1.0. Introduction:
The Open Government Partnership (OGP) is a global initiative that aims at promoting transparency, empower citizens, fight corruption and encourage use of new technologies to improve governance. The OGP is overseen by a multi-stakeholder International Steering Committee comprised of Government and civil society representatives. One of the major benefits of OGP is to improve service delivery and make Governments more responsible and accountable to their citizens. Given the benefits of this initiative, Tanzania declared its intention to join OGP during the launching meeting. The decision to join OGP is an important step to complement the Government‟s ongoing efforts to strengthen good governance across all sectors. Good governance has been a critical element to enhance and sustain peace and stability, economic growth, social development and poverty reduction in Tanzania. It is on this basis, that the Government formulated the National Framework for Good Governance (NFGG) in 1999 as a guide to institute good governance in the country. The NFGG envisages a broad-based national partnership for development of good governance. Such a partnership includes Central and Local Governments, Private Sector, Faith-Based and Civil Society Organizations consistent with OGP principles. To spearhead good governance across the Government, several key and cross-cutting governance reforms are being implemented. These core reforms are; the Public Service Reform Program (PSRP), the Local Government Reform Program (LGRP), the Legal Sector Reform Program (LSRP), the Public Financial Management Reform Program (PFMRP) and the National Anti-corruption Strategy and Action Plan (NACSAP). In line with these reforms, sector specific programmes have been undertaken to improve service delivery through the implementation of Decentralization by Devolution (D-by-D). These programmes constitute the policy and strategic framework for enhancing accountability, transparency and integrity in the use of public resources in order to improve service delivery.
The Government has also established and continues to strengthen, empower and improve performance of institutions dealing with issues of good governance, integrity and combating corruption. These include the Ethics Secretariat the Prevention and Combating of Corruption Bureau and the Commission for Human Rights and Good Governance. Other accountability institutions include the Public Procurement Regulatory Authority, the National Audit Office and the Parliamentary Watchdog Committees. In addition to this, Tanzania has enacted laws that require leaders and senior public officials to disclose their incomes and assets to the Ethics Secretariat as a measure to instill integrity in public life.
http://www.opengovpartnership.org/countries/tanzania
Government for Informed Citizens Tinadamnyire Kabondoicgfmconference
“Government for Informed Citizens”
Ernesto Saboia, President, State of Accounts, Northern Brazil
Nandala Mafabi Nathan, Chairman, Public Accounts Committee, Parliament of Uganda
Tindamanyire Kabondo Gaudioso, Member of Parliament, Parliament of Uganda
Vivek Ramkumar, Manager, International Budget Partnership, Open Budget Initiative
In this session, participants will hear from different country specialists on what they are
doing to make government more transparent and to help citizens become more actively
involved in understanding the actions of government.
How do we keep citizens informed and restore their confidence?
How do we help citizens to understand the financial commitments, the
consequences and how they and their community will benefit overall?
What new media may be employed to promote citizen communications?
On February 25, 1986, the Filipino People toppled a dictatorship in four days of nonviolent protest. Crying out “tama na, sobra na!”[i] the people poured out into the streets after heeding the call of rebel soldiers and religious leaders to end the decades-long reign of Ferdinand E. Marcos, whose leadership was marred by corruption, human rights violations and worsening poverty. The People Power Revolution of 1986 hoisted Corazon C. Aquino—housewife of a martyr[ii] of Martial Law—as President of the Philippines.
Twenty-five years after this historical milestone, the Philippines is presented anew with an opportunity to put the political tradition of People Power back on track. With a resounding mandate[iii], President Benigno C. Aquino III won in the last May 2010 elections in place of an administration marred with allegations of massive corruption, political legitimacy issues and the widening gap between rich and poor. His agenda for “kung walang corrupt, walang mahirap[iv]” resonated among the majority who hunger for change.
The development plan[v] of the Philippine Government revolves around the President’s commitment to fight corruption and patronage, the very reasons for the people’s poverty. This plan is anchored upon transparent, accountable and participatory governance as a key ingredient to achieving poverty reduction and economic expansion. Supporting these are strategies to secure an environment conducive for development, particularly, just and lasting peace and environmental integrity.
This plan is anchored upon People Power: a paradigm that the nation’s progress will be achieved only with the active and meaningful participation of citizens. The Philippine Government strives to take People Power from the streets and into the halls of government in order to ensure that the benefits of governance reach the poor in a direct, immediate and substantial way. As opposed to secrecy, impunity and collusion in the past, it seeks to widen the spaces for citizens in their very own government.
The Philippine Government sees open government as a way to operationalize and institutionalize People Power. It will take on the grand challenges of improving public services, increasing public integrity and more effectively managing public resources: all in line with the Aquino administration’s pursuit of kung walang corrupt, walang mahirap. In crafting this Action Plan for the OGP, the Philippine Government consulted with national networks of civil society organizations (CSOs)[vi].
El Gobierno para una ciudadanía Informada Kabondoicgfmconference
“El Gobierno para una ciudadanía Informada”
Ernesto Saboia, Presidente, Tribunal de Cuentas del Estado de Ceará, Norte de Brasil
Nandala Mafabi Nathan, Presidente, Comité de Cuentas Públicas, Parlamento de Uganda
Tindamanyire Kabondo Gaudioso, Parlamentario, Parlamento de Uganda
Vivek Ramkumar, Gerente, Sociedad Internacional de Presupuesto, Iniciativa Abierta de
Presupuesto
En esta sesión, los participantes oirán de especialistas provenientes de diferentes países
sobre sus acciones para que el gobierno se vuelva más transparente y suscite una mayor
participación de sus ciudadanos en las actividades gubernamentales
¿Cómo mantener informados a los ciudadanos y restaurar su confianza?
¿Cómo ayudar a los ciudadanos a entender los compromisos financieros, las
consecuencias y los beneficios para la comunidad a largo plazo?
¿Qué nuevos medios se podrán utilizar para promover la comunicación con los
ciudadanos?
This document defines financial administration and explains the budget cycle process in Malaysia. Financial administration involves planning, developing and implementing policies related to taxation, budgeting, spending, acquisition and accounting. It deals with how a government utilizes public funds to deliver services and manages revenue collection. The budget cycle in Malaysia refers to Budget 2010, and involves the executive branch proposing a budget that is then passed into law by the legislative branch. The process allows the government to forecast revenues and expenditures and set policy priorities through the annual budget.
Governance Structures In Implementing the Right to Health in KenyaLyla Latif
The document outlines the governance structures for implementing the right to health in Kenya at both the national and county levels. At the national level, this includes Parliament, the National Executive, and the Judiciary. At the county level, it includes the County Assembly and County Executives. It also discusses the roles and functions of these structures as well as intergovernmental structures for coordination. Two court cases from Uganda and Kenya related to the right to health are also summarized.
The document discusses public financial management (PFM) in Ghana and the roles of key stakeholders. It describes how the Canadian Parliamentary Centre has worked with Ghana's parliament since 1994 to strengthen PFM through various committees. Civil society organizations monitor government spending and corruption. The media landscape has expanded significantly and now scrutinizes financial issues. However, the private sector's involvement in PFM remains limited mostly to business policy discussions. Overall, strengthening Ghana's parliament and its ability to oversee the executive is important for democracy and accountability.
This document provides a summary of Nigeria's progress in implementing its National Programme of Action (NPoA) under the African Peer Review Mechanism (APRM). It discusses reforms made in the areas of democracy and political governance, economic governance and management, corporate governance, and socio-economic development. Some achievements include increased civil society participation, anti-corruption efforts, banking sector reforms, and improved access to education. Challenges include fully integrating NPoA into budgets and development plans. The report evaluates implementation strategies and outlines next steps to further streamline processes and preparations for future reviews.
Uganda has implemented several initiatives to promote transparency and accountability in governance. These include decentralization, regular elections, public dialogues, participatory planning and budgeting, and independent accountability institutions like the Inspector General of Government and the Auditor General. Civil society has also started initiatives to monitor governance and hold leaders accountable through tools like public expenditure tracking, scorecards, and social accountability forums. Community mobilization efforts have further raised awareness of transparency and accountability issues.
Government for Informed Citizens Tinadamnyire Kabondoicgfmconference
“Government for Informed Citizens”
Ernesto Saboia, President, State of Accounts, Northern Brazil
Nandala Mafabi Nathan, Chairman, Public Accounts Committee, Parliament of Uganda
Tindamanyire Kabondo Gaudioso, Member of Parliament, Parliament of Uganda
Vivek Ramkumar, Manager, International Budget Partnership, Open Budget Initiative
In this session, participants will hear from different country specialists on what they are
doing to make government more transparent and to help citizens become more actively
involved in understanding the actions of government.
How do we keep citizens informed and restore their confidence?
How do we help citizens to understand the financial commitments, the
consequences and how they and their community will benefit overall?
What new media may be employed to promote citizen communications?
On February 25, 1986, the Filipino People toppled a dictatorship in four days of nonviolent protest. Crying out “tama na, sobra na!”[i] the people poured out into the streets after heeding the call of rebel soldiers and religious leaders to end the decades-long reign of Ferdinand E. Marcos, whose leadership was marred by corruption, human rights violations and worsening poverty. The People Power Revolution of 1986 hoisted Corazon C. Aquino—housewife of a martyr[ii] of Martial Law—as President of the Philippines.
Twenty-five years after this historical milestone, the Philippines is presented anew with an opportunity to put the political tradition of People Power back on track. With a resounding mandate[iii], President Benigno C. Aquino III won in the last May 2010 elections in place of an administration marred with allegations of massive corruption, political legitimacy issues and the widening gap between rich and poor. His agenda for “kung walang corrupt, walang mahirap[iv]” resonated among the majority who hunger for change.
The development plan[v] of the Philippine Government revolves around the President’s commitment to fight corruption and patronage, the very reasons for the people’s poverty. This plan is anchored upon transparent, accountable and participatory governance as a key ingredient to achieving poverty reduction and economic expansion. Supporting these are strategies to secure an environment conducive for development, particularly, just and lasting peace and environmental integrity.
This plan is anchored upon People Power: a paradigm that the nation’s progress will be achieved only with the active and meaningful participation of citizens. The Philippine Government strives to take People Power from the streets and into the halls of government in order to ensure that the benefits of governance reach the poor in a direct, immediate and substantial way. As opposed to secrecy, impunity and collusion in the past, it seeks to widen the spaces for citizens in their very own government.
The Philippine Government sees open government as a way to operationalize and institutionalize People Power. It will take on the grand challenges of improving public services, increasing public integrity and more effectively managing public resources: all in line with the Aquino administration’s pursuit of kung walang corrupt, walang mahirap. In crafting this Action Plan for the OGP, the Philippine Government consulted with national networks of civil society organizations (CSOs)[vi].
El Gobierno para una ciudadanía Informada Kabondoicgfmconference
“El Gobierno para una ciudadanía Informada”
Ernesto Saboia, Presidente, Tribunal de Cuentas del Estado de Ceará, Norte de Brasil
Nandala Mafabi Nathan, Presidente, Comité de Cuentas Públicas, Parlamento de Uganda
Tindamanyire Kabondo Gaudioso, Parlamentario, Parlamento de Uganda
Vivek Ramkumar, Gerente, Sociedad Internacional de Presupuesto, Iniciativa Abierta de
Presupuesto
En esta sesión, los participantes oirán de especialistas provenientes de diferentes países
sobre sus acciones para que el gobierno se vuelva más transparente y suscite una mayor
participación de sus ciudadanos en las actividades gubernamentales
¿Cómo mantener informados a los ciudadanos y restaurar su confianza?
¿Cómo ayudar a los ciudadanos a entender los compromisos financieros, las
consecuencias y los beneficios para la comunidad a largo plazo?
¿Qué nuevos medios se podrán utilizar para promover la comunicación con los
ciudadanos?
This document defines financial administration and explains the budget cycle process in Malaysia. Financial administration involves planning, developing and implementing policies related to taxation, budgeting, spending, acquisition and accounting. It deals with how a government utilizes public funds to deliver services and manages revenue collection. The budget cycle in Malaysia refers to Budget 2010, and involves the executive branch proposing a budget that is then passed into law by the legislative branch. The process allows the government to forecast revenues and expenditures and set policy priorities through the annual budget.
Governance Structures In Implementing the Right to Health in KenyaLyla Latif
The document outlines the governance structures for implementing the right to health in Kenya at both the national and county levels. At the national level, this includes Parliament, the National Executive, and the Judiciary. At the county level, it includes the County Assembly and County Executives. It also discusses the roles and functions of these structures as well as intergovernmental structures for coordination. Two court cases from Uganda and Kenya related to the right to health are also summarized.
The document discusses public financial management (PFM) in Ghana and the roles of key stakeholders. It describes how the Canadian Parliamentary Centre has worked with Ghana's parliament since 1994 to strengthen PFM through various committees. Civil society organizations monitor government spending and corruption. The media landscape has expanded significantly and now scrutinizes financial issues. However, the private sector's involvement in PFM remains limited mostly to business policy discussions. Overall, strengthening Ghana's parliament and its ability to oversee the executive is important for democracy and accountability.
This document provides a summary of Nigeria's progress in implementing its National Programme of Action (NPoA) under the African Peer Review Mechanism (APRM). It discusses reforms made in the areas of democracy and political governance, economic governance and management, corporate governance, and socio-economic development. Some achievements include increased civil society participation, anti-corruption efforts, banking sector reforms, and improved access to education. Challenges include fully integrating NPoA into budgets and development plans. The report evaluates implementation strategies and outlines next steps to further streamline processes and preparations for future reviews.
Uganda has implemented several initiatives to promote transparency and accountability in governance. These include decentralization, regular elections, public dialogues, participatory planning and budgeting, and independent accountability institutions like the Inspector General of Government and the Auditor General. Civil society has also started initiatives to monitor governance and hold leaders accountable through tools like public expenditure tracking, scorecards, and social accountability forums. Community mobilization efforts have further raised awareness of transparency and accountability issues.
A Review of FDRE Civil Society Proclamation No.621/2009Markos Mulat G
This document provides an overview of the Civil Societies Proclamation No. 621/2009 in Ethiopia. It discusses the history of civil society organizations in Ethiopia, the rationale for developing the new law, the law development process, the objectives of the law, key components of the law including different designations for civil society organizations, and implementation strategies. It also notes some of the criticisms of the law from civil society actors who argue it places too many restrictions on their work.
The Philippine Administrative System (PAS) refers to the network of government organizations that implement public policies and provide public services. It includes executive departments, constitutional bodies, local government units, and state-owned corporations. The PAS aims to empower citizens by institutionalizing access to services, decentralizing operations, and making procedures simple. It operates within a socio-political and economic environment. The PAS structure is headed by the President and includes over 20 executive departments and over 40,000 local government units across the country. Key processes include budgeting, personnel management, and periodic reorganizations to improve government efficiency and effectiveness.
Department of interior and local governmentAntonov Anive
The document provides background information on the Department of the Interior and Local Government (DILG) of the Philippines. It details the history and evolution of DILG from its establishment in 1897 to the present day. Key points covered include DILG's vision, mission, powers, functions, leadership structure, attached agencies, and historical roots tracing back to the Philippine Revolution. The seal/logo symbolizes peace and security through a sun and dove flag.
Decentralized tax system and public expenditures in rwandaTheogene Habimana
Fiscal and tax decentralization is a mechanism for constraining the expansionary tendencies of governments. Under this approach, all-over the world central governments do not maximize social welfare and operate like monopolists in order to increase their control over the economy’s resources (Crawford, 2008). Therefore, tax decentralization means fiscal empowerment of the local governments. More specifically, it means devolution of taxing and spending powers to lower levels of government. A key argument supporting fiscal decentralization reform is that it can improve the public sector services and help reducing poverty (Ahmed, 2013) Some authors like Crawford, 2008 and Ahmed, 2013 argued that the benefits of tax decentralization are not as obvious as proponents of decentralization suggest, and there could be serious shortcomings that policymakers should be aware of in designing decentralization policies. Local Government accountability and resource allocation efficiency may not be achieved with decentralization when the scarcity of public sector administrative, financial and managerial capacity is more problematic at the lower levels of government (Collier, 2008). Conflicts between central and local governments as to what should be done are inevitable even if government tries faithfully to serve the interests of its (different) constituents. A choice of perspective is thus essential in approaching issues of tax decentralization. In addition, decentralization may impose constraints to the implementation of national policies and the creation of coordination channels across regions. Therefore, from the above problem, the researcher analyzed the contribution of decentralized tax system and public expenditures.
Mobilizing Local Government Tax Revenue for Adequate Service Delivery in Nige...Oghenovo Egbegbedia
This document is a project work submitted in partial fulfillment of a Master's degree in Economics. It examines mobilizing local government tax revenue for adequate service delivery in Nigeria through an empirical analysis from 1970 to 2007. The introduction provides background on local government in Nigeria, outlines the statement of problem as inadequate funding limiting local government effectiveness. The objectives are to determine how to mobilize local tax revenue for adequate health and education services and explore intergovernmental transfers to decentralize financing in the absence of sufficient local revenue. The study aims to evaluate ways to mobilize local tax revenue for adequate service delivery in Nigeria.
This document provides an overview of social accountability and the right to information (RTI) in Pakistan. It discusses how social accountability approaches like public feedback mechanisms and RTI can help address issues like weak monitoring, lack of participation, and information deficits that undermine service delivery. The document outlines Pakistan's RTI legislation, the process for requesting and appealing information requests, and the role of Information Commissions in facilitating RTI. Overall, the summary discusses how social accountability and RTI can empower citizens and improve governance by increasing transparency and demanding accountability.
Reflections on the Maputo Plan of Action and the Abuja DeclarationIDS
This presentation was given by Realising Rights partner Chi Chi Undie of APHRC to the Regional Meeting of Parliamentary Committees on Health in East & Southern Africa Health Equity & Primary Health Care: Responding to the Challenges & Opportunities
The document outlines reforms to healthcare and social welfare in Finland. It proposes consolidating services into 18 autonomous counties responsible for organizing and funding healthcare and social services. The goal is to reduce inequality, improve cost management and lower expenditures by EUR 3 billion. New legislation will enhance freedom of choice and simplify the multisource financing system. Duties will be divided between municipalities, counties and the central government.
This document outlines reforms to Finland's healthcare and social welfare system. It proposes consolidating services under 18 new autonomous regions (counties). Counties will be responsible for organizing and financing healthcare and social welfare, replacing the current system of municipalities and hospital districts. The reforms aim to reduce rising costs, increase equity of services across areas, and integrate service delivery. The changes would take effect in 2019 after new legislation is passed and counties are established. Over 200,000 employees would be transferred to the new county system to deliver equitable, high quality services nationwide.
1st Annual progress report on implementation of the Uganda APRM national prog...Dr Lendy Spires
1. Uganda has made progress implementing its APRM National Programme of Action over the past year, as seen in several key achievements.
2. Notable achievements include restoring security in Northern Uganda through peace programs, developing policies to manage oil revenue and building capacity for oil sector governance, and increasing funding to priority sectors like agriculture to boost productivity.
3. The report also highlights progress in finalizing laws promoting human rights, such as those protecting women and children, and strengthening democratic institutions, though some communication challenges between government and the public remain.
The document discusses the role of local governments in the Philippines according to the Local Government Code. It outlines that the code aims to devolve responsibilities to local governments to empower them and make them effective partners in national development. It also describes the structure of local governments from provinces down to barangays and their powers and functions based on the code. Key aspects covered are services devolved to local governments, revenue sharing, and the executive and legislative branches of each local government unit.
The document discusses key concepts related to decentralization and local governance in the Philippines based on the 1987 Constitution and the Local Government Code. It defines key terms like "just share", decentralization, local autonomy, and the relationship between national and local governments. It outlines the four types of decentralization - political, administrative, fiscal, and policy decentralization. It also discusses the operative principles of decentralization and the concept of municipal corporations.
The Local Government Code of the Philippinesreaderausten
This document outlines the key principles and guidelines for local governance in the Philippines as established in the Local Government Code of 1991. It declares that local government units shall have genuine autonomy and resources to become self-reliant communities. It also establishes principles like the allocation of powers and functions among local units, and participation of private sectors in local governance. The code defines the scope of application and rules of interpretation for local governance.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
1) The document discusses the OECD Observatory of Civic Space, which aims to monitor civic space in OECD countries, promote and protect civic engagement, and act as a platform for dialogue between governments and civil society.
2) The Observatory conducts a global survey every 3 years and civic space scans to assess legal/policy frameworks for civic space. It identifies trends, collects best practices, and makes recommendations to strengthen civic space.
3) Activities include national/regional roundtables, an international conference, and a civic space portal to facilitate dialogue on trends and challenges to civic space. The Observatory seeks to deepen OECD engagement with civil society stakeholders.
The document summarizes reforms to Finland's healthcare, social welfare, and regional government systems. The key points are:
1) Responsibility for services will transfer to 18 new autonomous regions (counties) from the current system of municipalities and hospital districts. Counties will arrange and provide healthcare and social services.
2) The reforms aim to narrow disparities in health services and costs across areas. Services will be integrated under the counties and their carrying capacity strengthened.
3) Counties will have flexibility to provide services directly, in cooperation with others, or by contracting private/non-profit providers. National indicators will track quality and efficiency.
Good Governance and Anti-Corruption in Tunisia - March 2020 OECD Governance
The document summarizes achievements of Tunisia's efforts to address corruption, including establishing anti-corruption agencies and laws protecting whistleblowers. It then outlines a project between Tunisia and the OECD focused on three areas: increasing responsiveness to citizens through citizen charters; improving coordination between anti-corruption entities; and fostering business opportunities through procurement transparency. The project worked with various government agencies and hospitals to develop citizen charters and audit procedures. Overall the project aimed to strengthen governance, transparency and opportunities to reduce the high costs of corruption in Tunisia.
Executive summary report of the fifty years of independence of mainland tan...10198917
This document provides a historical background of Tanzania from ancient times until independence in 1961. It describes Tanzania's unique physical features and natural resources. It discusses how various communities inhabited Tanzania for centuries and developed different economic and governance systems. It notes that Tanzania was colonized by Germans in the 19th century and later the British, subjecting the people to an oppressive political system and exploitative economic model. Upon independence in 1961, Tanzania inherited a weak economy, limited social services of poor quality, and the challenge of dismantling the colonial legacy.
1. 21st Century Democracy demands that governments keep close communication with their citizens. Citizens require to access information that enables them to know how decisions are made at the different levels of Government so that they may take a more active role in the process of drafting, implementing and evaluating public policy.
2. The Open Government Partnership (OGP) which Mexico has joined with enthusiasm, will allow us to consolidate undergoing efforts we’ve been carrying out over the last few years regarding open Government, access to information and the fight against corruption through the enactment and execution of certain policies and international agreements.
3. The OGP will allow member nations to coordinate existing programs and policies which coincide with the goals that inspired this multilateral initiative in order to: transform the current relationship between governments and citizens; provide more information, and more, useful information; foster a more meaningful participation by citizens in the drafting of public policy; and in the long term, allow citizens to receive quality services from their governments. Both the National Initiative for Government Accountability, Transparency and Fight Against Corruption and the Program to Improve Government Management, prove the Federal Government’s commitment to strengthen the Rule of Law, a culture of government accountability, the fight against corruption and in general, a more effective and efficient government.
4. The Mexican Government is convinced that the fight against corruption and the thrust towards transparency and social accountability are essential for democratic governance and are key elements to promote investment, increase economic competiveness and strengthen the Rule of Law. Because of this, Mexico will focus its efforts on addressing four of the five grand challenges presented by the OGP: improving public services; increasing public integrity; managing public resources more effectively; and improve corporate accountability.
5. By consulting both Government agencies and civil society organizations we were able to draft the Mexican Action Plan that we present today and which acknowledges present imbalances.
6. Putting together this Action Plan required dialogue, work and commitment between several agencies, mainly among those of the Federal Government, and also by public corporations in the energy sector, telecommunications regulators, the Government Accountability Office and the Central Bank.
7. In order to draft the Action Plan within the deadline set in the official announcement, public consultation was limited to the branches of the Federal Government and a few civil society organizations which by their own initiative are already working on issues of budget transparency and citizen participation in the design, implementation and evaluation of public policies.
http://www.opengovpartnership.org/countries/mexico
A Review of FDRE Civil Society Proclamation No.621/2009Markos Mulat G
This document provides an overview of the Civil Societies Proclamation No. 621/2009 in Ethiopia. It discusses the history of civil society organizations in Ethiopia, the rationale for developing the new law, the law development process, the objectives of the law, key components of the law including different designations for civil society organizations, and implementation strategies. It also notes some of the criticisms of the law from civil society actors who argue it places too many restrictions on their work.
The Philippine Administrative System (PAS) refers to the network of government organizations that implement public policies and provide public services. It includes executive departments, constitutional bodies, local government units, and state-owned corporations. The PAS aims to empower citizens by institutionalizing access to services, decentralizing operations, and making procedures simple. It operates within a socio-political and economic environment. The PAS structure is headed by the President and includes over 20 executive departments and over 40,000 local government units across the country. Key processes include budgeting, personnel management, and periodic reorganizations to improve government efficiency and effectiveness.
Department of interior and local governmentAntonov Anive
The document provides background information on the Department of the Interior and Local Government (DILG) of the Philippines. It details the history and evolution of DILG from its establishment in 1897 to the present day. Key points covered include DILG's vision, mission, powers, functions, leadership structure, attached agencies, and historical roots tracing back to the Philippine Revolution. The seal/logo symbolizes peace and security through a sun and dove flag.
Decentralized tax system and public expenditures in rwandaTheogene Habimana
Fiscal and tax decentralization is a mechanism for constraining the expansionary tendencies of governments. Under this approach, all-over the world central governments do not maximize social welfare and operate like monopolists in order to increase their control over the economy’s resources (Crawford, 2008). Therefore, tax decentralization means fiscal empowerment of the local governments. More specifically, it means devolution of taxing and spending powers to lower levels of government. A key argument supporting fiscal decentralization reform is that it can improve the public sector services and help reducing poverty (Ahmed, 2013) Some authors like Crawford, 2008 and Ahmed, 2013 argued that the benefits of tax decentralization are not as obvious as proponents of decentralization suggest, and there could be serious shortcomings that policymakers should be aware of in designing decentralization policies. Local Government accountability and resource allocation efficiency may not be achieved with decentralization when the scarcity of public sector administrative, financial and managerial capacity is more problematic at the lower levels of government (Collier, 2008). Conflicts between central and local governments as to what should be done are inevitable even if government tries faithfully to serve the interests of its (different) constituents. A choice of perspective is thus essential in approaching issues of tax decentralization. In addition, decentralization may impose constraints to the implementation of national policies and the creation of coordination channels across regions. Therefore, from the above problem, the researcher analyzed the contribution of decentralized tax system and public expenditures.
Mobilizing Local Government Tax Revenue for Adequate Service Delivery in Nige...Oghenovo Egbegbedia
This document is a project work submitted in partial fulfillment of a Master's degree in Economics. It examines mobilizing local government tax revenue for adequate service delivery in Nigeria through an empirical analysis from 1970 to 2007. The introduction provides background on local government in Nigeria, outlines the statement of problem as inadequate funding limiting local government effectiveness. The objectives are to determine how to mobilize local tax revenue for adequate health and education services and explore intergovernmental transfers to decentralize financing in the absence of sufficient local revenue. The study aims to evaluate ways to mobilize local tax revenue for adequate service delivery in Nigeria.
This document provides an overview of social accountability and the right to information (RTI) in Pakistan. It discusses how social accountability approaches like public feedback mechanisms and RTI can help address issues like weak monitoring, lack of participation, and information deficits that undermine service delivery. The document outlines Pakistan's RTI legislation, the process for requesting and appealing information requests, and the role of Information Commissions in facilitating RTI. Overall, the summary discusses how social accountability and RTI can empower citizens and improve governance by increasing transparency and demanding accountability.
Reflections on the Maputo Plan of Action and the Abuja DeclarationIDS
This presentation was given by Realising Rights partner Chi Chi Undie of APHRC to the Regional Meeting of Parliamentary Committees on Health in East & Southern Africa Health Equity & Primary Health Care: Responding to the Challenges & Opportunities
The document outlines reforms to healthcare and social welfare in Finland. It proposes consolidating services into 18 autonomous counties responsible for organizing and funding healthcare and social services. The goal is to reduce inequality, improve cost management and lower expenditures by EUR 3 billion. New legislation will enhance freedom of choice and simplify the multisource financing system. Duties will be divided between municipalities, counties and the central government.
This document outlines reforms to Finland's healthcare and social welfare system. It proposes consolidating services under 18 new autonomous regions (counties). Counties will be responsible for organizing and financing healthcare and social welfare, replacing the current system of municipalities and hospital districts. The reforms aim to reduce rising costs, increase equity of services across areas, and integrate service delivery. The changes would take effect in 2019 after new legislation is passed and counties are established. Over 200,000 employees would be transferred to the new county system to deliver equitable, high quality services nationwide.
1st Annual progress report on implementation of the Uganda APRM national prog...Dr Lendy Spires
1. Uganda has made progress implementing its APRM National Programme of Action over the past year, as seen in several key achievements.
2. Notable achievements include restoring security in Northern Uganda through peace programs, developing policies to manage oil revenue and building capacity for oil sector governance, and increasing funding to priority sectors like agriculture to boost productivity.
3. The report also highlights progress in finalizing laws promoting human rights, such as those protecting women and children, and strengthening democratic institutions, though some communication challenges between government and the public remain.
The document discusses the role of local governments in the Philippines according to the Local Government Code. It outlines that the code aims to devolve responsibilities to local governments to empower them and make them effective partners in national development. It also describes the structure of local governments from provinces down to barangays and their powers and functions based on the code. Key aspects covered are services devolved to local governments, revenue sharing, and the executive and legislative branches of each local government unit.
The document discusses key concepts related to decentralization and local governance in the Philippines based on the 1987 Constitution and the Local Government Code. It defines key terms like "just share", decentralization, local autonomy, and the relationship between national and local governments. It outlines the four types of decentralization - political, administrative, fiscal, and policy decentralization. It also discusses the operative principles of decentralization and the concept of municipal corporations.
The Local Government Code of the Philippinesreaderausten
This document outlines the key principles and guidelines for local governance in the Philippines as established in the Local Government Code of 1991. It declares that local government units shall have genuine autonomy and resources to become self-reliant communities. It also establishes principles like the allocation of powers and functions among local units, and participation of private sectors in local governance. The code defines the scope of application and rules of interpretation for local governance.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
1) The document discusses the OECD Observatory of Civic Space, which aims to monitor civic space in OECD countries, promote and protect civic engagement, and act as a platform for dialogue between governments and civil society.
2) The Observatory conducts a global survey every 3 years and civic space scans to assess legal/policy frameworks for civic space. It identifies trends, collects best practices, and makes recommendations to strengthen civic space.
3) Activities include national/regional roundtables, an international conference, and a civic space portal to facilitate dialogue on trends and challenges to civic space. The Observatory seeks to deepen OECD engagement with civil society stakeholders.
The document summarizes reforms to Finland's healthcare, social welfare, and regional government systems. The key points are:
1) Responsibility for services will transfer to 18 new autonomous regions (counties) from the current system of municipalities and hospital districts. Counties will arrange and provide healthcare and social services.
2) The reforms aim to narrow disparities in health services and costs across areas. Services will be integrated under the counties and their carrying capacity strengthened.
3) Counties will have flexibility to provide services directly, in cooperation with others, or by contracting private/non-profit providers. National indicators will track quality and efficiency.
Good Governance and Anti-Corruption in Tunisia - March 2020 OECD Governance
The document summarizes achievements of Tunisia's efforts to address corruption, including establishing anti-corruption agencies and laws protecting whistleblowers. It then outlines a project between Tunisia and the OECD focused on three areas: increasing responsiveness to citizens through citizen charters; improving coordination between anti-corruption entities; and fostering business opportunities through procurement transparency. The project worked with various government agencies and hospitals to develop citizen charters and audit procedures. Overall the project aimed to strengthen governance, transparency and opportunities to reduce the high costs of corruption in Tunisia.
Executive summary report of the fifty years of independence of mainland tan...10198917
This document provides a historical background of Tanzania from ancient times until independence in 1961. It describes Tanzania's unique physical features and natural resources. It discusses how various communities inhabited Tanzania for centuries and developed different economic and governance systems. It notes that Tanzania was colonized by Germans in the 19th century and later the British, subjecting the people to an oppressive political system and exploitative economic model. Upon independence in 1961, Tanzania inherited a weak economy, limited social services of poor quality, and the challenge of dismantling the colonial legacy.
1. 21st Century Democracy demands that governments keep close communication with their citizens. Citizens require to access information that enables them to know how decisions are made at the different levels of Government so that they may take a more active role in the process of drafting, implementing and evaluating public policy.
2. The Open Government Partnership (OGP) which Mexico has joined with enthusiasm, will allow us to consolidate undergoing efforts we’ve been carrying out over the last few years regarding open Government, access to information and the fight against corruption through the enactment and execution of certain policies and international agreements.
3. The OGP will allow member nations to coordinate existing programs and policies which coincide with the goals that inspired this multilateral initiative in order to: transform the current relationship between governments and citizens; provide more information, and more, useful information; foster a more meaningful participation by citizens in the drafting of public policy; and in the long term, allow citizens to receive quality services from their governments. Both the National Initiative for Government Accountability, Transparency and Fight Against Corruption and the Program to Improve Government Management, prove the Federal Government’s commitment to strengthen the Rule of Law, a culture of government accountability, the fight against corruption and in general, a more effective and efficient government.
4. The Mexican Government is convinced that the fight against corruption and the thrust towards transparency and social accountability are essential for democratic governance and are key elements to promote investment, increase economic competiveness and strengthen the Rule of Law. Because of this, Mexico will focus its efforts on addressing four of the five grand challenges presented by the OGP: improving public services; increasing public integrity; managing public resources more effectively; and improve corporate accountability.
5. By consulting both Government agencies and civil society organizations we were able to draft the Mexican Action Plan that we present today and which acknowledges present imbalances.
6. Putting together this Action Plan required dialogue, work and commitment between several agencies, mainly among those of the Federal Government, and also by public corporations in the energy sector, telecommunications regulators, the Government Accountability Office and the Central Bank.
7. In order to draft the Action Plan within the deadline set in the official announcement, public consultation was limited to the branches of the Federal Government and a few civil society organizations which by their own initiative are already working on issues of budget transparency and citizen participation in the design, implementation and evaluation of public policies.
http://www.opengovpartnership.org/countries/mexico
This special supplement includes nine articles produced for the Open Government Partnership. OGP is a new effort to foster greater transparency and accountability, improve governance, and increase civic engagement worldwide.
The OGP Steering Committee requests comments from the open government community on its draft Strategic Plan. Please comment here: http://blog.opengovpartnership.org/2012/08/open-government-partnership-strategic-plan-comments/
Entrepreneur 3: Marketing Plan, Strategies, Distribution and ChannelsBernard Leong
The 3rd lecture focus on the marketing plan which constitues part of the business plan with an introduction to the concept of marketing, strategies, distribution and channels. Another important thing that we want to inculcate the use of social meda for start-ups and how this might help to spread the message.
The document discusses various topics related to sales and business management. It provides guidance on developing customer relationships, understanding customer needs, selecting target customers, managing sales targets and time, and retaining existing customers. Some of the key points include selecting high-value customers according to volume, profitability, and strategic fit; understanding customer decision factors and pain points to develop offers; focusing time on high-priority accounts while maintaining relationships with others; and ensuring customer satisfaction to support retention and expansion. The overall message is on developing a strategic and customer-centric approach to sales.
Kenya has made strides in becoming a more democratic and open society since 1991, as outlined in its Vision 2030 Plan and revised 2010 Constitution. This document discusses Kenya's strategy for developing an Open Government Partnership, including establishing a working group and holding consultations to create an inclusive National Open Government Action Plan. It also outlines several ongoing government initiatives to improve transparency, public services, and civic participation.
THE SEOUL DECLARATION ON PARTICIPATORY AND TRANSPARENT GOVERNANCEDr Lendy Spires
This document contains the Seoul Declaration on Participatory and Transparent Governance from May 2005. It was adopted at the Sixth Global Forum on Reinventing Government in Seoul, South Korea. The declaration calls for governments to work with businesses, civil society, and citizens to promote participatory and transparent governance through greater cooperation and accountability. It provides recommendations in four areas: 1) increasing government innovation and social integration through new technologies and performance measures; 2) establishing fair market economies and stronger corporate governance; 3) enhancing local governance; and 4) recognizing civil society as partners in decision-making.
Uganda has implemented several initiatives to promote transparency and accountability in governance. These include decentralization, regular elections, public dialogues, participatory planning and budgeting, and independent oversight institutions like the Inspector General of Government and the Auditor General. Civil society has also started initiatives to monitor governance and hold leaders accountable through activities like public expenditure tracking, scorecards, social accountability forums, and community mobilization. Self-regulatory mechanisms like the NGO Quality Assurance Certification help ensure transparency and accountability among civil society organizations.
OECD Network on Open & Innovative Government in Latin America & the CaribbeanOECD Governance
The OECD Network on Open & Innovative Government in the LAC region connects reformers, identifies good practices and provides examples and recommendations to its members.
This document proposes governance targets and indicators for inclusion in the UN's Post-2015 development framework. It argues that open, inclusive, accountable and effective governance should be a stand-alone goal and integrated into other goals. Five specific governance targets are outlined: 1) ensuring access to development information, 2) curbing corruption and illicit flows, 3) enhancing public institution effectiveness and accountability, 4) increasing citizen participation, and 5) ensuring corporate transparency and accountability. Global minimum standards and possible indicators are suggested for each target to balance diversity and comparability. The proposal is endorsed by over 50 civil society organizations.
This document proposes governance targets and indicators for inclusion in the UN's Post-2015 development framework. It argues that open, inclusive, accountable and effective governance should be a stand-alone goal and integrated into other goals. Five specific governance targets are outlined: 1) ensuring access to development information, 2) curbing corruption and illicit financial flows, 3) enhancing public institution effectiveness and accountability, 4) increasing citizen participation, and 5) ensuring corporate transparency and accountability. Global minimum standards and possible indicators are suggested for each target to balance diversity and comparability.
The document proposes a project for Pakistan that aims to create a more equitable tax system and increase domestic resource mobilization. It would do this by enhancing the capacity of civil society and tax authorities to advocate for reforming Pakistan's regressive tax laws and policies that disproportionately benefit the wealthy. This includes eliminating tax exemptions, broadening the tax base to cover more sectors, and reducing political influence over the tax system. The goals are to generate more tax revenue to fund basic services for citizens and reduce inequality as outlined in the UN SDGs. Key activities would include training, public awareness campaigns, lobbying lawmakers, and research to advocate for a fairer, more progressive tax system.
Belize Public Service Information Day 2007--Office of GovernanceMyrtle Palacio
1) The document summarizes the First Public Service Information Day event held in Belize. It recognizes public officers who received certificates in change management and leadership.
2) It discusses the Office of Governance's efforts over the past year and a half to modernize the public service through training, establishing policies and standards, and improving information availability.
3) The Office of Governance aims to improve governance, efficiency, and transparency in the public sector by investing in human capital development and skills training for public officers.
Speech by Luiz de Mello, OECD, given at the conference on The Principles of Public Administration: A framework for ENP countries. The event was co-organised by SIGMA with the Jordanian Ministry of Planning and International Cooperation and the EU, it took place at the Dead Sea, Jordan 10 May 2016.
Open Government in Biscay Highlights brochureOECD Governance
The document summarizes key aspects of an OECD Open Government Review conducted in Biscay, Spain. It highlights that open government reforms can improve public governance and increase trust. The review examined Biscay's open government strategies and initiatives based on 10 principles from the OECD Recommendation on Open Government. Some findings were that Biscay has strong social participation traditions and its unique fiscal and governance systems influence its ability to implement open government. The review contained chapters on strengthening frameworks, ensuring sustainability, monitoring and evaluation, and stakeholder participation.
Transparency and accountability regional perspective sodnet rwandaSonnie Kibz
This document discusses transparency, accountability, and participation in governance. It summarizes the goals and achievements of the Public Policy Information, Monitoring, and Advocacy (PPIMA) project in Rwanda, which aims to promote citizen and civil society participation in policy processes. While the project has had some successes at the national level, its impact at local levels is limited due to issues with collecting community concerns and information. The document recommends adopting the Huduma social monitoring technology used in Kenya to strengthen evidence-based advocacy and policy influence.
This document outlines a turnaround strategy for local government in South Africa. It begins by explaining the importance of local government in realizing the country's goals of democracy, development, and an inclusive economy. It then describes an ideal municipality, outlining objectives like service delivery, social and economic development, and community involvement. The document presents findings from assessments of municipalities, identifying problems like poor performance, capacity issues, and weak oversight. It proposes a coordinated effort across government and society to address the challenges facing local government and restore confidence through improved municipal management and service delivery.
The document provides an overview of e-governance and related concepts. It defines governance, e-government, e-governance and m-government. It discusses the international scenario of e-governance initiatives in countries like the US, UK and New Zealand. It then describes India's national e-governance plan, various mission mode projects including banking, income tax, passport services, and the objectives of establishing digital infrastructure in government departments and services.
The document provides an overview of a public governance review conducted by the OECD of Costa Rica. The review assessed Costa Rica's public administration strengths and weaknesses across six thematic areas: centre of government coordination capacity, policy monitoring and evaluation, budgetary framework and strategic planning, human resources management, integrity policies in public procurement, and multi-level governance. The review found challenges in these areas including a fragmented public sector, fiscal sustainability issues, and decreasing public trust in institutions. It provides recommendations to strengthen Costa Rica's governance system such as enhancing the strategic role of the centre of government, promoting a results-oriented culture of policy monitoring and evaluation, and addressing budget rigidity issues.
The document outlines citizen reform agendas proposed for political candidates and parties in the 2010 Philippine elections. It discusses agendas related to anti-corruption, political and electoral reforms, the environment and sustainable development, and local governance. On anti-corruption, it proposes strengthening oversight bodies and ensuring consequences for non-compliance. For political reforms, it advocates empowering citizens and transforming politics to be more inclusive and pro-poor. On the environment, it calls for adopting sustainable development frameworks like the Philippine Agenda 21 and enabling economic policies.
This document discusses Sierra Leone's Open Government Initiative (OGI) which was launched in 2008 to enhance government accountability and citizen participation. OGI created new channels for information sharing and dialogue between citizens and the government through town hall meetings with high-level officials and interactive radio/TV forums. The initiative aimed to improve transparency, promote citizen involvement in politics especially for vulnerable groups, and ensure people's concerns are reflected in policies. While progress has been made, continued efforts are needed to strengthen connections between the government and public and advance accountable and responsive governance.
This document summarizes a research article that evaluates the degree of openness in Turkey's public expenditure. It finds that while Turkey has taken some steps to increase transparency, such as establishing new laws and action plans, transparency remains limited, especially regarding military spending. Civil society organizations can play an important role in promoting transparency and accountability, but their influence is still growing. Overall, the degree of openness in Turkey's public financial management system is insufficient and needs further reforms to achieve complete transparency.
A presentation given by Karen Hill, Head of SIGMA (Support for Improvement in Governance and Management) at a workshop on efficiency and effectiveness in public administration amongst the Balkan countries, held in Ankara 24 and 25 April. Participants from the Prime Ministries of five countries Turkey, Albania, the former Yugoslav Republic of Macedonia, Kosovo and Bosnia and Herzegovina shared their experience and debated issues such as how to reduce administrative burdens on citizens and business.
The document provides an overview of the National Taxpayers Association (NTA) in Kenya. It discusses the formation of NTA due to weak accountability of how citizens' tax funds were being utilized. It describes NTA's mission, vision, objectives and activities such as Citizen Report Cards (CRCs) to monitor public services and promote accountability. The document also discusses NTA's School Report Card initiative to engage citizens in improving quality of primary education and future plans around building citizen demand and participation.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
1. TANZANIA OPEN GOVERNMENT PARTNERSHIP (OGP)
ACTION PLAN 2012-2013
1.0. Introduction:
The Open Government Partnership (OGP) is a global initiative that aims at
promoting transparency, empower citizens, fight corruption and encourage use of
new technologies to improve governance. The OGP was formally launched in
New York on 20th September, 2011 by 8 founding members, namely; Brazil,
Indonesia, Mexico, Norway, Philippines, South Africa, United Kingdom and Unites
States. The OGP is overseen by a multi-stakeholder International Steering
Committee comprised of Government and civil society representatives. One of
the major benefits of OGP is to improve service delivery and make Governments
more responsible and accountable to their citizens. Given the benefits of this
initiative, Tanzania declared its intention to join OGP during the launching
meeting. The decision to join OGP is an important step to complement the
Government‟s ongoing efforts to strengthen good governance across all sectors.
Good governance has been a critical element to enhance and sustain peace and
stability, economic growth, social development and poverty reduction in
Tanzania. It is on this basis, that the Government formulated the National
Framework for Good Governance (NFGG) in 1999 as a guide to institute good
governance in the country. The NFGG envisages a broad-based national
partnership for development of good governance. Such a partnership includes
Central and Local Governments, Private Sector, Faith-Based and Civil Society
Organizations consistent with OGP principles.
To spearhead good governance across the Government, several key and cross-
cutting governance reforms are being implemented. These core reforms are; the
Public Service Reform Program (PSRP), the Local Government Reform Program
(LGRP), the Legal Sector Reform Program (LSRP), the Public Financial
Management Reform Program (PFMRP) and the National Anti-corruption Strategy
and Action Plan (NACSAP). In line with these reforms, sector specific
programmes have been undertaken to improve service delivery through the
implementation of Decentralization by Devolution (D-by-D). These programmes
constitute the policy and strategic framework for enhancing accountability,
transparency and integrity in the use of public resources in order to improve
service delivery.
When President Dr. Jakaya Mrisho Kikwete came into power in 2005 he vowed to
intensify this endeavor. In his Inaugural Speech 1 to Parliament on December 30th
2005 the President told the House:-
1
Parliament Inauguration Speech of 30th December, 2005
1 of 9
2. “…My Government will be guided by good governance, transparency and
accountability. We will respect the rule of law, and we will respect the principle of
separation of powers between the Executive, the Legislature and the Judiciary.
And we will empower each branch to discharge its responsibilities. The Fourth
Phase Government will strengthen the public service and fight social ills without
fear or favour”.
The Government has also established and continues to strengthen, empower and
improve performance of institutions dealing with issues of good governance,
integrity and combating corruption. These include the Ethics Secretariat 2, the
Prevention and Combating of Corruption Bureau3 and the Commission for Human
Rights and Good Governance4. Other accountability institutions include the Public
Procurement Regulatory Authority5, the National Audit Office6 and the
Parliamentary Watchdog Committees. In addition to this, Tanzania has enacted
laws that require leaders and senior public officials to disclose their incomes and
assets to the Ethics Secretariat as a measure to instill integrity in public life.
1.1. Rationale for joining OGP initiative:
The country‟s intention to join OGP is to make Government business more open
to its citizens in the interest of improving public service delivery, Government
responsiveness, combating corruption and building greater trust. Specifically,
Tanzania has joined OGP in order to:
Promote public integrity and transparency, enhance proper
management of public resources and fight corruption; and
Strengthen mechanisms for citizens‟ engagement and participation in
improving public service delivery systems in their areas.
Through the Country OGP Action Plan, the Government commits itself to
promoting increased access to information about Government operations and
publish data on the prioritized sectors of Health, Education and Water.
2.0. Open Government Initiatives to date.
OGP is built on key pillars of good governance namely; transparency, citizen
participation, accountability and integrity and technology and innovation. The
following section outlines some of the initiatives that have been undertaken by
the Government to improve governance.
2
Public Leadership Code of Ethics Act No. 13 of 1995, Chapter 398 of the Laws of Tanzania
3
Prevention and Combating Corruption Act No. 11 of 2007, Chapter 329 of the Laws of Tanzania
4
Commission for Human Right and Good Governance Act No 7 of 2001, Chapter 391 of the Laws of
Tanzania
5
Public Procurement Act, Chapter 410 of the Laws of Tanzania
6
Public Audit Act No 11 of 2008, Chapter 418 of the Laws of Tanzania
2 of 9
3. 2.1. Transparency.
Transparency has remained one of the key priorities of Tanzania as emphasized
by the Father of the Nation, Mwalimu Julius Kambarage Nyerere from the early
days of the country‟s independence. The Government is committed to sustain this
spirit by ensuring that transparency remains a key priority in order to improve
service delivery and make the Government more accountable to its people.
Current measures that the Government has put in place to improve transparency
are:
i. Establishment of three Parliamentary Watchdog Committees chaired by
members from Opposition Parties to oversee Government performance
and utilization of resources in Central, Local Government and Parastatal
Organizations;
ii. Establishment of public complaints desks in Central and Local
Governments. These desks are handled by focal persons appointed by
Institutional Chief Executives to receive complaints from the public
regarding service delivery, take appropriate action and provide feedback
to the public;
iii. Introduction of suggestion boxes in Ministries, Departments and Agencies
(MDAs), Regions and Local Government Authorities (LGAs) offices and
service delivery centres aimed at receiving complaints, suggestions and
feedback from the public;
iv. Establishment of oversight Boards and Committees at Health, Education
and Water service delivery centers. The Boards and Committees are
composed of representatives from Councils, community and service
providers;
v. Establishment of the Public Procurement Regulatory Authority (PPRA) to
ensure that all tendering processes are properly adhered to in accordance
with Public Procurement Act. The Act requires, among others, to advertize
all tenders in the news papers and websites;
vi. Publication of quarterly Budget Expenditure Reports (BERs) and
disbursements of funds from the Treasury to MDAs, Regions and LGAs in
the news papers and the Ministry of Finance (MOF) website. Likewise, the
funds disbursed to LGAs are posted at Councils‟ notice boards and the
detailed breakdown of funds sent to service delivery centres such as
schools and health facilities are posted on the notice boards and public
places; and
vii. Joining the African Peer Review Mechanism (APRM) in 2004, an African
continent initiative based on self assessment in thematic areas of political,
economic and corporate governance.
2.2. Citizen participation.
Citizen engagement ensures community involvement in decision making on
matters that affect them or in which they have an interest. Citizen engagement
3 of 9
4. enhances the legitimacy of the Government‟s action beyond its borders. Citizens
must feel connected to the Government, they must feel involved in the decisions
that are made for their benefit, they must be able to give out their opinions on
the functioning of the Government and they must be aware of whether their
ideas are considered before any decision is made because they are the
beneficiaries of those decisions.
The Government has instituted several measures to engage citizens‟ participation
in day to day operations. These measures have been instituted in all levels of
Government operations although a number of challenges remain to be addressed
to widen participation especially in rural areas. The initiatives that have been
taken to ensure citizens‟ participation include:
i. Establishment of Citizen‟s Website in 20077 to allow citizens to give their
opinions, ask questions and get feedback from the Government;
ii. Formulation and approval of Local Government budgets through a
participatory approach known as “Opportunities and Obstacles to
Development” (O&OD). The approach allows villages to prepare plans and
budgets and submit them to the higher LGA level for inclusion in the
Council‟s plans and budgets;
iii. Establishment of sector dialogue mechanism involving Government, Civil
Society Organizations (CSOs), Private Sector and Development Partners
aimed at increasing effectiveness and efficiency in the implementation of
sector development programmes. One of the key functions of the sector
dialogue is to undertake Annual Joint Sector Reviews (JSRs) whereby,
annual sector performance reports are presented and priority actions for
the subsequent year discussed and agreed upon;
iv. Establishment of Public Expenditure Review (PER) dialogue. PER is a high
level dialogue between Government, Development Partners, CSOs and
other social groups. It is a technical advisory forum that the Government
uses to draw views/comments for improving planning, budgeting and
financial management;
v. Establishment of Annual Policy Dialogue to review PER, General Budget
Support (GBS) and National Strategy for Growth and Reduction of Poverty
(NSGRP) or MKUKUTA in Kiswahili acronym. This is a single event that
draws about 1,000 participants from the Government, CSOs, Private Sector,
Development Partners and Faith-Based Organizations (FBOs) whereby
inputs from the forum feed into the National Plan and Budget process;
vi. Open and transparent system of village land allocation that requires the
Village Assembly to pass a resolution to allocate Village Land to an
individual or a firm that has submitted land request to the Village
Government. The Village Assembly constitutes all villagers with or above 18
years. According to Village Land Act8 all Village Leaders have no mandate
7
www.wananchi.go.tz
8
Village Land Act No. 5 of 1999, Chapter 114 of the Laws of Tanzania
4 of 9
5. whatsoever to allocate land. Gender sensitive village and ward tribunals
have been established to handle land disputes; and
vii. Involvement of citizens and other stakeholders into the formulation of
policies or laws to obtain their views and suggestions before they are
passed by the Parliament; and
viii. Establishment of country-level network (CLK net), a platform for providing
opportunity to draw input from the public for policy development and
review (www.clknet.or.tz).
2.3. Accountability and integrity.
Integrity, transparency and accountability in public administration are key values
to improve service delivery. Sound public administration involves public trust.
Citizens expect public servants to serve the public interest with fairness and
manage public resources properly on daily basis. Integrity, transparency and
accountability are a prerequisite to and underpin public trust as a keystone of
good governance.
While inaugurating the new Parliament in 20059, President Dr. Jakaya Mrisho
Kikwete emphasized the importance of integrity to public officials:
“…I ask the Public Ethics Commission not to shy away from asking each one of
us to account for our assets and wealth. The Commission should be proactive. I
will help it to build the capacity to do so, if indeed that is the problem”.
Over the past two decades especially towards the end of 1990s, the Government
has been instituting several accountability and integrity measures towards
fighting corruption and improving service delivery. Some of the measures taken
are:
i. Introduction of Client Service Charters in Government Institutions aimed at
enhancing transparency and accountability in public service delivery. The
Charter specifies the services and goods that the clients are expected to
receive from the institution, clients‟ rights and obligations and the feedback
mechanisms available to enable the institution monitor and evaluate its
performance;
ii. Establishment of the National Anti-corruption Strategy and Action Plan
(NACSAP) in 1999. The NACSAP provides the framework within which
MDAs, Regions and LGAs are required to initiate concrete measures to
address corruption in their areas of jurisdiction. A NACSAP National
Steering Committee has been established drawing members from
Government and Non-State Actors to oversee implementation of the
strategy;
iii. Establishment of Institutional Integrity Committees at Central and Local
Government level with the responsibilities of ensuring that staff in the
Parliament Inauguration Speech of 30th December, 2005
9
5 of 9
6. relevant institutions adhere to ethical behavior and professional standards
at work places;
iv. Introduction of Public Expenditure Tracking Surveys (PETS) whereby,
Government in collaboration with CSOs track the implementation of budget
and assessment of value for money.
v. Strengthening of the Internal Audit function by appointing a Chief Internal
Auditor General who oversees all internal audit activities in all MDA‟s,
Regions and LGAs. Internal Audit Units are now reporting to the Chief
Internal Auditor General instead of reporting to the institution‟s
management in which they are based;
vi. Introduction of formula based grant allocation system that facilitates
allocation of resources to LGAs in an open and transparent manner. The
formula is used to allocate resources based on specific criteria such as
population, access to services, poverty index, and land area;
vii. Establishment of Integrated Financial Management System (IFMS) to
manage public expenditure in accordance with approved budgets by
parliament. All MDAs, Regions and LGAs are connected to IFMS; and
viii. Enactment of Election Expenses Act of 2010 to enforce accountability of
campaign finances by Political Parties. The Act aims at controlling the use
of money beyond the threshold provided and curb corruption practices in
elections.
2.4. Technology and Innovation.
The Government is well aware that investment in technology and innovation is a
key factor in achieving the spirit of open Government. Technology and innovation
will provide the necessary platform for improving transparency, citizen
participation, accountability and integrity which are the key pillars of open
Government. Government commitment to improve technology and innovation
remains to be one of the top most agenda. Initiatives to date include:
i. Approval of the National Information and Communication Technology (ICT)
Policy in 2003 has set the platform to transform Tanzania into a
knowledge-based society. The policy has been a foundation for
Government departments, learning institutions, Non-Governmental
Organizations (NGOs), as well as other entrepreneurs to acquire ICT
solutions to support service delivery. Some of the service delivery systems
that are currently in place are: Financial Management Systems, National
Payroll Systems, Human Resource Management Systems, Websites and
sector specific support systems;
ii. Construction of the Terrestrial National Optic Fibre Cable (OFC) covering a
distance of 10,674 Km. This initiative will ensure Central and Local
Governments in the country are connected to this Backbone. The
completion of the OFC will enhance access to information and data sharing
among different stakeholders;
iii. Establishment of Tanzania Beyond Tomorrow (TBT) e-education
Development Programme. The programme focuses on development of e-
learning in Schools, Adult and Non-Formal Education centers and Colleges,
6 of 9
7. e-Management and Administration in Education, e-Library and Education
Management Information System (EMIS). To date, all 34 Government
Teachers Colleges have internet connectivity and equipped with e-learning
facilities;
iv. Establishment of Telemedicine services focusing on provision of distance
clinical health care and improving access to medical services to save life
and handle emergence cases in remote communities. This initiative focuses
on provision of specialized health care services. Currently, telemedicine
services are provided at Ocean Road Cancer Institute (ORCI) in Dar es
Salaam in collaboration with 10 hospitals in India;
v. The existence of Health Management Information System (HMIS) for
collection and management of health related data for planning and
monitoring to inform decision making;
vi. Establishment of Water Sector Management Information System (WSMIS)
containing a web based water point mapping system as a tool for planning
and monitoring of water distribution services; and
vii. Establishment of the Tanzania Global Learning Agency (TaGLA), a capacity
development technology hub that links to over 120 similar facilities globally
for knowledge sharing and training through innovative approaches; and
viii. Establishment of e-Government Agency (eGA), an innovative institution to
oversee, coordinate and promote the use of ICT to improve service
delivery.
3.0. Open Government Commitments
In order to improve and sustain the aforementioned good governance
efforts, the Government intends to implement the following commitments
in the prioritized sectors of Health, Education and Water by June, 2013:
3.1 Transparency
i. Provide overall dashboard of progress on implementation of Tanzania
Open Government commitments and ensure that reports are provided
on quarterly basis;
ii. Posting orders and receipts of medical supplies from the Medical Stores
Department (MSD) online and on notice boards to the facility level and
updated in real time;
iii. Strengthen ministerial and other Government institutions websites, to
post online within one month, all reports, studies, data, circulars, and
other public interest data in machine readable format, except those
which compromise national security10;
iv. Produce annual citizens‟ budget document in a simplified language
(both in Kiswahili and English) and in a format that will make it easy
for ordinary citizen to understand;
v. Review formula based grant allocation system to suit current needs of
LGAs, and publish all LGAs allocations online;
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The National Security Act, Chapter 47 of the Laws of Tanzania.
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8. vi. Post quarterly disbursements and execution reports on Ministry of
Finance (MoF) website in machine readable format, updated in real
time;
vii. Ensure LGAs abide to the existing requirements of posting approved
budgets, disbursements and execution reports on the boards and
public places (capitation grants, development grants, LGAs own
revenue);
viii. Publish quarterly all Tax Exemptions granted in Health, Education and
Water related sectors on the Ministry of Finance (MOF) website, in
machine readable format;
ix. Encourage donors to exercise greater transparency of donor funding
given to Tanzania (Government, Civil Society, and Private Sector)
consistent with International Aid Transparency Initiative (IATI)
principles. Likewise, Government, Civil Society and Private Sectors
should post online revenues and expenditures, in machine readable
format on an annual basis;
x. Study global best practice of freedom of information laws in order to
generate inputs for preparation of a potential freedom of information
Bill; and
xi. Publishing of Parastatal Organizations, Executive Agencies and
Regulatory Authorities revenues and expenditure on websites and
news papers.
3.2 Citizen Participation
i. Improve Citizens‟ Website (www.wananchi.go.tz) to make it more
robust and responsive as a platform for citizens to participate in the
running of Government, and produce monthly reports on effectiveness
of the citizen‟s website;
ii. Ensure wider participation of the citizens in the running of Government
by establishing a platform for citizens to be able to send comments by
mobile phone, emails and other means, and receive feedback within
reasonable time;
iii. Establish an open forum in collaboration with civil society to review
quality, integrity, depth and pace of progress against OGP
commitments; and
iv. Establish a clear and reliable contact point and address for OGP
communication within the Government.
3.3 Accountability and Integrity
i. Improve National Audit Office/Controller and Auditor General‟s website
to make it more open and user friendly and provide data in machine
readable format;
ii. Develop and/or review Clients Service Charters of Health, Education
and Water sectors for both national and facility level services, and
make them accessible to citizens;
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9. iii. Review existing complaints register to ensure that complaints received
are attended and feedback on action taken is adequately documented
and posted to the prioritized sectors‟ website quarterly;
iv. Strengthen existing LGAs Service Boards and Committees in order to
make them serve citizens more effectively; and
v. Prepare legislative amendments and regulations to strengthen asset
disclosures of public officials.
3.4 Technology and Innovation
i. Finalize Water Point Mapping System for LGAs and make the
disaggregated data available online and other means of
communication;
ii. Strengthen the use of sectoral Management Information Systems
(health, education, water), by making disaggregated data available
online in machine readable format;
iii. Explore the feasibility of establishing a „Nifanyeje?‟. A website where
citizens can get practical information of how to go about getting
Government services (e.g. getting a scholarship for university, water or
electricity services, driver‟s license, business license, passport and
other services) and what to do if they are unable to secure the service
in the required time; and
iv. Study global good practice on data disclosure for establishment of
www.data.go.tz website that reflects high global standards to contain a
substantial number of Government held data sets; and
v. Foster communities of local ICT entrepreneurs and actors to spur
greater innovation, transparency and citizen engagement.
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