| Organisation | President's Office - Public Service Management |
| Alternate Name | |
| Abbreviation | PO - PSM |
| Parent | President's Office |
| u.r.l. | http://www.estabs.go.tz/ |
| Country | Tanzania |
| Location | Dar es Salaam |
| Address | |
| Postal Address | |
| Telephone | |
| Management u.r.l. | |
| Fax | |
| Sector | Civil Service |
| Organisation Type | African Government |
| Status | |
| Stated Role | The Public Service Reform Programme has been designed in pursuit of the vision, mission, core values and guiding principles that have been promulgated in the new Public Service Management and Employment Policy. This policy, inter alia, stipulates that all Tanzania 's public service organisations will in future be guided by a shared vision:<P>Vision<P> The Public Service of Tanzania as a national institution of excellence that plays a pivotal role in achieving sustained economic growth and prosperity, and eradication of poverty in the 21 st Century.<P>Collective Purpose and Mission<P>The collective purpose of the Public Service organisations is to enable the Government to facilitate and empower all the citizenry, non-public and private sector agencies to realize peace, justice and social equity and to maximize their contribution to national development in ways consistent with the promotion of consumer welfare, eradication of poverty and the protection of the natural environment against mismanagement and degradation. |
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| Notes | Background The current Public Service Reform Programme (PSRP) has its origins in Civil Service Reform Programme (CSRP) that the Government implemented between 1993-99. The CSRP focused on re-defining the role of the state in Tanzania and rightsizing of Government in order to control public expenditure, especially the wage bill. The following major structural and institutional changes were achieved by the end of the CSRP phase of Government reform: * Contracting and streamlining of Government structures; * Reduction in employment numbers and wage bill control; * Installation of an integrated Human Resources and Payroll Management system; * Improved pay structure and enhanced salary levels; * Restructuring and decentralisation for improved service delivery; * Capacity building; and * Improved policy and legislative environment for sustaining reforms. Contracting and streamlining of Government structures Through a comprehensive exercise of organisation and efficiency reviews, the CSRP guided: (i) the re-definition of Government roles and functions by identifying non-core functions for either hive-off, or divestiture or decentralisation to local government or executive agencies, (ii) streamlining Government structures in line with the new roles and functions. By the end of the exercise, in 1998, the number of Government ministries had reduced considerably and the departmental and divisional structures in ministries reduced by some 25 percent. Reduction in employment numbers and wage bill control * Overall government employment levels were reduced from 355,000 in November 1992 to 264,000 by end of 1998, * This downsizing was realised through a combination of voluntary exits mandatory retirements and retrenchment of redundant personnel. Installation of a fully integrated Human Resources and Payroll Management system * Between 1996 and 2000, a fully integrated Human Resources and Payroll Management system was installed, * This new Integrated HR and Payroll Management System (IHRPMS) has already paid for itself twice over from the savings made by reintroducing payroll integrity, including the exclusion of “ghost workers”. Improved pay structure and enhanced salary levels * Real pay levels have been significantly raised for all categories of personnel, * In 1996 the pay structure was made more transparent and efficient by consolidation of employment compensation allowances and benefits into basic salaries. Restructuring and decentralisation for improved service delivery Restructuring of Government for improved service delivery took four dimensions: * The launch of a decentralization programme, * The launch of executive agencies, * Facilitating private sector participation, and * Service delivery re-engineering through a “quick-wins” scheme. Capacity building (i) Besides extensive in-service training of key Government officers through sponsorship for post-graduate studies and executive development courses, there was injection of needed expertise through contract recruitment of personnel with critical skills for which Government salary levels were too low. Improved policy and legislative environment for sustaining reforms * Several policy and legislative measures initiated during the CSRP such as the Executive Agencies Act No. 30 of 1997 have considerably improved the environment for implementing and sustaining reforms, * A public service management employment policy, heralding the restoration of meritocratic principles in recruitment, promotion and compensation of public servants was promulgated in 1998, * In January 1999, Government adopted a Medium Term Pay Policy (MTPP). The two hallmark features of this policy were: * emphasis on rapid enhancement of pay for personnel with managerial, professional and technical skills and responsibilities in order to enhance Government’s prospects when competing for recruitment and retention of such personnel; and * defining medium-term targets for enhancing salaries of the priority target group. [ Retrieved on 11-09-06 ] |
| Current Positions | |||
| Position | Name | From | To |
| Permanent Secretary - Public Service Management | Ruth Mollel | 2006 | |
| Deputy Permanent Secretary - Public Service Management | George Yambesi | 2006 | |
| Director of Establishment | Frederick Mmbaga | 2006 | |
| Director of Management Services | Erick Shitindi | 2006 | |
| Director of Information & Management Systems | David Sawe | 2006 | |
| Director of Records & Archives Management | Peter Mlyansi | 2006 | |
| Director of Administration & Personnel | Aloyce Msigwa | 2006 | |
| Director of Gender | A Mazzala | 2006 | |
| Director of Policy Development | Mathius Kabundunguru | 2006 | |
| Assistant Director of Human Resources Development | Selina Lyimo | 2006 | |
| Director of Ethnics & Inspection | Adieu Nyondo | 2006 | |
| Ministry Spokesperson | Zamaradi Kawawa | 2008 | |
| Budgets | ||||
| Donor | From | To | Budget ($) | Note |
| Links to Related Organisations |
| Parent Tree | President's Office |
| Government of Tanzania |
| Subsidiary Organisations | PSM - Panel of Experts |
| Associated Organisations |
| Donor Recipients |
| Past Positions | |||
| Position | Name | From | To |
| Record last updated on 09 NOV 2006 |