November 2007

1. MfDR Community of Practice Annual Meeting – Asia –Pasific RegionCountry Experience ExchangeTanzania M&E Systems and the Extent of Utilization of M&E InformationBy: Mbayani SaruniMinistry of Planning - Tanzania November 2007

2. Background Tanzania’s medium term development and poverty reduction goals are articulated in the “National Strategy for Growth and Reduction of Poverty” – MKUKUTA Unlike the first PRS which focused on priority sectors only, the MKUKUTA is outcome-based which allows for a balanced focus on the contribution of all sectors and cross-cutting issues. It is a five year strategy (2005/06 – 2009/10) that focuses on three broad clusters: • Cluster 1: Growth and reduction of income poverty; • Cluster 2: Improvement of quality of life and social well being; and • Cluster 3: Governance and accountability

3. Background Progress in implementing MKUKUTA is reviewed in a broad-based participatory process through the MKUKUTA Monitoring System (MMS). This is the national framework which also coordinates the Management Information System (MIS) of each sector Each sector is required to prepare their performance report consistent with their strategic plan and budget, which ultimately feeds into the MMS (Macro level)

4. The MKUKUTA Monitoring System Framework • Approved in 2006 to ensure both prudent financial management and accountability of the results Aim: • Improve the coordination, harmonization and alignment of existing M&E systems at the sector level • Information gathering, analysis and dissemination • Encourage, facilitate and promote the use of M&E information in policy making and resource allocation

5. 2. The Legal Framework The MKUKUTA Monitoring System Framework • The MMS consists of 3 Technical Working Groups (TWG) • Survey and Routine Data TWG • Research and Analysis TWG • Communication TWG: • The 3 TWG Reports to the Technical Committee

6. Planning, budgeting and reporting system • Planning processes begin with development goals as articulated in the Vision 2025 • MKUKUTA, which provide MTP framwork for planning translate those goals into operational targets and link them into the cluster strategies • Each sector through their strategic plans translate these cluster strategies into budget and action plan (program, targets and activities) • Budget preparation begins with Sectors' preparation and submission (for scrutiny) their progress report to PBGC as well as submission of their plans(priorities) and financial requirements using SBAS • PBGC issue ceiling for sectors to produce MTEF/plan of action • Parliament approval

7. Planning, budgeting and reporting system 3. Mandate of the Bank (cont.) Monitoring and Reporting • Sectors report on outputs from activities and programs as articulated in their strategic plans. • At the sectoral level, the principle outputs include Performance reports, Sector Reviews and Public Expenditure Reviews (PER) • At the national level, the outputs are the MKUKUTA Annual Implementation Report (MAIR), National Statistical Surveys, and the Economic Survey. • Outcome changes are captured in the PHDR, • It reports on indicators, comparing the current status against the baseline and the target, and assessing the feasibility of meeting the targets.

8. Planning, budgeting and reporting system Electronic tools for information gathering • The implementation information from sectors at the activity and output level of MKUKUTA is collected through RIMKU • IFMS reports on budget execution (Note: SBAS is for budget allocation). 85 out of 122 councils are connected • TSED – is an indicator and database system • Facilitates systematization, storage and analysis of performance indicators. • Allows grouping of indicators in different frameworks, such as MDGs and MKUKUTA clusters and goals. • All these 4 electronic systems are linked

9. Extent of Data Utilization 2. The Board of Governors (1) • HBS 2000/01 (Produced and analyzed by the TWGs) helped the establishment of a poverty baseline for 2000/01 and significantly informed Government, for the first time in a decade, about changes in overall poverty levels and regional trends for many poverty indicators. • Budget support decisions by DPs as a result of improvement in M&E activities which has enabled not only timely availability of quality data and information, but also positive progress towards achieving the stated goals and targets. • Plans and Resource Allocation: The progress reports from sectors are used by the PBGC as the basis for justifying financial requests. • Accountability: The ruling party use the MMS information to measure progress against the targets set in the party’s manifesto. Sectors are required to provide reasons for any shortfalls in performance. Performance indicators and actions to meet these targets are also agreed during the party’s annual meeting.

10. Challenges Challenges • Uneven data quality and gaps in the MMS: • Resource allocation based on expenditure reporting – Much focus on activities/inputs in order to justify budget requests rather than outcomes and progress towards achieving the stated goals/objectives (targets) • Inefficient M&E coordination arrangement: Large volume of information including much more performance indicators is produced by the sectoral MIS but not well integrated in the MMS • Weak results-based management • Inadequate capacity (Shortage of specialized M&E skills)

11. THANK YOU