Deployment of finance managers | Strong: | Moderate:Confusing reporting lines. Unclear objectives and divided loyalties. Informal ways of working established by those involved supported embeddedness.
| Moderate:Support across the system. Finance managers began to understand the pressures and were motivated to ensure resources follow the need. Senior finance managers concerned that deployed managers were too embedded.
| Strong: |
Monthly finance meeting | Moderate: | WeakDistrict manager delegates chairing to finance manager. Service delivery managers have limited influence. Key opportunity to enable service delivery and finance managers to work together is missed.
| Moderate:CEOs felt their inclusion had improved resource allocation decision-making. Provincial management saw no improvement in PFM, reducing their support.
| Weak: |
Weekly review meeting | Strong: | Moderate:Efficient way of working for a PFM compliance activity. Reliant on strategic direction from monthly finance meeting which was not forthcoming. This has given weekly review committee undue decision-making power.
| Moderate:District finance satisfied that expenditure control has improved; acknowledge delays which cause frustration. Service delivery managers did not support the prioritisation role this committee landed up playing.
| Weak: |
Weekly touch-base meeting | Strong: | Strong: | Strong: | Moderate: |