1

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

56

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?

58

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