1 supporting decentralization in sierra leone: reflections after the first two years of ircbp...
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Supporting Decentralization in Sierra Leone: Reflections After the First Two Years of IRCBP
Implementation Yongmei Zhou, AFTPR
2
Reflections two years after Board DateQ:Supporting devolution as entry point for
governance reform: was it the right choice?
A: Absolutely.
Q: What pressure has devolution generated for other reforms?
A: Budget reform: program budgetingPublic service human resource management reform: pay reform and civil service/local government service linkage
3
Reflections two years after Board Date (2)Q: What worked well? Using the Rapid Results Approach to jump start
the devolution process: energize LGs, allow them to show results and establish credibility, use results to expand constituency for devolution.
Actively promote peer learning and competition among local councils.
Invest in MoF and support fiscal decentralization and LG FM capacity building.
Continuously monitor, evaluate, learn, adjust
4
Reflections two years after Board Date (3)Q: What hypotheses were confirmed by
experience? Given an opportunities and support, LGs can perform
and develop capacity. Temptation and pressure for corruption is high. Both
central government monitoring (“roaming internal audit”) and citizen monitoring are needed.
Q: What hypotheses were challenged by experience?
Service delivery improvement and transparency will automatically translate into voluntary tax compliance and civic participation in local governance.
5
Reflections two years after Board Date (3)Q: What were our blind spots? Role of traditional authority and how it would
relate to the newly elected local council.
Q: What would we have done or will we do differently?
Recruit qualified (or qualifying) professionals with adequate pay (and subsidies for professional qualifications) rather than train unqualified civil servants
Early investment in building institutionalized capacity to build LGs capacity
Communicate, communicate, communicate
6
Causes of conflict
Post-independence deterioration in governanceMilitary government dissolved local councils in 1972Centralization of power, resources and corruption in FreetownRural population deprived of economic opportunities, education, political participationMarginalization of youth from decision-making
Civil war (1991-2002) displaced half of population (2 m), caused 20,000 death, and destroyed infrastructure and social capital
7
Extreme poverty
Bottom in UN HDI ranking Infant mortality: 166 out of 1000; SSA average: 101;
world average 57. Under-5 mortality: 284 out of 1000; SSA average: 171;
world average 86. Life expectancy 37; SSA average: 46; world average:
67. Child immunization rate (measle): 73% of children
between 12-23 months old; SSA average: 61%; world average 77%.
Adult literacy: 36%; SSA average: 71%; world average 80%.
70% population below national poverty line (just under $1): 15% in Freetown, 79% rest of country
8
Poverty incidence by districts (2003)
0
10
20
30
40
50
60
70
80
90
100
%
Under food-poverty line Under poverty line but above food-poverty line
9
Many rural communities are isolated
5) Access to Motorable Road:
Percent of households within one hour of a motorable road
Legend
Below Average
Average
Above Average
This map is based on data collected in the 2005 IRCBP Public Services Survey. The survey was nationally representative and it collected data from every chiefdom.
Local Council Rank Percent in
LCPercent
Nationally Local Council Rank Percent in
LCPercent
NationallyKenema Town 1 100% 75% Kailahun 11 68% 75%Bo Town 2 100% 75% Bonthe District 12 68% 75%Koidu Town 3 99% 75% Bo District 13 66% 75%Freetown 4 99% 75% Kenema 14 61% 75%Western Area Rural 5 97% 75% Koinadugu 15 59% 75%Makeni Town 6 95% 75% Pujehun 16 56% 75%Kambia 7 90% 75% Bombali 17 56% 75%Moyamba 8 79% 75% Kono 18 42% 75%Tonkolili 9 78% 75% Bonthe Town 19 3% 75%Port Loko 10 77% 75%
10
Political Accountability• Political competition, broad-based political
parties• Transparency & regulation of party
financing• Disclosure of parliamentary votes
Formal Oversight
Institutions• Independent,
effective judiciary
• Legislative oversight (PACs, PECs)
• Independent oversight institutions (SAI)
• Global initiatives: UN, OECD Convention, anti-money laundering
Citize
ns/
Firm
s
Citizens/Firms
Cit
izen
s/F
irm
sCitizens/
Firms
Decentralization and Local Participation•Decentralization with accountability•Community Driven Development (CDD)• Oversight by parent-teacher associations & user
groups• Beneficiary participation in projects
Civil Society & Media• Freedom of press, FOI• Civil society watchdogs• Report cards, client
surveysPrivate Sector
Interface• Streamlined regulation• Public-private dialogue• Extractive Industry
Transparency• Corporate governance• Collective business
associations
Effective Public Sector
Management•Ethical leadership:
asset declaration, conflict of interest rules
•Cross-cutting public management systems: meritocracy, public finance, procurement
•Service delivery and regulatory agencies in sectors
Good Governance has many entry points
11
Choice #1: Scope of IRCBP
Focus on supporting devolution and empowerment, and public financial management reform and NOT civil service reform and legal and judicial reform.
Why? Political will and public support Tackles post-conflict governance reform
priorities Political sustainability MoF frustration with low effectiveness of
spending and willing to support devolution
12
Devolution and empowerment tackles post-conflict governance reform priorities Reducing conflict by opening up space
for political participation and improving democratic accountability of the state to citizenry
Restore trust in government Rebuild social capital in communities Address issues of social exclusion Address urgent needs for recovery
and reconstruction
13
Devolution will sustain and deepen wider governance reform Empowered local politicians will
sustain devolution process Local political markets allow for
meaningful alternatives to emerge for future national elections
Spread culture of transparency and accountability from bottom up
Fiscal decentralization forces restructuring of ministries
14
MoF frustration with low effectiveness of public spending -- education PETS 2001: only 55% school-subsidy grants
accounted for by schools. Grants payment was later outsourced to KPMG (10% commission). PETS 2002 showed 97% accounted for.
PETS 2002: 72% teaching and learning materials reached the intended schools from District Edu Offices, arriving 170 days later than contracted.
PETS 2003: 60% school furniture reached the intended schools.
IRCBP baseline household survey Mar 2005: 58% of people feel that LCs, not the central government, should run the school system.
15
MoF frustration with low effectiveness of public spending -- health PETS 2002: less than 10% of all essential
drugs could be accounted for by District Medical Officers; less than 5% of all essential drugs were accounted for by periphery health units.
PETS 2003: 97% transfer from CMS to MOs 70% transfer CMS to DMOs can be
accounted for 20% PHUs had zero receipt of drugs
16
MoF frustration with low effectiveness of public spending -- food securityIn 2003 2.67 billion leons used for procurement of
66,226 bushels of seed rice by MAFFS. Contract awarded to: OSKA Agencies, MARIKA
Enterprises, MARTINVEST Trading Ltd. Estimated total receipt by all Farmers’
Associations nationwide = 72.6% MAFFS transfer
Receipt of seed rice: 8% before planting season; 35% during planting season; 57% after planting season
17
Fiscal decentralization to improve effectiveness of public spending Give resources to those accountable to local
communities for service delivery How to make sure students receive the number of
books according to national policy, and on time? How to make sure drugs allocated for PHUs reach
PHUs? How to motivate and empower
teachers/nurses/extension workers to provide quality services the citizens?
Allow LCs autonomy in deciding local priorities: Which drugs do PHUs need for their population group? Which schools need furniture? When do schools need teaching and learning
materials? How much do they need? Which farmer groups need extension services?
18
Legal framework for decentralization: key features of Local Government Act 2004 Partisan election of local councils; 20% of Paramount
Chiefs in each locality will be un-elected councilors Devolution of responsibilities (primary edu, primary
health, agric extension, feeder roads maintenance, etc) and revenue authorities to local councils during 2004-2008
Local councils have autonomy in HRM and FM under guidelines
Inter-governmental transfers based on transparent formulae and principle of equity Require transparency and accountability in council operation
Ward Development Committees as sub-district structures
Transition arrangements
19
Sequencing of devolution program Jun-Dec04: grace period for implementing functional
devolution Build basic LG capacity to make collective
decisions and utilize resources Announce phases of functional devolution Design fiscal decentralization strategy and sectoral
devolution plans Jan05-May08: transition period for implementing
functional devolution Gradual transfer of service delivery responsibilities Building LG capacity Intensive M&E to identify improvement in policy
and implementation Jun08 & beyond: sustainability phase
20
Citizen engagement in local government affairs,
open and accountable local political process
Local government authority, autonomy,
capacity
Central government enabling conditions (allowing fiscal and
administrative autonomy, adequate and predictable
transfers, refrain from political interference)
Community collective action
Conditions for effective local governance
21
IRCBP contribution towards inclusive, effective and accountable local governanceProject development objective: by 2008, out of 19 elected local
councils All 19 LCs should be able to make development plans that respond
to local priorities through a participatory process. At least 14 LCs should be able to make budget consistent with
Section 67 of Local Government Act 2004. At least 14 should be able to meet the transparency and the
financial management accountability requirement as per Local Government Act 2004 (Section 107, 81, 105)
At least 14 LCs should be able to complete the projects submitted in previous year's work plan
All 19 LCs should be able to maintain coverage and quality of services devolved to them at the levels of the year before devolution.
If we were to start over again, we would add: Education level of elected councilors as a proxy of interest among
competent citizens to participate in local governance. Name recognition of elected councilor by his/her constituents as a proxy for
citizen interest in local government and councilors reach to citizens.
22
Pro
ject
Com
pon
en
ts
Inclusive, effective, accountable local
governance
June ‘04
Complex work streams to achieve successful devolution: where does one start?
Future
Invest in local government offices, equipment, furnitureStrengthen LG capacity in participatory planning
revenue mobilizationfinancial managementproject managementM&E
M&E of decentralization
Strengthen GoSL capacity to design/implement decentralization, incl. fiscal and administrative decentralization
23
Start the devolution process with local council Rapid Results Initiatives
Immediately after LC elections, central government challenged and supported each LC to identify, design, and implement one Rapid Result Initiative that was Urgent and compelling Visible – people will notice the difference Can be translated into real impact in 100 days
MLGCD Decentralization Secretariat provided coaches
MoF disbursed Local Government Development Grant four months after elections
24
Using RRIs to start a virtuous cycle of improving local governance Central Government
and donors willing to transfer
resources to LGs withgood track record.
Weak LGs givenopportunity to learn-by-doing, establishtrack record anddevelop capacity.
LGs exercise authority and accumulate capacity. LGs adopt inclusive accountable practices.
Citizens perceive relevance ofLGs and engage in collective action(express demand for public service,
participate in co-production,hold LGs accountable,
pay taxes).
25
And preventing a vicious cycle of deteriorating local governance Inadequate and/or
unpredictabletransfers; limited
autonomy & authority; Weak monitoring
LGs: capacity low, Some corrupt
Citizens discounts LGs relevance and
do not participate in LGs decision process
and do not pressure forperformance.
Low impact of LG spending
26
LCs did not disappoint
LCs RRIs tackled diverse development issues: water, sanitation, feeder roads, bridges, traffic, rice production, post-harvest loss. Examples of results: Travel time between Sewafe and Peya of Nimiyama Chiefdom
of Kono District reduced from 1hr to 15 minutes and transportation cost reduced from Le 5,000 ($1.75) to Le 2,000 (70 cents).
Increase the availability of high-yield quick-harvest Inner Valley Swamp Rice seeds in Pujehun District by 4,000 bushels within 90 days
Ensure the availability of safe and portable drinking water in the mains and laterals and 25 public taps in the Moyamba township within 90 days.
Total volume of Garbage in two lorry parks and two markets in Kenema Township reduced by 90% within 95 days.
Cheaper and faster than ministry projects
27
Central Government and donors
willing to transfer resources to LGs with
good track record.
Weak LGs givenopportunity to learn-by-doing, establishtrack record anddevelop capacity.
LGs exercise authority and accumulate capacity. LGs adopt inclusive accountable practices.
Citizens perceive relevance ofLGs and engage in collective action(express demand for public service,
participate in co-production,hold LGs accountable,
pay taxes).
Are purse-holders aware of LG
achievement?
28
Communication for expanding support for devolution Talking Drum video on RRIs: President
called MLGCD Bintumani Devolution Workshop (Jun
2005): RRIs success strengthened LCs bargaining power in devolution negotiations with ministries
Moyamba visit triggered discussion with SALWACO about rural water project
DfID and EU: $25m trust fund to IDA to top up IRCBP, incl. block grant for LGs
29
Country portfolio adjustment to support decentralization since 2004 IRCBP: design of a new inter-governmental fiscal
system, partial financing of the Local Government Development Grant, nation-wide LG capacity building
GoBifo (CDD project, effective after LG election): experimenting village-level participatory decision-making, civic engagement in local governance, LG block grants to villages
NaCSA (CDD project, effective before LG election): the feeder road component has been adjusted to provide direct financing to LGs and strengthen LGs capacity to manage public works projects
30
Country portfolio adjustment to support decentralization since 2004 (cont.) Education, Health (effective before LG
election): mid-term review adopts changes to give LGs explicit roles in contract management, strengthens support to build LG capacity for service delivery
HIV projects (effective before LG election): considering decentralized HIV prevention and treatment program
Rural water and solid waste management project (effective election of LGs): ongoing negotiation for potential restructuring.
31
Pro
ject
Com
pon
en
ts
Inclusive, effective, accountable local
governance
June ‘04
RRA process forces integration among work streams and adds urgency
Future
Invest in local government offices, equipment, communicationsStrengthen LG capacity in participatory planning
revenue mobilizationfinancial managementproject managementM&E
M&E of decentralization
Strengthen GoSL capacity to design/implement decentralization, incl. fiscal decentralization
Ensure access to safe drinking water
in Moyamba Township in 100
days
Goal of Moyamba RRI Team
32
Financing of RRIs Tested Inter-Governmental Transfer System Local Government Development Grant, as part of inter-
government transfer system, provides block grants to LGs for discretionary (not necessarily investment) projects
LGDG allocation formula based on equity principle: infrastructure needs, other financing available
Minimum conditions for access: transparency and accountability requirements of LG Act 2004
All LCs have bank accounts now, although some far from banks
Poor communications infrastructure posing problems LGDG as a credible GoSL transfer system for other
financiers to use in future
33
LGDG eligibility gives urgency to LG financial management capacity building MoF PFM Reform Unit and Local
Government Finance Department provide training, hands-on support to new FM staff in LGs: basic bookkeeping and accounting, budgeting, procurement, revenue mobilization, computer literacy
Uniform Chart of Accounts applied to all levels of government
34
RRIs laying foundation for a results-based LG management system LCs: multiple RRIs in the context of
newly prepared Local Council Development Plans.
RRA as a management tool to strengthen performance accountability between local politicians (Committees as Strategic Leader) and administrative/technical staff (line functionaries as Team Leader) upon devolution of responsibilities.
35
2nd Round of RRIs
RRI Workshop provided cross-learning opportunities and created competition among LGs.
2nd round of RRIs financed by LGDG continues to tackle diverse development issues: water, sanitation, feeder roads, raft, culvert, bridges, market, lorry park, rice production, post-harvest loss, community park, vocational skills training center, school furniture.
Financial management malpractice was found in two LGs. LGDG suspended till corrective actions are taken.
36
Sector RRIs to give credibility to sector devolution Newly devolved sector staff performing
functions related to primary health, crops/forestry/livestock, DEC schools received orientation of the Rapid Results Approach.
RRIs developed by sector teams, e.g., increasing Animal Health Services from 10% to 40% within Moyamba District in 70 days.
Local council sector committees would monitor the progress of the sector RRIs: accountability and partnership between politicians and professionals.
Each RRI team would include members from beneficiary communities
37
Is delivery and transparency enough? Moyamba water projects value for money• RRI in 2004 ($26,750): Rehabilitation of pipe
borne water system and 25 stand pipes • RRI in 2005 ($33,997): Extend water system and
add 33 new stand pipes.But why are people not paying water charges?
38
Central Government and donors
willing to transfer resources to LGs with
good track record.
Weak LGs givenopportunity to learn-by-doing, establishtrack record anddevelop capacity.
LGs exercise authority and accumulate capacity. LGs adopt inclusive accountable practices.
Citizens perceive relevance ofLGs and engage in collective action(express demand for public service,
participate in co-production,hold LGs accountable,
pay taxes).
Do citizens know what
LGs are doing? And
does consent translate
into voluntary
tax compliance
and civic activism?
39
Rural people don't seem to know much about LGs(Data source: Sierra Leone GoBifo/ ENCISS/ IRCBP baseline survey in Bombali and Bonthe districts, Dec 2005)
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00%
Percent of communities that have been visited by aMP
Percent of respondents who know of any of theirLocal Council's projects
Percent of communities that have been visited by aWard Committee member
Percent of communities that have been visited by aLocal Councillor
Percent of respondents able to correctly name theChairperson of their Local Council
Percent of respondents able to correctly name theLocal Councillor from their ward
Percent of respondents able to correctly name theirSection Chief
Percent of respondents able to correctly name theirParamount Chief
Bombali District Bonthe District
40
Revenue performance varies across LCs
-
5,000
10,000
15,000
20,000
25,000
Port Loko
District
Council -
Actuals,
2005
Kambia
District
Council -
Actuals,
2005
Tonkolili
District
Council -
2005
Actuals for
10 months
Bombali
District
Council -
2005
Actuals for
11 months
Koinadugu
District
Council -
Actuals,
2005
Pujehun
District
Council -
Actuals
2005
WARDC -
Actuals,
2005
Bo District
Council -
Actuals,
2005
Moyamba
District
District
Council -
Actuals,
2005
Bonthe
District
Council -
2005
Actuals for
11 months
Kono
District
Council -
2005
Actuals for
9 months
FCC -
Actuals,
2005
Makeni
Town
Councils -
2005
Actuals for
9 months
Bo Town
Council -
Actuals,
2005
KNSTC -
Actuals,
2005
Bonthe
Town
Council -
Actuals,
2005
(Leo
ne)
Per capita grants received Per capita own revenue collected
41
LG Financing 2005
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Port Loko
District
Council -
Actuals,
2005
Kambia
District
Council -
Actuals,
2005
Tonkolili
District
Council -
2005
Actuals f or
10 months
Bombali
District
Council -
2005
Actuals f or
11 months
Koinadugu
District
Council -
Actuals,
2005
Pujehun
District
Council -
Actuals
2005
WARDC -
Actuals,
2005
Bo District
Council -
Actuals,
2005
Moyamba
District
District
Council -
Actuals,
2005
Bonthe
District
Council -
2005
Actuals f or
11 months
Kono
District
Council -
2005
Actuals f or
9 months
FCC -
Actuals,
2005
Makeni
Town
Councils -
2005
Actuals f or
9 months
Bo Town
Council -
Actuals,
2005
KNSTC -
Actuals,
2005
Bonthe
Town
Council -
Actuals,
2005
National
LG own revenue collected
LGDG
SWM Grant
Health Grant
Admin Grant
42
Communication objective: Increase trust and confidence of communities in LCs (to use taxes to improve service delivery)
Action Audience Channels
Resources Needed
Expected Outcome
Timing
Showcase concrete
achievements of
LCs
Communities
development
partners, MDAs,
CSOs
Public fora,media, site
visits,
drama
Pressmen, digital
camera, camcorder, vehicles,
musical instrument,
fuel, audiovisual
equip Est.
$100,000
Increase revenue
to LCs, build trust and confidence in citizens
Quarter.
Hold periodic dialogue to deliberate on reasons why taxes should
be paid
Communities,
chiefdom authoritie
s, CSOs,
MDAs LCs,
IRCBP
Public fora
Venue, food, stationery,
audio-visual
equipment
Est. Cash $50,000
Increase willingness to pay taxes, ownership of
LCs decisions and actions,
improved two-way flow
Quarter.
43
Performance comparison, peer learning, and political competition Comparative performance data as
Feedback Stimulant for peer learning Trigger for competition
Need good communication programs to disseminate comparative info to create political competition and civic activism
44
Compare local revenue performance and learn from peersData source: MoF (Mar 2006)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Business Registration
Other Income
Licenses
Local Tax
Fees/ Charges
Mining/ Royalties
Property Tax
Market Dues
45
Compare procurement results
Cost of an average set of office furniture (56 conference chairs, 4 computer workstations, 7 office desks, 2 small conference tables, 1 large conference table , 4 executive desks), using actual unit prices paid by LCs
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
Moy
amba D
ist
Koina
dugu
Dist
Tonko
lili D
ist
Bonthe T
own
Bonthe D
istric
t
Kailah
un Dist
Mak
eni T
own
Kambia
Dist
Port Lok
o Dist
Bombali D
ist
Pujehun D
ist
WARD-C
Kenem
a Dist
Koidu
New
S T
own
Bo Town
Kenem
a Town
Bo Dist
Kono D
ist
46
Comparing financial management capacity
0
5
10
15
20
25
30
35
40
45
50
accounting procedures
member allowances
budget monitoring
asset control
revenue collection
purchasing procedures
payroll
stock control
budget setting
institutional guidance
47
Local Government Development Grant Provide block grant to LGs for financing
development projects, as part of IGT Access rules focus on transparency and
accountability requirements of LG Act 2004 Encourage transparent and accountable
governance culture from the very start! Address fiduciary concerns of IDA Give incentive to develop management skills
Allocation of LGDG among LGs based on equity criteria, infrastructure needs, other financing available
48
Evaluating Impact of Devolution and Empowerment Program Is devolution bringing state closer to people? And to
whom first? Does devolution improve access to and quality of
services? Does improvement in public services increase citizens’
trust in state and improvement in tax compliance? What are determinants of reelection of local
councilors? Do communities that experience with more inclusive,
transparent, and accountable intra-community governance hold their local governments to similar standards?
49
Access to primary schools: starting point1) Access to Primary Schools:
Percent of households within one hour of a primary school
Local Council Rank Percent in
LCPercent
Nationally Local Council Rank Percent in
LCPercent
NationallyMakeni Town 1 99% 81% Bombali 11 83% 81%Koidu Town 2 97% 81% Tonkolili 12 81% 81%Bonthe Town 3 95% 81% Port Loko 13 81% 81%Freetown 4 95% 81% Bo District 14 77% 81%Western Area Rural 5 93% 81% Kenema 15 71% 81%Kambia 6 90% 81% Koinadugu 16 71% 81%Kailahun 7 85% 81% Pujehun 17 64% 81%Bo Town 8 84% 81% Kono 18 61% 81%Kenema Town 9 84% 81% Bonthe District 19 61% 81%Moyamba 10 84% 81%
Legend
Below Average
Average
Above Average
This map is based on data collected in the 2005 IRCBP Public Services Survey. The survey was nationally representative and it collected data from every chiefdom.
50
Access to primary health care : starting point
2) Access to Primary Health Care:
Percent of households within one hour of a primary health care facilities
Legend
Below Average
Average
Above Average
This map is based on data collected in the 2005 IRCBP Public Services Survey. The survey was nationally representative and it collected data from every chiefdom.
Local Council Rank Percent in
LCPercent
Nationally Local Council Rank Percent in
LCPercent
NationallyKenema Town 1 96% 59% Port Loko 11 56% 59%Freetown 2 92% 59% Kenema 12 54% 59%Koidu Town 3 90% 59% Bonthe District 13 51% 59%Western Area Rural 4 84% 59% Moyamba 14 49% 59%Bo Town 5 84% 59% Kailahun 15 46% 59%Bonthe Town 6 81% 59% Bombali 16 43% 59%Makeni Town 7 80% 59% Koinadugu 17 36% 59%Kambia 8 60% 59% Kono 18 35% 59%Bo District 9 57% 59% Pujehun 19 31% 59%Tonkolili 10 56% 59%
51
Access to agricultural extension services : starting point
4) Access to Agricultural Officer:
Percent of farming households that were contacted by an Agricultural Extension Officer
This map is based on data collected in the 2005 IRCBP Public Services Survey. The survey was nationally representative and it collected data from every chiefdom.
Local Council Rank Percent in
LCPercent
Nationally Local Council Rank Percent in
LCPercent
NationallyBo Town 1 56% 23% Bombali 11 17% 23%Kailahun 2 42% 23% Freetown 12 17% 23%Pujehun 3 35% 23% Moyamba 13 16% 23%Western Area Rural 4 33% 23% Kenema 14 13% 23%Tonkolili 5 29% 23% Bonthe Town 15 13% 23%Kono 6 27% 23% Bonthe District 16 12% 23%Bo District 7 26% 23% Koidu Town 17 11% 23%Makeni Town 8 20% 23% Koinadugu 18 11% 23%Kambia 9 20% 23% Kenema Town 19 11% 23%Port Loko 10 19% 23%
Legend
Below Average
Average
Above Average
52
Access to safe water : starting point
6) Access to Safe Water:
Percent of households within fifteen minutes of a safe water source
Legend
Below Average
Average
Above Average
This map is based on data collected in the 2005 IRCBP Public Services Survey. The survey was nationally representative and it collected data from every chiefdom.
Local Council Rank Percent in
LCPercent
Nationally Local Council Rank Percent in
LCPercent
NationallyKenema Town 1 82% 61% Tonkolili 11 63% 61%Bo District 2 81% 61% Koinadugu 12 61% 61%Bonthe Town 3 80% 61% Freetown 13 57% 61%Pujehun 4 75% 61% Koidu Town 14 57% 61%Makeni Town 5 73% 61% Kenema 15 56% 61%Bo Town 6 70% 61% Port Loko 16 52% 61%Western Area Rural 7 68% 61% Kambia 17 45% 61%Kailahun 8 67% 61% Kono 18 41% 61%Bonthe District 9 67% 61% Bombali 19 41% 61%Moyamba 10 65% 61%
53
Political participation, awareness, and and perception of influence
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% who attended ameeting in the last yearand spoke at the lastmeeting they attended
% able to correctly nameLocal Councillor or Local
Council Chairperson
% reported voting in lastgeneral election (2002)
% reported voting in lastlocal governmentelection (2004)
% believing they havesome or little chance
(rather than no chance)in changing unjust
chiefdom law
% believing they havesome or little chance
(rather than no chance)in changing unjust local
council law
Male (8-24)
Male (25-35)
Male (>=36)
Female (8-24)
Female (25-35)
Female (>=36)
54
Citizens and authorities(Data source: Sierra Leone GoBifo/ ENCISS/ IRCBP baseline survey in Bombali and Bonthe districts, Dec 2005)
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00%
Percent of communities that have been visited by aMP
Percent of respondents who know of any of theirLocal Council's projects
Percent of communities that have been visited by aWard Committee member
Percent of communities that have been visited by aLocal Councillor
Percent of respondents able to correctly name theChairperson of their Local Council
Percent of respondents able to correctly name theLocal Councillor from their ward
Percent of respondents able to correctly name theirSection Chief
Percent of respondents able to correctly name theirParamount Chief
Bombali District Bonthe District
55
Who do Sierra Leoneans trust?
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
Local GovernmentOfficials
Central Government People in theirCommunity
Outsiders Teachers Doctors
Bo District
Bo Town
Bombali
Bonthe District
Bonthe Town
Freetown
Kailahun
Kambia
Kenema
Kenema Town
Koidu Town
Koinadugu
Kono
Makeni Town
Moyamba
Port Loko
Pujehun
Tonkolili
Western Area Rural
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Primary source of info on government differs by age and gender
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Male (8-24) Male (25-35) Male (36 & above) Female (8-24) Female (25-35) Female (36 &above)
% identifyingchief as primarysource ofinformationabout thegovernment
% identifyingradio asprimary sourceof informationabout thegovernment
57
Challenges in LG human resource management Appropriate role of councilors in HRM:
political oversight or political interference? How to minimize patronage appointment? Town councils, which existed before 2004,
are still saddled with inherited surplus staff
Alternative approaches to staffing LCs and building LC capacity: train or recruit? How to retain qualified professionals in a thin market?
Institutionalized training providers? How to develop them when the market is vacant?
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Eight Steps of Successful Change* Increase urgency Build the guiding team Get the vision right Communicate for buy-in Empower action Create short-term wins Don’t let up Make change stick
* John P. Kotter and Dan S. Cohen, the Heart of Change