Transcript ETP Steering Committee – Tourism NKEA 18 October 2010

BIG RESULTS NOW! (BRN)
General Budget Support Annual Review
Meeting
18th November 2013
Presentation by
The President’s Delivery Bureau (PDB)
Julius Nyerere International Convention Centre
Outline
1. Background
2. Implementation Status
3. BRN Financing
4. Challenges
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1. Tanzania Development Vision 2025
▪ Transforming Tanzania into a middle-income country imbued
with the following characteristics:
▫ high quality livelihood;
▫ peace, stability and unity;
▫ good governance;
▫ educated and learning society; and
▫ competitive economy
▪ Transform the economy from a predominantly agricultural one to
a diversified and semi-industrialized economy with a substantial
industrial sector
2. Review of TDV2025 in 2010 – 2011 Revealed that:

We had succeeded in improving some areas especially in
macro-economic management, e.g.:
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



GDP growth of 7%,
Inflation rate of 6%,
food self sufficiency index at 100%,
respectable progress in improving quality of life by way improving the
delivery of social services (education, health, water)
 and instituting good governance and rule of law

But there were also significant shortcomings in that
 There was no significant poverty reduction (Head count index declined
from 35.7 in 2001 to 33.6 in 2007)
 The achievements fell short of TDV 2025 intermediate targets

Vision is still valid

Need to address prioritisation and M&E in implementation
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3. GoT Response: Resuscitate long term planning

Long Term Perspective Plan 2011/12-2025/26 (LTPP
2011/12-2025/26) formulated
▫
▫
Objective:
 To ensure that the country’s resources are organized and
used strategically to guarantee the realisation of the
development aspirations of Tanzania’s Development Vision
2025 (TDV 2025).
 Put the country on a rapid, inclusive and sustainable growth
trajectory and in so doing position the country on a sure path
to realising the development aspirations outlined in the TDV
Implementation :
Implementation of LTPP divided into three five year development
plans (FYDPs), each with a theme to underpin the thrust and
priority interventions.
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4

The First Five Year Development Plan 2011/12-2015/16
(FYDP I)
▫
▫
▫

The Second Five Year Development Plan 2016/17-2020/21
(FYDP II)
▫

Theme:
“Unleashing Tanzania’s Latent Growth Potentials”
Objective:
To unleash the country’s growth potentials in order to fast-track
the provision of the basic conditions for high, broad-based and
pro-poor growth.
Strategy:
Undertaking deliberate interventions that will remove the binding
constraints on the country’s ability to exploit its strategic growth
opportunities.
Theme: “Nurturing and Industrial Economy”
The Third Five Year Development Plan 2021/22-2025/26
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(FYDP III)
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
Big Results Now! (BRN) Initiative … local efforts to deliver on Development
Vision 2025 … inspired by Malaysian experience – Big Fast Results!
Experience from Malaysia showed that big results can be achieved fast through the
“delivery lab” methodology…
▪
Malaysia launched a transformation program in 2009 –known as “Big Fast Results”
(BFR) to realize its vision of becoming a high-income country by 2020
▪
The approach was centred around ‘delivery labs’ for priority areas and the Performance
Management and Delivery Unit (PEMANDU) was established to run and monitor the
programme
▪
The delivery lab methodology has delivered significant results in less than 3 years in
Malaysia on 18 national key economic areas, such as
– Street crime reduced by 39% from 2010 to 2011
– Implementation of a new MRT urban transport system providing >11% of total travel
across Kuala Lumpur
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6

Big Results Now! (BRN) Programme … local efforts to deliver on Development
Vision 2025 … inspired by Malaysian experience
. . . inspired by the Malaysian experience, Tanzania launched its own BRN initiative in
February 2013
June 2011
His Excellency President Kikwete visited Malaysia and was introduced to PEMANDU’s delivery lab
methodology
Sept 2012
The Government of Tanzania expressed interest in adapting the methodology to and implementing it in
Tanzania. This was followed by senior officials’ study tour.
Aug 2012
High level Cabinet Retreat on BFR methodology and approval of the same to be adapted and used in
Tanzania
Oct 2012
High level Cabinet Retreat approved establishment of Delivery Unit, 6 focus areas (NKRAs) and
operationalisation of Selected Labs
Feb 2013
Launch of the Big Results Now approach and Lab Process.
April 2013
Cabinet endorses lab recommendations and Ministers sign performance contracts
May 2013
Big Results Now Open Day
June 2013
Establishment of President’s Delivery Bureau and Ministerial Delivery Units (MDUs); Appointment of
Chief Executive Officer (CEO) of PDB
Aug 2013
Appointment of Deputy CEO for Agricultural Delivery
Sep/Oct2013
MoU in support of BRN Support System Programme and Project Document of Catalyzing Agricultural
Development in Tanzania signed between government and development partners; Recruitment
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processes for PDB and MDUs initiated.
4. Big Results Now! Initiative
Initiative of the government aimed at establishing a strong and effective
system to oversee, monitor and evaluate the implementation of its
development plans (particularly the FYDP I) and programmes based on
Malaysia’s Big Fast Results approach, which hinges on: ruthless
prioritisation; detailed monitoring tools; and accountability for performance.
5. Mainstreaming BRN
The impact of the Big Results Now initiative will be felt as resulting initiatives
are implemented through the Annual Development Plans for the years
2013/14, 2014/15 and 2015/16 which are the channels through which FYDP
I is also being implemented.
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BRN…an integral part of TDV 2025
• Overarching development goals
• Launched 2000
MKUKUTA
Long Term Perspective Plan (LTPP)
FYDP I
FYDP II
BRN
Catalytic
projects with big
fast results
BRN
2013/14 Annual Dev. Plan
2014/15 Annual Dev. Plan
2015/16 Annual Dev. Plan
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FYDP III
BRN
•
•
•
•
•
•
Education NKRA
Water NKRA
Energy NKRA
Agriculture NKRA
Resource Mobilization NKRA
Central Corridor Transport NKRA 9
1. Identifying and working on National Key Results
1

Done through Multiple Cabinet
retreats, finally 6 NKRAs picked
Strategic
Direction
2

Establish in detail what needs to be done;
conducted in White Sands Hotel, 22/02 – 5/04/2013
Labs
3

Shared lab output with general public and got
feedback- 24/05/2013 at National Museum Grounds
Open Day
44

Inform the public by publishing what is going
to get done in tiny detail (getting pregnant!)
Setting KPIs for the managers of the
process (6 Ministers), available POPC
KPI targets
website (www.mipangotz.go.tz).
66
Problem solving, on the
ImpleImpleground implementation
mentation
mentation
BRN
Roadmap
…6 out of 8 steps
in BFR have been
undertaken in
BRN
5


7
External validation on
results achieved
IPR/
Audit
8
Annual
Report10
Informing the
public delivery
over the period.

Lab Process
What?
▪ An iterative process for addressing difficult issues and accelerating solution development
Why?
▪ To solve complex issue / problems;
▪ To syndicate to ensure alignment: Key stakeholders are engaged early and continuously (~every 2
weeks)
▪ To create transparency and remove silos in resolving bottlenecks and implementing solutions
▪ To secure commitment: Critical stakeholders sign off on plans and are accountable for the implementation
Who?
How?
▪ Key stakeholders (20-30 people) from the relevant public, private and civil society
organisations relevant to solve the defined problem
▪ Cross-organizational team works full-time in one location (6-8 weeks)
▪ The lab involves intense problem-solving, supported by a facilitator team through:
Learning (fact finding, research, identifying best practices and success stories); Analysis (Data analysis
and number-crunching, Stakeholder analysis, root cause analysis) Brainstorming for solutions
(Intervention design, follow-up on outstanding Issues, documentation and data entry); and Discussions
and debriefs (outcomes from external meetings and discussions, syndications)
Output
▪ A “3-feet“ level (detailed) implementation programme, including agreed solutions, detailed execution
plan with responsible stakeholders, targets, and delivery mechanisms to ensure implementation
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First wave of labs were conducted from February 18 to April 5, at the White Sands Hotel
WEEK 1
WEEK 2
WEEK 3
WEEK 4
(Mar 11-16)
(Feb 18-22) (Feb 25-Mar 1) (Mar 4-8)
Lab
Problem
Key challenge Big ideas
preparation definition and identification brainstorming
prioritisation
and solution
identification
WEEK 5
(Mar 18-21)
10,000 ft
implementati
on
programme
writing
WEEK 6
(Mar 25-28)
1,000 ft
Implementation
programme
writing
WEEK 7
(Apr 2-5)
3 ft
implementation
programme
writing
Detail budget
WEEK 8
(Apr 8-12)
Finalisation
&
documentati
on Detail
budget
The lab output increased delivery capabilities for participants and momentum for initiatives
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Big Results by 2015
Agriculture
Education
Energy
Transportation
Water
Resource
mobilisation
▪
▪
▪
▪
▪
25 commercial farming deals for paddy and sugarcane
78 collective rice irrigation and marketing schemes
275 collective warehouse-based marketing schemes
▪
▪
▪
▪
▪
▪
▪
▪
▪
Increase generation capacity from 1,010 to 2,260 MW
Access to electricity to 5 mil more Tanzanians
Eliminate EPP reliance
Passage of 5 mil tons per year through the Central Corridor
Increase port throughput by 6 mil tons, rail by 2.8 mil tons
Reduce road travel time from 3.5 to 2.5 days
Pass rate of 80% for primary and secondary school students
Improve students’ mastering of 3R in Standard I and II by
implementing skills assessment and training teachers
Sustaining water supply to 15.2 mil people
Restoring water supply to 5.3 mil people
Extending water supply to 7 mil new users
▪ Increase tax revenue by Tsh 3 trillion
▪ Implementation of PPP projects valued at Tsh 6 trillion
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1. Identifying and working on National Key Results
1

Done through Multiple Cabinet
retreats, finally 6 NKRAs picked
Strategic
Direction
2

Establish in detail what needs to be done;
conducted in White Sands Hotel, 22/02 – 5/04/2013
Labs
3

Shared lab output with general public and got
feedback- 24/05/2013 at National Museum Grounds
Open Day
44

Inform the public by publishing what is going
to get done in tiny detail (getting pregnant!)
Setting KPIs for the managers of the
process (6 Ministers), available POPC
KPI targets
website (www.mipangotz.go.tz).
66
Problem solving, on the
ImpleImpleground implementation
mentation
mentation
BRN
Roadmap
…6 out of 8 steps
in BFR have been
undertaken in
BRN
5


7
External validation on
results achieved
IPR/
Audit
8
Annual
Report14
Informing the
public delivery
over the period.
2. Establishing the Delivery System

Objectives
▫
Problem-solving and solution generation:
-
▫
▫
▫
critical first step in the overall delivery process where action plans are
developed and implementation ownership is assigned.
Takes place both during the labs and throughout the process of
implementing lab initiatives.
Implementation and execution support:
-
Additional support and capacity to ensure execution of lab initiatives
on a line by line basis
Performance management:
-
monitoring and evaluation as well as performance reporting to ensure
the accountability and delivery
Design and implementation of special projects
- these are specific issues and/or requests in the overall delivery system
that can be investigated or solved without the intensity and rigour of a
lab environment.
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The
deliveryStructure
system is designed to support these principles,
 resulting
BRN Delivery
achieve early wins, and be sustainable over the long term
President
PDB CEO
reports to
President
Level 1:
Leadership, governance and
prioritisation
Transformation &
Delivery Council
Performance
dialogue
President’s Delivery Bureau (PDB)
PDB supports
NKRA Steering
Committees
MDU sends
updates on lab
implementation
PDB runs
labs
NKRA Steering
Committees
MDU
MDU
MDU
Delivery labs
Level 2:
Performance management and
problem-solving
Lead
Ministries
Ministers
MDU reports to
PS / Minister
Level 3:
Implementation and delivery
Delivery System
Existing structures
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1. Implementation in NKRAs:
NKRA
Big Results by 2015/16
▪ 25 commercial farming investments for
▪
▪
paddy and sugarcane
78 smallholder rice irrigation and
marketing schemes
275 smallholder warehouse-based
marketing schemes
▪ Pass rate of 80% for primary and
Education
▪
secondary school students
Improve students’ mastering of 3R in
Standard I and II by implementing skills
assessment and training teachers
▪ Increase generation capacity from 1,010
Energy
▪
▪
to 2,260 MW
Access to electricity to 5 mil more
Tanzanians
Eliminate EPP reliance
Big Results
by 2013/14
Current Status
5
39
100
64%
Relevant
after
2013
1,010
1,073
1, 200,000
124,567
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1. Implementation in NKRAs:
NKRA
Transportation
Big Results by 2015/16
Passage of 5 mil tons per year through the
Central Corridor
▪ Increase port throughput by 6 mil tons,
▪ Increase rail tonnage by 2.8 mil tons
▪ Reduce road travel time from 3.5 to 2.5
Big Results
by 2013/14
1
Current Status
 Standard Operating procedures
for
all Agents working in port almost
finalized, all agents, all agents (incl.
TPA, TRA, TICTS) working 24/7
except banks.
0.6
 Remanufacturing
3.1
 TRA has started installing electronic
days
18
locos,
procuring
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new
locos
(downpayment made), payment for
274 wagons being prepared.
tracking system in some vehicles; 3
out required 28 brigdes at various
stages of construction
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1. Implementation in NKRAs:
NKRA
Big Results by 2015/16
▪ Sustaining water supply to 15.2 mil
Water
▪
▪
people
Restoring water supply to 5.3 mil people
Extending water supply to 7 mil new
users
▪ Increase tax revenue by Tsh 3 trillion
Resource
Mobilisation
▪ Implementation of PPP projects valued
at Tsh 6 trillion
Big Results
by 2013/14
Current Status
22.7
16.34
2.2
4.9
0.11
1.03

1.26 trillion
950 billion

Drafting of amendments to PPP Act
completed, awaiting presentation to
Parliament
Discussions on Dar Chalinze
Expressway (100 billion Tshs) initiated,
PDB soliciting funding for Transaction
Advisors
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2. Implementation in Delivery Structure
 PDB Leadership in place.
 6 MDUs established.
 3 NKRA Steering Committees operational.
 3 Problem solving meetings chaired by Prime
Minister.
 BRN approach rolled out to MDAs and LGAS
 TDC has met once
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Funding for Implementing NKRAs
 Analysed budget gap:
▫
▫
▫
▫

Total for 3 years:
Of which requirement in
2013/14:
Available in budget (GOT
+ DPs):
Budget Gap 2013/14:
-
TZS 17.3 Trillion (USD 10.3 BN)
-
TZS 4.862 Trillion (USD 2.9 BN)
-
TZS 1.957 Trillion (USD 1.17 BN)
TZS 2.905 Trillion (USD 1.73 BN)
Strategies to address the gap:
▫
▫
▫
Identifying internal savings (limited scope).
Invite private sector (PPP) for suitable projects.
Reach out to DPs to align programmes.
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 Budget alignment and resource mobilisation
 Procurement
 Regulatory Permits
▫
▫
▫
Environmental and Social Impact Assessment (ESIA)
FDA Permits
TBS Certificates
 Legal and Court Processes
 Skilled Staff
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Asanteni Sana!!
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