TABLE OF CONTENTS

  

1. Context

 

1.1 Background												

1.2 Budget & Plan								

1 3 Project Proposals, Appraisal and Approval								

1.4 Resource Mobilisation							

1.5 Finance & Debt Management							

1.6 Implementation, Monitoring and Impact Evaluation					

1.7 Technical Assistance								

1.8 NGOs									

 

2. The Aid Management & Accountability Programme (AMAP)

 

2.1 The AMAP Structure								

2.2 The role of the Pilot Institutions						

2.3 The AMAP Vision								

2.4 The AMAP Approach							

2.5 The AMACS/AMAP Implementation - Strategy				

2.6 Co-operation with Programme for Accountability & Transparency			

2 7 Lessons Learned from AMACS and AMAP					

 

3. AMAP Present Status

 

3.1 Development Plan & Budget							

3.2 Aid Management Information System (AMIS)					

3.3 Resource Mobilisation, Finance & Debt Management, and			

Accountability									

3.4 Technical Assistance							

3.5 NGOs											

3.6 Project Proposal, Appraisal, Implementation, Monitoring and Evaluation

 

AMAP (Aid Management and Accountability Programme) - an

approach to improve accountability and transparency in Tanzania

 

KP. Mwaslba, AMAP National Programme Coordinator

K Hellerup, AMAP Senior Aid Management Adlviser

 

1. Context

 

1.1 Background

 

Tanzania receives external assistance from a number of sources, including Multilateral and bilateral agencies and countries. These Institutions have their own established priorities or preferences which are not necessarily the same as those of the Government. Programmes which are considered to be of high priority to the Government might not be favoured by the donor Community. Lack of adequate coordination of aid mobilisation and allocation has encouraged the implementing agencies to solicit aid directly, and only involve the central Ministry of Finance (MoF) and the Planning Commission during the Consultative meetings and signing of the articles of agreement. This practice leads to the risk for donor financing of programmes or projects which do not reflect National priorities and thus undermining the Development Plan. In view of the above, the Government through the implementation of the Rolling Plan and Forward Budget (RPFB) has tried to establish priority programmes and projects. The programmes are now categorised as super core, core and non core. Super core programmes or projects are those considered to be of highest priority and non core projects are those which are to be eliminated. However, there is still conflict between donor preferences and government priorities due to the absence of a clear Foreign Aid Strategy.

 

1.2 Budget & Plan

 

Budget preparation by Ministries and Regions normally take place from January to May. By Mid April, the Annual Estimates and the Forward Budget's are supposed to be submitted to the Cabinet for deliberation and approval. After such approval some necessary adjustments if any, are made and budget proposals are sent to the Finance and Economic Committee of the Parliament for detailed examination of the budget proposals before they are submitted to the National Assembly in mid June. Most Donor Consultations, on the other hand are not synchronised with the planning and budgeting cycle of the Government. In some cases consultations take place in May when the estimates are already approved by the Cabinet. This means that the Institutions, during the period of preparing the estimates, are not fully aware of the funds which will be available for the financial year in consideration. The Rolling Plan & Forward Budget (RPFB), introduced in 1992, requires that the funding should be indicated for three years, which underlines the need to ensure that adequate information on pledged donor funding for the whole period is available during budget preparation and that re-allocation of funds are not done unilaterally by Donors.

 

The link between recurrent and development budget is weak. Although one guideline is used the two budgets were prepared by different departments and only added up at institutional level. Budget sensitisation at the centre was also carried out separately. Recurrent expenditure was sensitised by the Ministry of Finance (MoF) and development expenditure by the Planning Commission (PC). Investment proposals normally do not consider the recurrent financing requirements of the projects after completion. The inadequate link between the two budgets is reflected by occurrence of cases of duplication of funding; where the same activities or purchases are funded under recurrent as well as in the development budget and completed projects fail to take off into operation because the operating costs were not included in the recurrent budget. This leads to poor utilisation of scarce resources.

 

One of the RPFB objective is to ensure proper co-ordination and integration of the budgets. At the Institutions the Budget Committees were introduced to facilitate co-ordination of the budget. Measures were also taken by the centre which aimed at ensuring that sensitisation of the budget was made jointly by teams of officers from the MoF and PC. This was still not effective. Recently the responsibility for both budgets have been given to the Ministry of Finance. Budget allocation of funds to various programmes and activities is supposed to provide the means for attaining the policy objectives. Government policy objectives are stated in the Policy Framework Paper (PFP) prepared by the Planning Commission in co-operation with the Ministry of Finance. Due to lack of a comprehensive strategy on the mobilisation and allocation of funds, Institutions are mobilising external funding with little coordination from the Central agencies and accept new projects without critical analysis of its impact on the economy and budget and its viability. This is under-mining the RPFB which aims at strengthening the link between policy and allocation of funds to development projects

 

Programmes and projects are implemented for the purpose of achieving specified or intended objectives. This pre-supposes that the output objectives and the resource input are known in advance. During budget implementation, the Government is required to ensure that the budget is effectively utilised. This is supposed to be done through budget monitoring, but is not effective due to poor project write-ups.

 

1.3 Project Proposals, Appraisal and Approval

 

At national level Sector Divisions in respective Ministries identify and prepare project proposals for inclusion in the Ministry Plan and Budget and eventually National Plan. Project prepared by implementing agencies i.e. government Departments or Parastatals of Line Ministries are submitted to the Planning Commission directly for approval and inclusion in the National Plan (Rolling Plan and Forward Budget) so are projects from the Regions. District Development Plans are received and incorporated in the Regional Development Plan by the Regional Planning Office. Regional Functional Managers also prepares regional proposals in their respective sectors and submit them to the Regional Planning Office. Functional Managers at the District compile Project proposals submitted from village level and also those identified by themselves and prepare project write-ups. Need based project identification by villagers and compilation of project list is done by village secretary. No Project write-up at this level.

 

Appraisal function at national level is undertaken by Sector Divisions in the Planning Commission as well as in the Planning Divisions/units of respective line Ministries. The function of appraising projects at regional level is supposed to be undertaken by the Regional Planning Officer. The District Planning Officer is supposed to undertake the function of project appraisal and selection of projects at district level for inclusion in the District Development Plan (and estimated Budget). At village level no appraisal is undertaken, however some judgement is made by the village secretary.

 

Within Line ministries, approval of projects for onward transmission to the Planning Commission is granted ad-hoc by the Budget Committee of the Ministry. For those projects which have been submitted to the Planning Commission, approval is granted by the Planning Commission before inclusion in the National Plan and Budget which is later presented to the National Assembly. Development Projects at Regional level are approved by the Regional Development Committee (under the Chairmanship of the Regional Commissioner). The approved Projects then form the Regional Development Plan (and Budget) which is sent to the Planning Commission by the Office of the Regional Development Director. The District Development Committee approves the District development projects (Plan and estimated Budget). Endorsement of the Plan and Budget is consequently done by the District Development Council. At village level approval is granted by the village Development Committee on the basis of value judgement. Approved projects are forwarded to the district level by the village secretary.

 

1.4 Resource Mobilisation

 

To date no approved policy exists on mobilisation of external aid. The External Finance Division of the Treasury is responsible for mobilisation of Aid Resources based on advice from the Planning Commission which scrutinises and approves requests from line Ministries. The Treasury is the Government signatory to Foreign Aid Agreements and the Agreements are kept in the custody of the Accountant General's Department. Terms and conditions of all Agreements are supposed to be entered in the Commonwealth Secretariat Debt Recording and Management System (CS-DRMS) installed at Treasury (Grants) and Bank of Tanzania (Loans) for Debt Servicing and Monitoring and Aid statistics. Legal aspects of Agreements are scrutinised by the Attorney General’s Chambers but technical aspects, such as auditing and accounting requirements and modes of disbursements are scarcely considered by the Government negotiators.

 

1.5 Finance & Debt Management

 

The Finance Management is regulated through The Exchequer and Audit Ordnance of 1961 and provisions set out in Chapter 7 of the Constitution. The provisions outlines Financial Orders which form the basis for financial regulation and administrative procedures. Financial Orders are issued by the Accountant General's Office and Financial Procedures are issued by the Central Ministries. The Controller and Auditor General is empowered to ensure adherence to the set laws and regulation that govern public financial management including auditing of all Government revenue and spending, and reporting to the Parliament by presenting periodic audit reports through the Minister for Finance or through the Parliamentary Accounts Committee. Parastatals are audited by the Tanzania Audit Corporation. Section 9.1 of the Exchequer and Audit Ordinance of 1961 states that all money raised or received by the territory shall be paid into the exchequer account. Disbursement of funds shall be initiated by Ministry of Finance on advice from Planning Commission and release warrant is issued by the Accountant General. Due to weaknesses in the Government system, Donors are increasingly by-passing the system through disbursements direct to projects (D-funds) and through opening of Special Accounts. This, in combination with poor communication within the Government and between Government and Donors generates severe information gaps on Aid and Foreign Exchange flows.

 

Government Loans, Guarantees and Grants Act No. 30 of 1974 regulates the authority to solicit new loans in relation to existing Debt burden and future Debt servicing liabilities. The Act is not effective partly since the limits have not been updated since 1974, and partly due to lack of monitoring of the adherence to the set limits. In order to address the severe Debt situation, the Government has formed a Debt Co-ordination Committee (DCC). Its broad role is to advise the government on policy issues relating to resource mobilisation (domestic and external borrowing). The DCC will formulate policy guidelines on loan contracting, utilisation, debt service and adopt a debt strategy which is consistent with the country's development objectives and its macro-economic policies. Members of the committees are drawn from the MoF, PC, AGC & BOT. A Debt Management Committee (DMC) which is an operational arm of DCC has been established at technical level to be involved in the implementation and execution of policy measures and other related tasks.

 

Accounting provides essential control in the handling of Government resources including aid. The fundamental tasks of the Accounting Officers are the observance of the financial regulations, keeping appropriate accounting records, and providing regular and timely submission of the financial reports. Government financial accounting is done by each vote holder (Ministry/Region) under the supervision and direction of the Accountant General in the Ministry of Finance. Monthly statements of expenditure and revenue receipt are prepared by vote holders and forwarded to Treasury and Controller and Auditor General (CAG). Within four months of the end of the financial year each accounting officer is required to prepare and submit to CAG and Treasury the Appropriation Accounts, Annual Accounts and Statements as prescribed under Exchequer and Audit Ordinance no 21 of 1961. The present accounting practice has a number of unsatisfactory features. Failure to ensure that all expenditure incurred are in accordance with rules and regulations governing such expenditures. Untimely and in-accurate submission of financial returns due to factors such as distance, transport and communication problems, inadequate skilled staff, and low working morale.

 

The general poor accounting practice in the government has generated donor needs to device separate procedures and mechanism for managing and accounting of their funds. This in effect has resulted in parallel accounting systems which are not synchronised. Donors have opened Special Accounts without authorisation from Treasury. The receipt of external resources and expenditures from these accounts are neither recorded, reported nor accounted for by the Government on the basis of legal requirements of the country. Financial transactions related to special accounts are kept outside the review of the Government administrative and accounting mechanism and expenditure from special accounts are audited by auditors other than CAG. The ongoing Government Account Development Project is expected to address the accounting problems at technical level through capacity building, new modern chart of accounts, and computerisation.

 

1.6 Implementation, Monitoring and Impact Evaluation

 

Implementation monitoring is attempted at central level (Planning Commission and Planning Units of Sector Ministries) for all development projects. Since there are well over 1000 projects in the RPFB, the ambition level far exceeds the actual capacity for effective monitoring. Monitoring is mainly undertaken through Reports from implementing agencies. The reporting system on development expenditure is based on Action Plans. The Action Plan shall state the activities to be performed and the corresponding expenditures to be incurred and expected output for a specified period. The Action Plan serves as the instrument for release of funds to projects. There are five types of reports which are currently in use, namely the flash report, the commitment flash report, quarterly progress reports, mid year review and annual performance review. The present focus of the reports is on financial performance with little consideration of physical progress and value for money. On site inspections of projects are scarcely undertaken due to lack of facilities. T he practice of capturing expenditure data direct from projects, rather than from the Government Accounts, causes discrepancies between reported expenditure and actual expenditure due to poor quality of the reports from projects. During the development of the Project Monitoring Information System (PROMIS) as support for the RPFB, a module for Implementation Monitoring was included but never implemented.

 

There is no Impact Evaluation of programmes and projects initiated or undertaken by the Government which means that the impact of development efforts is virtually unknown by the Development Planners. Regional Planning Officers monitors the implementation and secures the release of funds for both Regional projects and for projects under the Local Government in their region. No Impact Evaluation is undertaken. Projects implemented at this level are financed from both Local Governments and Central Government (Subventions). Other Projects are those falling under NGOs. Implementation begins immediately local revenues and subventions from Central Government is released. Most of district Projects are very small projects and therefore mostly implemented using local labour (No contracts). Monitoring of projects at this level is done by District Planning Officers assisted by Planning Officers under him. There is random monitoring done by the Prime Minister's Office (PMO), Planning Commission and Members of Parliament. Projects implemented at village level are mostly self-help projects and NGO projects. NGO projects are implemented by villagers or by local contractors. The day to day monitoring of village projects is done by the villagers themselves together with their Ten Cell leaders and Village Secretary. Monitoring done at this level is not professional but based on value judgement. Impact Evaluation is not professionally done but through value judgements villagers can assess after the project completion, if they are better or worse off than before the project.

 

1.7 Technical Assistance

 

The annual inflow of TA to Tanzania is approximately 240 million US$ representing about 40% of all Aid received. In spite of the substantial volume and potential importance for promotion of self reliance there are no Government Policies and Strategies related to TA. TA Programmes are with few exceptions initiated by Donors, reflecting their priorities rather than Government priorities and with little regard to the absorptive capacity of the recipients. This has led to a general Government view of TA as a convenient substitute for local resources for procurement of goods and services rather than a facility for capacity building. A proposal for TA policy and procedures produced through the UNDP sponsored NATCAP exercise has been pending Government approval for over two years. There is no clear institutional allocation of responsibility for Planning, Approval, Resource Mobilisation, and Monitoring & Evaluation of TA Programmes. Tentatively general responsibility for processing of TA rests with the Civil Service Department but without clear mandate and allocation of resources.

 

1.8 NGOs

 

NGOs involvement is growing. For example, NGOs participated in about 50% of all World Bank approved projects in 1994 compared to 30% two years before. NGOs participates in Design, Evaluation, Consultancy, Execution and Training. In Tanzania NGOs are in almost all sectors and activities. In economic development, NGOs are focusing on areas where they are regarded to have comparative advantages and are in close touch with the communities. Such areas are: Health and Nutrition; Education; Water supply; Environment; Employment creation; Rural development/Schemes; Gender issues, Children care and Youth development; Informal business sector development. Non Governmental Organisations are being registered under the "Societies Ordinance" of June 1954. The Ordinance provide for the registration of societies and other matters incidental thereto and connected with. Societies may be registered for purposes of social, recreational, cultural, political, educational or philanthropic purposes. Apart from the normal legal requirements regarding procedures for registrations, cancellations of registered societies, appeals and penalties for non-compliance, each registered society is required to make available to the Registrar specific information as and when required. This include: society's constitution and rules; list of local staff office bearers and members; returns of member meetings; accounts, returns and other information. In addition, any registered society which receives money from any source, whether by way of subscription, donation or otherwise is required to keep one or more books of account in which shall be entered details of the moneys received and payments made by the society. Together with the above requirements there is no provisions for systematic and periodic submission of reports and for analytical processing of such information.

 

Up to the 1 970's not much focus was put on the activities and operations of NGOs. They were seen to be private organisations with limited interests in the delivery of social services. The Government was considered and seen to be the main provider and promoter of socio-economic development in the country. Beginning Mid- 1 980s, there has been a rapid increase in the number of NGOs registered. By December 1994, over 800 such organisations had been registered. This includes religious organisations which participates in wide-ranging activities on voluntary and non-profit basis, especially, in the delivery of social services. The rapid increase of NGOs can be attributed to the following factors:

 

i) Limitations of the Public Sector; (especially, beginning early 1980s) in providing all resources required for social and economic development and the lack of capacity to address grass-roots concerns.

ii) Changed attitudes on development policies which put more focus on direct access to target groups or beneficiaries.

iii) The Government policies aimed at reducing its role and size.

 

Liberalisation and democratisation processes which have opened avenues for wider participation of people in their own development and other matters which affect them.

 

v) Refugee influx from neighbouring countries due to civil wars has attracted huge inflow of foreign aid through international NGOs.

The rapid increase of NGOs also widened the area of their operations. The registered Organisations are categorised as follows:

 

i) National or local NGOs. These are formed within the country and operate in the country either at District, Regional or National Level.

 

ii) International NGOs - These are incorporated outside Tanzania but operate in Tanzania through local registration. They also operate at District, Regional, or National Level.

 

The National or Local NGOs are classified according to their areas of focus as follows: Umbrella Organisations such as TANGO, TACOSODE and the Rukwa Association of Non Governmental Organisations; Economic Service NGOs; Social Services NGOs; Health Services NGOs; Professional/Educational NGOs; Religious Organisations (NGOs); Environmental NGOs; Women NGOs; Youth NGOs; Humanitarian NGOs. International NGOs which are registered in the country do focus on a wide range of activities such as supporting Rural Development, Health, Education, Disaster Relief etc. In order to facilitate NGO activities in the country, the Prime-Ministers Office (PMO) has been mandated to co-ordinate NGOs. As a start, an NGO/GOT Liaison Committee has been established (1994) to promote collaboration between NGOs and the Government. The Committee meets to discuss issues of interest to both parties. The participants are PMO (Co-ordination Department), TANGO, TACOSODE, UNDP, Ministry of Home Affairs, Foreign Affairs, and a few other Networking NGOs. Secondly, NGO Contact Officers have been designated in Ministries and Regions to facilitate communication between NGOs, Sector Ministries and also Regions. However, registration of NGOs is done by the Ministry of Home Affairs.

 

2. The Aid Management & Accountability Programme (AMAP)

 

The AMAP has been conceived and formulated by 40 Senior Civil Servants representing the Ministry of Finance, Planning Commission, Bank of Tanzania, Civil Service Department, Prime Minister's Office, and the Controller and Auditor General's Department under a UNDP funded two year project - Aid Management Administration and Co-ordination Systems (AMACS).

 

The AMACS Project Team analysed the present situation in Aid Management in Tanzania, and identified a number of deficiencies leading to ineffective allocation and utilisation of Aid resources, and poor accountability. A number of the problems identified by the Project Team are related to lack of up-dated Policies, Strategies and Guidelines, unclear institutional division of authority and responsibilities, poor communication and co-ordination between the paddies concerned, and poor adherence to existing rules and regulations. These problems are addressed by AMAP at Senior Management level. At technical level there are severe capacity gaps in Information processing, Data analysis, and Monitoring and Evaluation within all areas of Aid Management. These problems are addressed by AMAP through systematic systems development and capacity building programmes within the concerned institutions.

 

The AMAP improvement proposals have been endorsed for implementation by the Principal Secretaries of the institutions concerned and by the Minister and Deputy Minister for Finance.

 

2.1 The AMAP structure

 

AMAP comprises six projects in their own right, each addressing a specific technical area within Aid Management and Accountability as defined in the Aid Management Framework for Tanzania' established by the institutions in 1995. Each project has a project document describing the present situation and the proposed solutions including Immediate Objectives, Outputs, Activities, Inputs, and Budget.

 

The six projects and respective sponsors are:

 

1. Development Plan and Budget (NORAD)

2. Project Proposal, Appraisal & Approval, and Implementation, Monitoring and

Evaluation (Republic of Ireland/USAID)

3. Finance, Debt Management and Accountability (Netherlands Finland/USAID)

4. Technical Assistance (NORAD)

5. NGOs (NORAD)

6. Aid Management Information System, AMIS (KU)

 

To support the six projects, there is a Programme Secretariat with a full time National Programme Co-ordinator assisted by a Programme Accountant, an International Aid Management Adviser, Secretaries and Drivers funded by UNDP and the Programme for Accountability and Transparency (PACT) under UN Management Development & Governance Division (UNMDGD). USAID has contributed funding for an ongoing twinning arrangement between Institute of Public Service International (IPSI), University of Connecticut, and Institute of Finance Management (IFM) in Dar Es Salaam on international quality Performance Auditing and Project Design, Appraisal, Monitoring and Evaluation courses.

 

The Programme is executed by the Government (Ministry of Finance) and led, at policy level by a National Programme Director who is the Principal Secretary of the Civil Service Department. The Project Director is a Member of the recently established National Fiscal Management Steering Committee, chaired by the Principal Secretary, Ministry of Finance and members are the Principal Secretaries for Planning Commission and the Civil Service Department, the Governor of Bank of Tanzania, and the Controller and Auditor General. This Steering Committee will coordinate all ongoing and planned activities within Fiscal Management in Tanzania and will convene twice yearly. A Policy Reference Group at Deputy Principal Secretary level with representation from the concerned donors will meet quarterly and

 

' Aid Management Framework for Tanzania, Ministry of Finance, January 1995

 

 

report to the Steering Committee. A Technical Reference Group at Project Management level and with donor participation will meet more frequently to ensure co-ordination between projects and programmes at technical level.

 

Fiscal Management Organisation

 

National Fiscal Management

Policy Reference Group

Technical Reference Group-

		AMAP

	Government Accounts

	Budget Management

	Civil Service Reform		

 

The AMAP Management is provided by the full time National Programme Coordinator Mr. R.P. Mwasha who is relieved of his regular duties as Director for Multilateral Aid during the tenure of the Programme.

 

Each project under the Programme is managed by a Team Leader and a Deputy Team Leader at Senior level drawn from the concerned institutions on part time basis (50%) and supported by multi institutional Work Groups including staff from selected pilot sector ministries representing "soft" sectors and "hard" sectors, regions, districts, and local and international expertise as required.

 

45% of the total Programme budget is allocated for capacity building within the central institutions and the selected pilot institutions.

 

2.2 The role of the Pilot Institutions

 

The Pilot Institutions will be represented in the Work Groups of all sub projects and will be expected to actively participate in the revision, establishment, and testing of rules and procedures for planning, budgeting, co-ordination, disbursement, implementation, monitoring, and evaluation. They will also benefit from all capacity building activities under the Programme and from pilot installations of computer support developed under the AMIS component.

 

2.3 The AMAP vision

 

	Medium Term Vision

 

The first 30 months phase of AMAP will focus on managerial issues such as establishment of policy and strategy frameworks and monitoring procedures, which will facilitate devolution of powers to sector ministries and allow the central institutions to focus on national rather than sector issues and on monitoring rather than operations, revision of outdated acts and ordinances, and revision of institutional roles and responsibilities. This process will be supported by the necessary capacity building at the centre and at the two pilot sector ministries to facilitate a participatory approach and testing of new procedures. The main beneficiaries of this phase will be the central institutions and the pilot institutions.

 

It is envisaged that at the end of phase one, an efficient and realistic institutional and regulatory framework and related procedures for key areas of Aid Management and Accountability, i.e. planning and budgeting. project formulation and appraisal, resource mobilisation. disbursement. accounting. auditing. debt management, implementation. monitoring, and evaluation_ has been established and tested by the centre and the pilot ministries and has been endorsed by the Government and the Donor community. Handbooks and Manuals for all procedures shall be available. Phase one shall also result in an implementation plan for the entire government .structure.

 

	Long Term vision

 

The second phase of AMAP will focus on full scale implementation of the tested and endorsed new Aid Management and Accountability framework and procedures throughout the government structure in order to achieve the long term objectives which are:

 

-Improve Resource Allocation for effective implementation of Development Plans in line with National priorities and objectives, and for optimum utilisation of development resources.

-Improve Development Budget procedures in order to ensure sustainable Development Plans and efficient use of resources.

- Establish clear policies and guidelines for Project Proposals, Appraisal, and Approval processing to ensure that approved projects/programmes are feasible and in line with Government priorities, and that recurrent costs after completion will be available to ensure sustainability.

- Re-focus the attitude to Aid Mobilisation from substitute to supplementary resources to Domestic Resource Mobilisation and Investment Promotion.

-Establish a well defined Policy and Strategy framework for Finance and Debt Management.

-Reduce the current un-sustainable Debt Servicing costs

-Reflect all Aid funds available to the Government in the Government Budgets and Accounts.

Establish a conducive environment for Government Accountability for Aid funds

-Strengthen the Government implementing and monitoring capacity and streamline procedures in order to improve the efficiency in Aid utilisation

- Introduce Impact Evaluation

· Improve the efficiency of Technical Assistance planning and utilisation

· Establish a national framework for promotion of NGOs in order to utilise their comparative advantages in a planned manner in the Development process.

· Upgrade the technical computer skills at Treasury and Planning Commission.

· Implementation of an integrated Aid Management Information System according to requirements specified by users at all levels.

It is envisaged that at the end of phase two, the Government will operate a coordinated. efficient and transparent Aid Management and accountability system at all levels with high integrity and internal and external credibility and with a minimum of bureaucratic bottlenecks, thus facilitating effective allocation, disbursement, and utilisation of development resources. It is also expected that a comprehensive database will be available for all aid flows.

 

2.4 The AMAP Approach

 

	The AMAP Programme approach follows a matrix of the administrative structure of the Government set-up i.e. Central Agencies - Sector Ministries - Regional Offices - Local Governments vertically, and Economic Sectors horizontally. The philosophy is to build Finance Management capacity at the centre, to be disseminated through the structure by the trainees acting as internal consultants and advisers, rather than creating isolated centres of excellence in a few sectors. Experience from Tanzania has shown that sector programmes supported by donor funded Programme Support Units manned by contracted staff has led to serious undermining of Tanzanian ownership, accountability, and institutional capacity2. If successful, me AMAP approach will ensure ownership, sustainability, and improved capacity and communication throughout the entire government structure. In the medium to long term this will allow the central institutions to focus on strategic issues whereas technical and operational matters can be handled in the field, thus facilitating quick decision making and short administrative lead-times.

 

After two years experience from the AMACS successful efforts to create a conducive working relationship between the central institutions and to build internal managerial capacity to implement changes, the AMAP management team is convinced that the approach is workable.

 

2.5 The AMACS/AMAP Implementation Strategy

 

AMACS was designed to focus on the three central institutions regarded as major managers of Aid flows to Tanzania, i.e. the Ministry of Finance, Planning Commission, and Bank of Tanzania. A main objective was to establish an integrated Aid Management Information System (AMIS) and to build capacity to manage and operate the system. During the inception period it was found that the prerequisites in terms of infrastructure, institutional framework and basic competence were not at hand. This was underlined by the non-functioning of two systems previously installed at MOF and Planning Commission, the CS-DRMS Debt Management System at MOF, and PROMIS (Programme Management Information System) at Planning Commission. It was also found that the working relationship between the institutions was far from conducive to the good co-operation that was supposed to constitute the basis for AMACS. The AMACS management team decided that the first priority must be to address this problem. As a first step, 28 Senior Managers representing the three institutions were invited to a three day workshop to work out an Aid Management Framework for Tanzania, with a common definition of Aid Management, identification of the institutions involved, and the necessary interaction between them. The tasks were carried out as group assignments by groups comprising representatives from all the institutions and followed by plenary discussions on the presentations in order to reach consensus on the Framework. The approach proved to be very successful and the participants all volunteered to be on the AMACS Team.

 

2 Report of the Group of Independent Advisers on Development Co-operation issues between Tanzania and its Aid Donors, Danish Ministry of Foreign Affairs, June 1995

 

The second step was to present the Framework for endorsement by the Executives of the three institutions. This was done through a workshop with the Deputy Principal Secretaries and the, so far, unofficial AMACS Team. The Framework was endorsed and the AMACS Team was officially appointed on part time basis as proposed by the AMACS management. The choice of a big part time team, in favour of a small full time project team, was based on the necessity for active involvement and broad participation from all institutions and to ensure that the project remained institutionally neutral and focused on the subject matters to be addressed, rather than institutional in-fighting and protectionism.

 

The third step was to divide the Team into work groups with the task to document all present policies and practices within Aid Management as defined in the Framework and to analyse the strengths and weaknesses of the current systems. The final report was prepared at a three day workshop where full consensus on the contents was reached. The report was presented by the AMACS Team to the Executives of the institutions at a workshop and endorsed as an accurate and true description of the present status. The endorsement by the Executives was an important mile-stone for the AMACS team, since out of over a hundred identified problems 85% were of managerial nature, and only 15% technical/operational. The AMACS management is convinced that the endorsement of the documentation was achieved since the work had been done by an internal team of Senior Officers, and thus rather difficult to reject, rather than by external consultants.

 

At the Executive workshop, the Team was given the task to prepare a comprehensive Aid Management & Accountability Improvement proposal for implementation. During the six months process, the Team realised that a number of important institutions were not involved and the Team was subsequently expanded to 38 members. The new members represented the Civil Service Department, Controller and Auditor General, and the Prime Minister's Office. The final document, the Aid Management & Accountability Programme for Tanzania (AMAP) was endorsed by the Government in February 1996 and presented to the donor community at a round table conference attended by all leading donors, five Principal Secretaries and the Deputy Minister for Finance.

 

In addition to the research and consensus building during the two years tenure of AMACS, capacity building in order to establish a viable platform for implementation of improvements was undertaken. To improve the computer literacy necessary for active user participation in the systems development of AMIS, a full time National Computer trainer was employed and a computer training facility established at the Treasury. To-date more than 300 managers and officers from MOF and Planning Commission have been trained and are using computers on a regular basis. The actual AMACS process has served as hands-on training in problem analysis and team work and has created a sound foundation for co-operation between all concerned institutions.

 

The AMAP implementation strategy is based on the experiences from AMACS. The corner stones are team work, underhand endorsements and consensus by the Executives, use of internal resources rather than consultants, Government execution, use of local consultants and training institutions as far as possible, learning by doing, and part time project team. The only change from the AMACS set-up is that, considering the complexity and size of AMAP, it was found necessary to have a full .time National Programme Co-ordinator to manage the implementation of the programme. In line with the idea of broad participation, the Government has opted for multi donor financing of the programme rather than having one dominating donor. The sponsoring donors are also invited to actively participate in the AMAP work groups. To ensure that all concerned parties are informed about the progress, an AMAP Newsletter is issued every second month and distributed to all government offices and all donors.

 

2.6 Co-operation with Programme for Accountability and Transparency (PACT)

 

The co-operation between AMACS/AMAP and PACT (former Aid Accountability Initiative) dates back to 1994. During the first couple of years this cooperation was limited to informal dialogue on issues of common interest, but has since the start of AMAP in 1996 developed into a close relationship where PACT is one of the stakeholders in AMAP. This relationship and co-operation has been further strengthened with the opening of the PACT Regional Office in Harare. Among the joint efforts are the formation of National Workgroups in selected countries in the region and a Regional Workgroup to serve as a forum for informal exchange of ideas and experiences on accountability and transparency issues between the countries.

 

2.7 Lessons Learned from AMACS and AMAP

 

AMACSIAMAP is a product of the specific environment and circumstances in Tanzania, but quite a few of the experiences are probably relevant to many other developing countries and may serve as a generic framework for implementation of multi-institutional Technical Assistance Programmes where a high degree of ownership and active participation from the intended beneficiaries are required in order to achieve real changes in attitudes and capabilities. Below follows a number of issues that has proven important for the implementation of AMACS/AMAP.

 

i.) Common Definitions and Terminology

 

Aid Management and Aid Co-ordination is always a multi-disciplinary subject, and often a multi-institutional concern involving most government agencies and the donors, many with their own definitions and terminology. At the first AMACS Workshop, the participants were requested to write down their own definitions of Aid Management and Aid Co-ordination. The result was almost as many definitions as the number of Workshop participants. Subsequently the need for a common framework in order to focus the efforts and to facilitate communication between the institutions and individuals to be involved in the process of improving Aid Management was realised, and the Aid Management Framework for Tanzania3 was established and endorsed as the official government position

 

Accountability is another frequently used term without a clear definition. AMAP defines Accountability in its broadest sense, including most areas within Finance Management i.e. budgeting and planning, resource mobilisation, monitoring and evaluation, debt management, accounting, and financial and performance auditing at policy as well as technical levels.

 

3 Aid Management Framework for Tanzania, Ministry of Finance, January 1995

 

Technical Co-operation and Technical Assistance were also grey areas, with a multitude of different definitions, for which a common government definition was established.

  

ii) Fostering Ownership and Team work

 

'Ownership' is currently a loosely used 'buzz-wbrd' within the donor community and in some instances the seriousness is questionable. In the 'Independent Advisers Report ~ statements from donor agencies were reported like 'we have pressured the government to accept ownership of ...' and 'we want the government to take ownership. Of course they must do what we want. If not, they should get the money elsewhere.'

 

The AMAP strategy to foster- ownership is to let the intended beneficiaries and custodians other results, plan and execute the programme with very limited use of external expertise. If external experts are used their role is restricted to facilitators or 'coaches' under a learning by doing approach. Consensus between institutions and administrative tiers is also given high priority. This approach has proven very effective and AMAP enjoys strong government support at all levels, which is a prerequisite for effective implementation of real systemic changes. Other important 'ownership' factors are government execution and the multi-donor funding of AMAP. This means that no single donor is allowed to direct or dictate the AMAP implementation or claim ownership of the programme, which means that the initiative remains un-conditionally with the government. In fact, the few donors who have tried to impose conditionalities for their funding have not been included in the partnership.

 

Through the dynamics of cross institutional Work Groups and Task Forces and frequent Workshops for the team, a sound understanding of the necessity of integration and a true sense of Team spirit has developed and the outputs from their assignments have proven to the AMAP team members that their collective competence is sufficient to minimise the use of external expertise, and it has also enhanced their self confidence. After three years, AMAP has at its disposal nearly 100 internal experts at senior and middle management levels in all technical fields of Aid Management, drawn from the central agencies, well qualified to serve as trainers and experts to assist with the implementation of AMAP at all government administrative levels.

 

iii) Part time AMACS/AMAP Team

 

The use of a part time team drawn from all concerned institutions, instead of the traditional small full time team which would be likely to be perceived as an institution itself, thus threatening the existing establishment, has ensured that the AMAP focus has remained on the subject matters rather than institutional in-fighting and protectionism. The institutional set-up will be the last issue to be addressed by AMAP as a result of the policies, strategies and procedures decided upon in consensus by the institutions. The use of a part time team also ensures that the competence to operate and further develop the AMAP outputs after completion of the

 

4 Report of the Group of Independent Advisers on Development Co-operation issues between Tanzania and its Aid Donors, Danish Ministry of Foreign Affairs, June 1995

 

programme remains within the establishment, and in sufficient number, irrespective of the institutional allocation of responsibilities.

 

iv) Systems Development and Computerisation

 

Development and implementation of Aid Management computer systems was expected to be major outputs from AMACS. The reality was that in most central agencies the little computer competence that existed was vested in a few individuals at technical level. At management and user levels not even rudimentary knowledge of computers were at hand. This meant that there was no foundation for user or demand driven system development. Since experience from two applications previously implemented at the Treasury and the Planning Commission (CS-DRMS and PROMIS) showed that systems without popular demand is ineffective and unsustainable, the AMACS management decided to emphasise computer familiarisation and application training for all concerned staff of the institutions. At present 300 mangers and officers have been given in-house training by the National Computer Trainer provided under AMACS. Only at this stage it is meaningful to start the development of AMIS as a component of AMAP. Furthermore, the AMAP document showed that 85% of all problems identified were caused by poor management and lack of policies and strategies. As long as those fundamental issues have not been addressed, no computer system would solve any real problems since the information systems are meant to support the established structures and not to substitute them.

 

The AMIS Design Team now working on the system design comprises four internal computer professionals and a core user group of ten officers from the institutions who are defining the user's requirements, which will be scrutinised by a large user reference group. To ensure compatibility between all applications a common 11 standard for all central institutions has been established.

 

The AMIS strategy is based on extensive user involvement (possible as a result of the extensive training provided), development of applications on user demand, internally sustainable technical level in terms of cost and expertise required, and clear allocation of responsibility for operation and maintenance of applications.

 

v) 7raining

 

All training programmes provided under AMACS/AMAP are focusing ~n short practical know-how courses, rather than theoretical post graduate programmes. This is based on the fact that most concerned officers have a good theoretical background, but lack sufficient practical experience to actually apply their theoretical knowledge to the reality of their working environment. In areas where there are extensive training needs, in-house training is provided in the same manner as for the computer training. If in-house training is not feasible courses are commissioned from local training institutions, such as the Institute for Financial Management (IFM) for courses on Applied Finance Analysis for Treasury and Planning Commission staff. Training in technical areas where local expertise of international standard is not available is arranged through twinning between international institutions and local institutions in order to establish high quality courses in Tanzania. The Monitoring and Evaluation training and courses in Performance Auditing are the result of twinning between IPSI, University of Connecticut and IFM. The advantage of this arrangement is that the courses are adjusted to local circumstances, readily available and far more cost effective than sending participants abroad for the training.

 

3. AMAP Present Status

 

The implementation of AMAP started in November 1996, when funding of the AMAP Secretariat and three of the six components was secured from UNDP and NORAI).

 

3.1 Development Plan & Budget

 

The Development Plan & Budget Component is funded by NORAD under a cost sharing agreement with UNDP.

 

The Work Group

 

Croup Leader

Mr. P.M. Lyimo, Commissioner of Budget, Treasury

By. Group Leader

Mr. B. Katani, Ag. Director Plan Co-ordination & Monitoring, Treasury

 

The members of the group represents the concerned institutions.

 

Status

 

Three Workshops have been held for the AMAP Development Plan & Budget component during December, January, and February resulting in a long term workplan for the project and an immediate action plan for integration and rationalisation of the Budget. The outputs from these Workshops have been incorporated in the Budget Guidelines for the 1997/98 Budget.

 

Workshop on Budget Integration and Rationalisation

 

This Workshop, held at Silver Sands 6-10 January 1997, was a spin-off from the December Planning Workshop for the Work Group. The Group found urgent issues to be addressed in the Budget guidelines for 1997/98 and requested a follow up Workshop to prepare an immediate action plan. The participants were Senior Officers representing Treasury, Planning Commission, Prime Minister’s Office, and Civil Service Department.

 

The Workshop Objective was to prepare proposals on integrating the recurrent and development budgets, and rationalisation of the development budget (consolidation and down-sizing), and the expected outputs were:

 

1 ) Action Plan for Budget Integration 2) Criteria for rationalisation of the Development Budget.

 

Based on short background papers presented on the status of the Government Investment Programme, including the current budget system and criteria for project screening, group assignments and plenary discussions were held in order to reach a

consensus on the recommendations to be included in the Workshop Report according to the following structure:

 

Current situation analysis Identification of problems Proposed solutions Action Plan

 

The Group Assignments were focused on two major tasks:

 

1. Establish integration criteria and prepare proposal for modalities and procedures to facilitate integration of the recurrent and development budgets under the Ministry of Finance.

2. Establish criteria and prepare proposal for rationalisation of the development budget.

 

Below follows a summary of the Workshop recommendations.

 

Task 1: Budget integration

 

Current situation

 

The idea of integrating the recurrent and development budgets has been discussed since the preparation of the Public Expenditure Review (PER) in 1989. In 1993 Budget Committees were formed at National, Ministerial. and Regional levels as one of the mechanisms for integrating the budgets. Some aspects of budget integration were covered in seminars and workshops conducted under the Rolling Plan & Forward Budget (RPFB) and the Budget Management Programme. but crucial issues for the implementation, such as techniques and mechanisms on integration and the conceptual aspects were not covered. To-date the budgets are still separate, leading to under funding of priority activities and double funding of some.

 

Recommendations

 

The participants agreed on the following recommendations:

 

Budget processing and personnel to be unified Budget classification and documentation to be unified Reorientation and training of personnel to the new approach Provision of working tools, equipment, and joint office accommodation for all budget personnel.

 

The recommendations have been broken down into an Activity Plan with ' activities to be carried out during 1997.

 

Task 2: Rationalisation of the Development Budget

 

Current situation

 

With the introduction of the RPFB a number of measures were taken to rationalise the Development Budget such as: reducing the number of projects from over 2000 in 1992/93 to 1340 in 1996/97; classification of projects into super core, core, and non-core according to sector priorities: awareness to linking policies and priorities with resource allocation. Despite this, severe under funding of the budget persists. The stringent government measures to restore macro-economic stability since the beginning of 1996 have revealed the magnitude of under funding which stands at almost 50%.

 

Recommendations

 

The participants agreed on a number of general criteria to be applied in order to reduce the number of projects in the development Budget to a sustainable level. Among the proposed criteria are:

 

-Outstanding bills for completed projects must be cleared in order to close the projects

-From 1997/98 the Budget will emphasise government priority areas such as: education, health, water, energy, and roads.

-Projects without standard project documentation will be eliminated

-Projects which have been under implementation for over ten years shall be removed

-Projects of recurrent nature shall be eliminated or transferred to the recurrent budget

-Commercial projects shall be eliminated from the government budget

-Similar activities which currently appear as projects shall be consolidated into a single project.

-Projects with foreign funding shall be included only if there is a firm commitment for disbursement of funds prior to March of each year

- Similar projects which are currently implemented by more than one agency shall be consolidated.

 

The rationalisation process is broken down into an Activity Plan with ten activities to be carried out during 1997.

 

Workshop on Budget Rationalisation

 

A six day Workshop on Development Budget Rationalisation with the objectives to establish criteria for project classification into national, regional, and district projects, and for resource allocation started on 27 February at Silver Sands. The participants represented the Central Institutions, Regions, and Districts.

 

A pilot study on Budget Integration is planned to start in July 1997. Below follows a description of the activity.

 

Pilot case for establishment of Integrated Budget Brief Model.

 

1. Background

 

The idea of integrating the recurrent and development budgets have been discussed since the preparation of the Public Expenditure Review (PER) in 1989. The introduction of the Rolling Plan and Forward Budget (RPFB) revived the discussions. and some aspects of budget integration was covered in seminars and workshops conducted under RPFB and the Budget Management Programme. However, no sensuous effort to implement integration of the budgets was undertaken, and to-date the budgets are still separate. The pilot case for establishment of a standard model for integrated budget beefs will be an effort to initiate implementation of budget integration from the 1998/99 RPFB.

 

2. Objective

 

To establish a standard model brief for implementation of an integrated budget process within the context of the Rolling Plan and Forward Budget.

 

3. Methodology

 

The model brief will be established through a participatory approach, by a task force compnsing officers from Treasury, Planning Commission, Ministries, Regions, and Districts to ensure the relevance and feasibility of the model at all levels. The work will be co-ordinated by the Commissioner for Budget and carried out by Work groups from the Task force, assisted by external expertise if required. The Work group assignments will be allocated by the Task force, and progress will be reported at regular planning and reporting workshops. The estimated duration of the work is three months and is planned to be co-ordinated with the current budget process. In order to limit the work involved it is proposed that three Ministries, one Region, and its Districts are selected to participate in the process. The proposed ministries are: Ministry of Works, Education, and Agriculture, and the proposed Region is Kilimanjaro.

 

The basis for the work will be the RPFB Guidelines for 1997/98 - 1999/2000, which means that the work will provide a thorough field test of the guidelines in addition to the inputs for the model.

 

The work will be carried out in a step by step process, and below follows a tentative work plan:

 

1. Review Sector Policies relevance to National Policies, and their interpretations through the structure

Review and quantify annual performance indicators for the plan period at all levels

 

Prioritise budget items in line with item I and 2.

 

Assess total resource requirements in cash and kind

 

5. Allocate resources within the ceilings according to priority order. Identify gaps affecting priority activities and its consequences

6. Evaluate the results and the process

 

7. Formulate model Budget Brief

 

The starting point for the work will be a planning 'Workshop for the Task force with the objective to establish a detailed activity plan, forms to be used, report formats, requirements for external expertise, etc.

 

4. Expected Outputs

 

After completion of the work, it is expected that a model budget brief for integrated budgets has been tested throughout the tiers of the government structure, and can be proposed for full scale implementation for the next RPFB process. It is also expected that the experience from the pilot study will form the basis for establishment of procedures for the next budget process, and an assessment of training needs at all levels in order to change the focus of the budget process from inputs to outputs. In the longer term, the integrated budget process will facilitate reorientation of Resource Mobilisation from Project Programme support to Budget support to fill identified gaps.

 

3.2 Aid Management Information System (AMIS)

 

AMIS is funded by the European Union.

 

The Work Group

 

Group Leader

S.M. Ushiwa, Assistant Director, Planning Commission

Deputy Group Leader

V. Mwainyekule, Sr. Finance Management Officer, Treasury

 

The Group Members represents the four central agencies.

 

Status

 

A Workshop for the AMIS Design Team was held at Bagamoyo Resort 19-21 February. The objective of the Workshop was to prepare a work-plan for the next six months, and to allocate assignments to the Team members. Priority is given to the revision and full implementation of PROMIS (Programme Management Information System) as support for the Plan and Budget process, and for Monitoring and Evaluation. Another Workshop was held in Morogoro in April for discussion on the present information flows related to Aid Management as a basis for AMIS. A User Workshop on PROMIS with demonstration of the Beta version is planned for late June. It is expected that PROMIS will be ready for field tests within the next few months. Pilot installations will be made at Planning Commission, Treasury, and two sector ministries.

 

3.3 Resource Mobilisation, Finance & Debt Management, and Accountability

 

This component is not fully funded yet, but UNDP will fill the gaps if full funding is not secutred by last July. The Netherlands has committed some funds for 1997. Finland's Ministry for Foreign Affairs, Department for International Development Co-operation is funding a special five months Debt Management

 

Sensitisation and Training Programme for Government Executives and Technical Specialists providing hands-on training in Debt Management at strategic and operational levels. Co-funding is provided by SDDA through the Government Accounts Development Project, and by ESAIDARM.

 

The twinning arrangement between IFM in Dar es Salaam and IPSI, University of Connecticut, on international quality courses on Performance Auditing is funded by USAID (foreign component)

 

The Work Group

 

Group Leader

Mr. M.N. Mboyi, Commissioner, External Finance & Debt Division, Treasury

Deputy Group Leader

Ms. P.W. Malisa, Sr. Finance Management Officer, Treasury

 

The Work Group Members represents the concerned institutions.

 

Status

 

The Debt Management Training Programme started with the technical seminar 25 February - 4 March atl3ahan Beach, with 12 selected participants from Bank of Tanzania, Treasury and Accountant General's Department. The seminar was conducted by Dr. S. Sangarabalan and ESAIDARM, and covered external as well as domestic debt. The seminar will be followed by analysis of the Debt portfolio and selection of material for the next phase of the programme which will continue in July 1997. The Executive Sensitisation Seminar is planned for April. Below follows a brief description of the Programme.

 

Debt Management Sensitisation and Training Programme

 

1. Background.

 

The present Debt situation in Tanzania is commonly regarded as un-sustainable. The Tanzania Debt portfolio comprises about 1800 external loans and 6000 domestic debt instruments. The Debt stock is around USD 6 billions external and USD 4 billions domestic debt. The emphasis of the present Debt Management in Tanzania is on servicing the Debt rather than managing it. The Ministry of Finance which is responsible for the managerial aspects, is poorly equipped for the task in terms of the required specialist competence for pro-active Debt Management. The high level Debt Co-ordination Committee established some years ago is not meeting regularly, and its operative Debt Management Committee is not given the necessary guidance to make it effective. In spite of long standing support from the Commonwealth Secretariat and ESAIDARM in terms of training in various disciplines of Debt Management, there has been no marked improvement. One major contributing factor to this has been a lack of understanding, at Government Executive level of the significance of Debt Management and appreciation of the technical skills required for effective Debt Management. A multitude of problems at operational level have been identified and will be addressed under the ongoing Government Accounts Project in order to improve capture of data for the CS-DRMS database which should improve the Debt Servicing and budgeting, but it is even more important to address the problems at executive level since they are in fact causing the operational level problems. This proposal aims at addressing this problem by proving that significant savings in reducing the Debt burden can be achieved through effective Debt Management.

 

2. Objective.

 

The objective of the Programme is to sensitise the Executives of the concerned institutions to the economic significance of Debt Management and to train a selected task force from Ministry of Finance, Planning Commission, and Bank of Tanzania in Debt Management Techniques and Analysis required for effective management of the debt.

 

3. Strategy

 

The Programme will focus on a hands-on exercise for selected Debt portfolios to be subjected to analysis and activities to reduce the costs of these portfolios in order to prove the potentials of active Debt Management. This is expected to be achieved through a three step approach.

 

The Executive Seminar will be carried out by ESAIDARM. The Technical Seminar will be conducted by a short term expatriate Debt Management Expert with assistance from ESAIDARM. The Expert will also provide support for phase two and three of the programme. The duration of the programme is estimated to five calendar months.

 

4. Present Status

 

The first and second phases of the programme were completed in May, and outputs from the task force reports have been used as input to the 1997/98 government budget. The third phase will commence late June.

 

3.4 Technical Assistance

 

UNDP.

 

The TA component is funded by NORAD under a cost sharing agreement with

 

Work Group

 

Group Leader

S.B. Buberwa, Director, Humar. Resources, Planning Commission

Deputy Group Leader

C.J. Ngutunyi, Assistant Director, Civil Service Department

 

The Group Members represents the central institutions and concerned ministries.

 

Status

 

The start up Workshop was held in April and produced detailed activity plans for eleven main tasks and a government definition of Technical Co-operation and Technical Assistance. Group Assignments have been allocated and the first outputs are expected in the next three months.

 

3.5 NGOs

 

UNDP.

 

The NGO component is funded by NORAD under a cost sharing agreement with

 

Work Groun

 

Group Leader

L. Salakana, AGEN.DA

Deputy Group Leader

C. Rugulabamu

 

The Group members represents NGOs and their umbrella organisations'

 

Status

 

The activity plan has been prepared, and the start up Workshop was held the second week of March, with allocation of assignments to the Work Group members. The assignments were completed in June and a follow up Workshop to plan the next six months activities was held mid June.

 

3.6 Project Proposal, Appraisal, Implementation, Monitoring and Evaluation

 

This component is funded by the Republic of Ireland through a cost-sharing agreement with UNDP. The twinning arrangement between IFM in Dar Es Salaam and IPSI, University of Connecticut, on international quality courses on Project Design, Monitoring and Evaluation is bundled by USAID (foreign component).

 

Work Group

 

Group Leader

Ms. M. Mwamunyange, Senior Planning Officer, Treasury

Deputy Group Leader

D.M. Msangi, Economist 1, Treasury

 

The Group members represents the concerned institutions.

 

Status

 

The twinning arrangement between IPSI and IFM started with the first four week course in November 1996 and will be followed by a second course in August 1997. The substantive work will start with a Team Workshop m July 1997. It is also envisaged that this component will include a pilot region and districts at an early stage.