PUBLIC SECTOR SYSTEMS STRENGTHENING (PS3) IN

January 31, 2016

This publication was produced for review by the United States Agency for International Development. It was prepared by the Public Sector Systems Strengthening (PS3) Project Management Unit under Abt Associates located in Dar es Salaam, Tanzania, under Cooperative Agreement AID-621-C-15-00003 with USAID/Tanzania.

PUBLIC SECTOR SYSTEMS STRENGTHENING

(PS3) IN TANZANIA QUARTERLY PERFORMANCE REPORT (Oct 1, 2015 – Dec 31, 2015)

Cover photo: Senior Officials from the President’s Office, Regional Administration and Local Governments (PO-RALG) listen to a presentation from members of the PS3 Team who paid a courtesy call to the PO-RALG offices in Dodoma to introduce the project. (Picture: PS3 Project).

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development, or the United States Government.

Abt Associates Inc. www.abtassociates.com Plot No. 1486, Msasani Peninsula Kinondoni Municipality P.O. Box 32444 Dar es Salaam Tanzania Tel: +255 22 2600412(landline) Tel: +255 756 443672 (mobile)

USAID/Tanzania Public Sector Systems Strengthening (PS3) in Tanzania ▌pg. 3

Table of Contents

Acronyms ..................................................................................................................................................... 4

1. Executive Summary .......................................................................................................................... 6

2. Introduction ...................................................................................................................................... 7

3. Accomplishments During the Period .............................................................................................. 7

4. Quarterly Activities .......................................................................................................................... 8

4.1 Project Start-up ........................................................................................................................ 8

4.2 Strategy and Workplan Development ...................................................................................... 9

4.3 Partnership with the Government ........................................................................................... 10

4.4 Technical Activities ............................................................................................................... 11

4.5 Regional Launch Preparation ................................................................................................. 14

5. Challenges ....................................................................................................................................... 14

5.1 Key Challenges Encountered ................................................................................................. 14

5.2 Resolution to Problems or Support Needed from USAID/Tanzania ..................................... 15

6. Plans for Next Quarter ................................................................................................................... 15

6.1 General Plans ......................................................................................................................... 15

6.2 Plans per PS3 Component ...................................................................................................... 15

7. Annexes ............................................................................................................................................ 18

7.1 Detailed Activity Plan: Mobilization for Tanzania PS3 – Updated as of January 25, 2016 .. 18

7.2 PO-RALG Letter to RASs ..................................................................................................... 31

7.3 PO-RALG Meeting Notes ...................................................................................................... 33

7.4 PO-RALG Meeting Notes ........................................................................................................ 38

7.5 Strategy Meeting Notes .......................................................................................................... 40

7.6 Strategy Meeting Presentations .............................................................................................. 53


Acronyms

ALAT Association of Local Authorities of Tanzania

BMAF Benjamin William Mkapa HIV/AIDS Foundation

BRN Big Results Now

CABRI Collaborative Africa Budget Reform Initiative

CAG Controller and Auditor General

CDs Council Directors

CHF Community Health Fund

CHSWSS Community Health System Strengthening (CHSWSS

CHW Community Health Workers

COP Chief of Party

DCOP Deputy Chief of Party

DEDs District Executive Directors

DHIS District Health Information System

eGA e-Governance Agency

eGOV e-Government

GOT Government of Tanzania

HIS Health Information Systems

HMIS Health Management Information Systems

HR Human Resources

HRH Human Resources for Health

HSSP Health Sector Strategic Plan

ICT Information and Communications Technology

IS Information Systems

JSI John Snow Inc.

LGAs Local Government Authorities

LGDG Local Government Development Grant

LGRCIS Local Government Revenue Collection Information System

MOF Ministry of Finance

MoHSW Ministry of Health and Social Welfare

MOU Memorandum of Understanding

MSD Medical Stores Department


NeHSC National eHealth Steering Committees

NHA National Health Accounts

NHCFS National Health Care Financing Strategy

OLG Open Local Government

OpenLGA Open Local Government Authority Platform

OR Operations Research

OPRAS Open Performance Review and Appraisal System

PER Public Expenditures Reviews

PFM Public Financial Management

PFMRP Public Financial Management Reform Program

PLANREP Planning and Reporting software

PMO Prime Minister’s Office

PMO-RALG Prime Minister’s Office – Regional Administration and Local Government

PO-PSM President’s Office – Public Service Management

PO-RALG President’s Office – Regional Administration and Local Government

PS Permanent Secretary

PS3 Public Sector Systems Strengthening

RAS Regional Administrative Secretary

RBF Results-Based Financing

SWAp Sector-Wide Approach

SWS Social Welfare Strategy

TACAIDS Tanzania Commission for AIDS

TWG Technical Working Group

UDSM University of Dar es Salaam

USAID United States Agency for International Development

WB World Bank

WISN Workload Indicators Staffing Need


1. Executive Summary

This three month period has been eventful in several respects. Public Sector Systems Strengthening (PS3) finalized its program management start-up, the PS3 strategy and the development of the Year 1 workplan. The PS3 team initiated national level activities, and facilitated early implementation of activities in the 13 regions and 97 LGAs that PS3 will work in, (which include 27 robust LGAs). Perhaps the most significant activities during this quarter were a workshop to develop the PS3 strategy, as well as liaising with key government institutions and individual stakeholders. The PS3 team has certainly gained momentum from building these key relationships. The PS3 strategy development workshop meeting was held in Dar es Salaam with approximately 50 USAID and PS3 staff participants. This workshop helped to gain internal consensus before vetting the strategy with Government of Tanzania (GOT) stakeholders. To ensure that PS3 formed relationships with the GOT, the team met senior officials from the PO-RALG in Dodoma, held meetings with other key government officials in Dar es Salaam, and obtained a promise that the government would appoint a focal person. Additionally, the government’s promise to allocate office space to PS3 at the PO-RALG in Dodoma is also a positive step towards working collaboratively with the government to enable PS3 to succeed. This shows the willingness of the GOT to work with PS3, and also shows a promising future for the sustainability of the activities after the life of the activity. PS3 will work with the GOT to strengthen their existing systems. Therefore, PS3’s staff have been able to plan well and start activities during this quarter, will ensure smooth implementation. The strategy development workshop and GOT planning meetings during this quarter have shaped the way PS3 has outlined the Year 1 workplan (submitted to USAID during this quarter), as well as plans for next quarter, which promises to be an eventful three months, that will see initiation of activities to strengthen the existing systems in Tanzania. This quarterly report presents progress towards implementation of the PS3 mobilization plan, which includes key management and program areas critical to efficient, and effective project start-up, as well as the implementation of initial technical activities. The key management and program areas are segmented by separate headers in the mobilization plan, and the quarterly report is organized accordingly.


2. Introduction

Public Sector Systems Strengthening (PS3) is a five-year USAID-funded Activity. It was awarded to Abt Associates and signed on July 29, 2015. The purpose of PS3 is to strengthen existing Government of Tanzania (GOT) systems at national and local levels, so as to improve service delivery across sectors. The five multi-sectoral activity components are: Governance and Citizen Engagement; Human Resources; Finance; Information Systems; and Operational Research. PS3 will work across national, regional and local government levels. National level activities will provide support at the national level for operationalization of key strategies, policies, and guidelines, and strengthen national systems enabling local level systems strengthening and service delivery improvement. At the Regional and Local Government Authority (LGA) level, PS3 will focus on translating national guidance into action, strengthening specific systems and improving management, while informing the national dialogue based on LGA-level realities on the ground. PS3 will accommodate the multi-sectoral nature of LGAs to promote inclusive and evidence-based planning, management, and implementation of services. This Quarterly Report contains a description of activities undertaken under PS3 from October 1, 2015 to December 31, 2015, and progress which has been made regarding achievement of the activity objectives. In addition to summarizing activities conducted during this period, it contains a discussion of results, outputs and preliminary impacts.

3. Accomplishments During the Period

PS3 started in July 2015, and this quarter was dedicated to finalizing start-up on the management side, beginning to accelerate technical activities, and planning for regional launches and LGA start-up. The whole team came together for a three-day implementation strategy workshop, as well as meeting with key government officials for the purpose of introducing the project, and getting their contributions that would be added to the Year 1 workplan. PS3 implementation strategy workshop PS3 held an implementation strategy workshop from November 16 – 18, attended by most PS3 staff, including 7 subcontracting partners and representatives from USAID. The main purpose of the meeting was to develop a dynamic PS3 implementation strategy to drive linkages between components or system functions and work across both all government levels and all sectors in a way that maximizes returns on USAID investment and institutionalizes improvements in GOT partners for sustainability. The accomplishment or result of this meeting is development of a cohesive implementation strategy that PS3 believes will inform and enable implementation for the life of the activity. Meeting with key government officials Another accomplishment for PS3 this quarter was in holding meetings with key government officials. Thus, PS3 was able to introduce itself, and obtain their critical input to finalize the Year 1 workplan. This was done in two phases, first the PS3 team met with government officials working in various ministries that the project will be involved with. The second phase was introducing the project to the President’s Office, Regional Administration and Local Government (PO-RALG) in Dodoma, previously


known as the Prime Minister’s Office, Regional Administration and Local Government (PMO-RALG). A team of four PS3 staff paid a courtesy call to the ministry’s Permanent Secretary in Dodoma, where they had the opportunity to present the project, and interact with other officials who provided input on the formation and responsibilities of LGAs. The dialogue was productive and the input was critical to PS3’s excellent start in building relationships with the GOT. Introduction Letters to PS3 Regions One of the biggest accomplishments during this quarter is the government’s acceptance of the project, which led to obtaining an important introduction letter which introduces PS3 to the 13 Regional Administrative Secretaries (RASs), where the project is implemented. This letter was received during the courtesy call that the PS3 paid to the PO-RALG in Dodoma, and the Permanent Secretary assured that his office will be the one sending those letters directly to the RASs. PS3 obtained a copy of the letter and it is attached as Annex 8.2. Picture 1: Meeting with PO-RALG in Dodoma

4. Quarterly Activities

A number of activities were conducted during this quarter, mainly related to PS3 start-up from the management side and building relationships and partnership with the GOT. National technical activities were also begun, as described below. The PS3 team, however, expects that implementation will accelerate in the next quarter. The current quarter focused on planning for future implementation of activities. The following are the technical activities supported in this quarter.

4.1 Project Start-up

In Year 1, during Quarter 2, the team continued its implementation of PS3’s start-up activities. Start-up on the management side was largely completed and allowed for rapid acceleration on the technical side during the quarter. See Annex 8.1 for an update on the PS3 mobilization plan. By the end of the quarter, most of the staff originally planned for PS3 had started work, were involved in the implementation strategy workshop, as well as developing the Year 1 workplan. These staff were also involved in additional start-up activities (see PS3 organogram below). Four of five key staff

PS3 Chief of Party, Dr. Emmanuel Malangalila (far left) makes a presentation about the project to senior officials from the President’s Office, Regional Administration and Local Governments (PO-RALG) in Dodoma.


positions were filled and working, including Chief of Party (COP), Deputy COP, Satellite Director, and Financing Component Team Lead. The Operations Research Specialist position is still vacant due to the unexpected inability of proposed candidate to obtain sabbatical as planned. The PS3 management is making progress to fill this position as quickly as possible. Picture 2: PS3 Organogram

4.2 Strategy and Workplan Development

Strategy and workplan development are key to PS3 startup as they provide a roadmap for both life of project and first year implementation. During this quarter, the PS3 was occupied with developing the implementation strategy and workplan. The project tram presented these documents to USAID for comments on December 10th. The entire strategy workshop PowerPoint slide deck (252 slides) and notes are available upon request. The PS3 strategy consists of a deliberate and informed approach that drives implementation and helps to ensure that the many and varied systems strengthening tasks meld into a cohesive whole or functioning system. The strategy is intended to elaborate a comprehensive and dynamic PS3 approach

Organogram showing the different positions within PS3, and the reporting chain.


that ensures that all specific activities are naturally and inherently linked to each other, create synergies with each other, collaborate with, support and leverage GOT and other development partner programs. This strategy will quickly be institutionalized for sustainability, in order for PS3 objectives and USAID’s investment to achieve a maximum impact. The strategy will also continuously guide PS3 as it creates a strong and direct relationship between systems strengthening and improving service delivery quality and use, particularly for underserved populations. PS3 priorities will be health and key multi-sectoral components of LGA systems for health, education, agriculture and other public sector services. The strategy is shown below and described in detail in the PS3 Year 1 workplan. In addition, the strategy workshop accelerated the bottom-up workplan development process in which all staff were involved. Other strategy workshop topics included implementation sequencing, particularly at the regional/LGA level, the activity results framework and PS3 monitoring and evaluation, knowledge management, communication and reporting requirements, budget, PS3 “culture,” and organizational chart and teams.

4.3 Partnership with the Government

The major task of PS3 is to strengthen existing government systems. In order for this to be accomplished, partnership with the government is a key element of implementation, otherwise nothing can be achieved. To establish and develop this important relationship, PS3 started by forming a partnership with the government in several ways. The first was through a stakeholders’ meeting that was held in Dar es Salaam on December 4th, and involved officials from three government offices: PO-PSM, PMO-RALG (changed later to PO-RALG), and MoHSW). Apart from being introduced to the project,


the officials were also able to contribute their ideas that were incorporated to the workplan. They also expressed appreciation for being invited to learn about PS3 and have their ideas incorporated, saying that it showed true partnership and that the government will always be available to assist, whenever needed. Picture 3: Consultative Meeting with Government Officials

Another significant partnership with the government was formed when a PS3 team, led by COP Dr. Emmanuel Malangalila, paid a courtesy call to the PO-RALG. This was immediately after this ministry had changed from being under the Prime Minister’s Office. The meeting was very successful, as the Permanent Secretary (PS) was very supportive of the project, and even promised to appoint a PO-RALG focal person for PS3. He also promised to allocate office space for the project (that PS3 will furnish), in which a PS3 staff will be located and use to implement its activities in Dodoma. The PS suggested that it would be helpful to sign a Memorandum of Understanding between the project and PO-RALG. During the meeting, the PS also mentioned that the new PO-RALG Minister, George Simbachawene, has been insisting on the need to strengthen systems, and so PS3 will help to support this priority of GOT.

4.4 Technical Activities

Development of OpenLGA Platform: In order to facilitate the sharing of information by LGAs with their constituents and other stakeholders, the PS3 developed an initial draft of the OpenLGA Platform website, which is available at www.openlga.net. The Open LGA Platform will function like an online noticeboard that will provide a convenient way for each LGA to upload and share key information and documents with their constituents. Its objective is to promote and strengthen transparency, public participation and accountability. In addition, the PS3 developed a user guide for LGAs and developers manual. The PS3 team is in the process of engaging the PO-RALG and other stakeholders to get approval and buy in in order to be able to start implementation in robust LGAs immediately after their selection during the regional launch.

A section of some senior government officials who attended the PS3 consultative meeting, listen to presentations on the project at the PS3 offices in Dar es Salaam.


Participation and Contributions to National Level Finance Related Meetings: Members of the Finance component team contributed to and benefited from a number of workshops during this reporting period, and these include the RBF workshop organized jointly by the MoHSW, Ifakara Health Institute, the London School of Hygiene and Tropical Medicine, and the performance-based financing (PBF) community practice. One of the benefits of attending such workshops is learning from experience from other countries, hence helping to technically support the scale-up of RBF in Tanzania. Other meetings or workshops that PS3 contributed to are the finance workshop organized by Collaborative Africa Budget Reform Initiative (CABRI), which was an opportunity to network with government officials from the MOF and get experience from other countries on approaches to mobilize revenue and improve efficiency in the use of public resources. This knowledge will support PS3 efforts to improve public finance management in Tanzania. A number of meetings and related technical activities have been conducted in this quarter to initiate PS3 engagement and support for RBF implementation as follows;

Meeting with the RBF Unit at the MoHSW: PS3’s Finance team met with the Coordinator of the RBF Unit at the MoHSW, Dr. Fatuma Mganga, and the Coordinator of the Big Results Now (BRN) initiative, Dr. Rosina Lipyoga. They discussed the following: the status of the RBF demonstration in Kishapu District Council; status of BRN implementation; plans for RBF rollout to other councils in Shinyanga, Mwanza and Pwani; challenges at national, local and facility levels; and ideas on areas that PS3 could provide support.

Meeting with the World Bank (WB): The COP and DCOP together with the Finance team met with World Bank’s Social Sector Lead, Gayle Martin and Health Lead, Yahya Ipuge, to discuss the following: World Bank suggestions of priorities for PS3 support for RBF; how the Program for Results connects with RBF; and coordination among PS3, USAID and the World Bank on support to RBF implementation.

Meeting with JSI Deliver team: Representatives from PS3 met with the JSI Deliver team that is steering the supply chain component of RBF that focuses on incentives for the central and regional MSD to discuss the nature of our collaboration and potential PS3 support.

Meeting with USAID and JSi-CHSWSS: The PS3 senior technical leads met with USAID mission staff and JSI Community Health System Strengthening (CHSWSS) project management leads to discuss areas of synergies. CHSWSS project supports the national government and LGAs to rollout sustainable Community Health Worker’s programs (CHWs)

Support to NHA and PER Preparation: In this reporting period, the University of Dar es Salaam (UDSM) began to assist with the write-up of the 2011-12 National Health Accounts (NHA). This write-up of the 2011-12 NHA will be completed in the next quarter in collaboration with the MoHSW Health Financing Unit. Additionally, PS3 was asked by the MoHSW to help support the preparation of the 2014/2015 Public Expenditure Review (PER), an activity that PS3 accepted. The PS3 team is also preparing the 2013/14 NHA, an activity that is still ongoing in collaboration with the government. Development of Module for Training LGA Staff on Resource Tracking: The University of Dar es Salaam (UDSM) has completed its development of a resource tracking module to train LGA Staff. The draft module is currently undergoing internal review and quality checks within UDSM, before submission to PS3 management for review and approval. UDSM will submit the draft module for Training LGA Staff on Resource Tracking in the beginning of the next quarter.


HIS Enterprise Architecture and Consultation on the Information System: The PS3 Information Systems (IS) team participated in the development of a set of enterprise architecture policy standards and guidelines and an operation manual which were submitted to the eHealth Steering Committee for review. The rationale of these standards and guidelines is to ensure uninterrupted and seamless flow of information, and will improve the coherence of ICT maintained by public institutions. The IS team consulted the ICT and HMIS Unit of the MoHSW to understand the existing gaps and the support needed in terms of IS. Ideas were incorporated into PS3’s Year 1 workplan. Mapping Existing Projects in PS3 Regions: The PS3 team has conducted a mapping of all projects and stakeholders in the 13 PS3 regions. This information will assist the team to avoid duplication of efforts of other partners, and rather see how it will complement and optimally collaborate with the existing projects in those regions. A simple map and excel template was developed to facilitate easy access of the existing projects in the PS3 regions. Meeting with Touch Foundation: During this reporting period, the PS3 HR team had a meeting with Touch Foundation to discuss areas for collaboration with PS3. One of the areas of discussion was around evidence based HR planning, using the Workload Indicators Staffing Need (WISN) tool. Touch Foundation has been implementing WISN in its project districts in Mwanza and Shinyanga regions. HRH Alliance Meeting: Towards the end of the quarter, the HR team attended the HRH Alliance1 meeting prepared by the Benjamin William Mkapa HIV/AIDS Foundation (BMAF). The meeting objectives were drawn from feedback/overview of the advocacy strategy2 dissemination meeting that was held in October 2015, election of HRH Alliance Secretariat, clarifying roles and responsibilities of the Alliance Secretariat, Alliance Coordinator and Alliance members, and to discuss the HRH Alliance Workplan. Additionally, the meeting discussed the memorandum of understanding (MoU) for the Alliance members, which was sent to participants in advance of the meeting. Participants had an opportunity to review it, and request changes to be effected in the document before being shared again for final review and signing. The MoU was shared with the PS3 management in December 2015, requesting PS3 to join the alliance by submitting to BMAF the signed MoU by Jan 31st, 2016, if the PS3 management agrees on terms and conditions for the Alliance. Gender Integration in PS3 Two main activities on gender integration were conducted in the period under review. One was an integration of gender in the workplans of individual component activities, as some specific gender-related interventions were also proposed in each component. Another activity was the participation of all PS3 Abt staff in a sexual harassment awareness online training. This is an important element in internal gender mainstreaming in PS3, given that PS3 credibility in addressing gender inequality relating to systems strengthening and service delivery (external gender mainstreaming) will be enhanced if 1 Partneship/National level strategic alliance that address issues of Human Reosurce for Health identified in theBMAF HRH

advocacy strategy

2 BMAF in collaboration with partner organizations developed the human resource for health advocacy strategy to effectively advocate and influence government decisions addressing key HRH challenges.


addressing gender inequality is also reflected in its workplace policies. For example, one gender related intervention that PS3 wishes to embark on is working with the public sector to help them define and strengthen their response to workplace safety issues, particularly for women. This will entail assessing whether there are policies in place for registering complaints (e.g. sexual harassment) and how those complaints are dealt with. This means that having knowledge on sexual harassment at the workplace and how to combat it is of essence. Other non-Abt PS3 staff will take a similar training that will be prepared.

4.5 Regional Launch Preparation

In parallel to project start-up, strategy and workplan development activities, PS3 also prepared for regional launches, so that implementation of activities in the LGAs starts as soon as possible. During this reporting period, PS3 formed relations with key government stakeholders and was even very successful in obtaining an introduction letter from the PO-RALG. This has been a significant step towards the regional launches, since it is the intention to launch the project in all 13 regions where PS3 will work. Preparations for this activity have included contacting the RASs to make sure that they have received the introduction letter from PO-RALG. Regional/LGA startup planning including regional launches will intensify early in PS3 Year 1 Quarter 3.

5. Challenges

The project has faced a few challenges during this reporting period, and these are discussed below.

5.1 Key Challenges Encountered

Change of Key National Level Ministry Officials: The change of government in Tanzania following last year’s general elections has also caused a structural change in the government, including the change of positions for some key ministry officials, such as Permanent Secretaries. When a PS3 team paid a courtesy call to the PO-RALG offices in Dodoma, the key ministry official was the Permanent Secretary, Mr. Jumanne Sagini, who was very welcoming, and promised to offer any support needed by the project. However, Mr. Sagini has been replaced by a new PS, a move that might force a team to have to pay another visit to Dodoma to meet the new PS. This is very important, because PS3 will be working directly with 97 LGAs in 13 regions, and all of these are under the mandate of the PO-RALG, with the PS as the chief executive. Uncertainty of Continued Service of Key Regional and LGA Officials: Another issue of concern after the elections is the continued service of key regional and LGA officials. These include the RASs, as well as the Council Directors (CDs). It is expected that the new administration will issue a list of new RASs and CDs, and therefore it is not sure whether the current ones will continue in their positions. This is a challenge to PS3, since we are now in the process of launching the project, which includes having face-to-face meetings with RASs, and later dealing directly with the CDs in all 97 LGAs. If some of these officials will be removed after the PS3 team has launched the project in their respective areas, then PS3 staff will need to consult with these new stakeholders, to explain the project all over again, with hope to receive equal support.


5.2 Resolution to Problems or Support Needed from USAID/Tanzania

USAID/Tanzania has been very supportive during the start-up and workplan development process. USAID and PS3 have met regularly to update, discuss project plans and resolve issues as they arise. We will continue to liaise with the mission throughout the project life.

6. Plans for Next Quarter

6.1 General Plans

i. Second Stakeholders’ Meeting PS3 will hold a second stakeholders’ meeting during the next quarter. This meeting will involve representatives from other stakeholder institutions, such as TACAIDS and the Ministry of Finance (MOF), so that they could also be introduced to PS3 and offer their support in areas of their expertise.

ii. Regional Project Launch The project will be officially launched in several regions during the next quarter, whereby different teams within the PS3 team will hold launch events that will be concluded in quarter three, with all 13 PS3 regions being reached. The first launch is expected to be in Iringa, which was specifically chosen because it is a USAID-priority region, and will also host one of PS3’s satellite offices. A key element of the regional launch will be applying selection criteria and selecting the robust LGAs.

iii. Robust LGA Startup Following PS3 selection of robust LGAs, the next critical step will be to start-up and begin implementing activities within the LGAs, for first standard package steps. PS3 will plan these first steps carefully to help ensure they balance sufficient content with space for good implementation and institutionalization, and also are appropriately sequenced in order to help make the second implementation step more inevitable. The first standard package, known as Robust, will include a number of activities, such as: Advanced training in select concepts; Monthly intensive mentorship visits; Support to implement specialized interventions, such as Rapid Retention Survey for public sector workers; Phone and online access to mentors; and, Performance evaluation every 6 months.

6.2 Plans per PS3 Component

i. Governance and Citizen Engagement Apart from initiating dialogue on LGA council guidelines with all sector ministries, the Governance team will participate in SWAps TWGs in Health, PFMRP, Education, and related forums, to identify the common problems across sectors, and provide recommendations as well as begin to solve those common problems. The team will also engage with dialogue with CAG, GOT and other stakeholders to identify areas of PS3 support.


Another activity for the next quarter will be supporting the GOT in integration of EPICOR with other LGA systems like LGRCIA, iTAX, LAWSON and CHF system, and also support the RBF program implementation through a menu of options, including training for LGAs and front-line service providers on the Public Procurement Act 11 and its amendments.

ii. Human Resources In the next quarter, the HR team is expecting to engage in dialogue with PO-PSM to shift HR allocation for all sectors to more evidence-based reflecting need, assess practical data availability and quality related to expanding use of the workload analysis tool (WISN) for HR planning (in collaboration with Touch Foundation), and dialogue with PO-PSM on whether HR reports can be added to the Lawson system while protecting confidentiality and integrity of pay master function. Plans to engage with the MoHSW through HRH TWG and sector ministries to prepare a three-year recruitment plan, identify the potentials for improving OPRAS, support RBF implementation by strengthening linkages between individual performance management and RBF, and develop mechanisms to include CHWs in RBF payment. Also, the HR team will start to develop training materials or other mechanisms to support capacity building for LGAs on expansion of evidence-based planning using WISN tool (scale-up Touch Foundation pilot for health sector), and initiate the roll-out of the strengthening of district HRM and orientation package manual.

iii. Finance In the next quarter, the Finance team will initiate a process to institutionalize NHA through the provision of technical assistance to training institutions to adapt an NHA resource training course. The activities will include finalizing the write-up of the 2011-12 and 2013-14 NHA and developing one policy brief as a result of the 2011/12 NHA Report analysis. The team will also support RBF scale up in Shinyanga and Mwanza regions, as well as initiate broad PFM support activities at LGAs.

iv. Information Systems In the second quarter of 2015/16, the IS team expects to meet/consult with the eGA, education, agriculture and other sector ministries as appropriate, to identify if there is an existing strategy to build on or develop the IS strategy. Additionally, the team intends to unify information systems to the greatest extent possible to increase efficiency, reduce cost and enable better use of data in order to strengthen the national and regional priority information systems. In order to ensure unique and unified service provider identifier code for all sectors, the IS team will consult with ministries dealing with education and agriculture to gather requirements and identify current practices and gaps on the technology and the identifiers. PS3 will also consult with MOHSW (District Health Services, HMIS unit and ICT) and developers to initiate the integration of PLANREP and DHIS2/HFR, gather requirements for the integration of the two systems (data elements, Indicators etc. and finally work with the MoHSW and PO-RALG on enterprise architecture initiatives that will facilitate interoperability of different systems. The IS team, in collaboration with other component teams will contribute to the increase the use of data in existing information systems and enable flexible production of reports by


working with stakeholder groups to systematically identify elements and indicators from existing systems that would be useful for program planning, promoting transparency, and improving quality of services. The team will also lease with the eHealth task force (the eGov, NeHSC and NeE(MOHSW-ICT unit) that was formulated from the NeHSC and assigned specific tasks, and review the feasibility study/assessment on Health Sector Resource Data Warehouse for the MOHSW done by Delloite and apply it to improve data use. Another activity for the coming quarter will be to support the development of the OpenLGA platform to house data allowing reporting and transparency by consulting with PO-RALG to attain agreement/MOU for the development of the platform. The team will also work to improve data and interoperability at the local level by bringing stakeholders together to systematically identify data from various systems (HR, finance, education, health, etc.) that could be used to produce management indicators, support development and compilation of district health profile reports. It will then initiate the development of education and agriculture profiles where PS3 operates, while continuing with support to specific system function improvement (HR, Finance, and Governance).

v. Operational Research In consultation with different/relevant sectors, the OR team will develop a framework for analyzing progress of impact of public sector systems and the impact of these on service delivery outcomes will be developed. The same framework will be used to assess PS3 project component/activities on public sector systems and service delivery outcomes. Another activity that will be done in the next quarter is to develop an LGA self-assessment instrument/management tool (based on previous LGDG PAF) with input from PO-RALG, ALAT, PO-PSM and/or others. The team will also prepare a reporting framework for Annual Consolidated Review of LGA Systems and Performance. Furthermore, there will be a semi-annual review of emerging barriers or bottlenecks and opportunities. On the part of gender related activities, a mandatory gender training for PS3 staff will be conducted to familiarize all personnel with gender mainstreaming strategies and define collaboration channels to support implementation of gender transformative activities in all PS components. PS3 will do a thorough gender audit in Phase I LGAs to determine how the public systems support gender integration in service delivery (discussion with key personnel and an analysis of all written documents: policies, reports, legislations etc. This is aimed at identifying how gender issues are integrated in systems strengthening; how this is happening/applied in real life-actual programs and projects that operationalize policies, legislations etc.; and identify possible improvements together with the possibilities of achieving them). One example of a gender related public system issue is knowledge on policies in place for registering various gendered complaints (e.g. sexual harassment) and how those complaints are dealt with.


7. Annexes

7.1 Detailed Activity Plan: Mobilization for Tanzania PS3 – Updated as of January 25, 2016

Mobilization Plan Activity

Tasks Timeline (Days After Award)

Date Resources Staff, Partners

and Counterparts

Outputs and Results Progress To Date

(1/25/16)

Hiring and Mobilizing Staff

Mobilize key and essential staff and home office (HO) support

Hold kick off-meeting with Abt departments

8 days 8/6/15 Abt project start-up checklist

PM, FCM, Abt departments

Draft mobilization plan with roles and timelines established

Meetings were held with Abt departments as scheduled

Finalize offers and hire named key and essential staff

30 days 8/28/15 Contingent offer letters, Abt HR, key partners

Abt HR, PM, FCM

Key and essential staff hired for start-up

Offers have been extended to all personnel except senior ME specialist, Gender Integration Advisor and LGA Procurement Specialist. Salary approvals for these staff have been received and almost all staff have been on-boarded





and Counterparts


(1/25/16)

Deploy startup team 15 days-45 days 8/12/15-9/12/15

Abt staff, partners PM, FCM, TPO, PFM

Staff on the ground with support team

Startup team traveled to Dar as scheduled and held initial project meetings

Component leads fully mobilized

60 days 9/27/15 HR process based on existing Abt employee manual and hiring processes for PS3

PM, FCM, Abt HR, BMAF

Key and essential staff in place, HR processes in place, wider hiring begins

All the component leads are fully mobilized except for HR (from BMAF who have already identified one to report by end of January)





and Counterparts


(1/25/16)

Staff full technical team 90 days 10/27/15 Pre-negotiated salaries in the cost proposal

PM, TPO, FCM, Abt HR and all partners

Full technical team in place to implement workplan

Almost entire technical team is in place to implement workplan. There are 3 open positions: Senior M& E Specialist (candidate was identified but declined because of salary salary offer), Gender Integration Advisor (Identified one to work 20 hours a week) and LGA Procurement Specialist (searching for candidate)

Submit mobilization plan 15 days (60 days update)

8/13/15 (9/27/15 update)

Abt HO PM, FCM, USAID

Completed plan approved

Plan submitted on schedule

Office Operations, Procurement, Finance and Administration (pertains to Dar es Salaam Office; Satellite Offices will be opened in Year 2)

Obtain permanent office space

Open start-up offices in Dar and partner premises

23 days 8/21/15 Existing partner offices FCM Team will have a location to work from.

Permanent office was identified immediately so start-up office was not needed





and Counterparts


(1/25/16)

Pursue project specific registration formalities in line with Tanzanian law

30 days 8/28/15 Abt staff, Abt legal team

FCM Abt branch registration updated to cover PS3

Abt registration is up-to-date

Identify permanent project office space in Dar

45 days 9/12/15 FCM, PM, Senior Project Staff

Office location identified

Permanent office identified

Set up project finance and administrative

Create project security manual in line with Abt security policies

30 days 8/28/15 Abt corporate security process, Abt security officer

FCM, F&A, Regional Security Officer (RSO)

Completed security manual and procedures

Project visit conducted by Abt home office security personnel (paid for by Abt); project team has adapted security manual for Tanzanian context.

systems and procedures

Introduce F&A to finance and admin procedures and open bank account

45 days 9/12/15 Abt finance and operations staff in Dar and Bethesda

FCM, International Account Manager (IAM)

Bank account opened and funded and project able to initiate financial transactions

Bank account opened, initial training for F&A completed, International Account Manager travelled traveled to Dar at the end of October to provide further training to F&A (paid for by Abt)





and Counterparts


(1/25/16)

Set up project files 30 days 8/28/15 Abt IT, local IT subcontractor

FCM, Abt IT Secure, central repository for all project documentation, records and deliverables

Project files have been set up at home office; common drive with all files will be established in Dar office when computer server and network is installed (still waiting for equipment to arrive in January 2016)

Develop interim plan for vehicles, computer use, furniture, etc.

30 days 8/28/15 Abt Bethesda procurement,

FCM, PM, Local vendors, F&A

Interim coverage while orders for vehicles, equipment are filled

Procurement of equipment, furniture and vehicles is in process; vehicles and computers are in transit to Dar; team is availing of loaner laptops, and limited equipment/furniture

Submit procurement plan and place orders for vehicles, IT, and furniture (once approved)

60 days 9/27/15 Abt procurement processes, Abt Bethesda procurement, F&A, DCOP

FCM, PM, F&A Orders completed for vehicles and other non-expendables and equipment procured

Procurement plan submitted and approved on August 25, 2015, orders have been placed

PMP and Monitoring and Evaluation (M&E)System





and Counterparts


(1/25/16)

Prepare performance monitoring plan and develop M&E system

Select final indicators, update performance targets for each indicator, and agree on relevant evaluation and research activities

45 days 9/12/15 Abt HO M&E specialists, local M&E expert

TPO, M&E Advisor, M&E staff, USAID, MOHSW, PMO-RALG. PO-PSM, MOF as appropriate

Initial list of indicators, targets, and evaluation activities; PMP approved by USAID

M&E plan and proposed indicators submitted to USAID on12/10/15

Develop and submit M&E system to adequately track progress and the impact of activities

60 Days (finalize within 90 days)

9/27/15 (10/27/15 final version)

Abt HO experts and local consultant

TPO, PM, M&E Advisor, M&E staff,

Approved M&E

system

M&E system was submitted by Dec 10, 2015 together with workplan

Develop computer based M&E system

90 days 10/27/15 Abt HO experts and local consultant

TPO, PM, M&E Advisor, M&E staff,

Approved computer based M&E system in place

In process

Coordination with USAID, Year 1 Workplan, Official Post-Award Meeting and Deliverables

Define roles and engage with

Hold initial conference call with USAID

9 days 8/7/15 Contract USAID, PM, COP, DCOP

Next steps for implementation identified

Conference call held as planned





and Counterparts


(1/25/16)

USAID

Hold contract debrief with USAID

28 days 8/26/15 Mobilization plan, start-up checklist, proposal

USAID, PM, COP, DCOP

Next steps for implementation identified, agreement on issues, desired level of engagement and approvals

Post-award meeting held on August 26, 2015.

Define roles and engage with subcontractors

Hold initial conference calls with subcontractors to discuss immediate timeline and validate roles and responsibilities

30 days 8/28/15 Mobilization plan, start-up checklist, proposal

PM, FCM, TPO, partners

Subcontractor input obtained for Year One workplan

Calls/meetings with subcontractors held, most subcontracts finalized, subcontract rep travelled to Dar in November to orient local partners to financial accounting and reporting procedures and compliance requirements (paid for by Abt) including participation in PS3 strategy development

Develop templates for key deliverables

15-45 days 8/13/15-9/12/15

Abt templates for quarterly reports, quarterly financial reports, trip reports, workplan, PS3 contract

USAID, PM, COP, DCOP, TPO, FCM

Agreed format and level of detail for project quarterly reporting as well as events calendar

Templates developed and being utilized for reporting





and Counterparts


(1/25/16)

Develop and submit Year One workplan, Environmental Mitigation and Monitoring Plan (EMMP) and implementation plan

45 days 9/12/15 Abt Associates HO experts and local consultant, partners

PM, TPO, FCM, Senior Project Staff, USAID, Partners, MOHSW, MOF, PO-PSM, PMO-RALG

Complete Year 1 workplan, EMMP, and implementation plan approved

Initial workplan, EMMP and implementation plan submitted on 9/12/15, updated workplan implementation plan be submitted by 12/10/15

Complete PEPFAR reporting per contract deliverables table

Submit initial PEPFAR reporting

9/30/15 PEPFAR templates F&A, FCM, COP, PM, TPO

PEPFAR reporting completed and submitted

Initial PEPFAR report due on 10/28, team trained and report submitted.

Project Coordination and Communications





and Counterparts


(1/25/16)

Obtain initial introductions to key counterparts and other stakeholders (implementing partners, donors)

Request USAID to schedule initial meetings to formally introduce the project, as appropriate, to PO-PSM, PMO-RALG, MOF, CAG, IAG, MOHSW, RASs and LGAs.

45 days 9/12/15 Project brief COR (USAID), PM, TPO, FCM, project senior staff

Project officially introduced to key counterparts.

Initial meetings with counterparts held and project launch on October 8, 2015 at Deputy Chief of USAID mission residence. Consultative meeting with MOHSW, PO-PSM and PMORAG to be held on Dec 4, 2015. Plan to hold second consultative meeting with MOF, Education, Agriculture and other ministries to be held in January 2016

Obtain letter from PMO-RALG authorizing official launch of the project.

60 days 9/28/15 Project brief COP, TPO, PMO-RALG

Project has official recognition from key counterpart agency.

Following consultative meeting with PORALG on Dec 21, 2015 held in Dodoma, PS3 obtained letter same day authorizing official launch of the project.





and Counterparts


(1/25/16)

Develop MOUs with key counterpart entities, spelling out roles and responsibilities of each party in relation to PS3

60 – 90 days 10/27/15 Abt (Wajibika) MOU templates

COP, TPO, MOHSW, MOF, PO-PSM, PMO-RALG, LGAs, RMTs

Understanding amongst all parties of roles, responsibilities and mechanisms for working together effectively

Agreed with PORALG to develop in January/February MOU with PORALG itself and with each of the 13 regions. The MOU a region will include all LGAs in that region.

Develop program communications strategy

Develop initial project brief for sharing with key counterparts and stakeholders

30 days 8/28/15 PS3 contract and proposal

TPO, PM, COP Initial communication brief to promote understanding of project

Project brief developed and disseminated at project launch

Hold project launch event 90 days 10/27/15 USAID guidance; agenda and descriptions of other launch events; venue and graphics

COP, DCoP, KM & Communications Specialist, USAID, PMO-RALG, PO-PSM, MOHSW, RASs, LGAs, MOF

PS3 will have wide recognition amongst key government and civil society stakeholders and the international community.

Project launch event held on 10/8/15, hosted by the USAID Deputy Chief of Mission.





and Counterparts


(1/25/16)

Develop activity description document

90 days (6 months post award final deliverable)

10/27/15 (1/28/16 final document)

COP, DCOP, TPO, PM, FCM

Project communications materials available for dissemination

Initial project brief (per USAID one-page format) developed and disseminated

Programmatic Activities

(please note: some activities extend beyond the mobilization period but were included in the plan because they will be initiated during mobilization)

Undertake mapping of systems strengthening programs in project geographic areas

Inventory donor and implementing partner activities in PS3 regions

45 days 9/12/15 Donor and government implementing partner forums

COP, TPO and other project staff, donors and implementing partners, gov’t counterpart agencies

Initial list of donor-funded activities in project geographic areas

Information/data to initiate mapping of systems strengthening programs in PS3 project geographical areas has been obtained and draft Map produced

Produce narrative and graphic description of systems strengthening activities to demonstrate synergy with planned PS3 interventions

90 days 10/27/15 Abt Creative Services COP, TPO Donor-funded and government systems strengthening projects will be mapped to ensure that planned PS3 activities are complementary

PS3 implementation strategy was developed and sequencing of system strengthening activities planned





and Counterparts


(1/25/16)

Begin rapid assessment

Asses, with MOHSW PMO-RALG, CHMTs, and other partners, the following:

LGA capacity Gender issues LGA vacancy data Baseline indicators

90-120 days 10/27/15-11/26/15

Component 1, 2, 3, 4 & 5 leads; rapid assessment tools

COP, DCOP, Partners, USAID, MOHSW, CMTs, MOF, PO-PSM, PMO-RALG, RASs, RHMTs

Priorities to inform planning process and program implementation identified

Before implementation of robust and standard package an assessment tool will be developed in January

Develop criteria for selecting LGAs to receive “robust” and “standard” packages of TA

Consult with key stakeholders to develop initial list of criteria

90 days 10/27/15 COP, DCOP, Partners, USAID, MOHSW, CMTs, MOF, PO-PSM, PMO-RALG, RASs, RHMTs

Draft list of LGA selection criteria

The PS3 team started brainstorming about the criteria and was further discussed during strategy meeting and include in the draft PS3 strategy. The selection criteria will be finalized in January before PS3 is launched at regional/LGA levels





and Counterparts


(1/25/16)

Hold validation meeting to obtain final endorsement for selection criteria and process

120 days 11/26/15 COP, DCOP, Partners, USAID, MOHSW, CMTs, MOF, PO-PSM, PMO-RALG, RASs, RHMTs

Final, endorsed set of LGA selection criteria, along with approved process for identifying LGAs for robust and standard TA packages

Validation of selection criteria will be done during the first PS3 regional consultative/launch meeting planned for Iringa on February 16/17, 2016 January

Hold stakeholders meeting

Organize key meeting on governance and citizen engagement

4 months Nov 2015 COP, DCOP, Senior Project Staff, LGAs, implementing partners, USAID, regional stakeholders, key CSOs such as Sikika and Twawesa, TACOSODE, NACOPHA,& CEGO

LGAs buy into project’s work in governance and citizen engagement

Regional and LGAs meetings will address all 4 systems functions (Governance and citizen engagement, HR, Finance and IS) beginning February 2016


7.2 PO-RALG Letter to RASs



7.3 PO-RALG Meeting Notes

Back-to-Office Report: PS3 meeting at PO-RALG and visit to LGTI Dodoma 21/12/2015

1. Meeting at PO-RALG

The PS3 team (Emmanuel Malangalila-COP, Conrad Mbuya – Satellite Director, Peter Kilima- Governance Team Lead and Gemini Mtei-Finance Team Lead) received a warm welcome by the Permanent secretary (PS) who was very supportive of the project. During the introduction meeting at his office the PS3 affirmed that he will give support to this project. Among other things, he promised to appoint a PO-RALG focal person for the project and he will give an office (PS3 project to furnish) whereby a PS3 staff can be located and work in Dodoma. He also proposed that it will be good to sign a memorandum of understanding between PS3 and PO-RALG.

After the introductory meeting with the PS the PS3 team got an opportunity to present the project to the PO-RALG management (See Annex 1 for the list of participants).

The PS3 team was really exited by a good turn up of senior officials of the PO-RALG at this meeting. The PO-RALG permanent secretary started by giving a quick introduction to the purpose of the meeting and insisted that the PS3 project came at the right time when it is mostly needed. The PS mentioned that the new PO- RALG minister Dr. George Simbachawene has been insisting on the need to strengthen systems and this project will help to support this need.

A number of questions and suggestions came out of this meeting including the need to conduct a risk assessment of the PS3 project and be clear on how such risks will be mitigated, the need for the PS3 project to put suggestions on how employees performance management system can be strengthened. There was a proposal from the participants that instead of selecting only one robust LGA per region, it will be good to select two LGAs so that we can have a balance between urban and rural councils..

It was by coincidence that during this meeting the Director General of the National Bureau of Statistics (NBS) together with her team was also invited to present their innovations to improve records. At LGA level it was vividly that there is great synergy between what the PS3 will be doing and what the NBS are proposing. The NBS director called for cooperation between the two, a call that the PS3 team agreed is very necessary. The PS3 team thought that it will be important to organize a meeting with NBS early January in order to discuss more on how we can collaborate.

2. Other activities at PO-RALG


2.1 Introduction letters to the regions and LGAs: The team obtained an introduction letter signed by the PO-RALG Permanent secretary to introduce the PS3 project to the regional administration and local government authorities.

2.2 NHA data collection: The PS3 team also used this opportunity to meet with the PO-RALG person dealing with PlanRep and Epicor systems in order to collect LGA data for preparing 2013/14 National Health Accounts (NHA)

3. Visit to the Local Government Training Institute (LGTI)

This was a side visit following the meeting with PO-RALG leadership in the morning of Dec, 21, 2015. The Purpose of the visit was to understand more the activities of LGTI, the environment they operate and cultivate better relationship with LGTI as a sub-contractor for PS3.

We were met by the Public Relations Officer who led us to the office of the Principal where the meeting was held. The meeting was attended by 8 LGTI staff including the Principal and the focal Person for PS3 (See Annex 2 for the list of participants).

The Meeting started with introductions followed by a brief of PS3 by the PS3 team. Then, the Principal highlighted the courses provided by the Institute which included:

Short courses in

Human Resource management Procurement Governance and Citizen Engagement and Information Technology (IT)

At the time of the visit the Institute was in the process of orienting newly elected councilors. The orientation of new councilors is funded/supported from different sources including:

Councils own source UNICEF and Policy Forum

LGTI uses the following venues for this training:

- LGTI itself, - Council conference halls,


- Hotels or any other site identified by the LGA.

They commented that training at the site of work (council conference halls) was not effective because participants are interrupted during the training. The LGTI members were very eager to orient councilors on their roles and responsible through PS3 project support. The maximum number of councilors per one orientation course is 45. This means two LGAs can be combined into one training session. The LGTI promised to submit to PS3 a proposal for such orientation course including the course content. The PS3 team was informed that there is a circular which stipulated that new councilors should receive an induction course before they start working.

On the same day of our visit, the Deputy Minister for PO_RALG had visited the institute and among other things the Deputy Minister argued the Institute to provide induction courses to all the Council Chairs and Mayors.

At the end of the meeting, the Principal assured the PS3 team of maximum cooperation indicating that PS3 is focusing on what the Institute is mandated to fulfill.

1: List of participants-PS3 introduction meeting at PO-RALG-Dodoma

Name Tittle Email address PHONE NUMBER

Mr Jumanne Sagini PS, PO-RALG

Dr T. Mwangosi DMPU [email protected] 255765656561

Eng. Elina Kayanda DID [email protected] 255713448835

B. M Makali DEA [email protected] 255784518949

D.I Bandisa Ag. DIFT [email protected] 255715229960

J.L.k Nyingi Ass. Dir GBO [email protected] 255755550066

Valentino Gange Ass. Director DEA [email protected] 255754431190

Juma Mabrouk For DHS (HPO) [email protected] 255784175340

Eustard A.Ngatale Ag ADLS [email protected] or [email protected] 255754416699

Bwai M. Biseko Ass. Dir. LGSRG [email protected] 255789842093

Sanford Kway Ag .ADSS [email protected] 255754290074

Burton Mwasomola Ag. ADLS [email protected] 255754806430


Halima Kaaya Ag. ADLGHR [email protected] 255787515612

Appolinia Chagaka Ag. Secretary - LGLB [email protected] 255754011007

Mrisho S. Mrisho Ag ADA [email protected] 255767815110

Erick Kitali DICT [email protected] 255784858848

Paulina Nkwawa ADSE [email protected] 255754216036

Marikia Nshubemuki AO [email protected] 255713437740

Yasinta Tabu Statician [email protected] 255786203284

Dr Cyprian Mpemba Director General - KEC [email protected] 255754294538

Suzana Chekani Ag. DRA [email protected] 255784459510

Jeremia Sendoro DPP [email protected] 255753009900

Henry Katabwa DMS [email protected] 255713514520

Grace Mwakilufi ADME [email protected] 255713317513

Naomi Sawe Ag UPLM [email protected] 255767682244

Dr Lucy B Ssendi Ag. DSC [email protected] or [email protected] 255656412962

Eng. Gilbert Mwoga Ag. ADRID [email protected] 255754872131

Dr M Hanta Ag DUD [email protected] 255782201082

Mossa RO

Melton N CA 255689185999

Seraphini Kamilly K// HGLU [email protected] 255712341045

Imani A. Kasaka Mtakwimu [email protected] 255756901637

Dr Albina Chuwa DG-TNBS [email protected] 255783101101

2: List of participants-PS3 introduction meeting at LGTI-Dodoma


Name Tittle PHONE NUMBER

Dr. Emmanuel J. Gibai Rector 754474463

Dr. Peter Mateso DR-PFA 659438343

MR. Cyprian Mbugano S/Legal Office 766859859

Mr. P. B. Kadiukansimba HOD,RCR Short Courses 754415659

Dr. M. Madale DR-ARC 788224448

Ms. Orester Kilyena PRO 769573948

Ms. Rose Likangaga HDD-Quality 784505491

Mr. Mhusin Danga LGA & R 713689555


7.4 PO-RALG Meeting Notes

Schedule for PS3 Strategy Meetings Monday-Wednesday November 16-18

Strategy meetings will be held at PS3 Office on Monday-Wednesday November 16-18 from 8:00am-6:00pm with one hour for lunch and two ½ hour coffee breaks each day.

Small group lists across entire project and within component will be distributed. Thursday-Friday November 19-20 will be dedicated to other PS3 meetings and should be

scheduled independently. Day/Time Description

Monday—Strategy Day

8:00-8:30 Opening and introduction of all participants (Emmanuel)

8:30-9:30 Problems including why quality government services are not being delivered (Jamie Boex). Discussion.

9:30-10:30 Strategy Session I: project implementation strategy (Sheila).

10:30-11:00 Coffee break

11:00-12:00 Discussion on project implementation strategy

12:00-1:00 Lunch

1:00-2:00 Strategy Session II: implementation sequencing (Sheila). Discussion.

2:00-4:00 Small group work on Strategy Sessions I & II. Groups cut across components.


4:30-5:30 Small group report out (15 minutes each)

5:30-6:00 Discussion on strategy conclusions (Emmanuel)

Tuesday—Workplan Day

8:00-8:30 Summary of Day 1 Strategy

8:30-10:00 Project Results Framework and M&E (Flora and Christine)

10:00-10:30 Coffee Break

10:30-12:00 Workplan structure consistent with strategy and results framework, and key interventions identified to date (Sheila and Rebecca).

12:00-1:00 Lunch


1:00-3:00 Small group work on workplan. Groups in component teams.


3:30-5:00 Small group report out (20 minutes each)

5:00-6:00 Discussion of final workplan process

Wed—Management Day

8:00-8:30 Summary of Day 2 Workplan

8:30-10:00 How to approach GOT? What type of Government coordination mechanism? What steps are needed? (Emmanuel and Team Leads)


10:30-12:00 Project reporting, knowledge management (Team Leads, Rebecca, Christine)

12:00-1:00 Lunch

1:00-2:00 Project budget and policies and procedures (Bernard)

2:00-3:00 Project “culture” (Emmanuel and Sheila)


3:30-4:30 Project org chart and teams (Emmanuel and Sheila)

4:30-6:00 Any final topics, summary and closing


7.5 Strategy Meeting Notes

Notes for the PS3 Implementation Strategy Meeting November 16-18 2015

Day One, November 16, 2015

Discussion/questions after Urban Institute presentation:

Is there a difference in delivery of services at each level if more resources are put at LGA level? In one of the remedies—it indicates that you should shift resources to underfunded areas.

However, sometimes, the problem is not always an issue of staffing, but it is how they are utilized. If you say this is an issue of resource allocation. Use the resources that you have efficiently.

It is important to look at the idea of increasing accountability and transparency in the public system, but also using lessons from the private sector. It will be interesting to see how this plays out as PS3 evolves. There are issues of trust between the public and private sector and we need to look at how to strengthen the public sector so that it feeds back to private sector actors.

Strategy Session 1:

Rules of brainstorming: all contributions are useful; listen; there are no bad questions and no bad ideas.

We want to better understand the public sector systems.

Question: Who owns the SDUs o A primary school is called a village school, but by law it is a local government authority

responsibility. The village supports the structure, but this is a LGA institution.

Feedback on the graphic: o There is no Ward Assembly, there is no actual unit—it is an admin unit and answers to

the district council. Ward committee, not assembly, change that but leave it in where you see it. At the ward level there is no ward assembly, it is a ward committee; but at hamlet level we have a committee. In urban hamlets. MITAA. A hamlet is composed of 50 households, but in an urban area it can go up to 5000 households.

Hal—in a functional sense there are different roles. It is like a chess board. There are so many

pieces to the LGA level. When you get all the pieces on the chessboard. The political and executive arms may have different roles and ideas. We need to look at this as PS3.

How do the facility committees relate to both the political and executive arms o They have a relationship with both o The political arm at the facility level are elected by the community, but they are

supposed to be supervisors of those in charge of the facilities. They receive a small amount of allowances to come from the central government. Everyone is being paid by the central level. Both the political and exec arms. Previously they had more of their


“own source” of revenue. Right now the local government is a department of the central government—this weakness needs to be addressed. The own source revenue in particular needs to be strengthened.

o These entities—their legal status differs, so they are legally separate from the LGAs—but on the executive side—the organization depends very much sector to sector. The village had a very different role from sector to sector. We need to be careful not to generalize. The village is important in agriculture and in health and education they don’t link as much to the villages.

o We want to see the different roles work within the different sectors. You may want to chase the differences as much as the commonalities.

o Make sure that as PS3 we have a common understanding of the system as a whole.

We are working three dimensionally—across systems, across sectors, across functions.

What does systems strengthening mean? o Fixing/improving the efficiencies in the system. o As a project, we cannot manufacture money and we would fail miserably. We can work

on the continuous improvement process. We can get small victories in efficiencies. o You would have to define a system first. You have the project components they have to

work together efficiency. How to you make them all work together. o Improving the way you do things by addressing the bottlenecks. o Looking at what the system is supposed to deliver. How to improve the ability to

deliver it. o Roles and relationships will vary across sectors and it is important to recognize that.

We have what people were talking about as the components of our project—strengthening

system functions. What is service delivery?

o They are in a lot of places, even in your own household. There are commonalities across public and private

What is a weakness of a systems strengthening approach? o You can have the details to strengthen this and that, but what about the outcome? You

have to consider the systems strengthening in the context of delivery. o You can strengthen a system for 25 years, but you can’t guarantee that you will succeed

in positive outcomes. o Bringing systems together is a weakness because these different systems are at different

stages of development o If you presume you know the weakness without asking what the problem is. We need

to ask what we are trying to solve by strengthening the system. o The systems are hidden so you need to understand the system o These systems are inter-related, if one system is weak the others are affected. There is

a chain link. o There is great synergy between systems strengthening and service delivery. You cannot

continue with the system unless there is symbiosis between the two.


o Whatever systems you put in place, you have to consider the issue of sustainability, if you don’t consider the long term, but once the project is finished then everything collapses.

What is the weakness of the Service Delivery approach? o The last point is very connected to this—sustainability o You are improving unequal performance and general equity is an issue. o If you are in a system that isn’t performing well across areas, you are permanently

sentencing the poor areas, but they will always be poor without a broader reach to the other systems

o Project approaches may have BRN today, and then when the funding –we need local results for tomorrow—linked to sustainability point.

Are we service delivery people as PS3? No, but we want to relate to the service delivery. We

need to understand the relationship. It isn’t our role to look at the pedagogical goals, or we are not doctors. In agriculture for example, we want to improve some of the manager at DED/Dept level, we want to look at procurement systems are different then identifying the right type of fertilizer.

Systems and entities are not separate from each other—almost like 4 assembly lines from a factory—the production process starts at the top, but the systems run through all of the entities in an intermingled way. At different stages—different managerial decisions—so it isn’t just…how do these work not only in one entity, but within a lot of different entities.

At the LGA level, systems that are being strengthened at all levels, they are coming together—if they only come together in one place, it won’t work. They have to interlink.

They need to be linked somewhere—are you an entity as a family or an entity as an individual—it may be both. Nat level is an entity—different entities within all levels.

The relationship between finance and human resources—do you have the money to pay new staff.

Strengthening system functions without considering how it all comes together. We will be answering questions in the end of five years like how did you improve SD? Part of the answer is that we strengthened the functions?

Are SDUs are part of LGAs are they something else?


o The SDU is where we care most because that is where the impact is most. The political arm and the executive arm are both touched. The delivery system is most important—it is a collection of every system. It is an important point.

o Where is an obvious entry point, for the education sector it is the school—it is very obvious---but beyond the entry point we have to ask ourselves where the decisions are being made about policy, distribution of drugs, depending on the particular service and these decisions are made at different levels. E.g. in a school, they have a lot of arts teachers and not science teachers—it is the District Education Officer who decides? Where does the system need to be tweaked? How can we reach the influencers?

o In terms of the decisions made—they need to get input at the SDU. It is more on the translation of those decisions. If you don’t have that as an important starting point.

o The SD level is important—when looking at the whole D by D level—it hasn’t reached below the SD level—by moving to the next step we can move the last step. If we turn a blind eye to the SDUs, we will not reach.

o How do the beneficiaries link? Do the beneficiaries understand the link—they may say something different than we would say as PS3 staff.

o On average citizens are going to engage and relate to these services at the lowest level than to the political or executive arm at an LGA. The service delivery level is the interaction point.

o SDU is not clear beyond health and education. What are the outcomes in other sectors? It is difficult to measure. Systems strengthening is not as well defined—how do we define this in other sectors. It is important to have a discussion on that.

USAID, Hal asked to talk a bit about the private sector and what that means in the private sector. There is no unit—are taxes and regulations a service and is complying with them a service? Think beyond agriculture for the economic growth sector.

SDU is important they do not have the incentive to manage. The role of governance is incredibly important here—this is a governance question.

RBF—you are sending money down—but if there could be a link in all sectors between priorities and the financing.

Taxes relate to finance—it is not a service, it is part of the system functions. Its relationship to SD is a bit less direct.

Systems strengthening goes up and down and across all levels—strengthening by functions and at all levels.

USAID/Hal clarified a few issues:

I know when we talk about the cross-sectoral nature. When people think about Agriculture from an outputs level for example it is land intensive, e.g. Rights of occupancy. However, Agriculture is more broad than what farmers do. It is actually a business once you get higher up at the value chain. There are services that people talk about—barriers to economic growth. Different subnational governments provide services—infrastructure and energy are 2 barriers for example. How can those services be improved. Agriculture as a business—it includes water delivery systems and reliable energy is essential further up the value chain. Governments have a role in whether agro businesses can be profitable. Weights and measures monitored? Are taxes being paid? Think about agriculture as a business and how that pertains to


the private sector as a whole. How can the PS3 activity contribute to this? PS3 will improve the systems for communicating throughout the system. The private sector should be involved in the conversation, what are the private sector needs. Building the space to have that communication and dialogue between the public sector and private sector is important. Improving transparency and accountability to comply with the regulations—if the private sector doesn’t see value in complying then it is difficult. The trust needs to start building between sectors and the conversation improves and the governance improves. Think of different ways to view service delivery—broaden your thinking—not just typical services.

o The history of Tanzania is that it is a socialist country and now we are saying is that the private sector/interacting and valuing and embracing it, that is good—but it may be a challenge in practice.

o The tension between public and private was there, but there have been efforts to diffuse it, now PPPs, coming together of these sectors.

o I would agree that the history of the country is against the private sector, but it is getting more integrated. But why don’t we talk about entrepreneurship more broadly. This should be strengthened more broadly. There is a law that says LGA should consult the private sector, but we don’t know yet how effective that has been yet.

o Often from the perspective of the private sector—the government says take it or leave it, this is what you should do in the private sector. There is a good model in Morogoro and the district chamber of congress.

o As PS3 you should think about a lot of the investment plans. We the government have identified options and the conversation isn’t going the other way. It should be a two way dialogue.

o There are local and regional councils required to meet with the private sector, but they haven’t because they don’t want to. Different interest groups should be able to interact and dialogue across sectors.

o I like the idea of thinking at a macro level—but it is still crucial to understand the service delivery units. The interaction of the private sector is important. We as PS3 need to understand the entry point, define what our service delivery units are. Sometimes the private sector doesn’t want to interact. If we haven’t strengthened the public sector, it is difficult for the private sector to buy in. The LGAs are running bankrupt because the private sector is not engaged with them.

o Defining the service delivery units—consider the regional and local business units as a delivery unit—it may not be traditional, but it is a missing piece that is completely needed. The department of land is the delivery unit for some of agriculture, but the business councils should also be looked at as a delivery unit. We should think further of what the definition of SDU actually means.

o Doing business index that has been implemented by WB and has been very influential in identifying constraints at the local level to identify the constraints.

o A local competitiveness index may be helpful, something like what the World Bank has done. It keeps us at the macro level.

o As PS3 we should broaden our thoughts beyond the subsistence farmer and think about it as a business. The general term management is trying to bring this—there is HR management for example. Level the playing field, the public sector, across levels, system functions, across sectors, public/private.


o How do we engage with the service users and how can they best be engaged. Also, feedback is a good issue—we see arrows going from left to right, but we need to think about the mechanisms for feedback.

o We tend to think about the regional and district authorities—we have focused on the SDU, but they also need to get feedback at the regional level. The PMO-RALG instructions go through the regions. RAS’ are dealing directly with LGAs. The reports all go through regions before going to the center. We also forget about the district commissioner’s office. He is the representative of the central government. There is a relationship there. We have made this mistake previously to leave them out. The RAS’ office have various departments that are not well coordinated. We go to the LGAs without involving the technical people, e.g. the Regional Water Officer, and Infrastructure Regional Engineer then our interventions won’t work.

o It is important to reinforce that the red arrow in the graphic is across government levels, going through the intersection of all of them. How does the governance aspect work or the finance mechanism. It focuses on the top down and bottom up.

o Currently the LGAs depend on a conventional means of collecting taxes. There is the non-conventional ways as well. The LGAs are supposed to come together within the private sector so that the LGAs can invest.

o If I view the discussion, we are all on the same page with the issues. The ideas are well articulated, but the graphic/visual is unclear. I get confused because there are too many arrows. The visual is a bit confusing to represent all of the issues.

o There is a lot of listening and there are a lot of comments. The service outcomes are what we are worried about, more than the service delivery units. There are 3 pieces: 1. Are services delivered effectively?; are they delivered efficiently?; are they delivered and what are the metrics? There is still a lot of stuff that we don’t know. We do not know what leads to what. We don’t know that and we aren’t going to learn that between now and the work plan. This is not a guarantee that this will get us there. Can we explain if it is improving the efficiency; effectiveness and fairness?

o We are supposed to have is a robust package. What measurable result comes from this package in the end?

o We intend to write it up simply. This values the function more than the form. o When I look at this page, I see there is an arrow to the service delivery unit, but do the decision

makers responsive to the needs of the service delivery units. Do the SDUs consider the needs of those at the next level? Yes, knowing the needs at the lowest level and then looking at it.

o Yes, the exact idea, to look at top down and the bottom up process. It is representing side to side as well.

o Does the higher level provide services to the lower level? There are roles that the different levels are supposed to play. There is a relay race. The service delivery is supposed to deliver some services. The SDUs has to be assisted by somebody somewhere. What do you mean by service delivery? Are we forgetting the chain?

o Different entities are responsible for different services. You can’t assume that everyone is delivering the same services. Everyone is providing different services.

o It is a value chain and different ministries or entities are delivering different services. Where are the obstacles? When we talk about pressure points or entry points we need to look at the obstacles. For example, 50% of the money is at LGA levels. The percentage that goes to the


LGA level is 9%, if 91% percent is getting stuck at the center. It is there in the universe. MOF doesn’t want us to know this.

o Percent of OC to LGA level could be a potential indicator to track over time. o We need to match payments to priorities. o With this interesting discussion, do we have representatives of these government entities here?

Answer: This is the next step. We are getting on the same page as the PS3 team and then we will verify with our counterparts.

The pendulum—if stuck, what do we do? It could mean our environment has changed. If the strategy is robust enough then we can build in the innovation.

o Not everyone has had read the RFP. The operations research recognizes that the pendulum swings, so these adjustments can be made. It would be a good idea to have a check in twice a year. It is an evidence based project so we need to continuously reassess are the services being delivered as a continuous through a feedback loop.

For example, if Hal wasn’t giving us his input at the beginning and we didn’t know about business councils—and we realize we need to link them in—we need to have an implementation strategy

The robust package is not standardized and has to be different depending on what other donors are. Robust needs to have something as something robust in it—there is a decision maker is PMO-RALG. Some of the districts may not be interested.

How do we make it objective enough to select the robust?—it is a sequencing in itself.

There are 13 regions and we have to get to all of them, but within that we need to talk about how to do.

What do we mean by standard and robust? o It has to do with the type of package, it doesn’t have to do with geography. o We don’t know what is in there yet, we will discuss in break out groups. o We prioritize weaker LGAs that care, and not those that don’t care—there has to be

an element of motivation. How do we work with municipalities vs. rural areas? We are given that we will work with

municipal authorities so is there a difference in how we work with them? o We started across functions, systems, urban/rural, private/public

Regional splits? Are we in the still in the same regions? o We need to look at the LOE in the budget. There are new LGAs in those regions. o For the moment we are still in the same 13 regions, but depending on how things are

going, we could change that in the future if it makes sense. o There is ongoing discussion:

We didn’t want to be restricted as USAID with the robust/standard packages. It would be nice for everyone to brainstorm and have creativity.


This is a process of dynamic constant movement. We are trying to get the unit cost of these packages to fill out. We hope that the standard unit cost goes down.

Robust means piloting interventions. Robust is standard plus more. The question is what is the “more?” this is something that we as PS3 have to decide.

o If you align with the beginning of the fiscal year it may be helpful o Assumptions: robust is more than standard; robust is standard plus; we need an

implementation sequencing to see how that works. o The standard package is robust plus something. o It makes sense to think to think of what standard is first and then take time to do

robust. That may require more research. You may evolve with the robust package is over time.

o For this afternoon let’s talk about standard and robust package terms out of it. Other sectors should adopt a planning process like CCHP

Day 2, PS3 Implementation Strategy Meeting November 17, 2015

Questions from day 1:

How can we define the service delivery unit in Agriculture or other economic growth areas?

Mary Kasonka, USAID read some guidelines on the SDU units for Agriculture and will distribute this guidance from the World Bank.

In the education sector and other sectors what is the incentive for doing a facility plan? There is no incentive even in health. Now in this financial year they are asking each health facility

to open its accounts. The health facility in charge will be the owner of this bank account. Strengthen all these systems. Planning is not only expecting to see results/resources. You try to explore different sources of resources, not only the government. They previously only put the CHF money into the facility. We need to allocate all funds.

Right now the planning process, there is a whole process and then nothing is done, so PS3 should be helping. The government has tried to do D by D, but at LGA level there is still centralization. Now we are doing PS3 and citizen engagement is very important.

We have a huge task to define clearly what we mean by resources. We may be We have not have talked about customer care yet, but we should consider this when talking

about quality service delivery.

Shannon from USAID gave a presentation to give some background on the PS3 design:

The development of PS3 took about 3.5 years in total. This activity is meant to look at the back bone looking at the LGA and the national levels. There are many other service delivery projects dealing with issues like quality of care. The point of PS3 is to strengthen the systems. Strengthening existing systems and things that there is political will for. Political economy is going to be very important here. Constantly conferring with them and seeing the political economy. PO-PSM is interested in doing evidence based decision making.


National level health—that is the biggest amount of funding. The TA is focused on MOHSW, PO-PSM, MOF, PMO-RALG

Look at where the systems are in place. Pulling activities into different projects and putting it into this in one place.

Robust and Standard Packages: Why Phase 1 and phase 2? The theory of change was that those LGAs that would receive heavy technical assistance should be motivated to receive it. However, PMO-RALG felt if you go into a region you have to do technical assistance in the whole region. PMO-RALG really advocated with USAID to take the whole region approach. It is easier for their planning since they will know that we are covering the whole region. Therefore USAID decided that Phase 1 would be for “robust” LGAs who will receive technical assistance for a longer amount of time. There also needs to be a package rolled out for everyone else. As we develop the selection criteria the government wants to know more.

Questions:

The 4 most important ministries will receive TA, but what about the other sector ministries, e.g. Ministry of Education. Answer: PS3 will liaise with all of those sector ministries on a regular basis to get buy-in from them regarding the LGA activities. However, the technical assistance that PS3 provides at the national level will be for the 4 key ministries, PMO-RALG, PO-PSM, MOF, MOHSW.

Describe USAID offices? Which offices from USAID are funding PS3? o Environment money is the only office that does not give money to this project, but we

are receiving Economic Growth office money, Democracy and Governance office is contributing, Education, PEPFAR, President’s Malaria Initiative, and others.

o This is why we have a Project Management Team (PMT) at USAID, they are supporting the project as a resource to Shannon Young as COR.

Where does the private sector come in? o USAID thought a lot about how to engage with non-state actors. If you are providing

direct assistance to CSOs and other non-state actors. Sometimes these actors do not want to be transparent. PS3 will engage with the private sector to make sure the systems are in place to engage. So we are supposed to make the public sector more responsive to the private sector.

o What is hindering service delivery point?—you should also look at the decision makers. o The region isn’t much mentioned, but if you look at the continuum of technical

support—what is the understanding of USAID? Answer: There is not a large focus on the region in PS3, but there is an understanding that we cannot just bypass the regions in the activities. PS3 should engage the regions in the activities.

o Citizen engagement—where do you see this if you do not go down to the service delivery unit? I would wish that we would see that the service delivery units are somehow put across the system. The biggest complaints will normally affect the citizens. Students cannot go to school because there are no toilets. The service delivery unit shouldn’t end at the higher local government authority level. Answer:


This is not a community mobilization project. USAID has other projects that do that. There is no way for this project to go down to every service delivery unit—schools, health facilities, etc.

It should be a bottom up approach but PS3 will not be sitting at health facilities. PS3 fits into IR 3.2, there are about 20 projects that fit into that intermediate

result. If the will is at the LGA level, we will work at the LGA level—what happens in

the other circumstances where. Right now it is driving our strategy right now. You can do engagement at every level—even higher levels. PS3 first thing it should do is provide TA to the LGAs, so that they can

see the importance of involving the citizens. The CSOs are ready to be engaged, but the LGAs are not allowing them to do so. If we provide the TA at the level, things will go down there.

There are so many service delivery projects out there, but services are not working as we expect—the system is weak somehow. If we wait for the president, it means our system is very weak. PS3 will identify the weaknesses.

Our job is to unblock and make space for the facility level so that we make sure the facilities can do their jobs. It is not our job to sit at the facility level to hold their hands. We haven’t talked much about the vertical linkages. MOF issued a circular that said all facility accounts. There are other obstacles.

Other discussion: The Council Health Services Board, they are superior at CHMT, the

most vulnerable children committee. The way we see PS3, you will leave no stone unturned.

If I think of RBF, there is no way we aren’t going to be working with the health facility governing committees—the only way we can work with facilities.

We can work at the basket level—we do not sit at the facilities. We are ignoring a lot of other things that is going on. Each health facility should have an account—the LGAs will only get basket funding if your facilities have accounts. So help the LGAs.

Think about the robust vs. standard package, what does it mean to be “robust.”

I don’t see how this can happen if we do not go at it at both sides—we need to have an idea that while we aren’t sitting there, that the nature of this relationship.

One of the challenges we will face, how do we get unwilling horses to drink?—in many cases, without a carrot and much of a stick. Can we leverage resources as we engage with LGAs? Good things will happen if you do this? This money in year 2 and 3. Maybe as we engage with


other projects, we can look outside of the project to see if we can leverage other resources.

USAID/Shannon: Part of this will be the close relationship with regional and national levels. We have a lot of experts in the room to brainstorm ideas. What is in the package depends on the discussions that you are all having.

There may be some outcome level performance assessment. We need to understand our connection to what we are doing. Although we are not working at the facility level.

Day 3, PS3 Implementation Strategy Meeting November 18, 2015:

Group 6 presentation, answering the question: Given the project PS3 project design and without contravening project requirements, how can PS3 support SDUs?

A presentation on a new strategy graphic and presentation of the discussion on the question above.

Service Delivery Units complained they do not have much influence. What do we think the outcome is, even if we are working at the LGA levels?

How do we help fill gaps at Ward and other levels without working at those levels? Why aren’t we doing much with civil society, it was decided that there are other projects

working on this. Can we use the LGTI to extend our goals—not just to do training but to expand their

curriculum and also involving ALAT? Our challenge and our theory of sustainable change is different the center of our theory of

change is: For PS3 “If we improve local government systems, then there will be better health outcomes.”

Basically involve and countercheck at facility level, but we do not actually work there day to day. Verification is very important.

It is true that project will not be as involved at the lowest level, but our operations research component should look at the dynamics.

The expected outcomes of the project are quite clear, and the US Embassy would like to put the expected outcomes are on the USAID website.

The green circle on the new graphic shows us the intersection—but adding a green arrow would be good to see the feedback loop.

This is our strategy that will drive our work plan.

Brainstorming on the LGA selection criteria:

Traditionally it is best to come up with very brief criteria that are easy to collect. What we want to do is define from each of them. We rank them, those will become robust councils. Percentage of documents become available. Same thing for understaffing—total PE.


These criteria are very different in nature. The understaffing is about how much need that they are. The other three other are more about motivation. We could weight understaffing more. (see presentation on the proposed selection criteria).

Maybe we have an equal number of criteria on need and willingness, e.g. 3 and 3: Correction it is PE/population and this will reflect the needier areas. The way treasury reports

PE, administration incorporates everything else. We have easily available PE totals. The PE is inclusive of everything. 2 are already in use, and others are not in use.

o The LGA platform doesn’t yet exist o Can we specify which info systems? o Distance from the center?—but it would difficult to do because these the most in

needed. The center in this case means the regions. While agree that this is something, the question becomes the council’s access,

but the distance is one big headache Let’s pick 2 info systems

o DHIS, even if it is only health and something else o The other point is the criteria is RBF—but RBF is outside the package so this will not

work as a criteria. The RBF LGAs will be part of the competitive process. We will help them with RBF no matter what, but those LGAs still have the right to compete. Again, RBF is actually outside the package. RBF is a national program, and doesn’t need to be in the selection process. It will be a separate workplan section.

We are trying to make OLG operational as soon as possible using word press, and where LGAs are working. This should be ready soon.

Poverty statistics are at regional level. It would be great to use poverty statistics for selection, but these don’t exist. We are looking at staff as a proxy to poverty.

Do we want to think about proportion of rural and urban councils? We may need to decide and discriminate on whether councils that have unqualified or qualified

report are part of the selection. This may vary from year to year—we may want to look—if we look at the audit opinion in previous years. We may need to think about the trend over 5 years instead of one year since this may change. How objective is the audit assessment and are we using the right measurement? Let’s assume for the sake of this project that we do it well. Let’s use a trend. There was general consensus on this point.

The data is not available at the district level—this is far beyond the council level—if we look at quality of services? We need to be careful with how we deliver quality of services.

We can build in stages to the robust package—doing the robust package in stages. In financing, can we include OC as a criteria—you can get this information from Plan Rep. This

may be a good indicator. We can do that instead of an audit report or in addition to. Seems to be consensus on understaffing. Also that OC is in there. We have 4 criteria—we have to keep them simple. Then we can have criteria within each

criteria. Put these under need and motivation—and need We have 2 criteria under willingness


3 under willingness and need—see about the weighting….we will put the weighting issue to the group, but balance has to at least be equal between willingness and need.

Assumptions on the standard and robust packages:

What is the process?

we will need to “advertise” or ask LGAs to apply. Not in a newspaper, but put forward we need to get on board and buy-in—something that describes the project, and they need to

understand that quality. It will be good to have ALAT together in the room—ask them to help us with this Send out an RFP—showed how they are scored or explains how we did the selection We need to have regional and national levels and the other sectors to help with section

committee—PMO-RALG should be on the selection criteria.


7.6 Strategy Meeting Presentations










































Documents

PUBLIC SECTOR SYSTEMS STRENGTHENING (PS3) IN