WAJIBIKA: PRESENTATION TO DPS JAN 15, 2014 BY Peter & conrad

1. WAJIBIKA: PRESENTATION TO DPSJAN 15, 2014BYPeter & conrad January 13, 2014 WA

2. 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 MAP OF TANZANIA SHOWING WAJIBIKA REGIONS

3. Context: Supporting Tanzania’s Reforms • 1998 Local Government Reform Program I • Decentralization 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)

4. 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

5. 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 effectiveexpansion planfor the GOT to improve council performance and accountability

6. Wajibika Conceptual Framework

7. Collaboration: Working Within the System Wajibikastrategies: • Involvement of all stakeholders • Alignment with national policies • Using Tanzanian tools and methods

8. 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 queries • GOT 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

9. What Have We Achieved? Wajibika • 85% of councils received clean audit reports 2011/12 • All Wajibika focus councils now have access to and are using EPICOR financial management software • 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

10. Then and Now… Wajibika • 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 10

11. What Wajibika Did • Advocacy at all levels • Mentoring and on-the-job training • Capacity building in: • Planning and Budgeting • Accounting • Internal Controls • Procurement Wajibika staff with DHO, Medical Officer, and Chamwino Community Health Governing Committee

12. Who benefited? Community - Pre-planning Health facility -service delivery Council - Internal audit PMO-RALG - Epicor support Tanzania Mentors Association – new resource for councils Senior management - capacity built

13. 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 discipline • Increased health and other community services

14. Making Bottom up Planning a Reality • 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

15. Three Levels of Mentoring

16. From Adverse to Clean Audit 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) ‘Clean’ audit reports from the Controller and Auditor General for Wajibika councils: FY2010/11 - 44% of councilsFY2011/12 - 85% of councils Mr. Julius Madiga, Executive Director,Morogoro District

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

18. 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

19. Innovative Solutions: Expediting Payment Processes • 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 toone office • Result: increased efficiency in finance and other departments • Cut payment processing time by 50%.

20. 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 councils • Limited network connectivity • No interface between Epicor and PlanRep3 • Epicornot producing all required reports (income statements, balance sheet, etc.)

21. 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

22. THANKYOU .