Eric Shitindi

Deputy Permanent Secretary
President's Office, Public Service Management, Tanzania
Focus Area(s): 
Civil Service
Critical Tasks: 
Salary structure reform
Performance management system
Sequencing reform
Interviewers: 
Andrew Schalkwyk
Country of Reform: 
Tanzania
Town/City: 
Dar es Salaam
Country: 
Tanzania, United Republic of
Date of Interview: 
Thursday, November 20, 2008
Abstract 

Eric Shitindi, deputy permanent secretary in the President's Office, Public Sector Management, discusses the change in focus of Tanzanian civil service reforms from cost containment in the 1990s to improving service delivery after 2000.  Shitindi describes the need for reforms that boosted the quality rather than the quantity of civil servants.  He charts the development and implementation of a performance management model based on self evaluation, to promote accountability and results-oriented management among individual employees.  Shitindi also discusses the restructuring of public organs to diminish overlapping functions and streamline operations.  Within this reorganization effort, he focuses on the role of executive agencies, which were semi-autonomous operations that took over functions that had previously bogged down ministries.  Shitindi shares his thoughts on the determinants of disparities between executive agencies.  He further discusses efforts to make employment more meritocratic by adjusting payment schedules and career paths.  Shitindi concludes by citing the importance of sequencing and prioritization to the Tanzanian reform effort.    

Case Study:  Creating an Affordable Public Service: Tanzania, 1995-1998

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Full Interview: 
67 MB
Eric Shintindi - Full Interview
Profile: 
At the time of this interview, Eric Shitindi was deputy permanent secretary in the President's Office, Public Service Management.  He was responsible for day-to-day management and implementation of Tanzania's Public Service Reform Program.
Language: 
English
Nationality of Interviewee: 
Tanzanian
No
Eric Shitindi
E
11
Keywords 
performance management
executive agencies
self-evaluation