WAJIBIKA: PRESENTATION TO DPS

JAN 15, 2014BY

PETER & CONRADJ AN

UA

RY

13

, 20

14

WA

THE BASICS

Wajibika means “to be accountable”

Assists the Government of Tanzania to strengthen programmatic and fiscal accountability in Local Government Authorities (LGAs)

Supports Decentralization by Devolution and other GOT reforms

USAID financed project over 4 years (2009-2013)

Partners:Abt Associates (lead); FHI360; CSSC – Christian Social Services Commission

2MAP OF TANZANIA

SHOWING WAJIBIKA REGIONS

CONTEXT: SUPPORTING TANZANIA’S REFORMS

1998 Local Government Reform Program IDecentralization from central ministries,

departments and agencies to the LGA LGRP II, Decentralization by Devolution (D by D),

empowers LGA as primary service providers in their area of jurisdiction

Wajibika operates in the context of LGRPII to complement the Government of Tanzania (GOT)

3

D BY D IN THE HEALTH SECTOR

Health sector reforms in Tanzania began in 1994 to improve access to, quality of, and efficiency of health service delivery

Major focus was to strengthen council health services

D by D was introduced in 2001 when health services became part of LGA responsibility

Recognized need for strengthening council-level systemic planning, budgeting, and public financial management systems 4

WAJIBIKA: OBJECTIVES WITH A VISION

Improve governance through strengthened programmatic and fiscal accountability in the target councils

Strengthen support for decentralized management and the effective use of resources

Develop an effective expansion plan for the GOT to improve council performance and accountability

5

WAJIBIKA CONCEPTUAL FRAMEWORK

6

COLLABORATION: WORKING WITHIN THE SYSTEM

Working with existing institutions:• Government

ministries:• PMO-RALG

• MOHSW

• MOF

• CAG and Office of IAG

• PPRA

7

Wajibika strategies:

Involvement of all stakeholders

Alignment with national policies

Using Tanzanian tools and methods

THE LANDSCAPE PRIOR TO WAJIBIKA

In years prior to Wajibika many focus councils received qualified audit reports; key issues included:

Weak internal controls Failure to follow procurement procedures Failure to respond to previous audit queriesGOT wanted to migrate from manual to

computerized financial management systems

GOT policy outlined a bottom-up approach to planning in the health sector, yet:

Councils developed their health plans without facility/community input

Health facility plans at council level were prepared in a top-down manner

WHAT HAVE WE ACHIEVED?

Then

9

NowWajibika

• Only 44% of councils in the initial Wajibika area received clean audit reports 2010/11

• GOT wanted to migrate to computerized financial systems, but were still using manual systems

• 85% of councils received clean audit reports 2011/12

• All Wajibika focus councils now have access to and are using EPICOR financial management software

THEN AND NOW…

10

Then NowWajibika

• Councils’ health plans developed in a top-down manner without facility/community input

• Council Health Management Teams (CHMT) were not providing feedback to facility in-charges and other stakeholders on approved Comprehensive Council Health Plans (CCHP)

• Bottom-up planning conducted by the LGAs with community involvement

• CHMTs provide feedback and facility/community stakeholders are motivated to engage in planning and have information to demand services

WHAT WAJIBIKA DID

11Wajibika staff with DHO, Medical Officer, and Chamwino Community Health Governing Committee

• Advocacy at all levels

• Mentoring and on-the-job training

• Capacity building in: Planning and

Budgeting Accounting Internal Controls Procurement

WHO BENEFITED?

12

Tanzania Mentors Association – new resource for councils

Council - Internal auditHealth facility -service delivery

Community - Pre-planning

Senior management - capacity built

PMO-RALG - Epicor support

A CLOSER LOOK

Wajibika trained accountants, internal auditors, procurement units, department heads, and councilors

Percentage of councils receiving clean audit reports increased from 44% to 85%

Increased Capital Development Grant funding

Improved financial disciplineIncreased health and other community

services 13

MAKING BOTTOM UP PLANNING A REALITY

14

Pre-planning meeting to develop facility annual plans, involving: health facility officers in-charges, council health services board, CHMT, health implementing partners

• Increased community participation in facility plan implementation

• 100% of health facilities have annual plans—CHMTs use this input to develop accurate CCHPs

• OVC, HIV/AIDS, FP, MNCH, malaria, and TB clearly reflected in CCHPs

THREE LEVELS OF MENTORING

15

Mentoring

Individual Level

Systems Level

Institutional Level

• One-on-one coaching

• On-the-job-training• Professional

guidance

• Data used for decision making; reporting

• Financial management• Internal audit• Communications and

planning process

• Organizational development

• Adherence to institutional polices

FROM ADVERSE TO CLEAN AUDIT

16

‘Clean’ audit reports from the Controller and Auditor General for Wajibika councils:FY2010/11 - 44% of councilsFY2011/12 - 85% of councils

A “clean” audit report entitles a council to 100% of its annual Capital Development Grant plus a 20% bonus; an adverse audit report can result in only 30% of the CDG allocation

Morogoro District Case Study• Adverse report (2010/11)• Clean audit report (2011/12)

Mr. Julius Madiga, Executive Director,Morogoro District

IMPROVED SERVICE DELIVERY

Ifunda Dispensary officer-in-charge was trained in facility planning

Wajibika mentor helped her assess and prioritize needs

CCHP reflected greatest needs--reliable water and electricity

Now dispensary has clean water and electricity and better responds to community health needs

17

Lulu Shilinde, Clinical Officer in Charge,serves a patient at Ifunda Dispensary

WAJIBIKA MENTORS FORM THEIR OWN ORGANIZATION

Mentors and counterparts realized that the Wajibika approach needed to be sustained

Tanzania Mentors Association officially registered as NGO on 21 May 2013

Created by-laws, elected leadership, developed draft MOUs with PMO-RALG, MOHSW and councils

18

INNOVATIVE SOLUTIONS: EXPEDITING PAYMENT PROCESSES

19

• Makete District Treasurer, salaries section, record keeping and accounts operated from several offices

• Processing payments was logistically challenging

• Wajibika mentor advised moving finance department staff to one office

• Result: increased efficiency in finance and other departments

• Cut payment processing time by 50%.

CHALLENGES

Frequent transfers of council staff (e.g. 20 out of 38 council directors have been transferred in 4 years)

System-wide resistance to implementation of D by D

Late disbursement of funds to councilsLimited network connectivityNo interface between Epicor and PlanRep3Epicor not producing all required reports

(income statements, balance sheet, etc.) 20

LESSONS LEARNED

Mentoring facilitates practical learning and is a viable option to minimize off-site training

Using a bottom-up approach in planning and budgeting is essential to implement D by D

If internal auditors are supported and recognized they add value to council operations

Working through the existing systems leads to easier acceptability of interventions and sustainability

21

.

22

THANK YOU