CORE REFORMS – NOVEMBER 4TH, 2009
Development Partners Comments
Focused discussion
Work Planning Process Financial Management & Eligible
Expenses Monitoring & Evaluation and Reporting for
Results Procurement Dialogue process including Review
Processes Late Disbursements
Workplan Process
Challenges: Need for a more strategic orientation Need for stronger ownership
Inclusion of recurrent cost in the workplansInordinate delays in workplan revisions
Need to plan more effectively and economically Work plans do not reflect all funding sources How are the activities re-profiled from one year
to the next? Quality control
Workplan Process
Impact of challenges: Delays in workplan approval and
disbursements Lack of information with regards to reform
objectivesDPs not confident that GoT guidelines &
systems are being applied or are adequateQuestions as the Value for Money of
activitiesCalculation errors and inaccuracy
Workplan Process
Best Practices & Proposed way Forward: A clear vision is defined
Greater focus on reform-oriented activitiesDetailed operational narrative to accompany
workplans Agreed and endorsed standards for planning
Workshops, allowances, miscellaneous costs, foreign training, vehicles
More inclusive workplans (basket and non-basket)
More rigorous quality control
Financial Management & eligible expenses
Challenges: Outdated rules and regulations promote an
accountability gap Adherence and responsibilities to GoT rules &
regulations in question Growth in personnel expenses; allowances,
honoraria, per diems DPs forced to overly scrutinize work plans to
ensure legitimate expense allocation CR Units face Financial management human
resources constraint Weak reporting: late, low accuracy &
information gaps
Financial Management & eligible expenses
Impact of Challenges:
Audit queries (both in TZ and DPs headquarters)
Delays in approving reports Subsequently delays in approving further
disbursements Reputational risk and increase of frustration
towards core reform agenda
Financial Management & eligible expensesBest Practices & Proposed way Forward: Design and approve Financial Management
Guidelines for all Core Reforms Revision of GoT rules and regulations Joint agreement on personnel remuneration
with improved regulation and scrutiny Improvement of audit function Increased resources and capacity for FM in
MDAs Better predictability in Donor funding and
harmonised procedures in reporting requirements
Monitoring & Evaluation and Reporting for Results
Challenges: Institutional arrangements and incentive
structures not focused on results Planning and reporting tools are oriented
towards input/output instead of towards outcome/impact
Limited knowledge and experience on how to set up M & E systems, reluctancy towards TA
Reliable data not available in many areas e.g.gender disaggregated data
Monitoring & Evaluation and Reporting for ResultsImpact of Challenges: Core reform management is lacking data to
redirect interventions for more effective reform implementation
Weak linkages between strategic plans, resource allocation and results
Displaced priorities and focus in reform implementation
Lack of knowledge for planning Misdirected Dialogue between GoT & DPs Broad participation in the monitoring
processes endangered
Monitoring & Evaluation and Reporting for Results
Best Practices & Proposed Way Forward: Some experiences gained (LSRP, BEST,
NACSAP) Technical Assistance needed? A systematic approach to review expected
results in plans in relation to achieved results and to recommend interventions to improve reform implementation.
Broaden the Dialogue on outcome and impact of core reforms with various stakeholders
Procurement
Challenges: High dependence of reform programs on
procurement of intellectual services Lack of procurement staff/expertise and
lack of communication to improve the process
Lack of project management skills Negative incentives for results caused by
sitting and statutory allowances Lack of vertical accountability on results to
counteract mis-incentives and vested interests
Procurement
Impact Challenges: Delays in implementation Cost effectiveness compromised Complaints and court cases over mis-
procurement, possibly leading to extra cost for government
Focus on process versus substance/impact Loss of reform ownership High operational costs
Procurement
Best Practices & Way Forward: Engage decision makers in the process On the job training on procurement and
project management Improved transparency and
communication throughout the stages of procurement
Accountability to time bound results Penalise members of procurement
committees/evaluation committees for slow/bad delivery of procurement
Dialogue
Challenges: Key forums for dialogue not timed in
conjunction with other planning & budgeting processes
Differing perceptions of the rational/purpose of dialogue
Decisions making leadership absent Inadequate sharing if information and lack
of preparation inhibits high quality dialogue
Dialogue
Impact Challenges: Ineffective dialogue Reporting is constrained Disbursement difficulties due to
inadequate reporting on spending and results
Problem solving delayed
Dialogue
Best Practices & Way Forward: Agreement on meeting frequency and
held to account Documentation submission with
adequate time for review Clear agreement on representation Clear evidenced follow through on
agreed actions