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2 OUTLINE Background Review of Implementation of TDV 2025 ( ) The Big Fast Results (BFRs) Approach Genesis of the BRN Approach Pillars of the BFRs Approach Qualities of Transformational Leaders Eight Steps of the BFRs Approach Other Country Experiences with the Approach Domesticating the BFR Approach The Roadmap to Big Results Now (BRN) Support Sought From DPs Concluding Remarks 2

3 1. BACKGROUND 1.1 Review of Implementation of TDV 2025 (2010) Ineffective implementation stood out as the major bottleneck; and that unless deliberate efforts are taken to organise & use the country’s resources strategically, attainment of TDV aspirations is at risk. The review and subsequently FYDP I made clear that business as usual attitude will not surmount the increasing challenges of development. 3

4 1.2 Main Conclusion from the Review of TDV 2025 Unleashing TZ’s growth potentials will require relentless effort on: Prioritisation of actions & strategic resource allocation; Implementation discipline grounded in detailed actionable programmes & performance benchmarks; Tackling head-on the key constraints (infrastructure gap; low agric. productivity; slow industrialization; human capital & skills gap; critical services –tourism, trade & financial); Efficient, well functioning & effective public sector to provide an enabling environment to a dynamic private sector; and Sound political & economic governance. 4

5 2. BIG FAST RESULTS (BFRs) APPROACH 2.1 Genesis of BRN Langkawi International Dialogue (June 2011): The President participated in a HoSG Retreat at Putrajaya where Hon. Dato’ Sri Mohammad Najib bin Tun Haji Abdul Razak, the PM of Malaysia shared his country’s transformation experience in the spirit of fostering South-South Cooperation/ smart partnership. The HoSG were impressed by the methodology used by Malaysia to score BFRs under GTP and ETP and requested the Malaysia to organise a more detailed seminar for Govt technocrats from developing countries on the approach. BFRs seminar (November, 2011): A GoT team led by ES-POPC participated in a 4-day BFRs seminar in Kuala Lumpur 5

6 2.2 Pillars of the BFRs Approach Bold Leadership committed to change & taking the country forward; Ruthless focus on priorities (ensuring the chunk of resources are directed to a few priorities); Selection of Drivers (NKRAs) and Enablers (SRIs) of competitiveness; Discipline of implementation (detailed programme + robust M&E); Entrenched government accountability buttressed by KPIs (leadership that takes responsibility for their failures) Note: People will always deliver what you inspect not what you expect!! 6

7 2.3 Qualities of Transformational Leaders Visionary: Picture vividly what the future of the country would look like & sets stretching targets (have guts to play and win the game of the impossible); relentless focus on priorities; Anchor everything on clear, measurable and binding KPIs (human beings can creatively find solutions when subjected to pressure); Exercise discipline of action (do not compromise programme implementation schedule); Situational (directive & empowering /grooming others); Form a winning coalition; Good human being devoted to serve others. Honest to the country and its people. 7

8 2.4 Steps of the BFRs Approach Step 1: Set your Strategic direction (True North) - Must be clear where you want to go before you start to run!! Is it higher incomes? Investment? Jobs?. Note: Ascertaining the strategic direction entails: Reaching consensus on focus/clear priorities (national, sectoral, activity-level): What the people want/need must be understood:=> Scan national plans; do opinion polls, perception surveys, Media analysis, dialogue with academicians & business leaders etc. Also consider limited resources, impact & time it takes to get desired outcomes. Getting tools to guide your journey (compass) and select milestones to mark progress & arrival 8

9 Step 2: Conduct labs: A Lab is an intense problem solving environment with a dedicated full time working team (6-8 weeks); Brings together all key players (private sector, politicians, public servants, academia, non state actors, + DPs in cases like TZ) to establish in detail what needs to be done. The lab output is a detailed high quality delivery programme– with articulate purpose, assigned leadership, mgt & accountability; activities & delivery chain; trajectory for implementation; performance management; benchmarking; resources & delivery support required; management of stakeholders; risk management. Why do we need to run labs?: To address complex problems & accelerate solution development; to syndicate & ensure alignment; to develop a detailed programme. 9

10 Step 3: Run open days –To share lab output with the public & solicit inputs. Step 4: Publish the roadmap –Tell the public what they are going to do in tiny detail e.g. GTP and ETP 261 pgs + summary 37 pgs + video 6 minutes (similar to pregnancy!!); But must have a budget – Because a plan without a budget is a draft!! Step 5: Set KPIs for the whole Cabinet – Contains individual ministers’ performance review with the top Leader 1 on 1; Minister’s self assessment and the PM’s final assessment. Also ministerial KRAs and ministerial score cards. 10

11 Step 6: Implementation –Problem solving, on the ground implementation. Step 7: Independent Performance Review & Audit – Endorsement, external validation of the results achieved. Step 8: Annual report –Tell the public what they have delivered 11

12 2.5 Performance Management & Delivery Unit At the centre of implementing the BFRs approach is the Performance Management & Delivery Unit (PEMANDU) directly under the PM of Malaysia; PEMANDU has carefully selected staff (the best brains) led by Hon. Dr. Idris Jala (a man with outstanding track record of turning around companies) and good pay structure; PEMANDU’s main role is catalytic, facilitative/supportive of implementing ministries to deliver. Also, conducting semi- annual independent technical assessment of each Minister. 12

13 3. OTHER COUNTRY EXPERIENCES Apart from Malaysia, variants of the BFRs model have been successfully applied in the following countries: (1)UK: Prime Minister’s Delivery Unit (PMDU) under Tony Blair focusing on delivering education and health (headed by Sir Michael Barber), (2)South Africa: Department of Performance, Monitoring and Evaluation (under the RSA Presidency) and focuses on delivering education, health, jobs, rural development and safety. (3)Others: South Korea, Indonesia, Philippines, Bhutan, Kenya Vision 2030 Delivery Secretariat; Ethiopia’s Agricultural Transformation Agency; South Australian Public Sector Performance Commission (PSPC); Private Sector; etc. 13

14 4. DOMESTICATING THE BFRs APPROACH 4.1 Cabinet Retreat 4-5 August 2012, Dodoma Theme: “Transformational Leadership for Efficient & Effective Government Delivery on Vision 2025”. Objectives of the Retreat: (i) Expose top GoT leaders to the methodology used by Malaysia to score “BIG FAST RESULTS” under their GTP and ETP and draw lessons from Malaysia’s transformation experience; (ii) Secure Cabinet buy-in to the approach and ponder on how it can be customised in the TZ setting to improve Govt delivery & hasten effective implementation of FYDP & TDV

15 4.2 Some Key Lessons From the Retreat Malaysia’s incredible transformation: Although Malaysia and TZ Mainland had generally similar economic structures at Independence (1957, 1961), Malaysia has since been transformed virtually beyond recognition and become one of the world’s largest producers of electronic & electrical products, petroleum & LNG, wood & related products. Malaysia’S GDP per capita increased nearly ×34 from US$287 (1961) to US$9,656 (2011)!! and is now a high-middle income. By contrast TZ remains one of the poorest countries ( GDP per capita increased only ×10 from US$54 (1961) to US$551 (2011) and is still exporting primary commodities (coffee, cashew nuts, cotton, tobacco, gold); The Missing link !! (i) Lack of relentless focus on few priorities of high value/impact; (ii) Failure to translate guiding plans into detailed programs; (iii) Lack of a strong M&E system with a clear link between performance and the rewarding system (+ve and –ve) especially failure to hold people accountable for results; (iv) Absence of a mechanism like PEMANDU dedicated to supporting implementing units & resolving challenges along the way; 15

16 4.3 Key Resolutions & Catalytic Steps Agreed that there is urgent need re-engineer delivery systems, taking a leaf from Malaysia & other countries that have succeeded. Exposure to Malaysia’s transformation experience and the like, re- kindled hope that we too can transform, but if and only if, we embark on focusing on few strategic areas of high value, and enforce the discipline of implementation - built on the bedrock of detailed programs, mega-flagship projects, SRIs & assigned KPIs. Govt committed to: (a) Adopt & customise the BFR model to suit the TZ environment; (b) Improve delivery & accountability by emulating the PEMANDU model of coordination, problem solving and M&E; (c) Put in place a robust and enforceable M&E system and transparent incentive system for performers & non-performers. 16

17 Catalytic Steps Agreed (i) Establish a multi-disciplinary team drawing from a wide spectrum of stakeholders to propose and prepare a roadmap for operationalisation of an efficient & effective Govt delivery unit and the lab approach. (ii) Within the context of the LTPP, FYDP I & MKUKUTA, Ministries were tasked to review their strategic and action plans and come-up with focused NKRAs & KPIs. 17

18 4.4 Implementation of Retreat Resolutions A multi-disciplinary team (Steering Committee and Technical Team) drawn from State House, PMO, PMO-RALG, POPSM, MoF, POPC, BoT, TRA, CTI, TPSF, AST.) was set up. The team reviewed the challenges of the existing PIM and prepared a roadmap to operationalise an efficient Delivery Unit and the lab approach, resonating the TZ environment; Ministries prepared action plans to implement ADP 2012/13, FYDP I & LTPP. POPC reviewed, assessed & compiled the action plans submitted; POPC conducted training seminars for Mgt teams of MDAs to share the BFR methodology (methods, thinking & secrets), resolutions of the August 2012 Cabinet retreat; build consensus; and get MDAs feedback/suggestions on its operationalisation in the TZ context. 18

19 4.5. Cabinet Retreat October, 2012 Dodoma  Discussed:  Selected MDAs’ action plans to implement TDV 2025;  Challenges observed in implementing PIM;  Elements of the BFRs approach being implemented in TZ  Report of the multi-disciplinary team on the Proposed Roadmap to operationalise an Efficient Delivery Unit and the Lab approach  Note:  PIM aims at enforcing performance mgt in the public sector & thereby improve service delivery. It encompasses 4 main steps:  Planning: Doing service delivery surveys to give a sense of the level & quality of services provided, areas for improvement; preparation of MDAs strategic plans, MTEFs & annual plans.  Implementation: Execution of activities in the annual plan  M&E and reporting  Performance Review: semi-annual -using OPRAS, Service Delivery Surveys vis-à-vis CSC, self assessments 19

20 4.6 Challenges Observed in Implementing PIM & Sector Plans  Public sector institutions maintain multiple plans with unclear objectives, goals & targets, unmatched to the budget  Weak M&E systems and capacity (HR, tools & methodology)  Mid-year & Annual performance reviews are not thorough and often conducted irregularly & untimely!!  Most MDAs do not conduct Service Delivery & Self Assessment Surveys!! (enforcement?)  Projects submitted by MDAs are typically not detailed –project documents lacking (write-ups, or good progress reports)  MDA plans have few or no KPIs for measuring & tracking success of implementation. 20

21 4.7 Elements of the BFRs Approach Applied in TZ (i) TRA: Performance Mgt is anchored on the 5 year corporate plan, with specific strategic targets of high impact. Accountability and evaluation is buttressed by setting KPIs and scorecards for individual performance. Implementation completion reports & annual reports are published. This PMS is believed to be the key to the observed remarkable improvement in revenue collection since 2003/04; (ii) Road Fund Board: RFB’s PMS is built on performance agreement with TANROADS, with clear targets and indicators for maintenance of trunk and regional roads. Funds are disbursed against achieved performance targets. TANROADS signs performance agreements with senior officials including expected output and penalties for missing agreed targets cum rewards for outstanding performance. 21

22 Elements of the BFRs Approach Applied in TZ (iii) MoHSW: Transformed the Health System Strengthening Unit into a Delivery Unit in 2007 to implement the Health Care Service Devt Programme aimed at increasing dispensaries & health centres in the country and increase HR for the sector. The key role was to coordinate Global Fund, & Health colleges aiming at doubling student enrolment in health courses over a period of 5 years. This was achieved; (iv) Others: Swissport; Universities’ promotion system for academic staff, MCC projects; Private sector companies etc. 22

23 5. THE ROADMAP TO IMPROVE GOVERNMENT DELIVERY 5.1 Establishment of the Delivery Unit Name: President’s Delivery Bureau (PDB), established as an independent department in the Presidency. To be set up in 2 phases: Phase I - Interim PDB to keep-up the current momentum (max. 1 year) & provide space to structure the PDB better; and Phase II: PDB established permanently Location: the Presidency. The CS to guide & support its formulation administratively; Roles: Translate plans into detailed programs for NKRAs; Monitor & carry independent assessment of performance of Ministers & MRAs; Provide catalytic support to MDAs to resolve challenges along the way. (NB: POPC to remain a Govt think tank; anchor of TDV & L-term strategic thinking). 23

24 5.2 Operationalisation of the Lab Approach Six labs to start 18 th Feb 2013 on few priorities of FYDP with the potential to unleash growth in leaps & bounds) to feed into 2014/15 budget preparation. (i) Energy – Focus will be to increase installed power generation capacity from 1,438MW today to 2,780MW by 2015 by improving the sector’s current operations, thereby facilitating the phase-out of emergency power producers; driving the construction of MEM’s three priority gas plants & pipeline; encouraging private sector participation to accelerate capacity expansion sustainably; (ii) Transport – To unlock the central transport corridor focusing on debottlenecking the supply chain by improving operations and building key enabling infrastructure to increase transit capacity to 5 million tons by 2015 and to 8 million tons by 2025; (iii) Agriculture – Dramatically increase agricultural productivity by addressing the bottlenecks; Development of nucleus commercial farms & linked outgrower models or alternative models to address smallholder challenges in new and sustainable ways with a focus on a range of markets. 24

25 Operationalisation of the Lab Approach (iv) Education – To investigate and enact levers that will increase the quality of primary and secondary education, through increased teacher effectiveness, better management, improved teaching and learning materials and community involvement to achieve 70% pass rate in PSLE (today 58%) and 40% pass rate in key subjects (mathematics, science and English) in CSEE in (v) Revenue Collection - Will focus on increasing revenues (expanding the tax base, reducing tax exemptions, maximising rent collection and increasing other sources of revenue); reducing expenditure; promoting smarter financing methods e.g. PPPs & implementing structural changes necessary. (vi) Water – To accelerate improvement in rural water coverage and accountability of water governance structure. Focus will be to increase access to clean water to 67% of the population by providing cost effective technologies fit for each geographic location, harmonising efforts across the MoW, PMO-RALG. LGAS & Villages; and protecting water sources from environmental degradation. ** Support by DfID to finance the planning & execution of the initial labs is gratefully appreciated. 25

26 2-Year BRN Operationalization Programme Annex 4 26 Sustaining deliveryDesign and launch the programme Phase 2 – 14 months (May 2013 – Jun 2014)Phase 1 – 6 months (Nov 2012 – Apr 2013)Phase months (July 2014 – Oct 2014) ▪ Assist in setup of external peer review as part of stocktake process ▪ Define NPA outcomes Run the lab ▪ Co-facilitate lab, provide coaching to lab leader and co-facilitators ▪ Finalise lab targets ▪ Finalise lab initiatives and 3 ft plans ▪ Syndicate lab targets and initiatives ▪ Identify first 5 big results now! (BRN) initiatives ▪ Monitor implementation Lab setup ▪ Define lab scope, workplan, templates ▪ Identify lab participants ▪ Recruit, train lab leader, participants ▪ Align national priority areas (NPA) ▪ Deliver results program-wide ▪ Develop performance tracking toolkit, rollout to ministry ▪ Problem-solve delivery issues ▪ Write the annual report ▪ Establish overall and ministry delivery units, and build capacity ▪ Determine programme governance ▪ Design delivery unit architecture ▪ Set up communications platform and communicate results Post lab integration ▪ Develop funding plan and integrate into budget process in April ▪ Engage development partners ▪ Undertake cabinet workshop Delivery stocktake ▪ Deliver early BRN actions ▪ Write the book (roadmap) ▪ Run public open days ▪ Communicate results and findings Wave 2 of 8 –week labs (5 labs) ▪ Lab setup ▪ Run the lab ▪ Post lab integration Wave 3 of 8-week labs (5 labs) Wave 4 of the 8-week labs (5 labs) ▪ Lab setup ▪ Run the lab ▪ Post lab integration ▪ Lab setup ▪ Assist in running lab ▪ Assist in post lab integration Run wave 1 of the 8-week labs (5 labs) Communicate findings of the labs ▪ Begin process to establish Tanzania’s delivery unit, identify and recruit / post unit members ▪ Validate results

27 Key Deliverables for Phase 1 of the Program 27 Sustaining DeliveryDesign and Launch the ProgrammeDelivery Stocktake Wave 2 of the Labs (5 Labs) Wave 3 of the Labs (5 Labs) Wave 4 of the Labs (5 Labs) Run Wave 1 of the Labs (5 Labs) National Priority Areas (NPA) ▪ Early prioritization of National Priority Areas (NPA) ▪ Define NPA Outcomes ▪ Identified Big Results Now! (BRN) initiatives ▪ Initial BRN initiatives launched Delivery Unit design and architecture ▪ Design and establishment of mandate ▪ Governance ▪ Organizational structure including FTEs, competencies, value proposition, professional development ▪ Develop budget and resources required Setup of Tanzania’s delivery unit ▪ Regulatory framework ▪ Candidate identification, recruitment ▪ Toolkit development ▪ Training and development of culture ▪ Design of communications platform ▪ Establishment of performance management systems, dashboards etc ▪ Meetings and reporting mechanisms, including assessment framework ▪ Setup of War room and charts Post-Lab integration ▪ Syndication with senior stakeholders ▪ Content and forum design developed and support provided in the facilitation and execution of Cabinet Workshop ▪ Estimates for programme funding ▪ Estimates for funding for implementation of Wave 1 of Labs and running of Wave 2 of Labs ▪ Content and forum design developed, support in running of Open Days Lab setup ▪ Lab charter, including objective, scope, key stakeholders, workplan, lab structure ▪ Lab process, templates, and other toolkits ▪ Set criteria for designation of Lab leader and participants ▪ Onboarding and training conducted for lab leaders and co-facilitators ▪ Central team staffed ▪ Week 1 hypothesis developed ▪ Define requirements for Lab logistics Running the Labs ▪ Aligned aspiration for each NPA ▪ Lab targets and trajectories ▪ Detailed Lab Initiatives ▪ 3 ft level detail action plans including milestones, accountabilities, timelines ▪ Estimated funding requirements ▪ Lab report including storyline ▪ Rolled up national impact (GNI, jobs, investment) for the 5 NPAs Phase monthsPhase monthsPhase months

28 Sequencing of Labs per Wave Based on NPAs 28 Priority area Revenue Collection: increase revenue collection by 50% through expansion of tax base. Government Agriculture: increase Agric. Growth to 6% p.a, create ≥ 200,000 jobs and making TZ food self sufficient and export the surplus Economic Energy: introduce IPPs to generate and distribute 2,780MW Infrastructure Education: Double quality, independently measured, in primary and secondary schools Water: Improve rural water coverage Social Wave 2 – Nov 2013Wave 1 – Mar 2013Wave 3 – April 2014Wave 4 – Nov 2014 ▪ Rural Basic Infrastructure: facilitate economic activity through providing access to basic infrastructure (water, electricity, roads) at village level ▪ Tourism: double tourist capacity in 4 selected parks and develop other products ▪ Transport: Reduce congestion in Dar by 50% during peak hrs ▪ Health: Double workforce by 2017 through active solutions for recruitment, deployment, incentives and retention issues ▪ E-Government: create e-portal for Tanzanian government services in all areas e.g. licensing, permits, revenues, payments ▪ Industry: create Kigamboni science park and light tech industry ▪ Port: Build Kisarawe Dry port ▪ Human Capital Development: Re- shape vocational education to match needs determined in other Labs ▪ Investment climate: achieve top-50 place (from 127) in World Bank “Doing Business” rankings by 2016 ▪ Industry: Develop downstream petrochemical industry ▪ Energy: build XX MW gas- powered electricity production capacity by 2016 to utilize new source ▪ Health: Reduce stock- outs of essential medicines in clinics to <10% by 2015 ▪ Transport: Make TZ a transit hub through (i) expanding port volume by 20% and reduce waiting times by half; (ii) expand capacity of Central and TAZARA rail by >100% ▪ Roads: build highways to service areas of priority as per results in other Labs ▪ Oil & Gas: Implement first phase of gas economy strategy through pipeline, LNG or downstream industry ▪ Industry: increase share of light manufacturing to 12.9% of GDP

29 6. SUPPORT SOUGHT FROM DPs It is our hope that DPs will strongly support this important Government- led initiative. At the moment GoT is looking for support in the following areas: (i) GoT is planning to make 2013/14 budgetary provisions (Tshs.8 bn) for running the PDB Office but will need DPs support to the tune of an initial estimate of Tshs bn to finance operationalisation of the 2nd wave of labs (mostly consultancy fees); (ii) GoT needs DPs support to cater for PDB & POPC staff training and sharing experiences with Delivery Units in other countries; (iii) Mobilise and entice large investors from respective countries to to come to invest in Tanzania’s NKRAs; (iv) DPs experts to participate in the relevant labs and help align DPs support & programmes with the NKRAs. 29

30 7. CONCLUDING REMARKS Stubbornly high levels of poverty among the majority of our people (50 yrs after independence) amidst abundant natural resources, is enough!! Tanzanians want performance now (Big Results Now = BRN)!! The BRN is a Govt-owned and led initiative, deliberately anchored in the highest office in the land. The aim is to improve prioritisation and Government delivery systems to hasten Tanzania’s socio-economic transformation. BRN is a major reform & departure from old ways of doing things. It is therefore bound to encounter resistance from those with vested interests in the status quo. Fortunately, the top leadership of the country is driving this initiative. The resolve and determination to break through is resolute. I therefore urge all true friends of TZ to provide unequivocal support to the BRN initiative but at the same time wish to caution against using this window to impose conditionalities. Hind sight shows clearly that conditionalities have tended to erode national ownership of the devt agenda and retarded the pace of implementing fundamental reforms. Fortunately, the BRN has inbuilt ‘conditionalities’ in the form of KPIs and robust M&E. The BRN initiative & abundant resources, including recent discoveries of significant quantities of natural gas is a unique window of opportunity for TZ to take-off and graduate to middle-income country status. 30

31 Philip Mpango (Ph.D.) Executive Secretary President’s Office, Planning Commission 15 February, 2013


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