TANZANIA PUBLIC SECTOR SYSTEMS STRENGTHENING …

Approved Date: October 30th, 2020

Version: 1

TANZANIA PUBLIC SECTOR SYSTEMS

STRENGTHENING PLUS (PS3+) ACTIVITY YEAR 1 QUARTER 1 REPORT

JULY 31– SEPTEMBER 30, 2020

The USAID/Tanzania Public Sector Systems Strengthening Plus (PS3+)

The purpose of the USAID Public Sector Systems Strengthening Plus (PS3+) Activity is to provide

technical assistance to support the Government of Tanzania (GOT) to institutionalize public

systems that are responsive to citizens’ needs for quality services at the local level, particularly

for underserved populations. Led by Abt Associates, PS3+ is implemented in partnership with

IMA World Health, the Local Government Training Institute, Management Sciences for Health,

Tanzania Mentors for Action, and the University of Dar es Salaam. This activity covers the period

from July 31, 2020 through July 30, 2025.

Date: October 30, 2020

Contract/Agreement Number: REQ – 621 -20 – 000032

Submitted to: Godfrey Nyombi, USAID/Tanzania

Submitted by: Emmanuel Malangalila, Chief of Party, USAID PS3+

DISCLAIMER

This report is made possible with support from the U.S. President's Emergency Plan for AIDS Relief and the United

States Agency for International Development (USAID.) The contents of this report are the sole responsibility of Abt

Associates and do not necessarily reflect the views of USAID or the United States Government.

C O N T E N T S

Year 1 Quarter 1 Report: July 31–September 30, 2020 October 30, 2020 ▌i

CONTENTS

Acronyms .......................................................................................................................................iii

1. Executive Summary and Achievements ......................................................................... 1

1.1 Key Achievements ................................................................................................................................... 2

2. Operational and Management Activities ........................................................................ 4

2.1 Operational ............................................................................................................................................... 4

2.1.1 Staff Onboarding ....................................................................................................................... 4

2.1.2 Offices ......................................................................................................................................... 4

2.1.3 Procurement .............................................................................................................................. 5

2.2 Management .............................................................................................................................................. 5

2.2.1 Branding and Marking Plan ..................................................................................................... 5

2.2.2 Mobilization Plan ....................................................................................................................... 5

2.2.3 Post-Award Orientation Conference .................................................................................. 6

2.2.4 Coordination with USAID ...................................................................................................... 6

2.2.5 Collaborations ........................................................................................................................... 6

2.2.6 Subcontracts .............................................................................................................................. 7

2.2.7 Work Plan Development ........................................................................................................ 7

2.2.8 Selection of PS3+ Targeted Regions .................................................................................... 7

3. Technical Program ............................................................................................................ 9

3.1 Merged Results (1&3) ............................................................................................................................. 9

3.1.1 System Interoperability and Integrated M&E System (iMES) .......................................... 9

3.1.2 Extend and Institutionalize System User Support ............................................................ 9

3.2 Result 1: Improved Evidence-Based, inclusive Planning and Management at Local Levels ........................................................................................................................................................ 11

3.3 Result 2: Strengthened Local Governance to Promote Citizen Engagement and Social Accountability ............................................................................................................................. 11

3.3.1 Strengthen Citizen Engagement Governance Structures and Inform Citizens ........ 12

3.3.2 Strengthen Citizen and Private Sector Engagement in Planning and Budgeting

Processes .................................................................................................................................. 13

3.3.3 Strengthen Citizen input to PFM oversight and accountability ................................... 14

3.4 Result 3: Increased Efficiency in the Collection and Use of Financial Resources .................. 15

3.4.1 Enhance Health DFF and Introduce SNHI ........................................................................ 16

3.4.2 Improve Financial Reports and Data Analysis, Resource Tracking, and Incorporate into Undergraduate/Graduate Curriculum ............................................... 16

3.5 Communications .................................................................................................................................... 17

3.6 Monitoring, Evaluation, and Learning ................................................................................................ 18

3.7 Challenges ............................................................................................................................................... 18

3.7.1 General Elections in Tanzania .............................................................................................. 18

3.7.2 COVID-19 ................................................................................................................................ 19

C O N T E N T S

Year 1 Quarter 1 Report: July 31–September 30, 2020 October 30, 2020 ▌ii

LIST OF TABLES

Table 3. PS3+ Subcontractor Roles............................................................................................................................... 7

Table 4. List of Individuals Consulted at PO-RALG and LGA Level ................................................................... 12

Table 5. List of People and NGOs Consulted .......................................................................................................... 13

Table 6. List of Individuals Consulted ......................................................................................................................... 14

Table 7. List of Individuals Contacted ......................................................................................................................... 15

A C R O N Y M S

Year 1 Quarter 1 Report: July 31–September 30, 2020 October 30, 2020 ▌iii

ACRONYMS

CDC Centers for Disease Control and Prevention

CO Contracting Officer

COP Chief of Party

COR Contracting Officer’s Representative

CSO Civil Society Organizations

DFF Direct Facility Financing

DP Development Partner

D4D Data for Development USAID Project

FFARS Facility Financial Accounting and Reporting System

FGC Facility Governing Committee

GOT Government of Tanzania

GOTHOMIS Government of Tanzania Health Operations Management Information System

HLG Higher Local Government

HR Human Resources

HIM Health Information Mediator

ICT Information, Communication and Technology

iMES Integrated Monitoring and Evaluation System

IMA IMA World Health

LGA Local Government Authority

LGTI Local Government Training Institute

LGRCIS Local Government Revenue Collection Information System

LLG Lower Level Government

MSH Management Sciences for Health

MELP Monitoring, Evaluation, and Learning Plan

MOALF Ministry of Agriculture, Livestock, and Fishing

MOEST Ministry of Education, Science, and Technology

MOFP Ministry of Finance and Planning

MOHCDGEC Ministry of Health, Community Development, Gender, Elderly, and Children

MUSE Mfumo wa Ulipaji Serikalini

NBC National Business Council

A C R O N Y M S

Year 1 Quarter 1 Report: July 31–September 30, 2020 October 30, 2020 ▌iv

NGO Non-governmental organization

NHA National Health Accounts

NHIF National Health Insurance Fund

OR Operational Research

PEPFAR President's Emergency Plan for AIDS Relief

PFM Public Financial Management

PHC Primary Health Care

PlanRep Planning and Reporting System

POPSMGG President’s Office, Public Service Management and Good Governance

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

PS3+ Public Sector Systems Strengthening Plus

SNHI Single National Health Insurance

TCCIA Tanzania Chamber of Commerce and Industries

TMA Tanzania Mentors for Action

UDSM University of Dar es Salaam

USAID United States Agency for International Development

1 . E X E C U T I V E S U M M A R Y A N D A C H I E V E M E N T S

Year 1 Quarter 1 Report: July 31–September 30, 2020 October 30, 2020 ▌1

1. EXECUTIVE SUMMARY AND ACHIEVEMENTS

The purpose of the USAID Public Sector Systems Strengthening Plus (PS3+) Activity is to provide

technical assistance to support the Government of Tanzania (GOT) to institutionalize public

systems that are responsive to citizens’ needs for quality services at the local level, particularly

for underserved populations. The PS3+ Activity is a five year activity (July 2020– July 2025) led

by Abt Associates, in partnership with IMA World Health, Local Government Training Institute

(LGTI), Management Sciences for Health (MSH), Tanzania Mentors for Action (TMA), and

University of Dar es Salaam (UDSM).

The PS3+ Activity has three expected results.

Result 1, Improved evidence-based, inclusive planning and management at local levels, is centered

on strengthening and increasing interoperability between key management systems, extending

and enabling sectors beyond health and education to use them, and institutionalizing capacity

in system use for day-to-day operations.

Result 2, Strengthened local governance to promote citizen engagement and social

accountability, consists of:

strengthening the capacity of local level governance structures to engage communities in

planning, demanding feedback, and providing oversight for public financial management

( PFM) and public sector services;

mobilizing more citizens to engage in these processes; and

creating resilient links between communities and governance structures to

institutionalize citizen engagement, social accountability, and stewardship roles.

Result 3, Increased efficiency in the collection and use of financial resources, focuses on:

strengthening access to and interoperability between core systems used for financial

management in the public sector;

extending access to systems that underpin efficient human resource (HR) management;

and

extend output-based financing beyond health. In health, the Activity will support

implementation of social national health insurance (SNHI), increasing facility autonomy

to generate and use revenue to improve services. In addition, PS3+ will help the GOT

transition troubleshooting to Regional Help Desks to support system use and

implementation of payment reforms.



The PS3+ results and sub-results will feed directly into USAID/Tanzania’s Country Development

Cooperation Strategy, IR 3.2, Government Delivery of Services Improved, and subsequently into

Development Objective 3, Effective Democratic Governance Improved. PS3+ results and sub-

results will also benefit indirectly Development Objective 1, Tanzanian Women and Youth

Empowered, and Development Objective 2, Inclusive Broad-Based Economic Growth Sustained.

This quarterly performance report covers the period from July 31- September 30, 2020, which

corresponds to the fourth quarter of the USAID FY2020. The activities conducted during this

quarter were primarily start-up and mobilization activities, both technical and administrative. The

report summarizes significant achievements, program performance, and key challenges

encountered to date.

1.1 Key Achievements

Building on the vast in-country experience and relationships built overtime with GOT and other

stakeholders, PS3+ got off to a rapid start-up following the contract execution on July 31, 2020.

The Activity was successful in quickly mobilizing key management, administration and technical

staff to assist with the start-up processes including quick start technical activities as well as the

development of contractual deliverables. The technical leadership was hired within the first 30

days. The majority of technical and administration staff recruited were from its predecessor PS3,

allowing the Activity to quickly begin activities and establish momentum.

A post-award meeting was held on September 30, 2020 with USAID/Tanzania and Abt Associates,

followed by weekly meetings each Friday with the Contracting Officer Representative (COR). As

part of the quick start, PS3+ staff engaged GOT counterparts, mostly virtually due to COVID19,

in preliminary dialogue to exchange expectations and solicit their input in the development of the

Year 1 work plan. PS3+ and USAID worked together to develop and share letters of introduction

with key government ministries, and developed a Memorandum of Understanding (MOU) to

present to President’s Office for Regional Administration and Local Government (PO-RALG).

During this period, PS3+ submitted the following key contract deliverables: Mobilization Plan

covering the first 60 days of implementation, PS3+ Branding and Marking Plan, PS3+ Monitoring,

Evaluation and Learning Plan (MELP). USAID and PS3+ also selected the 13 targeted regions

where the Activity will implement focused interventions (Result Area 2 activities), in addition to

the nationwide interventions including Zanzibar (Result Area 1 and 3 activities). During this

quarter, USAID approved the Mobilization Plan, Branding and Marking Plan, and selection of

targeted regions for Result 2 activities.

On the administrative side, PS3+ identified a suitable office location and space in Oyster Bay,

Msasani Road, off Haile Selassie Rd, Plot No. 1132, Dar es Salaam. PS3+ developed a COVID 19

Policy consistent with the most recent USAID/Tanzania COVID 19 guidance to allow for safe



partial office opening. Bank accounts specific for PS3+ were opened with a local bank, a foreign

currency account (US dollars) and a current account in Tanzanian Shilling (TZS).

2 . O P E R A T I O N A L A N D M A N A G E M E N T A C T I V I T I E S


2. OPERATIONAL AND MANAGEMENT ACTIVITIES

This section summarizes the progress made during this quarter in implementing administrative

and management activities as listed in the Activity’s mobilization plan to ensure a rapid and

effective start-up.

2.1 Operational

2.1.1 Staff Onboarding

PS3+ was successful in quickly mobilizing key management, administration and technical staff to

assist with the start-up processes and quick start technical activities. This task was facilitated by

the fact that the majority of technical and administration staff recruited were from the

predecessor PS3. PS3+ is able to leverage their strong relationships built with government and

local stakeholders under PS3 to facilitate quick start activities and maintain the momentum of

core systems strengthening work. By the end of the reporting period, 72% of all head office staff

were successfully hired and the remaining staff will join in October 2020.

2.1.2 Offices

The lease for the PS3+ Head Office in Dar es

Salaam was executed in early September 2020. It

was selected for its location in a low-traffic area and

bigger office surface to accommodate COVID19

social distancing protocols. The office is located in

Oyster Bay, Msasani Rd, off Haile Selassie Rd, Plot

no 1132. The office configuration meets COVID19

regulations, while its locations position our staff

expertise and capability optimally for effective

support to GOT systems at all levels. The Dar es

Salaam PS3+ Head Office serves as our operational

headquarters to liaise with USAID/implementing

partners, lead policy dialogue with GOT

stakeholders, and provide technical and

administrative leadership and oversight to the program. However, while the office space is ready

for use (compartment completed, partial equipment/furniture delivered, and generators

installed), PS3+ staff members are required to work from home due to the COVID19 pandemic,

unless they have a compelling reason to go to the office. Only essential senior staff (Chief of

Party, F&A Director), accounting, operations and IT staff, are allowed to go to the office for tasks

requiring their presence. Other staff must request prior approval to go into the office per the

PS3+ COVID19 policy which is in line with Abt Associate’s requirements.



The process of establishing regional offices has started with the National Program Office based

in Dodoma. Our partner TMA has identified a space for PS3+ in their office building which is

currently being equipped. The National Program Office house national level staff and will be used

as PS3+ cornerstone for subnational activities. It also serves as a “touch-down station” for staff

that travel (as necessary and subject to COVID19 policies) to Dodoma from Dar es Salaam to

work with the GOT.

As for other regional cluster offices, PS3+ is awaiting the Activity official launch and formal

introduction to subnational government counterparts by PO-RALG to start engaging regional

governments to provide office space for PS3+ team members. The proposed four other regional

offices include Lake (Mwanza), Western (Kigoma), Highlands (Iringa) and Southern (Mtwara)

regions.

2.1.3 Procurement

A procurement plan was developed, submitted and approved by USAID/Tanzania. Utilities and

proper security systems have been established. Abt issued public tenders to procure all necessary

items, including IT equipment and office communications systems, office furniture and equipment,

and vehicles which are expected to be complete in November 2020.

2.2 Management

In Y1Q1 PS3+ completed the following activities in order to meet the contractual deliverables

due this quarter and to enable the operational and technical implementation activities.

2.2.1 Branding and Marking Plan

On August 5, 2020, PS3+ submitted the PS3+ Activity Branding and Marking Plan describing how

the Activity will be named, positioned, promoted, and communicated to the public so as to

guarantee that funds for activities are appropriately understood to be “from the American

People”. The Branding and Marking Plan outlines the public communications, Activity materials,

and other items that will visibly bear the Activity name. The Branding and Marking Plan was

approved by USAID/Tanzania on August 10, 2020.

2.2.2 Mobilization Plan

On August 13, 2020, PS3+ submitted the Activity mobilization plan describing key start-up

activities, both technical and administrative, for the first 60 days of implementation. The

Mobilization Plan includes the identification of quick start activities ought to be undertaken prior

to the development of the Year 1 work plan. The Mobilization Plan was approved by

USAID/Tanzania on August 31, 2020.



2.2.3 Post-Award Orientation Conference

On September 3, 2020, USAID held a post-award orientation conference with PS3+ through a

virtual session, via Google Meet, due to the COVID19 pandemic. The conference was attended

by Dennis Foster, PS3+ Contracting Officer (CO), Godfrey Nyombi, Contracting Officer

Representative (COR), other senior officials of the USAID mission in Tanzania, as well as Abt

Associates staff. In total, 25 participants attended the orientation conference. The objective of

the conference was to present an overview of the Task Order and conduct the post award

orientation to PS3+ Activity. Topics discussed included: VAT reimbursement process, work

permits, overview of import and tax challenges, MOUs, assistance to law enforcement and USAID

legal restrictions, gender compliance, Branding & Marking, M&E and data quality assessments,

environmental compliance, payment process, and financial management (Financial Reporting

(SF1034), accrual reports, taxes and compliance, and financial reviews and audit).

A post-award orientation package containing key reference documents was shared with PS3+ to

serve as a reference during implementation.

2.2.4 Coordination with USAID

In order to ensure close collaboration and coordination with USAID, the PS3+ senior

management team meets weekly on Fridays with the COR team to discuss programmatic and

technical developments. These meetings have been very helpful in providing client expectations

and guidance, implementation status of activities (progress made and challenges), and an avenue

for forging together proactive solutions.

On September 23, 2020 USAID sent letters of introduction of the new Activity PS3+ to GOT

counterpart ministries, including PO-RALG, President’s Office, Public Service Management and

Good Governance (POPSM), Ministry of Education, Science, and Technology (MOEST), Ministry

of Health, Community Development, Gender, Elderly and Children (MOHCDGEC), Ministry of

Finance and Planning (MOFP) and Ministry of Agriculture, Livestock, and Fishing (MOALF). This

has enabled the PS3+ Activity to start engaging with counterparts.

As in the past, PO-RALG is seen as the GOT gateway counterpart. Therefore PS3+ has drafted

a MOU to provide a framework for collaboration with PO-RALG in the implementation of the

PS3+ Activity. The memorandum will be shared with PO-RALG for review and plans will be made

for signing next quarter. As a gateway partner, the memorandum reads that “one of the

responsibilities of PO-RALG is to actively support and facilitate the Project in engaging in policy

dialogue with relevant sector ministries”.

2.2.5 Collaborations

In Y1Q1, PS3+ started engaging other USAID Activities and other DP projects for collaboration.

Such is the case with PHARM Access Foundation and PATH who were contacted in preliminary



landscaping assessment for the near future expansion of PS3+ activities in Zanzibar. The purpose

of the meeting with PHARM Access Foundation and PATH was to learn from their experience

in implementing activities in Zanzibar and assess areas of collaboration.

In the next quarter, PS3+ will conduct a comprehensive mapping of all DP collaborations to

identify linkages creating synergies and maximizing USAID investment and GOT systems

strengthening.

2.2.6 Subcontracts

PS3+ Activity has five subcontractors that comprise its consortium. Abt issued initial 30-day letter

agreements to all partners upon award. At the end of the quarter, subcontract agreements with

TMA and LGTI were executed. Letter agreements for UDSM, IMA World Health and MSH were

extended and Abt is in the process of finalizing contracts with the final subcontractors which

should be fully executed in November 2020.

Table 1. PS3+ Subcontractor Roles

Partner Role

TMA

Dodoma national office and regional office management; liaise with GOT at regional and LGA levels; lead integrated implementation of Result 1, 2, and 3 at regional, LGA and

facility levels.

LGTI Train/mentor government staff and deploy distance learning tools to strengthen LGA staff

management capacity.

UDSM

Lead operations research and data analysis (all RAs); contribute to Result 3 finance

interventions; integrate FFARS, PlanRep, and other national reforms into university

curricula; support LGTI in curriculum development.

IMA World Health

Support citizen engagement and community mobilization activities under Result 2:

empower facilities, villages/mtaa to increase citizen participation in planning/budgeting, resource management oversight, transparency, and social accountability; improve

evidence-based inclusive planning, management, and payment reform in agriculture,

nutrition, and other sectors.

MSH

Develop, implement, and refine Government of Tanzania Health Operations Management Information System (GOTHOMIS) Standard; extend health information systems (HIS) to

the facility level; integrate vertical HIS step-by-step over time; support system design with

clinical process and analysis expertise.

2.2.7 Work Plan Development

In Y1Q1 technical leads invested much of their time and efforts in the development of the Year

1 Work Plan based on the Task Order mandatory contract activities and virtual discussions with

GOT counterparts. As the Year 1 work plan was developed with limited virtual consultations,

following USAID review of the work plan and its approval, it may need to incorporate some

revisions to accommodate input from GOT counterparts and other stakeholders.

2.2.8 Selection of PS3+ Targeted Regions

PS3+ Activity will implement nationwide and in Zanzibar the activities related to Result 1

(Improved evidence-based, inclusive planning and management at local levels) and Result 3



(Increased efficiency in the collection and use of financial resources.). PS3+ intends to implement

Result 2 activities (Strengthened local governance to promote citizen engagement and social

accountability) in only a selected number of Regions due to the nature and scope of Result 2

activities. In collaboration with USAID, 13 targeted regions were selected based on the priority

regions for current and upcoming USAID and CDC programs. The 13 regions are: Dodoma,

Iringa, Kagera, Kigoma, Lindi, Mara, Mbeya, Morogoro, Mtwara, Mwanza, Njombe, Rukwa, and

Shinyanga.

3 . T E C H N I C A L P R O G R A M


3. TECHNICAL PROGRAM

This section presents the Activity’s achievements and results in technical start-up activities.

Results are presented per result area and following the Year 1 work plan proposed structure.

3.1 Merged Results (1&3)

There is a substantial overlap between Result 1&3. In order to avoid duplication, and then

differentiate for organization, management and communication purposes, the section of Merged

Results 1&3 was created to recognize the linkages and synergies of activities under Result 1&3.

The Merged Results (1&3) contain all programming and analysis of system interoperability

activities for all systems flowing through GOT information mediators: PO-RALG Muungano

Gateway, MOHCDGEC Health Information Mediator (HIM), MOFP, Enterprise Service Bus

(ESB), and President’s Office Public Service Management and Good Governance (POPSMGG)/e-

Government Agency (e-GA).

In addition, the Merged Results contain all PS3+ activities related to export, data management

and report creation in iMES, while all data/information use by “business process owners” to

improve management and service delivery are contained in Result 1&3 activities.

The Merged Results 1&3 section is placed at the front of the Results sections because the

sequencing of many of its system and interoperability activities are required before Result 1, 2,

and 3 implementation.

3.1.1 System Interoperability and Integrated M&E System (iMES)

PS3+ plans to support the GOT to strengthen and extend interoperability and ensure access to

data in iMES as a key element of systems strengthening and better use of reports and information

in all three results areas.

During Y1Q1, PS3+ supported PO-RALG to renew the iMES domain name and its IP address to

enable online access. The iMES is now accessible at http://imesportal.tamisemi.go.tz

3.1.2 Extend and Institutionalize System User Support

The Help Desk structure, staffing and operations for user support and troubleshooting for key

systems or processes (PlanRep, Facility Financial Accounting and Reporting System (FFARS)

Epicor, Local Government Revenue Collection Information System (LGRCIS), network services,

and general IT) are currently centralized at PO-RALG. There is need to bring user support closer

to the service delivery points (LGA, health facility, school, village/mtaa levels).

http://imesportal.tamisemi.go.tz/



The establishment of Regional Help Desks in all 26 Regions and Zanzibar is the primary PS3+

information technology strategy to institutionalize responsibility and capacity for system use,

management, troubleshooting, maintenance and ongoing refinement.

During Y1Q1, PS3+ engaged preliminary virtual discussions with PO-RALG on plans to extend

Help Desk structure to regional level and Zanzibar. An action plan for Year 1 was discussed to

inform the Year 1 work plan. For Year 1, the following activities were identified/validated to

support the extension process. These include:

1. Review Help Desk system to enhance and extend user support structure;

2. Establish core regional Help Desk teams;

3. Extend licenses for the support teams at the regional level;

4. Train regional Help Desk teams in technical support for all core systems;

5. Develop necessary information, communication and technology (ICT) infrastructure in

each region for Help Desk systems; and

6. Deployment of the system, testing and initial support and maintenance at regions.

Next Quarter Activities

Continue engaging in dialogue to develop the strategy and sequencing with PO-RALG to

extend Help Desks to regional level

Dialogue with GOT and DPs on interoperability of systems across sectors

Dialogue with stakeholders on the system requirements to reengineer Muungano Gateway.

This may include: adding additional mediators, configuring data translation services, adding

additional data transport methods, developing dashboards,(e.g. FTP, FHIR), including other

data exchange formats (e.g. Custom, HL7, XML, Csv), and improve error handling and

reporting

Review Help Desk architecture to determine what is needed to enhance and extend user

support structure (refinement of the system, addition of more systems to Help Desk).

For Human Resource Management

Hold discussions with GOT for the strengthening and integration of the Ajira Portal, HSRS

and the Human Capital Management Information System (HCMIS).

Initiate discussions with GOT for the orientation of 13,000 new teachers through distance

learning.



3.2 Result 1: Improved Evidence-Based, inclusive Planning and

Management at Local Levels

Result 1 is centered on strengthening key cross-sectoral interoperable planning, budgeting, and

management systems, extending and enabling sectors beyond health and education to use them,

integrating national and LGA planning and budgeting systems, extending and integrating finance

and HR planning across levels of government, and institutionalizing capacity in system use for day-

to-day operations including prioritizing investments, multi-sectoral planning, health sector

planning, and data analysis, use of reports and management for results.

During Y1Q1 PS3+ conducted a three-day virtual meeting with PO-RALG Directorate of

Information and Communication Technology (DICT) team to identify priority activities for Result

1 to be included in the PS3+ Y1 work plan. Priorities identified include:

Continue to provide technical support to improve and address system issues for core systems

(PlanRep, LGRCIS, Epicor/MUSE, FFARs, GOTHOMIS, iMES, Help Desk etc.)

Support the development of a web-based application to enhance coordination and facilitation

of 10% loans to Women, Youth, and people with disabilities from LGAs own source revenue

with corresponding returns. This application will improve the coordination of the loan

program, enhance verification, validation and registration of qualified loan beneficiaries,

manage loan returns from beneficiaries through an approved LGA account; and facilitate

quarterly and annually accurate reporting.


Engage in dialogue and brainstorming sessions with GOT on further extension of PlanRep to

lower level government (LLG) including wards and villages/mtaa

Dialogue with GOT and DPs on interoperability of systems across sectors

Engage dialogue for the roll out of GOTHOMIS Version 4 (Lite and Standard) to facilities

which include update of the initially installed 64 facilities to most current stable release and

upgrade of lower version facilities to current stable GOTHOMIS v4

3.3 Result 2: Strengthened Local Governance to Promote Citizen

Engagement and Social Accountability

Result 2 aims at 1) strengthening the capacity of local level governance structures to engage

communities in planning, demanding feedback, and providing oversight for public financial

management (PFM) and public sector services; 2) mobilizing more citizens to engage in these

processes; and 3) creating resilient links between communities and governance structures to

institutionalize citizen engagement, social accountability, and stewardship roles. The focus is on



both the supply side (government institutions) and demand side – citizens including their

representative structures.

The majority of Result 2 activities for Y1Q1 were focused on initial consultations with GOT and

other stakeholders, to establish the ground work for dialogue to map out needs and refine and

identify interventions.

3.3.1 Strengthen Citizen Engagement Governance Structures and Inform Citizens

Realign roles and relationships of LGA, health facility, school and village/mtaa governance

structures in the joint oversight and planning

In Y1Q1, PS3+ engaged in dialogue with the PO-RALG departments responsible for coordinating

and overseeing LGA, village/mtaa, health and school governance structures. This initial

conversation was mainly for the PS3+ to refine understanding on local governance structures,

current changes on policy and practices for local governance and citizen engagement. These initial

conversations were productive in clarifying mandates in terms of relevant people and institutions

to include during the scoping exercise.

The list of individuals consulted is presented in Table 4

Table 2. List of Individuals Consulted at PO-RALG and LGA Level

SN Name of staff Organization Position Relevance

1 Mr. Emmanuel Nyanda PO-RALG-DSC Assistant Director Coordination of private sector, youth

and cross cutting issues

2 Ms. Zaituni Msoffe PO-RALG -DLG Elections Officer LGA, Village/mtaa governance

structures

3 Mr. Mashaka J. Makuka PO-RALG - DLG Administrative Officer LGA structures, relationships, roles

and responsibilities

4 Mr. Avelina Kapologwe PO-RALG - DLG Community Development

Officer

Coordination&; backstopping of LGA community mobilization, youth and

women inclusion

5 Mr. Herbert Ngowi Dodoma CC City Human Resources

Officer Roles/responsibility and LGA

structures; committee meetings

6 Mr. Godlove Swai Mvomero DC VEO Sangasanga village LLG -roles/ responsibilities and

committees

Enable LGA, village/mtaa and facility to share information with citizens.

For this activity, PS3+ focused on reviewing existing documents including the USAID/PS3

Operations Research Facility studies to refine understanding on challenges and needs for LGA,

village/mtaa and facility sharing information with citizens. Information from the document review

informed the Year 1 work plan development process.



3.3.2 Strengthen Citizen and Private Sector Engagement in Planning and

Budgeting Processes

Enhance citizen input to plans and budgets.

In Y1Q1, PS3+ consulted national level nongovernmental organizations (NGOs) working to

support citizens’ access to information from Higher Local Government (HLG), Lower Local

Government (LLG) and service delivery facilities. The purpose of the consultation was to

understand programs and interventions working on the demand side of citizen engagement. The

consultations were productive in helping the team to identify relevant institutions and individuals

for further follow up discussions. Through these initial conversations the team has started building

a mapping of Civil Society Organizations (CSO) strengthening capacity of facility governing

committees to effectively oversee health facility plans and budgets.

The list of people and NGOs consulted is presented in Table 5.

Table 3. List of People and NGOs Consulted

SN Name of Staff Organization Position Relevance

1 Ms. Rehema Tukai KPMG-AcT Deputy Programme

Director

Funds CSOs working on citizens budget

oversight and accountability

2 Mr. Richard Angelo Policy Forum Manager Local

Governance

CSOs Budget Working Group and Local Governance Working Group -SAM

Committees in 4 LGAs

3 Mr. Irenei Kiria Sikika Executive Director

Piloting Social Accountability Models-Score card, works with PO-RALG in 30 LGAs main

challenge support from MoHCDGEC

4 Mr. Israel Illunde Tanzania Youth

Partnership Coalition Executive Director

Youth participation &informal sector inclusion in LGA budgeting works through Policy

Forum in 5 regions Mtwara, Rukwa, Tabora,

Singida, Tanga; Youth Economic

Empowerment

Empower the private sector to effectively participate in LGA and service provider level planning

and budgeting processes.

Activities conducted in this quarter have been mainly to engage in dialogue with relevant

stakeholders to establish the status and identify interventions for empowering the private sector

engagement in planning and budgeting process, targeting business associations and groupings- for

women, youth and people living with disability at district and village/mtaa level in Tanzania. These

dialogues will help inform Year 1 activities and overall private sector strategy.

PS3+ focus in the next quarter will be to solidify the needs identification and to develop private

sector engagement strategies to guide LGA health, education and agriculture services

responsiveness to private sector needs.

The list of individuals consulted is presented in Table 6.



Table 4. List of Individuals Consulted

SN Name of Staff Organization Position Relevance

1 Zachy Mbenna TPSF Director of memberships and

capacity building

Private sector engagement with policy

including budget

2 James Flock USAID NAFAKA II

program ACDI/VOCA COP

Leveraging LGA plans and budgets to respond to private sector role in

agriculture

3 Farida Tesha PO-RALG FP-Co Dodoma City LGA experience in private sector

engagement in planning and budgeting

3.3.3 Strengthen Citizen input to PFM oversight and accountability

During this quarter the PS3+ team focused on exploring roles and responsibilities of GOT in

supporting citizen input to PFM oversight and accountability at LGA and service delivery levels.

During this initial dialogue, the team established contacts with the Directorate of Financial

Inspectorate and Tracking Unit at TAMISEMI. PO-RALG is currently collaborating with CSOs

involved in LGA budget tracking and accountability to institute accountability of direct facility

financing (DFF). Initial contacts have been made with the Acting Director in preparation for the

comprehensive scoping exercise to be completed in YIQ2.

Strengthen public-private dialogue and structures to improve oversight and accountability

The aim of this activity is to establish how the private sector is involved in dialogue with the GOT

to improve oversight and accountability. Initial limited consultations were made, including

dialogue with the Tanzania Chamber of Commerce and Industries (TCCIA), a major institution

facilitating the participation of the Private Sector in development management/issues under the

umbrella of National Business Council (NBC). Key learnings from the discussion with

stakeholders in PPP dialogue include: NBC is replicated at Regional (RBCs) and Districts levels

(DBCs); NBC, RBCs, DBCs are each convened twice yearly; membership is 50:50 between GOT

Officials and Private Sector (led by TCCIA).

The team could not ascertain gender and youth representation for the NBC. DBC Chairpersons

have multiple leadership roles in the Sectors of Commerce, Industries and Agriculture. Both the

public and the private sectors propose agendas for DBC meetings. The agenda may touch any

sector of the economy in the effort to improve or address development bottlenecks.

For Y1Q2, further discussions will be held with additional stakeholders including to deepen our

understanding of the role of private sector in PFM oversight and accountability.



Table 5. List of Individuals Contacted

SN

Name of

Stakeholder Organization Position Relevance

1 Mr. D.T. Ally Gairo LGA LGA Trade Officer LGA response to private sector

needs- business facilitation services

2 Mr. Amini Madulago TCCIA Gairo District

(Private Sector) Chairperson

Role of TCCCIA in PFM oversight

and accountability

3 Samwel, M. Gairo LGA (Public Sector) Planning Officer/

Economist Gairo LGA

Inclusion of private sector needs and interests during LGA planning

and budgeting process


The next quarter activities will mainly involve continued dialogue with key stakeholders to:

Develop checklist/ guiding questions for a more structured dialogue with stakeholders, in

order to solidify scoping exercises to assess needs and intervention separate

checklists/questionnaires and comprehensive scoping exercises will be developed for:

roles, capacity and functioning of LGA, health and school governance structures in

planning and budget process as per DFF management framework,

status of and gather recommendations for strengthening LGA, village/mtaa, health and

school facilities and agriculture sector roles in sharing information on plans, budget and

services with citizens

citizens and private sector engagement in planning and budgeting including all population,

poor, women and youth at HLG, LLG and service delivery facilities

private sector engagement and citizen engagement in PFM oversight and accountability

at HLG, LLG and service delivery facilities in sharing PFM information with citizens, its

accessibility to citizens and their response in using information to play their PFM

oversight role and improving public-private dialogue at regional, HLG and LLG.

3.4 Result 3: Increased Efficiency in the Collection and Use of Financial

Resources

Under Result 3, PS3+ will strengthen DFF, support implementation of single national health

insurance (SNHI) including contracting with private sector, extend output-based payment to

sectors beyond health, strengthen LGA and service provider revenue collection and expenditure

management, and strengthen systems and processes to improve HR management.

Many of Result 3 activities will build on or benefit from Merged Results 1&3 activities including

system interoperability and Regional Help Desks to support system use and implementation of

payment reforms.



3.4.1 Enhance Health DFF and Introduce SNHI

GOT continues to implement health sector financing reforms that will guarantee access to

affordable health care service to every citizen in the country. The introduction of SNHI under

the leadership of MOHCDGEC is considered to be one of the key reforms that will help to

achieve the objective of equal access to every citizen. Currently the SNHI technical team is

working on defining the SNHI architecture including defining how the funds for the pool will be

collected, how the poor will be financed, how the pool will be organized, what level of minimum

benefit package will be provided and how purchasing of services from the pool will be organized.

During Y1Q1 PS3+ provided technical support to MOHCDGEC for improving development of

SNHI concept paper for discussion within the GOT management, including the Cabinet

Secretariat. Among other tasks that PS3+ supported was to analyze Household Budget Survey

data for financial year 2020 in collaboration with the National Bureau of Statistics in order to

assess population ability to pay different levels of premium contributions that are proposed under

SNHI. Also, PS3+ supported analysis of potential revenue that could be generated if earmarked

tax was allocated on different commodities. This analysis was intended to identify potential fund

sources to finance the poor.

The National Health Insurance Fund (NHIF) has initiated different initiatives to improve its

operation efficiency in delivery of services to its members. Among other interventions include

improving PHC and hospital payment mechanisms by moving from fee-for-service to other more

efficient and strategic provider payment mechanisms. Currently the NHIF scheme has started

with the initiative to improve PHC payment mechanisms.

In Y1Q1 PS3+ provided technical support to NHIF to initiate development of capitation formula

that will be used to pay primary health care facilities. This task was supported through analysis of

previous years’ claims reimbursement to establish the potential budget that will be allocated to

PHC providers. Discussions were also initiated on the inclusion of potential adjustors in the

capitation formula.

3.4.2 Improve Financial Reports and Data Analysis, Resource Tracking, and

Incorporate into Undergraduate/Graduate Curriculum

The MOHCDGEC is currently working to develop 2017/18 National Health Accounts (NHA).

During Y1Q1 PS3+ provided technical support to map national NHA data together with

extraction of NHA tables for their validation by development partners and programs. The

validation task is currently ongoing under the leadership of the MOHCDGEC.




Continue to provide technical support on the development of different aspects of SNHI

architecture including revising SNHI concept paper based on comments from GOT

management and draft cabinet paper.

Continue to support development of NHIF primary health care (PHC) capitation mechanism

Initiate process to collect cost accounting data for development of hospital payment system

Consult with different stakeholders to review proposed PHC capitation mechanism

Finalize development of DHFF Management Framework

Initiate the process to extend FFARS to village and mtaa level

Support development of NHA

Initiate consultation with GOT on the potential improvement of provider payment

mechanisms for Education, Agriculture and Nutrition sectors

3.5 Communications

PS3+ began developing its Communications Strategy to serve as a plan to guide both internal and

external communication. The strategy will contain three tiers of communications. The first tier

of communications is contractual and involves timely production of contract deliverables. The

second tier of communication is internal and involves sharing information and coordinating to

improve management, stimulate openness and teamwork and ensure efficiency in knowledge

management. The third tier of communications is external with audiences including USG, national

and local government, DPs, key stakeholders and the international community. It will provide a

series of carefully coordinated communication channels and messages promoting GOT and PS3+

achievements, focused on promotion of results and not technical activities.

PS3+ also worked on other documents that will guide the activities implementation. These include

the following:

The development of the PS3+ COVID19 Policy to provide guidance for the partial opening

of the PS3+ office to support implementation and stakeholder engagement. The policy is

consistent with the most recent USAID/Tanzania COVID19 guidance. The mitigation plan

covers measures related to office configuration, personal protection, common areas/cleaning,

and policy for external visitors. The PS3+ team is committed to limiting and mitigating risk of

exposure by utilizing remote activities and communication where possible, and ensuring social

distancing and other measures are practiced during critical on-site activities. The criticality of

events will be assessed using the Risk Assessment Tools shared by USAID/Tanzania, while

duly requests to host on-site activities will be submitted to USAID for approval.



The development of PS3+ Activity reporting templates: technical report, trip report, success

story and PowerPoint template. These templates are expected to provide consistency and

uniformity in the course of communicating the progress made by the Activity.


Finalization of the communications strategy

Finalization of the landscaping assessment of local communication and public relations

firms/senior consultants and initiate process of contracting out PS3+Activity communications

activities.

Support the dissemination of the final report of USAID Tanzania Cost Efficiency, Revenues

and Expenditure Assessment of Four Public Systems Strengthening Interventions of the

predecessor PS3, conducted by Data for Development (D4D) project.

3.6 Monitoring, Evaluation, and Learning

During this quarter, PS3+ developed the Monitoring, Evaluation and Learning Plan (MELP)

describing how the Activity monitors, tracks, evaluates, analyzes, and reports project results. The

MELP includes guiding principles, mandatory and additional performance indicators, processes

and tools, data sources, data quality assurance (DQA) procedures, and learning including cross-

cutting training and operations research (OR).

The development process involved all PS3+ technical staff both in country and home office. As

the MELP was developed before initiating GOT dialogue and development of Year 1 work plan,

PS3+ may need to incorporate some revisions following USAID approval of Year 1 work plan

and input received from GOT counterparts.

The MEL plan was submitted to USAID/Tanzania on September 15, 2020.


Conduct the orientation of technical staff on project’s key documents (MELP and reporting

templates)

3.7 Challenges

3.7.1 General Elections in Tanzania

This quarter coincided with general elections in Tanzania expected to be held on October 28,

2020 to elect the President and Parliamentarians. The campaign was officially launched on August

28, 2020. This has had an impact on the project implementation because of difficulties in securing

meetings with high level ministry officials, including signing of the MOU with the government.

In order to mitigate this risk, PS3+ engaged technical staff throughout the election period while

waiting for the elections to be concluded.

https://en.wikipedia.org/wiki/President_of_Tanzania

https://en.wikipedia.org/wiki/National_Assembly_(Tanzania)



3.7.2 COVID-19

Covid-19 has caused disruptions in the day to day implementation of activities with the working

from home policy and restriction of in-person meetings, events, and field activities. This might

slow down our pace of implementation.

In order to mitigate the risk and to be able to partially open the office/activities, PS3+ has put in

place a meeting and travel policy consistent with the most recent USAID/Tanzania COVID19

guidance.

Documents

TANZANIA PUBLIC SECTOR SYSTEMS STRENGTHENING …