|Aid and Entrepreneurship in Tanzania (Dar Es Salaam University Press, 1993, 165 p.)|
|Appendix 4: Reform ideas on the NORAD - government relationship|
The most common suggestion was to offer more attention to the training and education of Tanzanian personnel (7 of 28 suggestions). Most respondents meant that the aid exercise should put more weight on the education of Tanzanian personnel. One suggested that more training should be offered to lower level Tanzanians on NORAD projects.
The suggestions had a bend towards decentralization of power, more decision-making discretion and autonomy to the projects and organizations supported by NORAD. (3) suggested that NORAD should put more weight on financial assistance to government programmes (less aid in the form of 'heavy', long term projects). NORAD should provide Tanzanian authorities with more information on firms and organizations that might assist in programme implementation.
Others suggested that the projects should make more use of permanent (government) employees (less temporary employment) and that the projects should be better integrated into and under the Tanzanian administration.
The programme or project should follow the government employment procedures and regulations. There should be better utilization of manpower. Should utilize the services of permanent personnel (e.g. engineers, road technicians, surveyors, road attendants, plant operators, vehicle drivers, administrative staff, etc.) rather than employing temporary personnel. In doing so it will help the government not to incur double expenditures in paying the permanent and temporary employees their terminal benefits and salaries.
Several respondents said consultants were often too expensive and inefficient, suggesting that project/government personnel could do a better, cheaper and more relevant job.
One respondent said there was too much Norwegian bureaucracy involved in the daily routines of the project (Sao Hill).