Non-market controls and the accountability of public enterprises in Tanzania

Published in cooperation with the Institute of Social Studie

OSSREA strategic plan 2011-2015 : technical report

The grant enabled evaluation of the Organization for Social Science Research in Eastern and Southern Africa (OSSREA) including activities in its country chapters. Two members of the Secretariat visited six national OSSREA member countries: Rwanda, Tanzania, Zimbabwe, Namibia, Zambia and Swaziland to undertake a SWOT (strengths, weaknesses, opportunities and threats) analysis. Identification of strategic issues and views on resource mobilization were explored. The report provides details of activities, outputs and outcomes of the project

Interface between formal and informal systems of horizontal accountability in Kenya's state-owned enterprises

Recent studies on horizontal accountability between the executive and legislative bodies in Sub-Sahara African countries indicate that it is still constrained by limited capacity in terms of human resources, infrastructure and weak institutions. It is further compounded by negative cultural practices and hierarchies, restricted loyalty based on ethnic identity, collusive and predatory elite networks and lack of a deep culture of democracy and accountable governance. In Kenya reforms which have been going on for more than three decades have produced a system with strong institutions and formal systems which if used within a new culture of responsible, people driven and accountable system of governance, can increase the effectiveness of parliament and improve citizens’ livelihoods. However, reforms and institutional mechanisms on their own may not bring about the desired changes because in the case of Kenya there is a high level of reliance on informal mechanisms when groups of the elite in both the executive and in parliament, either independently or in alliance, find the use of formal mechanisms an obstacle to the advancement of their individual or collective interests. This has elevated informal over formal mechanisms of accountability thereby minimizing the outcomes of the reforms. This is very evident in the case of state owned enterprises, which by their organizational and governance architecture, are more prone to reliance on informal than formal mechanisms of control and accountability. This article sets out to investigate the reasons for this, using the National Cereals and Produce Board of Kenya as a case study

Gender and social inclusion in the cashew nut value chain: the role of women and youth in agro processing in Tanzania

The main thrust of the article is that women and youth play significant roles in the cashew nut value chain, that is, from production, processing, to marketing and trade but they face more constraints than other social groups, especially in production, processing and marketing because of lack of ownership and access to productive resources such as land, credit, and membership in marketing cooperatives. Their lack of recognition deprives them of opportunities to enter into gainful transactions that can improve their working capital, activities and productivity. Their production and processing activities still depend on crude, hazardous, ineffective and inefficient inputs, implements and technologies. Furthermore, they lack the necessary knowledge, confidence and networks that can help them to secure access to inputs and markets without having to go through intermediaries. In addition, they also lack the necessary information, knowledge and skills that can help them to comply with the national regulations for registering of food processing enterprises, national and international food quality standards to qualify them to take part in dynamic domestic and export markets. The article recommends a gender and youth inclusive approach that increases women and youth entitlement to the ownership of productive assets, access to credit, awareness of technical standards required for cashew nuts on local and international markets and modern equipment and technology

Strengthening capacity for policy implementation : an assessment of the design and implementation of business reengineering reform in Ethiopia; technical report

This research assessed the design, challenges, implementation and outcomes of Business Process Reengineering (BPR) in four public organizations using questionnaires, interviews, observations and review of secondary sources. Findings pertinent to Ethiopian Revenue and Custom Authority (ERCA) and Commercial Bank of Ethiopia (CBE) show that BPR implementation has increased control in those processes where financial risks are high. All of the case-study organizations face challenges in human, technological and material capacities. The project aimed at assessing the progress made by the government of Ethiopia on its public sector reform programme

Performance review of institutions for technology policy in Ghana, Nigeria and Tanzania

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