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Challenges: Outdated rules and regulations promote an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