Dissertation (MA Public Administration)The introduction of OPRAS as a performance management tool in July 2004 was precipitated by problems of poor work performance, low productivity, poor accountability, corruption, and weak local government management systems. This study evaluated the impact of OPRAS to the improvement of performance of local government staffs in Tanzania, taking a case of OPRAS practiced in Mpwapwa District Council. Data in this study were collected through interview and questionnaires. A total of 146 respondents were involved, including council director and the heads of departments. Data collected was analyzed by a computer programme (Statistical Package for Social Scientist, SPSS version 16.0). In this analysis, data was cross-tabulated to produce percentages and frequencies of responses on performance variables. Based on the study, it was found that lack of performance feedback, insufficient availability of fund, lack of enough required knowledge on OPRAS, low staff involvement in implementation of OPRAS and lack of commitment by supervisors proved to be among of the factors which inhibit the positive impact of OPRAS to the performance of local government staff in Mpwapwa District. As a result the attainment of the intended goal of improvement of local government staff performance is not yet achieved properly. The researcher, therefore, recommends that, in order to make proper use of OPRAS, the management and employees have to first accept it as a profitable tool in the organisation, the Government of Tanzania should provide enough resources for OPRAS implementation, together with training for all employees.