UNITED REPUBLIC OF TANZANIA€¦ · united republic of tanzania office of the treasury registrar...

UNITED REPUBLIC OF TANZANIA

OFFICE OF THE TREASURY REGISTRAR

STRATEGIC PLAN 2013/14 -2015/16

33 Street Samora Machel Avenue P. O. Box 3193 11104 DAR ES SALAAM.

JULY, 2014

Strategic Plan 2013/14-2015/16

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TABLE OF CONTENTS

ABBREVIATIONS AND ACRONYMS ................................................. iv STATEMENT OF THE TREASURY REGISTRAR .................................vii ACKNOWLEDGEMENT .................................................................... x EXECUTIVE SUMMARY .................................................................. xi CHAPTER ONE - INTRODUCTION ................................................... 1

1.1 BACKGROUND AND INTRODUCTION ................................. 1 1.3 THE ROLES AND FUNCTIONS ............................................ 3 1.4 PURPOSE OF THE PLAN .................................................... 5 1.5 METHODOLOGY ............................................................... 6 1.6 PLAN LAYOUT .................................................................. 7

CHAPTER TWO - SITUATION ANALYSIS .......................................... 8 2.1 INTRODUCTION ............................................................... 8 2.2 PERFORMANCE REVIEW ................................................... 8 2.3 VISION .......................................................................... 12 2.4 MISSION ........................................................................ 12 2.5 CORE VALUES ................................................................ 12 2.6 OBJECTIVES................................................................... 13 2.7 STAKEHOLDERS ANALYSIS ............................................. 14 2.8.0 ENVIRONMENTAL SCAN: THE SWOC ANALYSIS ............... 19

CHAPTER THREE - THE PLAN ....................................................... 23 3.1 INTRODUCTION ............................................................. 23 3.2 OBJECTIVES................................................................... 23

CHAPTER FOUR - RESULT FRAMEWORK ....................................... 42 4.3.2 Planned Reviews ............................................................ 79 4.4 Reporting Plan ............................................................... 88 4.4.1 Internal Reporting Plan ................................................... 88

STRATEGIC PLAN MATRIX ........................................................... 95


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LIST OF TABLES.

Table 1: Stakeholders Analysis ..................................................... 15 Table 2: Result Framework Matrix ……………………………………………..45

Table 3: Monitoring and Evaluation Plan Matrix…………………….........45

Table 4:Planned Reviews ............................................................. 80

Table 5: Internal Reporting Plan ................................................... 89

Table 6: External Reporting Plan…………………………………………………90


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ABBREVIATIONS AND ACRONYMS

AIDS - Acquired Immunity deficiency Syndrome

AHRMU - Administration and Human Resource Management

Unit

CAG - Controller and Auditor General

CBOs - Community Based Organizations

CSOs - Civil Society Organizations

DPs - Development Partners

FAU - Finance and Accounts Unit

FYDP - Five Year Development Plan

GDP - Gross Domestic Product

HIPC - Highly Indebted Poor Countries

HIV - Human Immune-deficiency Virus

HoDs - Heads of Divisions

IAU - Internal Audit Unit

ICT - Information Communication Technology

ICTU - Information Communication Technology Unit

IECU - Information, Education and Communication Unit

IFMS - Integrated Financial Management System

IT - Information Technology

LAN - Local Area Network

LSU - Legal Services Unit

MDGs - Millennium Development Goals

MDAs - Ministries, Departments and Agencies

M&E - Monitoring and Evaluation


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MIS - Management Information System

MSD - Management Services Division

MKUKUTA - Mkakati wa Kukuza Uchumi na Kupunguza Umaskini

Tanzania

MKURABITA - Mpango wa Kurasimisha Rasilimali na Biashara za

Wanyonge Tanzania

MOF - Ministry of Finance

MTEF - Medium Term Expenditure Framework

N/A - Not Applicable

NGO’s - Non- Governmental Organizations

NSGRP - National Strategy for Growth and Reduction of

Poverty

OPRAS - Open Performance Review and Appraisal System

PID - Public Investment Division

PLWA - People Living with AIDS

PMD - Privatization and Monitoring Division

PSC’s - Public and Statutory Corporations

PU - Planning Unit

PER - Public Expenditure Review

PFMRP - Public Financial Management Reform Programme

PO – PSM - President’s Office – Public Service Management

PPA - Public Procurement Act

PMU - Procurement Management Unit

PSRP - Public Sector Reform Programme

ROI - Return on Investment


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SWOC - Strengths, Weaknesses, Opportunities and

Challenges.

TRMIS - Treasury Registrar Management Information

System

TRO - Office of the Treasury Registrar

TR - Treasury Registrar

WAN - Wide Area Network


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STATEMENT OF THE TREASURY REGISTRAR

It is my pleasure to present the Strategic Plan of the Office of the

Treasury Registrar (TRO) for the period 2013/14 - 2015/16. The plan

reflects the objectives to be achieved, the strategies to be used and

targets to be attained in order to meet stakeholder’s expectations.

However, performance indicators have been developed to measure

the performance of the Office.

The TRO was established as a Corporation Sole under the Treasury

Registrar Ordinance Cap 418 of 1959 and The Treasury Registrar

(Powers and Functions) Act Cap.370 of 2002 (as amended in 2010).

The Office performs three core functions, namely Oversight,

Custodianship and Advisory. As a custodian, the TRO is responsible

for holding all investments comprised of the paid up capital of public

and statutory corporations as well as private investments in which the

Government owns shares or interests, in trust for the President and

for the purposes of the Government. As an Oversight Organ, the TRO

is responsible for among others, issuing Circulars which represent

directives on various issues including financial management and other

operational guidelines. As advisory organ, the TRO render advice to

the Government on various matters pertaining to performance of

PSC’s.


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The Office of the Treasury Registrar which previously operated as one

of the Divisions within the Ministry of Finance has been removed from

the Ministry of Finance. Subsequent to that and following the

amendment of the TRO Act, in 2010, the Office of the Treasury

Registrar was re-established and required to operate as an

autonomous entity independent of the Ministry with a view to

speeding up decision-making.

The changed status of the Office from a Division to an autonomous

entity has brought new challenges and has expanded the

responsibilities of the Treasury Registrar, hence making it necessary

to prepare a Strategic Plan addressing its new roles and functions

effectively.

The Plan has four chapters. Chapter one gives the background and

introduction. Chapter two provides a Situation Analysis in which the

present position of the Office is examined. Chapter three outlines the

objectives of the Office, the planned targets and the strategies to be

used to attain the objectives. This chapter also identifies the key

indicators to be used to measure the progress made in executing the

plan. Chapter four provides the Result framework.

The Strategic Plan has been prepared in consideration of the Tanzania

Five Year Development Plan 2011/12-2015/16, Vision 2025, Ruling

Party Election Manifesto of 2010, and National Strategy for Growth


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and Reduction of Poverty (NSGRP) Phase Two and other National

Policies and Planning Frameworks.

The Plan aims at achieving the following objectives: Optimizing

Economic and Social returns from Public Investments; Improving

Financial Management and Accountability in Public Institutions and

Statutory Corporations; Improving Resource Mobilization, Allocation

and Utilization in Public Institutions and Statutory Corporations;

Improving Performance of Public and Statutory Corporations;

Improving Stakeholder Consultation, Communication and

Participation; Improving Staff performance and service delivery;

Enhanced Implementation of National Anti-Corruption Strategy and

reduced Corruption incidences; and Reducing HIV/AIDS infections and

improving Supportive Services.

Finally, it is important to note that, the successful implementation of

the Plan depends on every one being, committed in performing the

requisite roles in order to contribute effectively to the achievement of

the set goals and objectives.

I therefore, urge all TRO key stakeholders to play their role in the

implementation of this plan.

.....................................................

ACTING TREASURY REGISTRAR


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ACKNOWLEDGEMENT

The Office of the Treasury Registrar acknowledges the support from

those involved in the preparation of three years Strategic Plan. While

it is not possible to mention everyone by name , the office wishes to

acknowledge the contribution of various stakeholders in providing

inputs for the plan, in particular, we thank the Ministry of Finance

(MOF), MDA, Development partners and PFMRP Secretariat for their

continued support and valuable comments.

The Office of the TR wishes to express its gratitude to Members of

the Parliamentary Committee for Finance & Economic Affairs for

their, advice and guidance which provided valuable input to, not only

the plan process but also to the changed status of the office .

Lastly, but not least the TRO wishes to acknowledge the cooperation,

services and valuable comments received from stakeholders. It is our

expectations that the cooperation accorded to us during plan

preparation will continue for successful implementation of the Plan.


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EXECUTIVE SUMMARY

The Strategic Plan covers a three-year period from 2013/14 -

2015/16. The plan describes the Vision, Mission, Core Values and

Mandate of the Office. In addition it defines the Objectives, Targets

and Key Performance Indicators.

In developing this Strategic Plan, the office carried out a detailed

Situation Analysis which involved Stakeholder Analysis and Analysis of

its Strengths, Weaknesses, Opportunities, and Challenges (SWOC).

Based on the analysis, we were able to develop the objectives,

strategies, targets and performance indicators for the next three

years.

The plan has been developed using a participatory approach whereby

staff of the TR Office and key stakeholders were involved. The

literature review of various reports were also conducted including the

Medium Term Expenditure Framework- 2012, the Public Financial

Management Reform Programme (PFMRP) Phase four Strategy, the

MOF Strategic Plan, the Treasury Registrar Ordinance Cap 418 of

1959, Treasury Registrar (Powers and Functions) Act Cap.370 of 2002

(as amended in 2010), the Approved organization Structure of the

Office of the Treasury Registrar and other inputs obtained from on

Due Diligence Report on TRO of 2008. Other Government policy


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documents were also considered such as Tanzania Development

Vision 2025, Tanzania Five Year Development Plan 2011/12- 2015/16,

and The National Strategy for Growth and Reduction of Poverty

(NSGRP) commonly known as MKUKUTA, the 2010 Ruling Party

Election Manifesto, and the other National existing Policies and

Strategies.

The plan has four chapters. Chapter one gives the background and

introduction. Chapter two provides a situation analysis in which

present position of the Office is examined. Chapter three outlines the

objectives of the Office, the planned targets and the strategies to be

used to attain the objectives. This chapter also identifies the key

indicators to be used to measure the progress. Chapter four provides

the Results framework.


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CHAPTER ONE - INTRODUCTION

1.1 BACKGROUND AND INTRODUCTION

The Office of the Treasury Registrar (hereinafter referred to as TRO)

is established under the Treasury Registrar Ordinance Cap 418 of

1959 and Treasury Registrar (Powers and Functions) Act Cap.370 of

2002 (amended in 2010). The TRO is mandated with the

responsibility of holding all investments comprised of the Paid Up

Capital of Public and Statutory Corporations as well as in private

investments in which the Government owns shares or interest in trust

for the President and for the purposes of the Government of the

United Republic of Tanzania.

Prior to the amendment of the TRO Act, the Office operated as one

of the divisions within the Ministry of Finance. However, since July

2013, in line with amendments brought about by the 2010, TR Act,

the Office of the Treasury Registrar started operating as an

autonomous entity mandated with the responsibility for oversight

over Public and Statutory Corporations ( PSC’s).

In performing its regulatory and oversight functions, the TRO has

been facing a number of challenges such as conflicting provisions

within the various Legislations establishing Public and Statutory

Corporations, Mismanagement of PSC’s, Lack of Accountability by

PSC’s the challenges has resulted to poor performance of some of


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PSC’s as they operating unprofitably, thus they fail to contribute

effectively to the country’s development.

To address these challenges, the Government commissioned a

Consultant to undertake Due Diligence Study on the Mechanism used

by the TRO to Supervise PSC’s and provide advice on how to improve

the same.

The key findings of the study were:

Establishment of TRO as an autonomous body that led to the

amendment of the Treasury Registrar (Powers and Functions)

Act Cap.370, 2010 R.E.

There were delays in decision-making due to the lengthy chain

of command and communication

There were some gaps in the establishing Act which

contributed to the Office of TR’s inability to perform its

oversight functions effectively.

Resulting therefrom it was recommended among other things, that

the TRO has to be removed from the position of a division within the

Ministry and be re - established as an autonomous entity to operate

as a Corporation Sole independent of the Ministry of Finance.

In implementing the Consultant’s Recommendations, the Treasury

Registrar (Powers and Functions) Act Cap.370 of 2002 was amended


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in 2010 and starting from July, 2013, the TRO was given its own vote

and moved from the Ministry to a different location, namely, Samora

Avenue, CHC House.

1.2 THE MANDATE

The Treasury Registrar Ordinance Cap 418 of 1959, The Treasury

Registrar (Powers and Functions) Act, Cap 370 of 2002 (as amended

in 2010) and the Public Corporations Act 1992 give mandate to the

Treasury Registrar to perform three Core functions, namely

1. Oversight over Public Institutions and Statutory Corporations

2. Custodianship Role whereby is responsible for holding in trust

for the President and on behalf of the government all

investments in which the government owns shares or interest

and

3. Advisory role whereby the TR provides advice to the

government on investment or disinvestment decisions as well

as other matters in relation to PSC’s.

THE ROLES AND FUNCTIONS

Section 10 of The Treasury Registrar (Powers and Functions) Act

CAP.370 as amended, provides for the functions of TRO as follows:-

(1) The Treasury Registrar shall keep or cause to be kept

under permanent review the business and affairs of all persons

and bodies of persons in respect of which the Treasury


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Registrar holds any property or any interest in the property

pursuant to this Act.

(2) Without prejudice to the generality of subsection (1), and

in furtherance of that provision the Treasury Registrar shall, in

particular

a) render advice to the Government relating to the

establishment of public or statutory corporation and

vesting of any business or property in those

organizations;

b) review the financial performance of PSC’s with a view to

recommending measures aimed at amalgamation, re-

organization, disestablishment or improvement of their

performance;

c) set financial target and other performance criteria to be

pursued by any PISC;

d) evaluate from time to time the performance and

effectiveness of the Board or Management of PSC’s in

order to ensure the proper and efficient utilization of

resources of those corporations ;

e) approve equity investment of Public Corporations in other

Public Corporations or Company;

f) invest or dispose off investments in PSC’s;

g) supervise the Public Investment Fund;


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h) ensure that every PSC’s enters into performance contract

with Treasury Registrar immediately after the

appointment of the governing body;

i) monitor and evaluate training programme in PSC’s;

j) direct or approve the adoption, application or

amendment of financial regulations so as to ensure the

proper accounting of the income and expenditure of

PSC’s;

k) examine and approve organization and salaries structure,

schemes of service, and incentive package of PSC’s;

l) monitor capital grants, subsidy, capital funds, reserves or

retained earnings earned by PSC’s and any other PSC’s

and any other public investments;

m) consider, recommend or approve corporate and annual

plans of PSC’s;

n) monitor and evaluate performance of PSC’s; and

o) Make follow-up and ensure dividend, remittance and

loans from PSC’s are paid when are due.

1.3 PURPOSE OF THE PLAN

The TRO recognises its role in the realisation of National

Development Vision 2025. The TRO is expected to bring about high

and equitable supervision of PSC’s and in the process ensure

increased generation of non-tax revenues and improved


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accountability. The effective implementation of the three year

Strategic Plan will contribute greatly in the achievement of the

Tanzania Five Year Development Plan (FYDP 2011/12 - 2015/16) and

the long-term goals contained in the Government’s Vision 2025.

This Plan sets out the road map of the TRO by identifying objectives

and targets to be achieved and strategies to be pursued in the next

three years. It also provides guidance to all divisions and units of the

TRO during the plan and budget preparation stage. It is expected

that, the plan will be a useful tool in resource allocation, a guide to

performance and Monitoring and Evaluation. Furthermore, it is a

communication and information sharing tool between TRO, PSC’s and

stakeholders.

1.4 METHODOLOGY

In preparing the plan a participatory approach was used involving

Top Management and other stakeholders. Additional information was

gathered through literature review which included references such

as: National Strategy for Growth and Reduction of Poverty (NSGRP

II), the Medium Term Expenditure Framework -2012, the Public

Financial Management Reform Programme Strategy (PFMRP) phase

four, MOF Strategic Plan, the Treasury Registrar Ordinance Chapter

418 of 1959; Treasury Registrar (Powers and Functions) Act Cap.370

of 2002 (as amended in 2010) , the approved organization Structure


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of the TRO and other inputs from the Due Diligence Report on TRO

performance of 2008.

1.5 PLAN LAYOUT

The Strategic Plan is presented in four chapters. Chapter One

highlights the TRO background, mandate and roles and functions. It

also shows the methodology, purpose and Plan Layout. Chapter Two

contains the Vision, Mission, Core Values and Situation Analysis in

which the external and internal environments are analysed and their

impact on the performance of the TRO. Chapter Three presents,

Objectives, Strategies, Targets and Key Performance Indicators and

Chapter Four provides the monitoring, evaluation and reporting

framework for the plan.


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CHAPTER TWO - SITUATION ANALYSIS

2.1 INTRODUCTION

This chapter provides a review of the performance of the Office, the,

TRO Vision, Mission, Core Values and Objectives. It gives the list of

Stakeholders, and the Services provided to them and their

expectations as well as their impact on the performance of the TRO.

It also includes an analysis of internal and external environment in

which the TRO operates.

2.2 PERFORMANCE REVIEW

This section reviews the performance of the Treasury Registrar Office

during the period prior to being allowed to operate as an

autonomous entity. The functions mandated to the TRO by the

establishing Acts namely, the Treasury Registrar (Powers and

Functions) Act, CAP 370. The TRO has operated as one of the

divisions within the Ministry of Finance for 51 years from 1959 to

2010. Following the amendment of the TRO establishing Act in 2010,

the TRO was removed from the Ministry of Finance structure and re-

established as an autonomous organ operating independently with a

view to speeding up decision-making.


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During the past three years while operating as autonomous body, the

TRO performed its mandated functions and recorded a number of

achievements as follows;

Amendments of Treasury Registrar (Powers and Functions) Act,

CAP 370 as in 2010.

Approval of the new TRO Organisation Structure in 2010.

Establishment of Treasury Registrar Management Information

System (TRMIS).

Increase in capital investments to the PSC’s from 7.8 trillion in

2009/10 to 14 trillion in 2012/13 as shown below;


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A total of 8 circulars and Guidelines were issued to PSC’s of

which 7 were for salary circular and 1 was for responsibility

Allowance circular.

Improvement in non-tax revenue collections in terms of

dividend and remittance contributions from PSC’s and the trend

is shown hereunder;

Analysis and provision of appropriate recommendations to

PSC’s on Audited Accounts, Budget and Quarterly Reports

annually;

As at 2013 TRO has conducted 10 management audit to

various PSC’s for the assessing the level of compliance for the

requirements of TRO.


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Provision of advice to Government on various issues including

appointment of Board Members of PSC’s;

As at March, 2013 TRO has finalized the analysis and approval

reviews and approval of the following documents: 27 Schemes

of Service; 9 Organization Structure; 12 financial regulations

and 21 Staff Regulations; Salary structure; 4 Voluntary

Agreements and Incentive Package Schemes for PSC’s annually.

Some of the challenges encountered include the following:-

a. Conflicting provisions of some of the Legislations of PSCs

which hinder TRO to execute its functions efficiently;

b. Capacity of TRO to supervise PSC’s ( Number of Staff,

Skills and Tools);

c. Lack of institutional accountability in some of PSC’s;

d. Delays in decision making within the Government;

e. Insufficient financial resources for meeting operational

requirements ;

f. Increasing Debt burden to Government Guarantees to

PSC’s.

g. Absence of a policy on governing PSC’s;

h. Inadequate Communication and Co-ordination between

and across sectors;

i. Unpredictable revenue collections;


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j. Litigations arising from the course of debt collection from

PSC’s

k. Non Involvement of TRO in voluntary agreements and

Incentive packages which is formed between

management and workers in PSC’s.

l. In adequacy of TR Act in supervision of PSC’s.

m. HIV/AIDS;

2.3 VISION

To be the most effective and efficient oversight body for Public and

Statutory Corporations in Tanzania

2.4 MISSION

To safeguard and effectively oversee Government investments in

both Public Institutions and Statutory Corporations through collective

responsibility of all key Stakeholders.

2.5 CORE VALUES

i. Respect, Honesty and Loyalty

Organisation values and respect its employees with honest and

loyalty.

ii. Professionalism, Transparency and Customer focused

We maintain the highest degree of Professionalism and ethical

standards, building value added relationship with customers and

stakeholders in transparency manner and customer focus for

delivery of quality services.


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iii. Pursuit of excellence in service;

We understand our activities objectively and pursuit of excellence

in service.

iv. Responsible, Innovativeness and Commitment;

Responsible in encouraging creativity, innovation and commitment

that lead to enhancement of our capacity in handling regulatory

and oversight issues.

v. Participatory Management, Efficiency and Integrity.

We encourage participatory Management and believe in integrity

and determined to treat customers and each other with trust and

encourage participatory Management that brings efficiency and

result oriented.

vi. Team work

We believe in team work, putting together diverse expertise to

achieve success.

2.6 OBJECTIVES

The TRO is guided by the following core objectives:

A. Service improved and HIV/AIDS infections reduced

B. Enhance, sustain and effective implementation of the National

Anti-corruption strategy


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C. Economic and Social returns from Public Investments

optimized.

D. Performance and supervision of Public and Statutory

Corporations improved.

E. Financial Management and Accountability in Public Institutions

and Statutory Corporations improved.

F. Resources Mobilization, Allocation and Utilization from Public

Institutions and Statutory Corporations improved.

G. Stakeholders’ Consultations, Communication and Participation

improved.

H. Staff Performance and Service delivery improved.

2.7 STAKEHOLDERS ANALYSIS

The TRO’s stakeholders have been broadly categorised as Ministries;

Government Institutions; Statutory Corporations; Investors;

Development Partners; Employees ; Members of Parliament; National

Audit Office; Private sector; NGOs; CSOs and CBOs; Cabinet; Media;

Trade Unions and General Public.


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Table 1 below describes the services offered by the TRO and

stakeholders’ expectations.

Table 1: Stakeholders Analysis

SERVICE/PRODUCT OFFERED

STAKEHOLDERS

STAKEHOLDERS RANKING

EXPECTATIONS

Analyse and provide

recommendations on

Financial, Investment

and Management

matters

MDA’s

Cabinet

PSC’s

Development

Partners

Primary Good governance,

transparency and

accountability

Proper use of public

resources

Improved service

delivery

Timely, accurate

and reliable sharing

of information

Conducive

investment climate

Abide to terms of

agreements

Transparency in

Parastatals

restructuring


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STAKEHOLDERS


EXPECTATIONS

process

Issuance of Circulars

and Guidelines

MDA’s

PSC’s


transparency and

accountability

Proper use of resources

Improved service

delivery

Clarity and consistency

of policies

Timely, accurate and

reliable sharing of

information

Compliance and

Accountability


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STAKEHOLDERS


EXPECTATIONS

Review and approve

financial and Staff

Regulations, Schemes

of Service, Voluntary

Agreements, Salary

Structures,

Performance Contracts,

Circulars and

Guidelines

MDA’s

PSC’s


transparency and

accountability

Proper use of public

resources

Improved service

delivery

Clarity and

consistency of

policies

Improved

partnerships

Conducive

investment climate

Abide to terms of

agreements

Transparent

restructuring

process of


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STAKEHOLDERS


EXPECTATIONS

Parastatals

Resources Mobilization

and Allocations

MDA’s

Parliament

Cabinet

PSC’s

Development

Partners

Primary

Clear and timely

performance reports

Good governance ,

transparency and

accountability

Timely and fair

allocation of funds

Provision of Quality

service delivery and

Corporate Governance

MDA’s

PSC’s

Development

Partners

Employees

Parliament

Primary

Conducive working

environment and

adequate working tools

and equipment

Fair performance

appraisal, rewards and

sanction system

Social interaction

Compliance and

Accountability

Members of

Parliament

Media

General

Public

Secondary

Effective

Communication and

Information sharing

MDA’s

Cabinet

PSC’s

Primary

Timely, accurate and

reliable sharing of

information


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STAKEHOLDERS


EXPECTATIONS

Development

Partners

Employees

Parliament

Members of

Parliament

Media

General

Public

Secondary


Primary – very important Secondary – Fairly Important

2.8.0 ENVIRONMENTAL SCAN: THE SWOC ANALYSIS

SWOC is a short form for: Strength, Weakness, Opportunities and

Challenges. The analysis for Strength and Weaknesses illustrates

Internal Environment Analysis, while the analysis for Opportunities

and Challenges are referred to as External Environment Analysis. The

Strength and Weaknesses are factors within the organization’s

capability, while the Opportunities and Challenges are outside the

Organization’s capability. Therefore this Strategic Plan has been


20

developed based on the output of the Strength, Weakness,

Opportunities and Challenges (SWOC analysis).

2.8.1 INTERNAL ENVIRONMENT SCAN (Strength and

Weaknesses)

2.8.2 STRENGTHS

The following are the Strengths of the TRO:-

i. TR Organization structure in place

ii. Existence of the amended Treasury Registrar (Powers and

Functions) Act Cap.370.

iii. Existence of teamwork and staff participation in setting

organizational goals, objectives and targets

iv. Young and qualified staff.

v. Existence of Treasury Registrar Management Information

System (TRMIS).

2.8.3 WEAKNESSES

The following are the Weakness of the TRO:-

i. Inadequate expertise in various Skills.

ii. Absence of Client Service Charter.

iii. Absence of Staff Regulation

iv. Lack of human resource Plan


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v. Lack of succession Plan

vi. Lack of Framework for Monitoring and Evaluation.

2.8.4 EXTERNAL ENVIRONMENT SCAN (Opportunities and

Challenges)

2.8.4.1 OPPORTUNITIES

TRO is committed to tap the following opportunities emerging from

the external business environment.

i. Existence of Tanzania development Vision 2025.

ii. Existence of a National Anti-Corruption Strategy in place.

iii. Existence of Public Service Reform Programme (PSRP).

iv. Existence of Parastatal Sector Reform Programme.

v. Development Partners commitment to support the Office

of the TR.

vi. NSGRP (MKUKUTA) and MKURABITA.

vii. Favorable Political Environment.

viii. Availability of Natural Resources.

ix. Increased GDP growth rate.

x. Existence of Human Capital Management Information

System (Lawson)

xi. Existence of Parliamentary Committees

xii. Existence of National Audit Office (NAO)

xiii. Computerized financial management system (IFMS)


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2.8.4.2 CHALLENGES.

The following are existing Challenges:-

i. Conflicting Legislations which hinder TRO to execute its

functions efficiently especially in the some areas such as:

Board appointment in PSC’s.

Inadequacy of TR Act in supervision of Regulatory

authority

Non Involvement of TRO in voluntary agreements and

Incentive packages in PSC’s.

ii. Capacity of TRO to supervise PSC’s (Number of Staff and

Skills);

iii. Lack of Institutional accountability in some of PSC’s;

iv. Insufficient financial resources for meeting operational

requirements;

v. Increasing Debts burden due to Government Guarantees

vi. Inadequate Office working tools and equipment.

vii. Absence of a policy on governing PSC’s;

viii. Inadequate Communication and Co-ordination between and

across sectors;

ix. Unreliable revenue collections;

x. Litigations arising from the course of debts collection from

PSC’s

xi. HIV/AIDS;


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CHAPTER THREE - THE PLAN

3.1 INTRODUCTION.

The chapter discusses the eight Objectives the TRO and outlines the

strategies, targets to achieve the TRO objectives and highlights the

key indicators which are to be used as standard measures of the

performance.

3.2 OBJECTIVES.

Objectives are the means to implement the Mission and achieve the

Vision of the Organisation. The TRO has identified eight Objectives,

of which two of them relate to National cross cutting issues. The

Objective is supported by a Rationale, followed by Strategies, then

Targets and Key Performance Indicators.

3.2.1 Objective A: HIV and AIDS infections reduced and

Supportive Services Improved.

3.2.1.1 Rationale

HIV and AIDS is not only a Health Sector challenge but also a

developmental challenge that has deep economic, social, and cultural

implications. It is a national disaster whereby an increasing number


24

of people are infected with the virus and therefore suffer from or die

of AIDS opportunistic diseases. The TRO is not spared from the HIV

and AIDS pandemic and therefore has to cope with the growing

demands responding to HIV and AIDS, which includes prevention,

care and impact mitigation.

As a result, there is a growing need for comprehensive response to

HIV and AIDS which requires involvement of all stakeholders. A

Multisectoral approach involving all stakeholders working together

with emphasis on their areas of comparative advantage is now

recognized as the only effective approach to address the challenge.

3.2.1.2 Strategies

In recognition of HIV and AIDS threat, TRO plans to overcome this

predicament through the following strategies:

i. Strengthen existing and new programmes to fight the spread of

HIV and AIDS at workplace.

ii. Designing and implementing mechanism to support staff living

with HIV and AIDS.

3.2.1.3 Targets

Preventive Programmes prepared and implemented by June, 2016 is

the only target to achieve this objective.


25

3.2.1.4 Key Performance Indicators

The following Indicators will be used to measure expected targets

under this objective:-

i. HIV prevalence rate;

ii. Perception of staff on quality of HIV and AIDS support

services;

iii. Percentage of staff attending voluntary HIV testing; and

iv. Percentage of staff living with HIV and AIDS having

access to supportive services.

3.2.2 Objective B: Implementation of a National Anti-

Corruption Strategy Enhanced and Corruption

incidences reduced

3.2.2.1 Rationale

Corruption is one of the critical issues in the country and has a

negative effect on the social and economic development. The Office

of the TR as an economic engine of the country cannot be isolated

with these effects.

Corruption undermines economic growth, disrupts and impairs

resource mobilization which affects public service delivery. There are

a number of areas in the TRO which are vulnerable to corruption

including; procurement, budgets and investments whereby


26

compliance is undermined, diversion of public investments away from

social services into capital projects where bribes and kickbacks are

more plentiful and also hinder public services delivery.

The Office of the Treasury Registrar is implementing and

mainstreaming the NACSAP II into its Policies and Strategies in order

to bring about transparency and accountability in the whole Financial

Management System for public service delivery and thus to maintain

zero tolerance for all acts of corruption at all levels. However, this is

no longer moral issue it has become a major tool to fight against

poverty in the society. Therefore, the TRO will create public

awareness and engage all stakeholders in preventing and combating

corruption in all levels.

3.2.2.2 Strategies

TRO plans to address corruption challenges through the following

strategies:

i. Strengthen collaboration with other stakeholders to mitigate

this challenge.

ii. Strengthen capacity building of TRO staff on anti-corruption

strategies and ethics.


27

3.2.2.3 Targets

Target for this objective is as follows:-

i. TRO Anti-Corruption strategy prepared and implemented by

June, 2016.

3.2.2.4 Key performance Indicators

The following Indicators will be used to measure expected outcomes


i. Perception of the stakeholders on corruption within TRO is

changed to hate corruption.

ii. Number of corruption incidences reported

iii. Number of employees sanctioned for involvement in corrupt

practices


28

3.2.3 Objective C: Economic and Social Returns from Public

Investments optimized

3.2.3.1 Rationale

The TRO is responsible for holding all Government investments. It

also deals with governance issues and oversight of Public Enterprise

Management through Reforms, Monitoring and Evaluation focusing

more on post-privatized activities. The sound management of

Government investments will result into maximum social returns that

include taxation, dividends, surpluses, remittances and other Social

services.

3.2.3.2 Strategies

The TRO plans to address Economic and social returns challenges

through the following strategies:

I. Enhancement of Government Investment Supervision.

II. Improving Monitoring and Evaluation of Government

Investments.

III. Establishment of a Public Investment Fund.


29

3.2.3.3 Targets

Targets for this objective are as follows:-

i. Government Investments in Commercial and non –

Commercial Enterprises supervised annually by June

2016.

ii. Monitoring and Evaluation of PSC’s implemented annually

by June 2016.

iii. Public Investment Fund established by June 2016.

iv. Non - tax Revenue Collection from PSC’s improved by

June, 2016;


The following Indicators will be used to measure expected Targets


i. Percentage by which Non-Tax Revenue collections

increased;

ii. Number of Public Enterprises Monitored and

iii. A Public Investment Fund in place.


30

3.2.4 Objective D: Performance and Supervision of Public

and Statutory Corporations improved.

3.2.4.1 Rationale

The TRO oversees the Performance of PSC’s through continuous

monitoring of institutions and conducting Management Audit from

time to time. In so doing, management performance, accountability

and transparency are enhanced.

3.2.4.2 Strategies

TRO plans to improve performance of PSC’s through the following

strategies:-

i. Implementation of Performance Contract for PSC’s.

ii. Strengthening Management Audit implementation.

3.2.4.3 Targets


i. Twenty (20) PSC’s’ Boards signed Performance Contract with

Treasury Registrar by June 2016;

ii. Management Audit Programmes prepared and implemented by

June 2016;


31

iii. Job evaluation in 20 PSC’s implemented by June, 2016;

iv. Schemes of Service, Staff Rules and Organization Structures for

20 PSC’s reviewed and analysed by June, 2016 and

v. PSC’s Personnel Emoluments scrutinized and approved

annually.




i. Number of Performance Contracts signed;

ii. Number of Management Audits Conducted;

iii. Number of job evaluation reports compiled;

iv. Number of schemes of service, staff regulations and

organization structures analysed and approved and

v. Number of PSC’s personnel emoluments scrutinised.

3.2.5 Objective E: Financial Management and Accountability

Improved

3.2.5.1 Rationale

As an oversight organ over PSC’s, the TRO has the mandate of

ensuring that, there is improved Financial Management and

Accountability in Public Funds. In enhancing compliance with the


32

established laws, the TRO reviews and issues various guidelines and

circulars with respect to financial management in PSC’s.

Strengthening Monitoring and Evaluation and reporting system is key

in instituting Financial Management discipline in PSC’s.

3.2.5.2 Strategies

The following are strategies under this objective:-

i. Review of various Legislation, Regulations, Guidelines and

Circular pertaining to Financial Management;

ii. Institute a modern system of maintaining appropriate records

and Statements on Government Investments;

iii. Enhancing financial discipline in PSC’s;

iv. Strengthening M&E and reporting system;

v. Enhance Transparency and Accountability in Financial

Management; and

vi. Put in place Financial and Procurement Management Control

Systems.

3.2.5.3 Targets


i. Internal Control System developed and reviewed by June, 2016;


33

ii. Assets Register for PSC’s developed and updated by June, 2016;

iii. Public Procurement Act, 2011, Public Finance Act of 2001 and

Treasury Circulars complied by June 2016;

iv. PSC’s Management Policy developed by June 2016;

v. Systems and tools for planning, budgeting and performance

monitoring complied with annually;

vi. TRO Financial Regulations and Guidelines prepared and

implemented by June, 2016;

vii. Reliability and integrity of financial and operating data reviewed by

2016;

viii. Value for money Audit conducted by June, 2016;




i. Number of Circulars and Guidelines issued;

ii. Percentage increase in compliance to Financial Management

Legislation by June, 2016;

iii. Number of Procurement contracts signed and audited by June,

2016;

iv. Number of Regulations, Schemes, Salary and Organization

Structures and Agreements reviewed and approved by June,

2016;


34

v. Rate of compliance for planning, budgeting and performance

monitoring systems increased by June, 2016;

vi. Number of Financial Statements produced annually;

vii. Number of PSC’s Financial Regulations reviewed and approved

by June, 2016;

viii. PSC’s Assets register in place by June, 2016 and

ix. PSC’s Management Policy in place by June 2016;

3.2.6 Objective F: Resources Mobilization, Allocation and

Utilization Improved.

3.2.6.1 Rationale

In recent years efforts have been made to mobilize financial

resources for implementation of the government Plan and Budget.

The TRO is tasked with the responsibility to collect non tax revenue

from the PSC’s which includes dividends, 10% of revenue

contribution, remittances, loan repayment and interest. The TRO

intends to establish an Investment Fund which will allow mobilisation

of funds from different sources which will facilitate allocation of funds

to PSC’s.

3.2.6.2 Strategies



35

i. Establish expenditure tracking in PSC’s;

ii. Strengthen M&E in PSC’s;

iii. Review of various Circulars, Guidelines in relation to revenue

collection;

iv. Strengthen M&E in Government Enterprise under divesture; and

v. Promote equitable allocation and utilization of resources.

3.2.6.3 Targets


i. Expenditure tracking in PSC’s conducted annually by 2016;

ii. M&E framework developed and implemented by June 2016;

iii. Restructuring of PSC’s Investment Portfolio improved by June

2016;

iv. PSC’s adhere to Planning and Budgeting Guidelines annually by

June, 2016;

v. Loan recovery strategy for Privatized PSC’s prepared and

implemented by June, 2016;

vi. Integrated Management Information System developed and

coordinated by June, 2016;

vii. Revenue Collection Database developed and implemented by

June, 2016;

viii. Control mechanisms for effective Utilization of financial

resources reviewed by June, 2016;


36

ix. TRO Financial statements improved by June, 2016; and

x. TRO Database established and maintained by June 2016.


The following indicators will be used to measure expected targets


i. Number of Expenditure tracking reports produced annually;

ii. M&E framework in place by June, 2016;

iii. Number of PSC’s restructured by June, 2016;

iv. Government Investments Revenue Collection strategy in place

by June 2016;

v. Loan Recovery Strategy in place by June, 2016;

vi. Percentage of loans recovered by June, 2016; Number of PSC’s

complied with Sales agreements and other directives by June,

2016;

vii. Number of PSC’s restructured by June, 2016;

viii. Integrated Management Information System in place;

ix. Revenue collection Database in place and

x. Control mechanism for effective utilization of financial recourses

in place.


37

3.2.7 Objective G: Stakeholders’ Consultations,

Communication and

Participation improved.

3.2.7.1 Rationale

One of the key functions of the TRO is to provide advice to the

Government on PISC activities. To achieve this, different

mechanisms are used including holding meetings with stakeholders

which increase awareness and information sharing. In view of the

above, the TRO will actively involve stakeholders in decision making

through formal and informal communication methods including use of

ICT.

3.2.7.2 Strategies


i. Strengthen Management Information System;

ii. Improve/promote access to information services;

iii. Promote public awareness on PSC’s Information; and

iv. Improve Stakeholder’s consultation.

3.2.7.3 Targets

The following are targets to achieve this objective:-


38

i. Treasury Registrar Management Information System reviewed

and implemented by June 2016;

ii. TRO Communication strategy developed and implemented by

June, 2016.

iii. Stakeholders access to TRO Information established by June,

2016;

iv. A Mechanism for effective engagement with Stakeholders

developed by June, 2016;

v. Transparency and Accountability in Management of PSC’s

enhanced by June, 2016 and

vi. Stakeholders Surveys on service delivery conducted and

implemented by June, 2016.




i. Treasury Registrar Management Information System TRMIS in

place;

ii. Number of staff using TRMIS;

iii. Number of reports generated by TRMIS;

iv. Number of Stakeholders accessing TR Information;

v. Level of Stakeholders perception on TRO service;

vi. Mechanism for effective engagement with Stakeholders in

place;


39

vii. Number of working sessions conducted and

viii. The TRO website established and operationalized.

3.2.8 Objective H: Staff performance and Service delivery

improved

3.2.8.1 Rationale

The TRO is an autonomous office mandated with the responsibility of

overseeing and regulating PSC’s performance. In order to achieve

this, the Office needs to recruit qualified and skilled staff, develop

them and retain them. As part of its efforts to ensure achievement of

its objectives there is need to build capacity and improve working

environment for staff in order for them to contribute to efficiency and

effectiveness in service delivery to the Public.

3.2.8.2 Strategies


i. Develop Capacity building plan.

ii. Strengthen Human Resource Management systems and

procedures.

iii. Preview of systems, plans and procedures.

iv. Improvement of working environment.


40

v. Staff retention.

3.2.8.3 Targets

The following are the targets designed to achieve this objective:-

i. TRO Strategic Plan reviewed by June, 2016;

ii. Client Service Charter developed by June, 2016;

iii. Computerized MIS developed and operationalized by June,

2016;

iv. Web based PSC’s reporting system developed by June, 2016;

v. Human Resource Plan prepared by June, 2016;

vi. TRO Re-tooling Plan prepared and implemented annually by

June 2016;

vii. ICT Policy developed and implemented by June,2016;

viii. TRO Electronic physical access control system established by

June, 2016 and

ix. TRO Data Bank developed by June, 2016.



under this Objective:-

i. TRO Strategic Plan in place;

ii. TRO Client service Charter in place;


41

iii. Computerized Management Information System in place;

iv. Rate of security system compliance (Response to faults and

attacks) ;

v. Percentage increase in accuracy of data restored;

vi. Human Resource Plan in place (Training Programme, Staff

Retention Strategy and Succession Plan in place);

vii. Statutory and administrative services delivered annually;

viii. Re-tooling Plan prepared and implemented annually and

ix. Rate of Staff turnover reduced.


42

CHAPTER FOUR - RESULTS FRAMEWORK

4.1 Introduction

Chapter four contains the Results Framework in which the results

envisaged in this Strategic Plan will be measured and the benefits

that will accrue to Stakeholder are given. It also highlights the

various interventions to be undertaken during plan implementation in

order to achieve the Development Objective. Furthermore, it shows

how the interventions will be monitored and the reviews that will be

carried out over the period. The reviews intend to show the

performance and the progress made in various interventions that will

be reported to Stakeholders.


43

4.2 THE TRO CORE OBJECTIVES AND BENEFICIARIES

4.2.1 Core Objectives

The Core objectives of TRO include delivering improved services that

will enable economic and social returns from Public Investments;

Ensuring performance of PSC’s is improved and strengthening

financial management and accountability in PSC’s. The achievement

of these objectives, among others, will be influenced by the

availability of financial resources, competent staff, top management

commitment, and the demand for accountability.

4.2.2 STAKEHOLDERS

The beneficiaries of TRO Services include : Ministerial Departments

and Agencies(MDA’S), Government Institutions, Statutory

Corporations, Development Partners, TRO Employees, Parliament,

Politicians (Members of Parliament) , Media, Non-governmental

Organizations (NGO’s) , Community Based Organizations (CBO’s) ,

Civil Society Organizations (CSO’s) and the General Public. The

Office of the Treasury Registrar will strives to ensure that it provides

the services required by its stakeholders in a timely and efficient

manner.


44

4.3 RESULTS FRAMEWORK MATRIX

The Matrix contains the overall development objectives of the TRO,

the specific objectives, targets, planned outcomes and indicators to

show the outcomes. It also envisages how the development

objective will be achieved and the results measured. The indicators in

the matrix will be enabling the office to track progress towards

achievement of planned outcomes and objectives. The TRO

Objectives and interventions to be implemented justify the role and

importance of the existence of the Office in supervising the PSC’s.

Effective supervision leads to improved Public Financial Management

and Service delivery. The results framework matrix is provided in the

Table below.


45

Table 2: Result Framework Matrix

DEVELOPMENT OBJECTIVE

OBJECTIVE CODE

OBJECTIVE DESCRIPTION

PLANNED OUTCOMES INDICATORS

Improved services that will enable high and equitable economic growth, macro-economic stability, sound financial management and accountability.

A

HIV and AIDS infections reduced and Supportive Services Improved.

Reduced HIV prevalence rate

Improved supportive services to PLWA

Increased number of staff attending HIV voluntary testing

Improved knowledge on HIV and AIDS prevention.

Behavioural Change

Percentage of staff attending voluntary HIV testing Perception of staff on quality of HIV and AIDS support services

Perception of staff on quality of HIV and AIDS support services.

HIV prevalence rate. Percentage of staff

living with HIV and AIDS having access to supportive services.

B Implementation

of National Anti-

corruption

Reduced number of corruption incidences in the workplace.

Increased awareness on

Perception of the stakeholders on corruption within TRO

Number of corruption


46


OBJECTIVE CODE



Strategy

enhanced and

Corruption

incidence

reduced.

corruptions incidences.

incidence reported Number of employees

sanctioned for involvement in corrupt practices.

C Economic and

social returns

from public

investments

optimized

Increased Return on Investment

Improved Performance of Public Enterprises.

Public Investment Fund

Established

Percentage of Non - Tax Revenue collections increased.

Number of Public Enterprises Monitored.

Public Investment Fund in place.

D Performance

and supervision

of Public and

Statutory

Corporations

Improved

Improved Performance of PSC’s.

Accountability increased

Increased productivity

Number of Performance Contract signed.

Number of Management Audit Conducted.

Number of Circulars


47


OBJECTIVE CODE



D and Guidelines issued Number of PSC’s

personnel emoluments scrutinized

Number of job evaluation reports compiled Legislations. Number of schemes of

service, staff regulations and organization structures analysed and approved

E Financial

management

and

Accountability

improved

Transparency and Accountability in financial management enhanced.

Increased financial discipline

Improved Financial reporting

Improved Public Resources Management

Percentage increase of compliance with Financial Management Legislation

Number of Procurement Contracts signed and audited

Number of regulations,


48


OBJECTIVE CODE



F Resource

Mobilization,

Allocation and

Utilization

Improved

Efficiency and effectiveness in the use of resources

Increased domestic revenue

Reduced Government

Budget Deficit

Monitoring and Evaluation Framework in place.

Government Investments Revenue Collection Strategy in Place.

Rate of compliance to planning, budgeting and performance monitoring systems increased.

Reliability and integrity of financial and quality data reviewed.

PSC’s Assets register in

place. Number of Expenditure


49


OBJECTIVE CODE



tracking reports produced.

Loan Recovery Strategy for Privatized PSC’s in place.

Percentage increase of loan recovered.

Number of PSC’s complied with sales agreements, planning and Budgeting Guidelines and other directives.

Integrated

Management Information System in place.

Revenue collection Database in place.

Control mechanism for effective utilization of financial recourses in


50


OBJECTIVE CODE



place.

G Stakeholder

Consultation,

Communication

and

Participation

improved.

Improved Communication with Stakeholders.

Increased use of ICT in service delivery

Increased information

sharing among stakeholders.

TRO Website established.

PSC’s Management Policy in place.

Number of Stakeholders accessing TR Information through ICT.

Number of staff using and reports generated by TRMIS.

Treasury Registrar Management Information System in place.

Level of Stakeholders perception on TRO service.

Mechanism for effective


51


OBJECTIVE CODE



engagement with Stakeholders in place.

H Staff

performance

and Service

delivery

improved

Timely processing of Stakeholders demands.

Human Resource Plan developed.

Training Programme

improved.

Statutory and administrative services improved.

Re-tooling Plan improved.

Statutory and Administrative Services Delivered.

Client service Charter in place.

Computerized MIS in place.

Rate of security system compliance to faults and attacks.

Percentage of accuracy data restored increased.

Human Resource Plan (Staff Retention Strategy and Succession Plan) reviewed.

Number of TRO staff trained


52


OBJECTIVE CODE



Rate of Staff turnover reduced.

Value for money achieved for all procurements.

TRO Strategic Plan in place.


53

4.3.1 Monitoring and Evaluation Plan Matrix

The Monitoring Plan matrix consists of indicator description, baseline value,

targets values, data collection and methods of analysis. It also contains

reporting frequencies, Division/Unit responsible for data collection, analysis

and reporting. The Plan is comprised of 52 indicators which will be tracked

quarterly and reported on annual basis. The detail of Monitoring and

Evaluation plan Matrix is as shown below.


54

Indicator & Indicator Description

Baseline Indicator

Target Value Data collections and Methods of Analysis

Frequency of Reporting

Responsibility of Data collection

Date Value

20

13

/1

4

20

14

/1

5

20

15

/1

6

Data Source

Data collection Instruments & Methods

Frequency of Data collections

Means of Verification

1. Percentage of staff attending voluntary HIV testing. This indicator aims at measuring the number of staff voluntarily test for HIV/AIDS after awareness creation

2012 N/A N/A N/A N/A TR

Medical records, Questionnaires

Quarterly

Testing Report

Annually AHRMU

2. Perception of staff on quality of HIV and AIDS


Questionnaires, Interviews, Observatio

Quarterly

Report Annually AHRMU


55

support services. This indicator aims to measure the quality of HIV/AIDS supportive services provided to staff with HIV/AIDS

n

3. HIV prevalence rate. This indicator aims to measure the intensity of HIV/AIDS infections among TRO staff. This will facilitate establishment


Questionnaires, Interviews, Observation, Voluntary HIV/AIDS Testing

Annually

Medical Reports, Staff Records

Annually AHRMU


56

of baseline data.

4. Percentage of staff living with HIV and AIDS having access to supportive services. This indicator intends to measure number of staff living with HIV/AIDS affording to access supportive services inside and/or outside workplace.

2012 N/A N/A N/A N/A TR Staff records

Quarterly

staff records; reports

Annually AHRMU

5. Perception of the stakeholders on corruption


Questionnaire; Suggestion box;

semi annual

Reports semi annual

AHRMU


57

within TRO. This indicator aims at understanding of stakeholder’s perception on prevalence of corruption in the TRO

Complaint’s register

6. Number of corruption incidences reported This indicator measures the number of corruption events reported

2012 N/A N/A N/A N/A TR Suggestion box,

Semi Annual

Complaints' register

Semi Annual

AHRMU

7. Number of employees sanctioned for involvement in corrupt practices

2012 N/A N/A N/A N/A TR Complaints' register

Semi Annual

Complaints' register

Semi Annual

AHRMU


58

This indicator indicates number of staff involved in corruption incidences.

8. Percentage of Non - Tax Revenue collections increased. This indicator aims to measure the increase in non - tax revenue collections

2012 N/A 22% 25% 30% TR

Financial Statements/Quarterly Reports

Quarterly

Financial Statements analysis

Annually PID

9. Number of Public Enterprises Monitored. This indicator aims to

2012 N/A 20 40 60 TR

Observations, documentations, interviews, questionnaires

Quarterly

Quarterly reports, performance reports, M&E reports

Quarterly

PMD


59

determine degree of performance achieved by PSC’s

10 Public Investment Fund in place. This indicator measures capital enhancement in Public Institution and Statutory Corporations

2012 N/A N/A N/A 2015/

16 TR

Investment Fund

Quarterly

Implementation Report

Annually PID

11 Number of Performance Contract signed.

This indicator measures accountability of Boards in PSC’s.

2012 N/A 10 15 30 TR Performance Contract

3 years Performance Report

Annually MSD


60

12

Number of Management Audit Conducted. This indicator measures how Management of PSC’s comply to various Circulars and Guidelines issued by the Government

2012 N/A 6 20 40 TR Management Audit report

Quarterly

Management Audit Report

Annually MSD

13 Number of job evaluation reports compiled This indicator measures compliance to the job requirements of Institution according to established Act.

2012 N/A N/A N/A X TR Job evaluation report

Annually Job Evaluation report

Annually MSD


61

14 Number of schemes of service, staff regulations and organization structures analysed and approved This indicator intends to measure the existence and compliance of working instruments to PSC’s

2012 N/A 60 65 70 TR Quarterly Performance report

Quarterly

Quarterly Performance report

Quarterly

MSD

15 Number of PSC’s personnel emoluments (P.E) scrutinised

2012 N/A 122 122 122 TR Annual P.E report

Annually Annual P.E report

Annually MSD


62

This indicator measures the accuracy of the Salary Budget for PSC’s

16 Number of Circulars and Guidelines issued This indicator measures compliance of directives given by TRO to PSC’s

2012 N/A 2 4 6 TR

Issued Circulars and Guidelines

Annually

Issued Circulars and Guidelines

Annually MSD

17

Percentage increase in compliance with Financial Regulations This indicator measures compliance with Financial Regulations

2012 N/A 0% 11% 15% TR Management Audit

Semi Annually

Physical Verifications, Financial reports

Semi Annually

FA


63

18 Number of Procurement contracts signed and audited This indicator measures the accuracy of signed contract for TRO.

2012 N/A 5 6 8 TR Procurements & Audit reports

Annually Procurements & Audit reports

Annually PMU

19

Monitoring and Evaluation Framework in place This indicator measures Efficiency and effectiveness in the use of resources

2012 N/A 1 N/A N/A TR

M & E Reports Questionnaires, Interviews, Observation, physical visit

Quarterly

Physical Verifications/Reports, M&E frame work reports

Quarterly

PMD

20

Government Investments

2012 N/A N/A X N/A

TR Revenue Statement

Quarterly

Physical Verification

Annually PID


64

Revenue Collection Strategy in Place. This indicator measures percentage increase of domestic revenue

s/ Reports

21 Rate of compliance for planning, budgeting and performance monitoring systems increased This indicator aims at Reducing Government

2012 N/A N/A 50% 70% TR

Financial Statements, Observation and Discussion

Quarterly

Financial Analysis MTEF Reports, Quarterly Progress Reports, Budget guidelines

Annually PU


65

budget deficit

22 Reliability and integrity of financial and quality data reviewed This indicator measures the relevance and accuracy of financial data.

2012 N/A X X X TR Financial statements

Annually

Internal audit programmes

Annually IA

23 Number of Financial Statements produced This indicator aims to indicate the number of financial reports to be produced annually

2012 N/A 9 9 9 TR

Documentation, Interviews, Observation

Annually Financial Statements

Annually FA

24 Number of PSC’s Financial

2012 N/A 14 20 30 TR Performance Report

Quarterly

PSC’s Financial Regulation

Annually PID


66

Regulations reviewed and approved This indicator measure number of financial Regulation to be reviewed and approved.

s documents

25 PSC’s Assets register in place. This indicator shows the existence of PSC’s assets register.

2012 N/A X TR

Fixed Assets register document

Quarterly

PSC’s Assets submission documents

Annually PID

26 Number of Expenditure tracking reports produced This indicator

2012 0 20 25 30 TR Expenditure tracking documents

Quarterly

Expenditure tracking Report

Annually PID/FA


67

shows the number of Expenditure tracking to be produced.

27 Loan Recovery Strategy for Privatized PSC’s in place This indicator aims at facilitating loan recovery in Privatised Entity Enterprises

2012 N/A N/A X N/A TR Documentation

Quarterly

Agreements, loan collection report

Quarterly

PMD

28 Percentage of loan recovered This indicator indicates rate at which the loans will be recovered.

2012 N/A N/A 10% 15% TR Documentation

Quarterly

Receipts, reports

Quarterly

PMD


68

29 Number of PSC’s complied with sales agreements and other directives This indicator aims at measuring the amount of loans recovered.

2012 N/A 5 15 20 TR M&E Reports

Annually M&E Reports

Annually PID

30 Number of PSC’s complied with Planning and Budgeting Guidelines This indicator measures the compliance of PSC’s to the issued Planning and Budgeting Guidelines.

2012 N/A 0 30 50 TR Expenditure tracking document

Quarterly

Expenditure tracking report

Annually PID


69

31 Number of PSC’s restructured This indicator aims at increasing efficiency in PSC’s

2012 N/A 1 5 10 TR

PSC’s restructuring and investment report

Annually

PSC’s restructuring and investment report

Annually PMD

32 Integrated Management Information System in place This indicator aims at showing the existence of Integrated Management information systems.

2012 N/A N/A X N/A TR ICT unit reports

Annually ally

ICTU

33 Control mechanism for effective utilization of financial

2012 N/A N/ AXX X TR ICTU Annually Physical Verification/Reports

Annually ICTU


70

resources in place. This indicator shows the existence of control mechanism for effective utilization of financial resources.

34 Internal Audit reports. Examination of various Documentation of TRO transaction a and operations report Monthly Quarterly

2012 N/A N/A N/A X TR IAU Monthly Physical Verification/Reports

Annually IAU

35 Website Established. This indicator measures percentage of information sharing among staff.

2012 N/A N/A N/A X TR ICTU Quarterly Physical Verification/Reports

Annually ICTU

36 PSC’s Management Policy in place. This indicator shows

2012 N/A N/A X X TR ICTU Once PSC’s Policy in place

Once PU


71

the existence of PSC’s management policy.

37 Number of Stakeholders accessing TR Information through ICT. This indicator measures percentage of increased use of ICT in service delivery

2012 N/A N/A N/A X TR ICT Information

Quarterly Progress Report

Annually ICTU

38 Number of staff using TRMIS. This indicator measures number of staff using TRMIS database.

2012 N/A 63 63 63 TR ICT unit Reports

annually ICT unit Reports

annually ICTU

39 Number of reports generated by TRMIS. This indicator quantifies and qualifies number of reports generated by

2012 N/A 10 15 20 TR ICT unit Reports

Annually ICT unit Reports

Annually ICTU


72

the data base.

40 Treasury Registrar Management Information System in place. This indicator justify the operationability of TRMIS at TRO

2012 N/A N/A X X TR ICT Unit report Semi annually

Testing report Semi annually

ICTU

41 Level of Stakeholders perception on TRO service. This indicator aims to measure satisfaction levels of Stakeholders on services rendered by TRO.

2012 N/A X X X TR

Suggestion box, Questionnaires, Interviews, Observations

Semi Annually

Survey Reports on Stakeholders Perception

Semi Annually

PU


73

42 Mechanism for effective engagement with Stakeholders in place. This indicator

2012 N/A N/A X X TR

Stakeholders expectations assessment report

annually

Stakeholders expectations assessment report

Annually IECU

43 TRO Strategic Plan in place This indicator measures the existence of operational strategic plan to achieve the institution goal

2012 N/A X N/A N/A TR

Documentation, Focus group Discussion, Stakeholders Meeting

Annually Strategic Plan

Annually PU

44 Client service Charter in place This indicator aims to establish a working tool to

2012 N/A

Documentation, stakeholders opinions/comments,

Semi Annually

Client Service Charter

Semi Annually

PU


74

guide TRO’s response to customer needs

45 Computerized MIS in place This indicator measures availability of MIS and applicability to TRO

2012 N/A N/A N/A X TR ICT Unit report

Semi Annually

Testing report

Semi Annually

ICTU

46 Rate of security system compliance to faults and attacks This indicator measures the compliance of security system in

2012 N/A X X X TR Vendors, ICT Unit report

Weekly Testing report

Weekly ICTU


75

minimize/eradication system attacks.

47 Percentage of accuracy data restored increased This indicator measures the accuracy of data restored once a system is in place in testing environment.

2012 N/A N/A N/A X TR ICT Unit report

Annually Testing report

Semi annually

ICTU

48 Human Resource Plan (Staff Retention Strategy and Succession Plan) reviewed

2012 N/A N/A X X TR HRP review

Annually Progress Report

Annually AHRM


76

This indicator measures the implementation of Human Resource Plan.

49 Training Programme reviewed and implemented. This indicator measures the implementation of Training Programme.

2012 N/A X X X TR Training Program

Quarterly

Progress Report

Annually AHRM


77

50 Statutory and Administrative Services Delivered. This indicator measures improved Statutory and administrative services

2012 N/A X X X TR Progress/Expenditure Report

Quarterly

Delivery Report

Annually AHRMU

51 Rate of Staff turnover reduced This indicator measures rate of staff turnover to be reduced.

2012 N/A N/A 3.1% 2% TR Progress AHR Report

Quarterly

Progress AHR Report

Quarterly

AHRMU

52 Re-tooling Plan prepared and implemented This indicator measures implementation

2012 N/A X X X TR Procurement Plan

Quarterly

Delivery Report

Annually PMU


78

of Re-tooling Plan.


79

4.3.2 Planned Reviews

The planed review will be carried out during the implementation of

Strategic Plan through the Annual budget. The reviews intend to

track implementation progress of the milestones and targets on

quarterly and annual basis.

The review will focus on determining whether the three years

planned outputs have been achieved against the indicators. It will

also show as to what extent the achieved targets have contributed

towards achievement, challenges encountered, and lessons learnt

over the three years period. The specific planned reviews, milestones

timeframes and the responsible Divisions/Units are detailed below:


80

TABLE 4: Planned Reviews

Years Planned Reviews

Targets Timeframe

Responsible Division/Unit

Year 1 2014/1

5

Annual Review

i. Preventive Programmes prepared and implemented

June,2015 AHRMU

ii. TRO Anti-Corruption strategy prepared and implemented

June,2015 AHRMU

iii. Government Investments supervised.

June,2015 PID

iv. M & E implemented June,2015 PMD

v. Public Investment Fund established

June,2015 PID

vi. Non-tax revenue collection from PSCs improved

vii. Twenty (20) PSC’s’ Boards signed Performance Contract with TRO

June,2015 MSD

viii. Management Audit Programmes implemented

June,2015 MSD

ix. Job evaluation in 20 PSC’s implemented

June,2015 MSD

x. Schemes of service, staff Rules and Organisation structures for 20 PSC’s reviewed and analysed.

June,2015 MSD

xi. PSC’s personnel Emoluments scrutinized and approved.

June,2015 MSD


81


Targets Timeframe


xii. TRO financial statement improved

June,2015 PU

xiii. TRO database M&E System Reviewed

June,2015 PMD

xiv. Internal Control System developed and reviewed

June,2015 IAU

xv. Public Procurement Act, 2011, public finance Act of 2001 and Treasury circulars complied

June,2015 PMU

xvi. Government Institutions supervised

June,2015 PID

xvii. Assets Register developed and updated

June,2015 PID

xviii. Reliability and integrity of financial and operating data reviewed

June,2015 ICTU

xix. Systems and tools for Planning, Budgeting and Performance Monitoring reviewed

June,2015 PU/PMD

xx. Value of money audit conducted

June,2015 IAU

xxi. IT Accounting programme for vote 7 developed

June,2015 FAU/ICTU

xxii. Expenditure tracking in PSC’s’ conducted

June,2015 PID

xxiii. M & E Framework June,2015 PMD


82


Targets Timeframe


developed and implemented

xxiv. Restructuring of PSC’s investment Portfolio improved

June,2015 PMD

xxv. Loan recovery strategy for privatized PSC’s prepared and implemented

June,2015 LSU

xxvi. Government Investments Revenue Collection Strategy prepared and implemented

June,2015 PID

xxvii. PSC’s’ adhere to Planning and Budgeting Guidelines

June,2015 PID/PU

xxviii. Integrated Management Information System developed and coordinated

June,2015 ICTU

xxix. Treasury Registrar Management Information system reviewed and implemented

June,2015 ICTU

xxx. TRO Communication strategy developed and implemented

June,2015 ICTU

xxxi. Stakeholders access to TRO Information improved

June,2015 ICTU/IECU

xxxii. Stakeholders surveys June,2015 PU


83


Targets Timeframe


on service delivery conducted and implemented

xxxiii. Mechanism for effective engagement with Stakeholders developed

June,2015 IECU

xxxiv. Promote use of ICT and e-Government

June,2015 ICTU

xxxv. Transparency and Accountability in Management of PSC’s’ Enhanced

June,2015 IECU

xxxvi. Human Resource Plan prepared

June,2015 HRMU

xxxvii. TRO Training Programme reviewed and implemented

June,2015 HRMU

xxxviii. TRO Statutory and Administrative Services delivered

June,2015 HRMU

xxxix. Client service charter developed

June,2015 PU

xl. TRO electronic physical access control system established

June,2015 ICTU

xli. Web based PSC’s reporting system developed

June,2015 ICTU

xlii. TRO Re-tooling Plan prepared and implemented

June,2015 PMU

xliii. ICT policy developed and implemented

June,2015 ICT


84


Targets Timeframe


xliv. TRO Data Bank developed

Year 2 2015/16

Annual Review

i. Preventive Programmes prepared and implemented

June,2016 AHRMU

ii. TRO Ant-corruption strategy prepared and implemented

June,2016 AHRMU

iii. Government Investments in commercial and non-commercial Enterprises supervised

June,2016 PID

iv. M & E of PSC’s implemented

June,2016 PMD

v. Public Investment Fund established

June,2016 PID

vi. Non-tax revenue collection from PSC’s improved

June,2016 PID

vii. Twenty (20) PSC’s’ Boards signed Performance Contract with TRO

June,2016 MSD

viii. Management Audit Programmes implemented

June,2016 MSD

ix. Job evaluation in 20 PSC’s implemented

June,2016 MSD

x. Schemes of service, staff Rules and Organization structures for 20 PSC’s reviewed and analysed

June,2016 MSD

xi. PSC’s personnel Emoluments scrutinized

June,2016 MSD


85


Targets Timeframe


xii. TRO Strategic Plan updated

June,2016 PU

xiii. TRO M&E System Reviewed

June,2016 PMD

xiv. Internal Control System developed and reviewed

June,2016 IAU

xv. Public Procurement Act, 2011, public finance Act of 2001 and Treasury circulars complied

June,2016 PMU

xvi. PSC’s management policy developed

June,2016 PU

xvii. TRO Legal Instruments updated and implemented

June,2016 LSU

xviii. Government Institutions supervised

June,2016 PID

xix. TRO Assets Register developed and updated

June,2016 PID

xx. TRO financial Regulations and Guidelines prepared and implemented

June,2016 PID

xxi. Reliability and integrity of financial and operating data reviewed

June,2016 FAU

xxii. Computerized MIS developed and updated

June,2016 ICTU

xxiii. Systems and tools for Planning, Budgeting and Performance Monitoring reviewed

June,2016 PU/PMD

xxiv. Value for money Audit conducted

June,2016 IAU

xxv. IT accounting programme for vote 7

June,2016 FAU/ICTU


86


Targets Timeframe


developed

Expenditure tracking in PSC’s’ conducted

June,2016 PID

xxvi. M & E Framework developed and implemented

June,2016 PMD

xxvii. Restructuring of PSC’s investment Portfolio improved

June,2016 PMD

xxviii. Government Investments Revenue Collection strategy prepared and implemented

June,2016 PID

xxix. PSC’s’ adhere to Planning and Budgeting Guidelines

June,2016 PID/PU

xxx. TRO Management Information System reviewed and implemented

June,2016 ICTU

xxxi. TRO Database established and maintained

June,2016 ICTU

xxxii. TRO financial statement improved

June,2016 FAU

xxxiii. Stakeholders access to TRO Information improved

June,2016 ICTU

xxxiv. Mechanism for effective engagement with Stakeholders developed

June,2015 IECU

xxxv. Promote use of ICT and e- Government

June,2016 ICTU

xxxvi. Transparency and Accountability in Management of PSC’s’

June,2016 IECU


87


Targets Timeframe


Enhanced

xxxvii. Human Resource Plan reviewed

June,2016 AHRM

xxxviii. TRO Training Programme reviewed and implemented

June,2016 AHRM

xxxix. TRO Statutory and Administrative Services delivered

June,2016 AHRM

xl. TRO Re-tooling Plan prepared and implemented

June,2016 PMU

xli. Treasury Registrar Management information system reviewed and implemented

June,2016 ICTU

xlii. TRO communication strategy developed and implemented

June,2016 IECU

xliii. Stakeholders surveys on service delivery conducted and implemented

June,2016 PU

xliv. TRO Strategic plan reviewed

June,2016 PU

xlv. Computerized MIS developed and operationalized

June,2016 ICTU

xlvi. Client service charter developed

June,2016 PU

xlvii. Web based PSC’s reporting system developed

June,2016 ICTU

xlviii. TRO Re-tooling plan June,2016 PMU


88


Targets Timeframe


prepared and implemented

xlix. TRO Data developed June,2016 ICTU

l. TRO Electronic physical access control system established

June,2016 ICTU

li. ICT Policy developed and implemented

June,2016 ICTU

lii. Human Resources plan prepared

June,2016 AHRMU

4.4 Reporting Plan

This section is divided into two categories namely, internal and

external reporting plan.

4.4.1 Internal Reporting Plan

Internal Reporting plan involves preparation of various reports, from

Divisions and Units which is done on quarterly and annual basis or as

may be required from time to time. The TRO Reporting Plan is as

detailed below:


89

Table 5: Internal Reporting Plan

S/N Type of

Report Recipient Frequency Responsible

Person

1 Division/ Unit Report

TR Quarterly or as may be required

Heads of Divisions/Units

2 Section Report Division/Unit Heads

Quarterly or as may be required

Heads of Sections

3. Quarterly Progress Report

Permanent Secretary

Quarterly Treasury Registrar

4. Mid – Year Review Report

Permanent Secretary

Semi-Annually Treasury Registrar

4.4.2 External Reporting Plan

External Reporting plan includes preparation of various types of

reports such as Quarterly reports, Annual reports, Financial reports

and five year Reports, Outcome reports to be submitted to various

external Stakeholders such as, Ministry of Finance, Controller and

Auditor General, Development Partners, the Parliament and the

General Public.

Preparation of reports will be done quarterly, annually or on demand

from time to time. The reporting plan will be in accordance with the

statutory requirements and according to the Government

performance reporting standards as stipulated in the Medium Term


90

Planning and Budgeting Guidelines. The External Reporting Plan is

shown below:

Table 6: External Reporting Plan

S/N Type of Report Recipient Frequen

cy

Responsible

Person

1. Quarterly Budget

Execution Reports

Ministry of

Finance Quarterly Treasury Registrar

2. PFMRP Quarterly

progress report

Programm

e Manager Quarterly

Treasury Registrar

3.

Ruling Party Election

Manifesto

implementation

Report

MOF Semi-

annually

Treasury Registrar

4.

TRO Financial

Statements/Annual

Performance Report

Controller

and

Auditor

General/M

OF

Annually

Treasury Registrar

5.

Quarterly Progress

Reports

MOF Quarterly

Treasury Registrar


91

4.5 RELATIONSHIP BETWEEN RESULTS FRAMEWORK, M&E,

REPORTING ARRANGEMENTS AND TRO ORGANIZATION

STRUCTURE

4.5.1 Introduction

This section explains the relationship between Results Framework,

M&E, Reporting Arrangements and Office’s Organization Structure. It

starts with inputs and focuses on realization of activities and linkage

between the activities and outputs. It also shows how the outputs

are produced, delivering the outcomes and tracks the realization of

the planned outcomes for each specific objective. Finally it highlights

the approved Organization structure.

4.5.2 Level 1- Inputs

The first level of the Results Framework tracks the allocation and use

of resources on the various activities. Resource availability will be

reviewed on weekly or monthly basis and will be reported in the

respective implementation reports. At this level indicators will focus

on the number and quality of human resources available for various

tasks; amount of time dedicated to tasks by staff; information flow

between various levels; time spent on resolving problems; quality

and timeliness of decisions; predictability of resource flows; and the

alignment of resource flow to the activities and outputs.


92

4.5.3 Level 2 – Activities

The second level of the Results Framework focuses on realization of

activities and linkage between activities and outputs. At this level

indicators will focus on processes, activities and timeliness of

implementation. Activities will be reviewed on weekly or monthly

basis and will be reported in the respective implementation reports.

The reports will focus on quality and timeliness of the activities

implemented and will inform corrective action if the activities are not

being delivered on time to the expected quality and if they are not

contributing to outputs.

4.5.4 Level 3 – Outputs

The third level of the Results Framework tracks the realization of the

outputs that TRO produces and which are attributed solely to TRO.

The outputs at this level will be measured by indicators and

milestones while data collection and analysis will be done quarterly.

Outputs or Milestones which have significant impact on achievement

of the objectives will be reviewed quarterly and will be reported in

the quarterly reports. The reports will focus on how the outputs

produced are delivering the outcomes, if the outputs are not being

delivered effectively or are not contributing to outcomes appropriate

corrective action will be proposed.


93

4.5.5 Level 4 – Outcomes

The fourth level of the Results Framework tracks the realization of

the planned outcomes specified for each objective, though

achievement of these outcomes may not be attributed to TRO alone

as there will be several players contributing to these outcomes.

These planned Outcomes will be measured through outcome

indicators whose data collection and analysis could be done annually.

Indicators at this level are reported through the Annual Report or the

three year Outcome Report. The annual reports and the three Years

Outcome Report will be based on either sector or specific evidence

based studies using National Statistics.

4.5.6 TRO Organization Structure

The approved TRO Organization Structure has three Divisions and

eight Units. The Divisions are: Public Investment (PID), Privatisation

and Monitoring (PMD) and Management Services (MSD).

Providing support to the divisions are eight units which report directly

to the Treasury Registrar. These include: Administration and Human

Resources Management (AHRMU); Finance and Accounts (FAU);

Internal Audit (IAU), Planning (PU), Procurement Management

(PMU); Legal Services (LSU), Information and Communication

Technology (ICTU), and Information, Education and Communication

(IECU). The TRO Organization Structure is shown in the Chart below:


94

Annex i:

ORGANIZATION STRUCTURE OF THE TREASURY REGISTRAR’s OFFICE

(Approved by the President on 3rd June, 2011)

TREASURY REGISTRAR

PLANNING UNIT

PRINCIPAL ECONOMIST

ADMINISTRATION AND HUMAN

RESOURCES MGT UNIT

PRINCIPAL ADMIN. / HR OFFICER

INFORMATION AND COMMUNICATION

TECHNOLOGY UNIT

PRINCIPAL COMPUTER SYSTEMS ANALYST

PRIVATIZATION AND

MONITORING DIVISION

ASSISTANT TREASURY REGISTRAR

PUBLIC INVESTMENT

MANAGEMENT DIVISION


MANAGEMENT SERVICES

DIVISION


PRIVATIZED CORPORATIONS

SECTION

MANAGER

MONITORING SECTION

MANAGER

COMMERCIAL SECTION

MANAGER

NON-COMMERCIAL SECTION

MANAGER

ORGANIZATION ANALYSIS

SECTION

MANAGER

HUMAN RESOURCES

MANAGEMENT SECTION

MANAGER

LEGAL SERVICES UNIT

PRINCIPAL LEGAL OFFICER

FINANCE AND ACCOUNTS

CHIEF ACCOUNTANT

INFORMATION, EDUCATION AND

COMMUNICATION UNIT

PRINCIPAL INFORMATION OFFICER

PROCUREMENT MANAGEMENT UNIT

PRINCIPAL SUPPLIES OFFICER

INTERNAL AUDIT UNIT

CHIEF INTERNAL AUDITOR


95

Annex ii

STRATEGIC PLAN MATRIX

Objective Strategy Target Sub-Vote Key Performance Indicators

A: HIV and AIDS infections reduced and Supportive Services Improved.

Strengthen programmes to fight the spread of HIV and AIDS at workplace.

Preventive Programmes prepared and implemented by June, 2018

AHRMU

HIV prevalence rate. Perception of staff on

quality of HIV and AIDS support services.

Percentage of staff attending voluntary HIV testing.

Percentage of staff living with HIV and AIDS having access to supportive services.

Design and implement a mechanism to support staff living with HIV and AIDS.


96


B: Enhance, sustain and effective implementation of the National Anti-corruption strategy

Strengthen collaboration with other stakeholders

Strengthen capacity building of TRO staff in anti-corruption ethics and strategies

TRO Anti-Corruption strategy prepared and implemented by June, 2016

AHRM Perception of the stakeholders on corruption within TRO.

Number of corruption incidences reported

Number of employees sanctioned for involvement in corrupt practices

C: Economic and social returns from public investments optimized.

Enhancement of Government Investments.

Improving Monitoring and Evaluation of Government Investments.

Establishment of Public Investment Fund

Government Investments in Commercial and non – Commercial Enterprises supervised annually by June 2016.

Monitoring and Evaluation of PSC’s implemented annually by June 2016.

Public Investment Fund established by June 2016.

Non - tax Revenue Collection from PSC’s improved by June, 2016;

PID PMD PID

Percentage of Non-

Tax Revenue collections increased.

Number of Public Enterprises Monitored.

Public Investment Fund in place


97



98


D: Performance of public and statutory corporations improved.

Implementation of Performance Contract for PSC’s.

Strengthening Management Audit implementation

Twenty (20) PSC’s’ Boards sign Performance Contracts with Treasury Registrar by June 2016

Management Audit Programmes implemented by June 2016

Job evaluation in 20 PSC’s implemented by June, 2016

20 PSC’s Schemes of Service, Staff Rules and Organization Structures analysed by June, 2016 and

PSC’s Personnel Emoluments Budgets scrutinized and approved annually.

MSD

MSD

MSD

MSD

MSD

Number of Performance Contract signed.

Number of Management Audit Conducted.

Number of job evaluation reports compiled

Number of schemes of service, staff regulations and organization structures analysed and approved and

Number of PSC’s personnel emoluments scrutinised.

E: Financial Management and Accountability in Public

Review of various Legislation, Regulations, Guidelines and Circular pertaining to financial

Internal Control System developed and reviewed by June, 2016

Assets Register for PSC’s developed and

PU

PMD

IAU

Number of Circulars and Guidelines issued.

Percentage increase of compliance with Financial


99


Institutions and Statutory Corporations Improved

management. Establish a

modern system of maintaining appropriate records and statement on Government Investment.

Enhancing financial discipline in PSC’s.

Strengthening monitoring, evaluation and reporting system.

Enhance transparency and accountability in financial management.

Reinforce Financial and Procurement Internal Control Systems

updated by June, 2016 Public Procurement

Act, 2011, Public Finance Act of 2001 and Treasury Circulars complied by June 2016

PSC’s Management Policy developed by June 2016

Systems and tools for planning, budgeting and performance monitoring complied annually

Value for money achieved for all procurement contracts annually by June 2016

TRO Financial Regulations and Guidelines prepared and implemented by June, 2016

ix. Reliability and integrity of

PMU

LSU

PID

PID

ICTU PU,PMD

IA

FAU, ICTU

Management Legislations

Number of Procurement contracts signed and audited

Number of Regulations, Schemes, Salary and Organization Structures and Agreements reviewed and approved

Rate of compliance for planning, budgeting and performance monitoring systems increased

Number of Financial Statements produced

Number of PSC’s Financial Regulations reviewed and approved


100


financial and operating

data reviewed by 2016;

x. Value for money Audit

conducted by June, 2016;

PSC’s Assets register in place

PSC’s Management Policy in place


101


F: Resources mobilization, allocation and utilization improved.

Establish expenditure tracking in PSC’s.

Strengthen Monitoring and Evaluation in PSC’s.

Review of various Circulars, Guidelines in relation to revenue collection.

Strengthen M&E in Government Enterprise under divesture.

Promote equitable allocation and utilization of resource

Expenditure tracking in

PSC’s conducted annually by 2016

M&E framework developed and implemented by June 2016

Restructuring of PSC’s Investment Portfolio improved by June 2016

PSC’s adhere to Planning and Budgeting Guidelines annually by June, 2016

Loan recovery strategy for Privatized PSC’s prepared and implemented by June, 2016

Integrated Management Information System developed and coordinated by June, 2016

Revenue Collection Database developed and implemented by June, 2016

Control mechanisms for

PID

PID

PMD

PID

PU

PMD

PMD

ICTU

ICTU

ICTU

Number of Expenditure tracking reports produced

M&E framework in place

Number of PSC’s restructured

Government Investments Revenue Collection strategy in place

Loan Recovery Strategy in place

Percentage of loan recovered

Number of PSC’s complied with Sales agreements and other directives

Number of PSC’s restructured

Integrated Management Information System in place

Revenue collection


102


effective Utilization of financial resources reviewed by June, 2016

TRO Financial statements improved by June, 2016; and

TRO Database established and maintained by June 2016.

ICTU

ICTU

Database in place and

Control mechanism for effective utilization of financial recourses in place.

G: Stakeholders’ consultations, communication and participation improved.

Strengthen

Management

Information

System.

Improve/promot

e access to

information

services.

Promote Public

awareness on

PSC’s

Treasury Registrar

Management Information

System reviewed and

implemented by June

2016

Stakeholders access to

TRO Information

established by June,

2016

Mechanism for effective

engagement with

ICTU

ICTU/IECU

IECU

ICTU

Treasury Registrar Management Information System in place

Number of staff using TRMIS

Number of reports generated by TRMIS

Number of Stakeholders accessing TR Information

Level of Stakeholders


103


Information.

Improve

stakeholder’s

consultation.

Stakeholders developed

by June, 2016

Transparency and

Accountability in

Management of PSC’s

enhanced by June, 2016

and

Stakeholders Surveys on

service delivery

conducted and

implemented by June,

2016.

IECU

PU

perception on TRO service

Mechanism for effective engagement with Stakeholders in place

Number of stakeholders working session conducted

TRO website established.


104


H: Staff performance and Service delivery improved.

Promote Capacity building and working environment.

Strengthen Human resource management systems and procedures.

Promote the review of systems, plans and procedures.

TRO Strategic Plan reviewed by June, 2016;

Client Service Charter developed by June, 2016

Computerized MIS developed and operationalized by June, 2016

Web based PSC’s reporting system developed by June, 2016;

Human Resource Plan prepared by June, 2016;

TRO Re-tooling Plan prepared and implemented annually by June 2016

ICT Policy developed and implemented by June,2016

TRO electronic physical access control system established by June, 2016

TRO data Bank developed by June, 2016.

AHRMU

PU

ICTU

PMU

ARHMU

PMU

ICTU

ICTU

ICTU

TRO Strategic Plan in place

Client service Charter in place

Computerized MIS in place

Rate of security system compliance to faults and attacks

Percentage of accuracy data restored increased

Human Resource Plan in place (Training Programme, Staff Retention Strategy and Succession Plan in place)

Statutory and administrative services delivered annually

Re-tooling Plan prepared and implemented


105


annually Rate of Staff

turnover reduced.

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