Effective public sector management 566. To some extent, the Tanzanian public sector has been characterized by weak financial controls and accountability, resulting in resource leakages. There has, however, been some progress in public sector performance. Still, there is need for improving internal controls as well as better integration of budget management into transparent and realistic medium-term expenditure and borrowing plans, underpinned by vigorous oversight systems and structures. Challenges remain with the public procurement system, especially over the number and quality of procurement practitioners at LGA level. Knowledge of the Public Procurement Act and its regulations requires significant enhancement. This is particularly important given Tanzania‘s decentralisation policy. 567. Over the years, Government has embarked on a series of reforms aimed at improving public sector service delivery. The Civil Service Reform Programme (CSRP) (1991–1999), focusing on cost containment and the government restructuring was followed by the Public Service Reform Programme (PSRP), implemented in a series of overlapping but mutually supportive phases. The first phase (2000 - 2007) focused on “Instituting Performance Management Systems” with a view to building an integrated system for a shared vision, understanding and agreement about the results to be achieved, and the operational framework for continuous performance improvement in public service delivery standards and quality in Tanzania. 568. The second phase (2008-2012) addresses ‘Enhanced performance and Accountability’ as a major theme92. Some PSRP II achievements include the creation of Performance Management Systems in all ministries, independent departments, executive agencies and regional secretariats; harmonisation of national planning and budgeting processes; creation of 31 executive agencies; outsourcing some non-core services to the private sector; promoting decentralised decision making; HR compliance inspections carried out by the Public Service Commission; and, public service capacity building programmes. 569. The 1999 Public Service Management and Employment Policy and the Public Service Act, No. 8 of 2002 provide the policy and legal framework for installing performance management systems in Tanzanian public service institutions. Both instruments made it easier to institutionalise performance management systems in the public service. While the policy clearly stipulated the need for a performance and results-oriented management philosophy in the public service, the Act provides an enabling legal framework for public service performance management. These instruments are important, giving legal status to the performance management initiative in the public service. 570. The policy and legislation were important instruments to facilitate the gradual creation of a performanceaccountability culture in the public service. A number of processes, tools and mechanisms were introduced to facilitate the institutionalisation of a performance management system. Specific performance management tools include strategic and operational planning, client service charters, service delivery surveys, self-assessment programmes, performance budgets, the introduction of Open Performance Review and Appraisal System (OPRAS), and a comprehensive Monitoring and Evaluation (M&E) system. The CRM noted the benefits of instituting the performance management system and identified the need for steadfastly implementing the ensuing phases of the programme. lll. Recommendations 571. 92 The APR Panel recommends that: • Adequate technical capacity be developed to ensure effective economic policy formulation, planning and implementation, both at central and local government levels; [Public Service Management, Office of the President, National Planning Commission] • Steps be taken to ensure effective implementation of successive phases of the ongoing public sector reform programme (PSRP) to ensure that gains recorded so far are sustained and existing weaknesses addressed; [Public Service Management, Office of the President] • Capacity for data collection and analysis be enhanced to ensure credibility of budgets and reports. [Ministry of Finance, National Statistics Office] Dr. Benson A. Bana, Paper on Management in the Tanzania Public Service (2009) 122