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PRBS in Tanzania

PRBS in Tanzania . An aligned and harmonized instrument for financing poverty reduction and A framework for dialogue on results and accountability. PRBS Organisation. History: Late 90s: 5 bilaterals ( MDF) 2001: 9 bilaterals (PRBS I) 2006: 14 bi- and multilaterals (PRBS II)

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PRBS in Tanzania

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  1. PRBS in Tanzania An aligned and harmonized instrument for financing poverty reduction and A framework for dialogue on results and accountability.

  2. PRBS Organisation • History: • Late 90s: 5 bilaterals ( MDF) • 2001: 9 bilaterals (PRBS I) • 2006: 14 bi- and multilaterals (PRBS II) • Troika (+) leading dialogue • DP and GoT secretariates • Quarterly meetings at DPlead/PSMoF level • One annual review

  3. PRBS as a part of a broader structure PRBS: PER: DPG: Thematic Cluster Subgroups working and groups sectors Example: TWG 3 PER DPGsubgroup Health (PAF) Cluster2 DPGsubgroup Education

  4. PFM and PAF • Why? • Mkukuta/JAS – new aid architechture • Old PAF unworkable • Move to domestic accountability (size and Paris) • One assessment – one process – several responses, but transparent and predictable. • Domestic systems, institutions and accountability • Work in progress – temporary process actions to be replaced as domestic processes are established.

  5. Annual Calender The integration of the GBS Annual Review with other review processes and the budget: March-Sept: Sector/thematic reviews October: Mkukuta review October: GBS Annual Review Nov-Jan: Budget Guidelines preparation Feb-June: Budget and MTEF preparation

  6. Overall financial picture • PRBS is 16 % of the budget 2006/07 • Distribution among donors 2006/07: • WB 32% • UK 25 % • AfDB 12% • EU 6% • Sweden 6% • Norway 4% • Canada 4% • Netherlands 3% • Ireland 2% • Finland 2% • Denmark 2% • Switzerland 1 % • Japan 1%

  7. Achievments • GBS has dramatically increased the proportion of external funds subject to the national budget process, and in the process increased ownership of the development process. • GBS has helped to focus dialogue on the strategic issues of economic management, and in the process made some significant contributions to the design of policy. • GBS has helped to focus technical assistance and capacity building on core public policy and public expenditure processes, contributing to the process of institutional renewal which the Ministry of Finance has undergone over 1996 to the present. • GBS has made a major contribution to the alignment process. • GBS has made a major contribution to the harmonisation process.

  8. Challenges • Public Financial Management • Private Sector Growth • Capacity • Poverty Monitoring • Sustainability/Donor dependency • The new PAF

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