WAJIBIKA:
PRESENTATION TO DPS
JAN 15, 2014
BY
PETER & CONRAD
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
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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)
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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
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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
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WAJIBIKA CONCEPTUAL FRAMEWORK
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COLLABORATION: WORKING WITHIN THE SYSTEM
Working with
existing
institutions:
• Government
ministries:
• PMO-RALG
• MOHSW
• MOF
• CAG and Office
of IAG
• PPRA
Wajibika strategies:
Involvement of all
stakeholders
Alignment with national
policies
Using Tanzanian tools and
methods
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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 topdown manner
WHAT HAVE WE ACHIEVED?
Then
Wajibika
• 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
Now
• 85% of councils received
clean audit reports 2011/12
• All Wajibika focus councils
now have access to and are
using EPICOR financial
management software
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THEN AND NOW…
Then
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 incharges and other stakeholders
on approved Comprehensive
Council Health Plans (CCHP)
Now
• 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
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WHAT WAJIBIKA DID
• Advocacy at all
levels
• Mentoring and onthe-job training
• Capacity building in:
 Planning and
Budgeting
 Accounting
 Internal Controls
Wajibika staff with DHO, Medical Officer, and
Chamwino Community Health Governing
Committee
 Procurement
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WHO BENEFITED?
Community Pre-planning
PMO-RALG Epicor support
Health facility service delivery
Senior management capacity built
Council - Internal audit
Tanzania Mentors
Association – new
resource for councils
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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
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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
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THREE LEVELS OF MENTORING
Mentoring
Individual Level
• One-on-one
coaching
• On-the-job-training
• Professional
guidance
Systems Level
• Data used for decision
making; reporting
• Financial management
• Internal audit
• Communications and
planning process
Institutional Level
• Organizational
development
• Adherence to
institutional polices
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FROM ADVERSE TO CLEAN AUDIT
‘Clean’ audit reports from the
Controller and Auditor General for
Wajibika councils:
FY2010/11 - 44% of councils
FY2011/12 - 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
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IMPROVED SERVICE DELIVERY
Lulu Shilinde, Clinical Officer in Charge,
serves a patient at Ifunda Dispensary
Ifunda Dispensary officer-incharge 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
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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
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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 to one office
• Result: increased efficiency in
finance and other departments
• Cut payment processing time
by 50%.
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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
Epicor not producing all required reports
(income statements, balance sheet, etc.)
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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
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THANK YOU
.
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