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
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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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SERVICE/PRODUCT OFFERED
STAKEHOLDERS
STAKEHOLDERS RANKING
EXPECTATIONS
process
Issuance of Circulars
and Guidelines
MDA’s
PSC’s
Primary Good governance,
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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SERVICE/PRODUCT OFFERED
STAKEHOLDERS
STAKEHOLDERS RANKING
EXPECTATIONS
Review and approve
financial and Staff
Regulations, Schemes
of Service, Voluntary
Agreements, Salary
Structures,
Performance Contracts,
Circulars and
Guidelines
MDA’s
PSC’s
Primary Good governance,
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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SERVICE/PRODUCT OFFERED
STAKEHOLDERS
STAKEHOLDERS RANKING
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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SERVICE/PRODUCT OFFERED
STAKEHOLDERS
STAKEHOLDERS RANKING
EXPECTATIONS
Development
Partners
Employees
Parliament
Members of
Parliament
Media
General
Public
Secondary
STAKEHOLDERS RANKING
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
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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
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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.
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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
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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.
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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
under this objective:-
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
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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.
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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;
3.2.3.4 Key Performance Indicators
The following Indicators will be used to measure expected Targets
under this objective:-
i. Percentage by which Non-Tax Revenue collections
increased;
ii. Number of Public Enterprises Monitored and
iii. A Public Investment Fund in place.
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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
Targets for this objective are as follows:-
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;
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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.
3.2.4.4 Key Performance Indicators
The following Indicators will be used to measure expected Targets
under this objective:-
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
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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
Targets for this objective are as follows:-
i. Internal Control System developed and reviewed by June, 2016;
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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;
3.2.5.4 Key Performance Indicators
The following Indicators will be used to measure expected Targets
under this objective:-
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;
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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
The following are strategies under this objective:-
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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
Targets for this objective are as follows:-
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;
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ix. TRO Financial statements improved by June, 2016; and
x. TRO Database established and maintained by June 2016.
3.2.6.4 Key Performance Indicators
The following indicators will be used to measure expected targets
under this objective:-
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.
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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
The following are strategies under this objective:-
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:-
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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.
3.2.7.4 Key Performance Indicators
The following Indicators will be used to measure expected Targets
under this objective:-
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;
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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
The following are strategies under this objective:-
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.
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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.
3.2.8.4 Key Performance Indicators
The following Indicators will be used to measure expected Targets
under this Objective:-
i. TRO Strategic Plan in place;
ii. TRO Client service Charter in place;
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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.
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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.
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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.
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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.
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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
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
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
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
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,
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
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
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
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
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
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
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
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
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DEVELOPMENT OBJECTIVE
OBJECTIVE CODE
OBJECTIVE DESCRIPTION
PLANNED OUTCOMES INDICATORS
Rate of Staff turnover reduced.
Value for money achieved for all procurements.
TRO Strategic Plan in place.
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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.
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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
2012 N/A N/A N/A N/A TR
Questionnaires, Interviews, Observatio
Quarterly
Report Annually AHRMU
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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
2012 N/A N/A N/A N/A TR
Questionnaires, Interviews, Observation, Voluntary HIV/AIDS Testing
Annually
Medical Reports, Staff Records
Annually AHRMU
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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
2012 N/A N/A N/A N/A TR
Questionnaire; Suggestion box;
semi annual
Reports semi annual
AHRMU
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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of Re-tooling Plan.
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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:
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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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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
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Years Planned Reviews
Targets Timeframe
Responsible Division/Unit
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:
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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
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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
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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.
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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.
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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:
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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
ASSISTANT TREASURY REGISTRAR
MANAGEMENT SERVICES
DIVISION
ASSISTANT TREASURY REGISTRAR
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
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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.
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Objective Strategy Target Sub-Vote Key Performance Indicators
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
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Objective Strategy Target Sub-Vote Key Performance Indicators
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Objective Strategy Target Sub-Vote Key Performance Indicators
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
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Objective Strategy Target Sub-Vote Key Performance Indicators
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
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Objective Strategy Target Sub-Vote Key Performance Indicators
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
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Objective Strategy Target Sub-Vote Key Performance Indicators
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
Strategic Plan 2013/14-2015/16
102
Objective Strategy Target Sub-Vote Key Performance Indicators
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
Strategic Plan 2013/14-2015/16
103
Objective Strategy Target Sub-Vote Key Performance Indicators
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.
Strategic Plan 2013/14-2015/16
104
Objective Strategy Target Sub-Vote Key Performance Indicators
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
Strategic Plan 2013/14-2015/16
105
Objective Strategy Target Sub-Vote Key Performance Indicators
annually Rate of Staff
turnover reduced.