Number of visitors to PMO-RALG web-site increased from.. to … annually. I1. Number of complaints reduces from …in the FY 2009/10 to….. by 2011/12 I2. Number of women Directors in LGAs increased from X in FY 2009/10 to X by June 2012 J1. Number of LGAs qualifying LGCDG increased from 128 in 2009/10 to 133 by 2012 J2. Number of LGAs producing accounts through Epicor increased from 22 in 2009/10 to 133 by June 2012 J3. Number of LGAs with clean audit reports increased from… in 2009/10 to 133 by June 2012

Annex 1: Organisation Chart

ORGANISATION STRUCTURE OF PMO-RALG

(Approved by President on 24th January, 2005)

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Annex II: Summary of PMO-RALG Medium Term Strategic Plan (2009/10 – 2011/12)

Objective A Intervention for combating HIV/AIDS among staff of PMO-

RALG, RA and LGAs improved

Indicators Consultation (TACAIDS, MoHSW)

THREE YEAR PROGRAMME

Targets Responsible Activities 2009/10 2010/11 2011/12

Medical and nutritional support provided to all employees who report on their HIV/AIDS status 2012

DAP

To conduct at least one session per quarter to PMO-RALG staff and their families on HIV/AIDS To identify/encourage staff to report their health status of STI/HIV/AIDS Distribute educational materials and sensitise staff and their families To purchase and distribute protective gears, medical and nutritional supplies for HIV/AIDS infected staff annually

Four HIV/AIDS awareness campaign in the workplaces undertaken by the PMORALG by 2012

DAP

To review PMO-RALG HIV/AIDS strategy by September 2009 To conduct TAC meetings on HIV/AIDS quarterly by June 2012

Coordination of HIV/AIDS interventions in 21 RSs facilitated 2012

DRA

To disseminate HIV/AIDS guidelines to 21 regions by September 2009 To conduct 4 monitoring visits to RA on adherence on HIV/AIDS guideline by September 2009 To conduct meetings with stakeholders on HIV/AIDS status annually

Coordination of HIV/AIDS interventions in 133 LGAs facilitated 2012

DLG

To assess the implementation of HIV/AIDS plans in 133 LGAs annually

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Objective B PMO-RALG’s performance in managing and carrying out


Indicators

At least 80% of officers (grade II and above) meeting OPRAS targets by June 2012 At least 80% of commitments made through the client service charter met annually by June 2012 At least 80% of primary stakeholders through sample survey note an Improvement in PMO-RALG performance between 2009/10 and 2010/12



63 vacant posts filled by qualified staff by 2012

DAP

To develop staff orientation package for newly recruited staff by September 2009 To undertake recruitment process by September 2009 To headhunt for suitable staff from other Ministries by September 2009 To conduct retreat for newly recruited staff by December 2009

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PMO-RALG’s Plans and Budget prepared and implemented annually

DPP

To conduct one meeting to review and up date PMO RALG Strategic Plan by October 2010 To train 45 budget Officers on budget guidelines preparation and MTEF by October, 2010 To prepare and coordinate PMO RALG inputs for Strategic Budget Allocation System (SBAS) and submit to MoFEA by October by October 2010 To prepare the departmental Plans and coordinate the preparation of Medium Term Expenditure Framework (MTEF) and Budget for PMO-RALG and submitted to MoFEA by May 2010 To conduct 4 Budget committee meetings by April, 2010 To conduct one Parliamentary Budget Committee meeting for scrutinizing PMO-RALG Regions’ LGAs Budgets by May, 2010 PMO-RALG inputs to GBS prepared and presented to MoFEA by October, 2010 PMO-RALG in puts to the thematic MKUKUTA cluster working groups prepared by October, 2010 To prepare and print 4,000 Budget speech and budget statistics document by May, 2010 Budget estimates presented to the Parliament by June, 2010 To procure working tools annually

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2. PMO-RALGs in service training programme developed and implemented by June 2012

DAP

To conduct Training Needs Assessment by September 2009 To design training programme on …….. for PMO-RALG staff by December 2009 To undertake training programme on ------ annually To facilitate for long and short courses training to 80 PMO-RALG staff by 2012 To conduct training to 30 PMO-RALG budget staff on procurement plan and contract management by December 2009 To monitor and follow-up after training of PMO-RALG staff quarterly up to 2012

3. PMO-RALGs management of change programme developed and implemented by June 2012

DOD

To conduct management of change awareness to PMO-RALG staff by June 2012 To prepare and disseminate modules to 126 RA ToTs by June 2012 To conduct 20 national tours on In-Went and post Osaka best practices to LGAs by June 2012 To disseminate best practises Inwent to PMO-RALG,RAS, LGAs of Tanga ,Lindi and Mbeya Regions by june 2012 To dissemineta best practices of Osaka training through Tanzania Osaka alumni by Juna 2012

4. PMO-RALGs staff coaching programme developed and implemented by June 2012

DOD

To design and implement coaching programme to PMO-RALG staff by June 2012

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5. The performance improvement model institutionalised in PMO-RALG by 2012

DPP

To provide administrative support and services to departmental staff by June 2010 To equip 22 departmental staff of the division with essential working tools by June, 2010 To maintain and repair 4 mobile vehicles and other office Equipment by June, 2010 To undertake long and short courses including study tours to 5 DPP staff locally and abroad by June 2010 . To conduct service delivery surveys to review client service Charter by June, 2010 To print 2000 copies PMO RALG Client Service Charter and disseminate to stakeholders by June, 2010

6. PMO-RALG retooling plan developed and implemented by 2012

PMU

To develop annual procurement plan for PMO-RALG by September 2009 To organize Ministerial Tender Board Quarterly meetings To procure working tools for PMO-RALG for all

departments and units annually To Monitor and evaluate Tender Board Meetings report monthly To conduct fixed assets codification and updates master inventory register annually To dispose written off inventory annually

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7.Facilities to enable PMO-RALG to operate effectively in both Dodoma and Dar es salaam in place by June 2010

DAP

To procure working tools annually To operate and maintain office, vehicles and equipment annually

8. PMO-RALG organisational structure reviewed and implemented by 2010

DOD

To review the current PMO-RALG organizational structure by December 2009 To review the job descriptions of the reviewed structure by December 2009

9. PMO-RALG’s M&E strategy developed and operational by 2010

DPP

To establish ministerial and inter- ministerial monitoring team and agree on M & E criteria by December 2010. To undertake orientation to M & E teams on inspection manual and prepared checklist by June,2010 To conduct supportive supervision M &E to 21 Regions quarterly

10. Effective management of staff with gender perspective implemented annually

CA

To control, manage and supervise public funds allocated to PMO-RALG annually

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18 normative financial management procedures fully complied with annually

CA

To coordinate the preparation of quarterly, Mid-year and annual expenditure review reports annually To maintain books of accounts quarterly To prepare answers to audit queries and follow-up audit report quarterly To prepare final Accounts and submit to MoFEA annually To conduct annual physical stock taking twice a year

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Audit procedures, standards and guidelines fully complied with international standards annually

CIA

To conduct regular internal audit for PMO-RALG annually To prepare audit report and queries annually To carry out ad-hoc financial and management audit in 20 LGAs annually To conduct value for money audit to determine efficiency and effective use of project and programs funds under PMO-RALG in 24 LGA annually To conduct 4 audit committee meeting annually To conduct training to 40 staff on risk based management with sub-votes holders’ under PMO-RALG To monitor adherence to approve internal control systems annually To facilitate participation East and southern African association of Accountant Generals’ annually

Activities to promote workers’ participation and involvements in PMO-RALG business implemented annually

DAP

To participate in SHIMIWI games annually To conduct two workers council’s meetings annually To participate May day celebration annually To participate in women’s’ day annually To conduct 52 management meetings annually To conduct 12 policy meetings annually

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International and national meetings held annually

DLG

To conduct Presidents’ meeting with Council directors annually To attend two international meetings annually To Organize and coordinate Local government day annually To participate to LAAC and ALAT meetings annually

Objective C Management of the critical interfaces between PMO-RALG, RA, LGAs and MDAs, DPs and other stakeholders in compliance with D-by-D improved

Indicators

Number of D by D compliant Ministries increased from 6 to all by June 2012.

At least 80 % of Ministries surveyed note improved co-ordination with PMO-RALG between FY 2009/10 to 2010/12 From 2 in FY 2007/08 to all ministries performance agreements signed and implemented by June 2012



Co-ordination strategy developed and operational by June 2012

DSC

To review the Coordination strategy by December 2009 To conduct one stakeholders meeting on coordination strategy by December 2009 To participate in resource mobilization stakeholders meeting annually

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The Public Service Reforms(PSRP II, PFMRP II,LSRP,NACSAP II) coordinated and internalised at LGA level by June 2010

DLG To conduct 2 seminars to 133 LGAs and RAs Officers on PSRP by June 2011 (DLS)

Mechanisms for co-ordination of programmes and projects in PMO-RALG in place and operational by June 2012.

DSC

To monitor and evaluate implementation of central programmes and project annually To conduct annual meeting to disseminate programmes evaluation reports by December 2009

Two collaborative meetings between PMO-RALG, and RALG Office in Zanzibar held annually

DPP

To attend MDAs and DPs meetings by JDecember 2009 To conduct Union meetings between PO- RA SF (Zanzibar) and PMO RALG by December, 2009

Objective D PMO-RALG’s support to RA in managing and carrying out their


Indicators

About 60 % of professional staff meeting OPRAS targets by June 2010 About 50 % of primary stakeholders surveyed within the region note an improvement in RA performance between FY 2009/10 and FY 2010/12 About 60 % of commitments made through the clients service charter met annually by June 2012



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1. The new Regional Administration structure operationalised in 21 regions by June 2012

DRA

To undertake (in collaboration with PO-PSM) to conduct a job evaluation and regarding exercise of the RS establishment by December 2009 To support 21 RSs to get from PO-PSM approval of the new establishment at the RSs by December 2009 To support 21 RSs to fill gaps emanating from the new establishment figures annually To monitor and evaluate operationalization of the new structure by June 2012 To review Regional Administration Act of 1997 to comply with new structure by September 2009 To conduct one working session with each of RAS, RCs, DCs, RPO and PMG and dissemination annually To scrutinize 21 RS and 133 LGAs budgets at PMO-RALG and MoFEA annually

2. Regulations and guidelines clarifying the role, mandates and relationship between RAs and LGAs developed and implemented in 21 regions by 2012

DRA

To update PMG in line with new structure (clarifying the role, mandates and relationships between RAs and LGAs by December 2009 To conduct meetings with stakeholders on the updated PMG by June 2010 To inform and educate the RAs and LGAs staff on the revised PMG by June 2011 To conduct client service charter training to 21 RS and 133 LGAs by June 2012

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4. Regional Administration change management programme designed and implemented in 21 regions by June 2010

DOD

To develop the management of change programme (based on the PMO-RALG initiative) by June 2010 To support 21 RSs to implement the management of change programme by June 2012 To monitor and evaluate impact of the programme by June 2012

5. Environmental and disaster management strategies and plans for 21 RSs coordinated by June 2011

DRA

To conduct one working session to PMO-RALG staff on Poverty Environment by September 2009 To conduct M&E on 21 regions on implementation on disaster management and poverty environment by June 2010

6. Capacities of 21 RSs to technically lead and coordinate Public Service Reforms implementation in their areas of jurisdiction improved by 2012

DRA

To conduct an assessment of current management practices at the RS level by June 2010 To develop a management improvement programme for RSs by June 2010 To conduct stakeholder meetings on the management improvement programme by June 2010 To conduct manpower auditing and Identify gaps in 21 regions annually To monitor and evaluate impact of the programme by June 2012

Objective E PMO-RALG’s, Affiliate institutions and RA technical support to

LGAs improved

Indicators

At least 60% of LGAs staff surveyed, indicate that support provided by PMO-RALG and the RA has improved by 2012 Average benchmark scores increased from X to Y by June 2012



Routine inspections to check on legal and policy adherence, fit for purpose and value for money conducted in at least 40 LGAs by 2012

DLG

To review the current inspection manual by December 2009 To conduct stakeholder meeting to share the proposed amendment and complete the review by JDecember 2009 To disseminate the reviewed inspection manual to key stakeholders by JDecember 2009 To conduct at least 15 routine inspections annually To disseminate key findings of routine inspections in management fora annually To review the manual by June 2012

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The performance improvement model (PIM) institutionalized in 133 LGAs by 2012

DLG

To mobilise an inter-ministerial task team to review the OPRAS instrument with regard to LGAs business by June 2010 To share the LGAs OPRAS customised instrument in key stakeholders by June 2011 To disseminate the modified OPRAS tool to LGAs by June 2011 To support LGAs to conduct OPRAS training to key staff by June 2011 To support implementation of the modified OPRAS instrument in all LGAs by June 2012 To follow-up on the application of OPRAS as part of the assessments of LGAs performance by June 2012 To mobilise an inter-ministerial task team to review guidelines on the preparation of client service charters with regard to LGAs business by June 2010 To share the LGAs client service charters customised guidelines with key stakeholders by June 2011 To disseminate the modified client service charters guidelines to LGAs by June 2011

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To support LGAs to conduct client service charters training to key staff by June 2011 To support the development and launch client service charters in all LGAs by June 2012 To follow-up on the compliance of service delivery commitments as part of the assessments of LGAs performance by June 2012

Human Resources Management Information System (HRMIS) and Records Management Systems at LGAs level developed and installed in 133 LGAs by 2012

DLG

To conduct an inventory of the state of HRMIS and Records Management Systems at the LGAs levels by 2009 To develop an improved HRMIS and Records Management System for LGAs by June 2010 To develop a roll-out programme of the improved HRMIS and Records Management System for LGAs by June 2010 To support the implementation of the improved HRMIS and Records Management System programme for LGAs by June 2010 To follow – up implementation of the programme in all LGAs by 2012

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Policy to attract and retain personnel in peripheral and disadvantaged areas developed and implemented by 2012

DLG

To carry out research/identification of incentive packages to peripheral and disadvantage areas by June 2012 To conduct stakeholders consultative meeting in collaboration with PO-PSM and MOFEA by June 2012 To develop an incentive package policy for LGAs by June 2012 To draft a cabinet paper based on the proposed policy by June 2012

Management development programme for WEOs/MEOs and VEOs reviewed and implemented in 133 LGAs by 2012

DOD

To revise and strengthen the current leadership programme for LLGAs leaders by June 2011 To conduct ToT on the revised programme by June 2012 To print training materials on the revised training programme by June 2012 To support the implementation of the revised programme in all LGAs by June 2012

Management development programme for LGA executive staff reviewed and implemented in 133 LGAs by 2012

DOD

To conduct TNA of top LGA management officials by June 2010 To develop the leadership and management development programme based on the TNA report by June 2011 To develop an implementation programme for leadership and management programme for LGA management by June 2011 To implement the leadership and management programme for LGA executive staff by June 2012

Leadership development programme for elected officials reviewed and implemented in 133 LGAs by 2012

DOD

To review the current leadership development programme for councillors by June 2010 To develop the leadership and management development programme based on the review report by June 2011 To develop an implementation programme for leadership and management programme for councillors by June 2011 To implement the leadership and management programme for councillors in all LGAs by June 2012

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Training programme for critical skills in LGAs service delivery developed and implemented in 133 LGAs by 2012

DLG

To conduct a study among sample LGA technical staff to identify critical skill gaps in services delivery by June 2010 To design in collaboration with sector ministries training materials by June 2010 To conduct the critical skills training programme to LGA technical personnel by June 2011 To monitor and evaluate impact of the training by June 2012

The restructuring exercise in 133 LGAs conducted by 2012

DOD

To complete the review of X?? LGAs structures by June 2010 To approve and implement the reviewed structures of LGAs by 2010 To conduct a study on restructuring at LLGAs by June 2010 To develop restructuring guidelines for LLGAs by June 2010 To conduct stakeholder meetings on the restructuring guidelines for LLGAs by June 2011 To develop the programme for carrying out restructuring at LLGAs level by June 2011 To support LGAs to conduct restructuring at LLGAs level by June 2012

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LGAs quarterly reports and annual performance reports timely submitted to RSs, PMO-RALG and MoFEA by 2012

DPP

To conduct training (in collaboration with MoFEA and PO-PSM), to LGAs and RSs staff on planning, budgeting and reporting skills annually To compile, analyse and consolidate RALG quarterly reports two months after each quarter To compile, analyse and consolidate RALG annual performance report four moths after the end of the financial year. To disseminate critical issues emanating from RALG report in high level leadership for a annually To prepare inputs for the annual planning exercise based on RALG performance report four moths after the end of the financial year.

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Objective F Information flows’ between LGAs, RA, MDAs and other

stakeholders through PMO-RALG improved

Indicators

Number of LGAs with operational MIS increased from x to y by June 2010 Number of visitors to PMO-RALG web-site increased from x to y annually. From 0% to 60% of sample MDAs indicate improve information flows between FY 2007/08 and 2009/10 of MDAs



1. Action plan to implement the PMO-RALG MIS strategy developed and approved by 2012

DMIS

To review the PMO-RALG MIS strategy by December 2009 To review PMO-RALG MIS operational Plan by December 2009 To develop Action Plan for PMO-RALG MIS by December 2009 To approve PMO-RALG MIS strategy by December 2009 To implement approved PMO-RALG MIS strategy by 2012 (, tailor made computer programming, Parliamentary (Q&A) awareness on MIS initiatives, determine ICT facilities specification for PMO-RALG/RS/ and LGAs, practitioners workshop etc)

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2. Reporting system in the RALG sector harmonised with MDAs information requirements by 2012

DMIS

To conduct start-up workshop on steps towards PMO-RALG/LGAs monitoring database harmonization by December 2009

To conduct technical consultation meeting with support of UNICEF to Piloted Ministries, Rs, LGAs and other stakeholders on PMO-RALG MIS initiative harmonization by December 2009 To conduct Stakeholders workshop to provide feedback on MDAs Information needs "UNICEF; Ministries; RS; LGAs; CSO; NGOs by December 2009 To conduct Technical meeting to re-define MDAs data needs, indicators definition and develop databank structure by June 2010 To Procure software programmers to alter existing software by 2010 To Pre-test the software at workplace by 2010

To installed harmonized infrastructure (software/hardware) at all levels of PMO-RALG by 2012

To capacitate PMO-RALG/LGAs/Piloting Ministries on the updated MIS initiates by 2012

To Accommodate and rolling out the data needs for other Ministries on the newly developed PMO-RALG MIS initiative by 2012

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4. ICT training programme designed and implemented at all levels of PMO-RALG by 2012

DMIS

To conduct ICT training needs assessment at all level of PMO-RALG by December 2009 To design and prepare ICT training programme December 2009 To develop/design/prepare ICT standards To capacitate PMO-RALG/RS/LGAs on ICT knowledge and skills by 2012 To conduct follow – up after training by 2012 To conduct impact assessment on ICT training by 2012

ICT applied to enhance public access to information on resource base and performance at all levels of PMO-RALG by 2012

DMIS

To develop an ICT policies by June 2010 To develop PMO-RALG e-government Master plan by 2010 To develop training programme for e-government/governance and networking by December 2009 To develop and upload PMO-RALG/RS websites by December 2009 To advocate to PMO-RALG/RS and LGAs on e-government, e-governance and e-business operation by June 2012 To strengthen PMO-RALG ICT/statistics coordination structure by September 2009

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5. Technical support facility for PMO-RALG MIS system operational at all levels by June 2012

DMIS

To provide on-line (telephone, weportal) and offline support to PMO-RALG, RS and LGAs on hardware and software systems annually

6. PMO-RALG Statistics Strategic Plan implemented at all levels by June 2012

DMIS

To carry out statistical needs assessment as per PMO-RALG statistical master plan by December 2009 To conduct needs assessment for statistician in the regions and LGAs by June 2010 To support RS/LGAs staff to promote awareness and use of statistics at all level of RALG by 2012 To procure appropriate hardware/software for regional data processing in 21 RAs by 2010 To develop training plan for statistics by December 2009 To train RS/LGAs officials on statistical analysis for disaggregated data by June 2010 To support LGAs enhance and installation of statistical packages for district socio-economic data analysis by 2012 To support LGAs on methodology and production of district statistical socio- economic profile by 2012 To conduct Core Welfare Survey in one-third of all district annually To prepare sectoral summaries for analysis by sectoral ministries and other stakeholders annually To conduct data collection, storage, processing and quality assuarance activities annually

74

To establishing a secure system of electronic storage

of reports, raw data and other information by 2011

Objective G Policies, laws, methodologies and systems applied by PMO-

RALG, RA and LGAs harmonised

Indicators

Number of planning and budgeting guidelines being used by sample LGAs reduced from X in 2007/8 to Y in 2009/10. Number of LGAs reporting using PlanRep2 and LGMD increased from 30 in FY 2009/10 to ALL in FY2011/12



75

Central and sector policies and laws (based on the work of legal and harmonization task force and the ministerial task forces) reviewed and harmonised by 2012

DLS

To take stock of the work/outputs of the ministerial task forces by December 2009 To identify policies and statutes that need to be fast tracked (list of sector ministries) by June 2010 To convene stakeholders fora for the key sectors in the fast track by June 2010 To support sector ministries to implement the review of laws and statutes that were identified for fast tracking by June 2011 To support sector ministries integrate activities of ministerial task forces (MTFs) in their MTEFs by June 2010 To support MTFs and the legal harmonisation task force to complete the work of harmonisation of sector and central policies (list of sector ministries) to be D by D compliant by December 2011 To convene stakeholders fora for the key sectors by June 2011 To support MTFs to prepare and submit cabinet papers on the review of policies and laws by June 2011 To prepare Regulations for enabling implementation of Regional Administration Act by December, 2009

76

Proposal to enshrine D-by-D in constitution prepared by 2011

DLS

To prepare a white paper on constitutional amendment on D by D policy by June 2010 To analyse constitutional implication of the white paper by June 2010 To conduct wider stakeholders’ meetings for constitutional change based on the white paper by June 2011 To prepare and submit a cabinet paper on constitutional change by June 2011

Legislative framework in support of Local government safety, security and justice system developed and operational by 2012

DLS

To review laws regarding local government safety, security and justice, including the Ward Tribunal Act, the magistrate Act and Village land Act by June 2011 To conduct stakeholders’ meetings on local government safety, security and justice by June 2011 To prepare and submit cabinet papers on the amendments by June 2011 To disseminate to respective MDAs and all LGAs on the amended laws on local government safety, security and justice by June 2012

77

The system of by-law making, approval, publication, enforcement and compliance developed and operational by 2012

DMIS

To conduct a capacity needs assessment on the use of the installed web-enabled by-law data base system by December 2009 To update the training materials on the by-law data base system and design a capacity building programme for actors at all levels of RALG by December 2009 To implement the capacity building programme to all targeted staff at all levels of RALG by June 2010 To address pending structural, design and operational problems on the existing system by June 2010 To roll-out the improved system by June 2010 To update the by-law data base to capture LGAs by-laws approved from 2007 to 2008 by June 2010 To upload from the system and publish village by-laws by June 2010

Rural development policy and strategy disseminated to 21 regions and 133 LGAs by June 2009.

DPP

To translate RDS into Kiswahili by 2010 To print 10,000 Kiswahili RDS by June 2010

78

Urban development policy and strategy developed and disseminated by June 2012

DPP

To procure consultancy for the preparation of Urban Development Management policy by January, 2010 To formulate seven thematic working groups by June 2010 To conduct stakeholders meeting by June, 2010 To print 10,000 copies of Urban development management policy and strategy by June 2010

Best national and international practices documented and disseminated to stakeholders by June 2012.

DOD

79

National participatory planning and budgeting Methodology improved and implemented in 132 LGAs by 2012

DLG

To identify D by D essential elements towards supporting participatory and holistic planning in LGAs by June 2010 To conduct an analysis on how to make O&OD compliant with the revised planning guidelines and the principals of participatory holistic planning by June 2010 To take an inventory of experiences of area based pilots and projects supporting participatory and holistic LGAs planning by June 2010 To review planning and budgeting guidelines based on the identified essential elements in supporting participatory and holistic budget by June 2010 To convene consultative meetings on the identified non D by D compliant elements in the guidelines by June 2010 To develop a paper on areas for agreement for presentation to IMTC by June 2010 To publicise the revised guidelines to all levels of RALG by June 2010 To develop a checklist for verifying participatory planning compliance in LGAs plans by June 2011 To convene consultative workshops for sharing the compliance checklist by June 2011

80

To disseminate the checklist to all levels of RALG by 2012 To support LGAs to operationalise the check list in their planning practices by June 2012 To update the comprehensive participatory planning packages for HLG/LLGAs leaders and managers by a June 2011 To validate and conduct ToT on the training packages by June 2011 To improve training packages based on the validation by June 2011 To print and disseminate training packages by June 2011 To support LGAs to train leaders and managers on comprehensive participatory planning by June 2012 To provide LGAs with technical support to operationalise the revised planning methodology by June 2012

Objective H Information, Education and Communication on PMO-RALG

business improved

Indicators

Number of sample respondents understanding the meaning of D by D through formative research increased to 40% by June 2012 Number of articles placed on PMO-RALG web-site monthly increased from an average 2 in FY 2005/6 to average of 10 monthly in FY2007/8 Number of visitors to PMO-RALG web-site increased from.. to … annually.


81


Influencing strategy on decentralization by devolution drafted and implemented by June 2012.

IEC

To identify issues that impact on common understanding and commitment of D-by-D by 2010 To develop a modal/systems on D-by-D by 2010 To hold consultative meeting on the proposed D-by-D model/system by 2010 To draft a white paper on the modal for cabinet approval by 2010 To design the D-by-D awareness campaign programme by 2011 To train all leaders and officers of Assistant Directors level and above on the D-by-D by 2012 To monitor and evaluate impact on the awareness creation programme by 2012

Public relations strategy prepared and implemented by June 2012.

IEC

Nane nane celebrations attended by August annually Public service celebrations week attended by June annually

82

Phased implementation of The local Government Resource Centre begun by June 2011.

DAP

To secure plot for construction of Local Government Resource Centre by December 2009 To prepare Bills of Quantities by JDecember 2009 To advertise tender for construction of the Local Government Resource Centre by JDecember 2009 To evaluate and award tender for construction of the Local Government Resource centre by December 2009

Objective I Good governance practices and advocacy at all levels of PMO-

RALG enhanced

Indicators

Number of complaints reduced from …in the FY 2009/10 to….. by 2011/12 Number of women Directors in LGAs increased from X in FY 2009/10 to X by June 2012



83

The RCC and DCC role, mandate, membership and modus operandi, consistent with devolved role and mandates of LGAs by 2012

DRA

To draft/ refined paper on the role, mandate, membership and modus operandi of the DCC by December 2009 To follow-up the conduct of RCC/DCC meetings in sample Region/Districts annually To draft improvements on the role, mandate and modus operand base on field experience by June 2011 To share the paper with key stakeholders in leadership meetings by June 2011 To improve the draft based on opinion of key stakeholders by June 2011 To draft a Cabinet paper on the DCC by June 2011. To conduct TOT to 21 RS on ethical behaviour by December 2009 To handle boundary disputes “as they occurs” in 21 regions annually

84

A framework for downward accountability Improved and implemented by 2012

DLG

To conduct an inventory of downward accountability tools by 2010 To draft a reviewed downward accountability framework by June 2010 To conduct stakeholder meeting on the reviewed accountability framework by June 2010 To develop accountability framework based on stakeholders’ opinion by 2010 To develop a training programme on the framework by June 2010 To conduct ToT on the framework by June 2011 To support the roll-out of the system to all LGAs by June 2010 To supervise and harmonise LGAs boundaries by June 2012 To register new villages and update information of village registers by June 2012 To grade and confer LGAs by June 2012

To support publication of results in village notes boards and local media by June 2011

85

Framework for more effective village/ Mtaa/Kitongoji statutory meetings developed and operational by 2012

DLG

To conduct a study on current situation with regard to LLGAs statutory meetings by June 2011 To develop a paper based on the study by June 2011 To share the paper with key stakeholders in regional forums by June 2011 To draft and present a cabinet paper on LLGAs statutory meetings by June 2011 To update LLGAs standing orders in line with the cabinet paper by June 2011 To create awareness to citizens on their rights and obligations of participation in statutory meetings by June 2011 To conduct 2 stakeholders’workshops on formulation of Rural Development Law by June 2012 (DLS) To prepare model by-laws to enhance the revenue sources in the LGAs by June 2011 (DLS) To establish a system of village by-laws making, approval and publication by December 2011. ((DLS) To monitor and evaluate operationalisation of village and ward land tribunal by June 2011 To conduct training on operationalisation of village land tribunal to officials of Local Government by 2011

86

To develop and disseminate guidelines on land tribunal cases handling by December 2009 To develop criteria and procedures for establishing new administrative areas by December 2009. To conduct stakeholders’ meeting to discuss and agree on the new criteria for establishing new administrative areas by June 2010 To disseminate and operationalise the criteria for establishing new administrative areas by June 2012

The complaints management system improved and monitored at all levels of PMO-RALG by 2012.

DOD

To conduct a study on the use of suggestion boxes and response rates by June 2011 To draft an LGAs complaints management system based on the PO-PSM model by June 2011 To share the draft with key stakeholders in leadership meetings by June 2011 To support implementation of LGA complaints management model by June 2011 To monitor complaints captured in the RAs/LGA complaints management model by June 2011 To support LGAs to use information from the complaints model to improve on service delivery by June 2011

87

Modalities for collaboration between CSOs and other none state actors at all levels of PMO-RALG developed and operational by 2012

DSC

To assess current CSOs and other none state actors collaborative effort by December 2009 To develop collaborative framework with CSOs by December 2009 To conduct at least two round table meetings with CSOs to agree on areas of collaboration by Dececmber 2009 To support LGAs to effectively collaborate with CSOs by December 2009 To document and disseminate the outputs of collaborative activities with CSOs (eg. PETS reports) by June 2010 To monitor and evaluate collaborative activities with CSOs in RALG by June 2012

88

Modalities for PPP in LGAs service delivery established and implemented by 2012.

DLG

To mobilise an inter-ministerial task team to review the PPP guidelines with regard to LGAs business by June 2010 To share the LGAs the revised guideline with key stakeholders by June 2011 To disseminate the guidelines to LGAs by June 2011 To support LGAs to conduct training to key staff on PPP by June 2011 To support implementation of PPP in all LGAs by June 2012 To follow-up on the implementation of PPP as part of the assessments of LGAs performance by June 2012

89

Anti corruption measures being implemented at all levels of RALG by 2012

DLG

To prepare PMO-RALG action plan on anti corruption by September 2009 (DAP) To implement PMO-RALG action plan annually (DAP) To review and improve materials that promote ethical conduct in RALG by June 2011 To support development of monitoring plans of anti corruption at all levels of RALG by June 2011 To support LGAs, to review with stakeholders, annual anti corruption implementation reports by June 2012 To support LGAs to provide data on anti corruption measures to NACSAP annually

Four Parliamentary sessions and 12 Cabinet Secretariat sessions attended by 2012

DPP

To coordinate the preparation of answers for Parliamentary questions by June, 2010 (DRA, DLG, DMIS DSC, DLS) To attend Parliamentary sessions and minute proceedings by June, 2010 To prepare implementation reports on decisions of Parliamentary and Government commitments and directives by June, 2010 To prepare Cabinet papers and scrutinize MDAs Cabinet papers by June, 2010 To prepare input for PM's Budget speech for Financial Year 2010

90

132 LGAs facilitated to conduct civic grassroots elections by December 2012

DLS

To develop proposal for the review of civic election procedures by June 2009 To share the proposal with key stakeholders by December 2009 To draft and present cabinet paper on the reviewed civic election procedures by December 2009 To prepare civic education programme for grassroots election by December 2009 To produce civic education election materials by December 2009 To disseminate civic education programme for grassroots election by december 2009 To support LGAs to conduct civic elections by December 2009

Strategy on gender mainstreaming developed and operational by 2012

DPP/DRA

To conduct one awareness workshop on gender for 40 PMO- RALG staff. To conduct ToT to 21 RS and 133 LGA on gender mainstreaming into Strategic planning processes by December 2012

91

Systems for social protection and rights of the vulnerable and the needy groups developed and operational at all levels by 2012

DLG

To conduct universal social protection study to identify social protection measures by June 2010 To Develop social protection strategy by June 2012 To conduct stakeholders feedback meeting on social protection strategy by June 2012 To develop standards and guideline for service delivery for Marginalized population groups by 2012 To strengthening ability of local authority to identify most vulnerable persons by June 2011 To mainstream data management of marginalised population in devolved governance systems by June 2010

Objective J Financing mechanisms of PMO-RALG, its affiliate institutions, the

RA and LGAs enhanced

Indicators

Number of LGAs qualifying LGDG increased from 128 in 2009/10 to133 by 2012 Number of LGAs producing accounts through Epicor increased from 22 in 2009/10 to 133 by June 2012 Number of LGAs with clean audit reports increased from… in 2009/10 to 133 by June 2012



92

Proposal for a Medium Term strategy for fiscal decentralization developed by 2012

DLG

To conduct a study on fiscal decentralization issues eg. The holding harmless principle, benchmarking etc. by 2010 To draft a medium term programme for fiscal decentralization by 2010 To conduct consultative meetings on the draft programme by 2011 To draft and present a Cabinet paper on fiscal decentralization programme by 2011 To implement the fiscal decentralization measures by 2011 To monitor and evaluate implementation of fiscal decentralization measures annually To disseminate financial information quarterly To conduct training on financial management, procurement and accountability by June 2012 To revise Local government finance Act by June 2012

93

Monitoring of LGDG system mainstreamed into normal government operation by 2012.

DLG

To conduct annual assessments in 132 LGAs by November annually To disseminate and raise awareness on the LGDG assessment reports by April annually To conduct quarterly technical review committee meetings annually To conduct technical steering committee meetings annually To conduct the mid-term LGDG system by June 2011

Periodic review reports for intergovernmental fiscal transfers prepared by 2012

DLG

To conduct one meeting with CDs and other key stakeholders on intergovernmental fiscal transfers annually To conduct one meeting with Council elected leaders on intergovernmental fiscal transfers annually

Potential sources of own revenue for LGAs identified and agreed by 2012

DLG

To extract relevant outcomes and recommendations from the 2005 comprehensive study on LGAs own revenue sources by 2010 To convene regional stakeholders forums to share the findings by 2010 To prepare and submit a Cabinet paper on LGAs own revenue sources by 2011

94

Programme for improving financial management (Council business/system engineering) in LGAs developed and operational by 2012

DLG

To identify current problems in LGAs Financial management processes by 2010 To re-engineer financial management processes by December 2010 To share with stakeholders on the improved financial management processes by June 2010 To roll-out the improved financial management processes all LGAs by June 2012 To monitor and evaluate LGAs Financial management processes by June 2012

95

Programme for improving internal audit functions at LGAs developed and operational by 2012

DLG

To identify current problems in LGAs Audit functions by 2010 To develop an Audit improvement programme in LGAs by June 2010 To implement the audit Improvement programme in LGAs by June 2010 To analyse LGAs quarterly Audit Committee reports and take appropriate actions annually To improve working conditions of Internal Auditors (having specific budget line, transport and office facilities) by June 2012 To monitor and evaluate LGAs Internal Audit function by June 2012

96

Computerization of financial management tools reviewed, installed and roll-out in all LGAs by 2012

DLG

To identify current computerization problems in LGAs financial management tools by 2010 To carry the necessary adjustment in the computer based financial management system by June 2010 To procure and install the revised Financial management system by June 2010 To develop a training programme on the reviewed computerised programme by June 2010 To conduct training to LGAs finance staff on the reviewed programme by June 2011 To support LGAs to implement the reviewed programme by 2012 To monitor and evaluate implementation of the computerized system by 2012

Capacity building programme for finance staff developed and implemented in 133 LGAs by 2012

DLG

To conduct training needs assessment on LGA finance staff by 2010 To design a capacity building programme for LGAs finance staff by 2010 To conduct phased implementation of the capacity building programme for LGAs finance staff by 2012 To monitor and evaluate capacity of LGAs finance staff by 2012

97

Capacities in revenue collection (including outsourcing) developed and operational in 133 LGA by 2012

DLG

To identify the problems of local revenue collection by December 2009 To prepare a programme for improvements (including outsourcing) by December 2009 To document and disseminate best practices of outsourcing local revenue collection by December 2009 To train LGAs staff and Councillors in revenue collection by 2011 To follow-up- implementation capacity on revenue collection at sample LGAs by 2012 To monitor and evaluate revenue collectionpracticesannually at sample LGAs by 2012

98

Simple financial management procedures developed and operational at LLGAs by 2012

DLG

To identify gaps in current LLGAs financial management procedures by June 2010 To design improved LLGAs financial management procedures by June 2010 To share with stakeholders on the improved LLGAs financial management procedures by June 2010 To conduct ToT on the financial management procedures to carry out the training of VEOs and MEOs by June 2011 To carry out actual training by June 2011 To follow-up implementation of improvements of the system and practices of financial management at sample LLGA Level by June 2012 To monitor and evaluate performance of financial management procedures at sample LLGAs by June 2012

Annex: 3 Historical Background

Both the Strategic Planning and the concept of D by D in the government machinery of Tanzania will be built upon the achievements and initiatives of earlier Local Government reforms. Below is an annotated history of LGR in the country.

� From 1887-1918 and 1918 to 1926 during the Germany and British rules, the people of Tanganyika were not involved in the Administration and development of the country

� From 1926 – 1954 Tanganyika had an indirect rule and it is the time Chiefs got recognition and were used in governing parts of the country best known as Native Authorities (NAs)

� From 1954 the United Nations directed the British government to pass the Local government Ordinance Cap. 333. This allowed people in certain localities to elect representatives to their local Councils. The elected people were known as Councillors

� In 1961 Tanganyika got its independence and made changes to Cap. 333 so as to address the political development in the country

� In 1972 Local Government Authorities were abolished as a strategy to deconscentration and all powers were centralized to the central Government

� From 1978 Local Government Authorities were gradually re-established by starting with urban councils

� In 1984 rural local government Authorities were established with lots of shortcomings which included:

• Uniform structures all over the country

• Unable to raise funds to run their businesses

• Not transparent

• No community participation in the running of their affairs

• Unqualified staff � In 1998 the Government of Tanzania published a Policy Paper

on Local government Reform to be based on “political devolution and decentralization of functions and finances within a framework of unitary state”