Insights from one MNRP project leader
I approached the leader of one project that had received criticism in the evaluation and audit reports. I knew well after several visits to his project, and I raised a number of specific findings from the audit report. Initially he defended the project as best he could. When he realised that his answers were not convincing, he suddenly shifted his position completely and began talking frankly about the pressures he faced. This is free interpretation of what he said:
You do not understand how our government system functions. It is very different from how the Norwegian government operates. The project I am in charge of is the largest foreign-supported project in this district. We receive a fair amount of financial support from Norway each year to run our project (each of the 11 projects received US$ 100,000-200,000 each year depending on which stage they were in and what types of activities they carried out). The money we receive is spent on vehicles, petrol, repair, workshops, trips, infrastructure, purchase of consultancy services, etc. Not far from our project HQ is the centre for the district administration (Tanzania is divided into about 130 districts). The district administration is starved for funds, and 80-90 percent of the
available money is spent on salaries for the staff of the district administration, salary for teachers and for employees and officials in the health sector. The vehicles of the district administration are in poor shape and there is very little petrol available. The leaders and employees of the district administration have few opportunities to go on field trips. In the years I have been project manager for MNRP, I have been under constant pressure from the district administration to give them financial support by way of supplying petrol, lending out our project vehicles, giving financial support for field trips, etc.
Although the project I manage under MNRP is not under the jurisdiction of the district administration, the leaders of the district administration are more senior than me and can easily report negatively about the project I manage. I can be removed from my position, and they can destroy my professional career. Therefore sometimes, out of fear, I have to comply with their demands. I have to cover their expenses within the accounts of my project. However, I often fear that some of the money I give them is not only used on the activities of the district administration, but also for the personal use of the powerful officials of the district administration.
Without being asked, he continued:
"Do you think the situation I have described is different from any other MNRP project?"
I took the opportunity to ask about the nine workshops that, according to the annual plan, were to be conducted for this project. There was only two months left of the year when I asked him. The project manager looked disturbed, and said "We are going to have nine workshops this year?"