58-1-5_Readings_Participatory_Performance_Monitoring.pdf

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READINGSONPARTICIPATORYPERFORMANCEMONITORING:AVAILABLEONLINE 

(Thefollowingannotatedreadingsareavailableonline.Thelistisnotcomprehensivebutonlya

samplingofwhatcanbefoundintheweb.) 

Throughoutthereadings,thefollowingiconsidentifythedifferenttypesofresourcesused: 

  Background Informationexplaining ideas, processesandtermsusedateachsteps

  Tools and Resources which provide a framework for applying the

concepts

  Real-life Examples in the form of case studies and comments frompractitioners

  SuggestedMethodologies forundertaking the stepsandguidance in

applyingparticipatoryperformancemonitoringtools

Templatesthathelpcapturetheoutputsofthedifferentstepsin

participatoryperformancemonitoring.Thetemplatescanbemerely

suggestionsthatmaybeadaptedaccordingtotheneedsbyaddingor

modifyingindividualelement,orbysimplifyingthem.

Shah,S.W.(2003,March).CaseStudy1-Bangalore,India:ParticipatoryApproachesin

BudgetingandPublicExpenditureManagement.RetrievedMarch12,2010,fromParticipation&CivicEngagement-TheWorldBank:http://siteresources.worldbank.org/

Inspiredbyaprivatesectorpracticeofconductingclientsatisfactionsurveys,asmallgroupof

peopleinBangalore,concernedaboutthecity’deterioratingstandardsofpublicservices,

initiatedanexercisein1993tocollectfeedbackfromusers.Userperceptionsonthequality,

efficiency,andadequacyofthevariousserviceswereaggregatedtocreatea‘reportcard’that

ratedtheperformanceofallmajorserviceprovidersinthecity.Thefindingspresenteda

quantitativemeasureofsatisfactionandperceivedlevelsofcorruption,which,following

coverageinthemedia,notonlymobilizedcitizenandgovernmentsupportforreform,butalso

promptedtheratedagenciesthemselvestorespondpositivelytociviccallsforimprovementin

services.Thisexercisewasrepeatedin1999,andhasbeenreplicatedinatleastfiveotherIndiancities,aswellastheStateofKarnatakaintheinterim.Bysystematicallygatheringand

disseminatingpublicfeedback,reportcardsmayserveasa“surrogateforcompetition”for

monopolies–usuallygovernmentowned–thatlacktheincentivetobeasresponsiveasthe

privateenterprisestotheirclient’sneeds.Theyareausefulmediumthroughwhichcitizenscan

crediblyandcollectively‘signal’toagenciesabouttheirperformanceandpressureforchange.

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FilipinoReportCardonPro-PoorServices,ChapterVIII.InstitutionalizationoftheReportCard.(n.d.).RetrievedMarch12,2010,fromParticipationandCivicEngagement-TheWorld

Bank:http://siteresources.worldbank.org/

TheFilipinoReportCardonPro-PoorServicesassessestheperformanceofselected

governmentservicesbasedonclientexperience.Theseservicesarebasichealth,elementary

education,housing,potablewater,andfooddistribution.TheReportCardresultsthrowlight

ontheconstraintsFilipinosfaceinaccessingpublicservices,theirviewsaboutthequalityand

adequacyofservices,andtheresponsivenessofgovernmentofficials.Theyprovidevaluable

insightsontheprioritiesandproblemsfacedbytheclientsandhowthevariousservicesmaybe

bettertailoredtotheneedsofFilipinosingeneral,andthepoorinparticular.

ItisexpectedthattheserviceproviderswouldtaketheReportCardfindingsintoconsideration

inadjustingtheirprogramstoimproveservicedelivery.However,manypastassessmentsdid

nothavealastingimpactonservicedeliverybecausetheywereoftenone-shotexerciseswith

noeffectivemeanstofollowthrough.ItisnecessarytoimplementtheReportCardsurveysperiodicallyinordertoassesstheimprovementsinservicedeliveryfromabottom-up

perspective.Theincentivetorespondwithconcreteimprovementswouldbegreater,ifservice

providersknowtheywillbetrackedagain.Thus,thereisaneedtoinstitutionalizetheReport

Cardmechanismasanongoingprocesstoberepeatedperiodically(say,at12to18-month

intervals).

Sucharegularmechanismistimely,asenhancedaccountabilityofthestatetothepeople

(clients)hasbecomeanimportantareaofdevelopmentfocusinthepastdecade.Various

initiativeshavebeenunderwayonsuchrelatedaspectsascorruptionaswellasontheoverall

reformofthecivilservice.Further,thevitalroleofasociallyresponsibleprivatesectoranda

vibrantcivilsocietyaskeyactorsinenhancinggoodgovernanceandreducingpovertyisbeingincreasinglyrecognized.IntheaftermathofPeoplePowerII,thereisgeneralconsensusinthe

Philippinesthatcitizensmustcontinuetomonitorthegovernmenttoensureimproved

performanceandgreateraccountability.

Kajubi,G.D.(2005,March).SocialDevelopmentNotes-Participation&Civic

Engagement.RetrievedMarch12,2010,fromParticipation&CivicEngagement-TheWorld

Bank:http://siteresources.worldbank.org/

Monitoringandevaluatingtheeffectivenessofpovertystrategiesarecriticalelementsintheeffortstoachievesustainableandequitabledevelopment.UnderitsPovertyReduction

StrategicPapers(PRSP),Gambiahasoutlineditscommitmenttopromotingaccountability,

transparencyandeffectivenessthroughbroad-basedcommunityparticipationinmonitoring

andevaluation.Inlinewithitsbroaddevelopmentobjectives,thegovernmentofGambia,in

collaborationwiththeParticipationandCivicEngagementgroupofSocialDevelopment

Department,developedtheAccountabilityandParticipatoryMonitoringandEvaluation

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Program,whichseekstobroadencitizens’capacity,createopportunityforcitizens’

participationandfeedbackonthequality,adequacyandefficiencyofkeyserviceslargely

throughtheCommunityScoreCard(CSC)process.

Njie,S.F.(2005,February).CommunityScoreCardinGambia.RetrievedMarch12,

2010,fromParticipation&CivicEngagement-TheWorldBank:

http://siteresources.worldbank.org/

Monitoringandevaluatingtheeffectivenessofpovertystrategiesarecriticalelementsinthe

effortstoachievesustainableandequitabledevelopment.UnderitsPovertyReduction

StrategicPapers(PRSP),Gambiaoutlineditscommitmenttopromotingaccountability,

transparencyandeffectivenessthroughbroad-basedcommunityparticipationinmonitoring

andevaluation.However,therearecriticalchallengesthatneedtobeaddressedinorderto

pursuethesegoalsmoreresolutelyandconsistently–includingtheneedtostrengthenthe

capacityofstakeholdersandenhancecitizenparticipation.

Inlinewithitsbroaddevelopmentobjectives,thegovernmentofGambiaincollaborationwith

theParticipationandCivicEngagementgroupofSocialDevelopmentDepartmentoftheWorld

Bank,developedtheAccountabilityandParticipatoryMonitoringandEvaluationProgram

whichseekstobroadencitizens’capacity,createopportunityforcitizens’participationand

feedbackonthequality,adequacyandefficiencyofkeyserviceslargelythroughtheCommunity

ScoreCard(CSC)process.TheCSCisacommunitybasedmonitoringtoolthatisahybridofthe

techniquesofsocialaudit,communitymonitoringandcitizenreportcards.Ithasastrongfocus

onempowermentandaccountabilityasitincludesaninterfacemeetingbetweenservice

providersandthecommunitythatallowsforimmediatefeedback.

TheCSCprocessinGambia,thoughapilotprogram,involved59publicschoolsand15health

services.Alargespectrumofstakeholdersparticipatedintheprocess-therewere

approximately3,500peoplefrom650townsandvillagesatthecommunitylevelincluding

teachers,pupils,healthworkersandcommunitymembers.

SwarnimWaglé,J.S.(2004,February).CitizenReportCardSurveys-ANoteonthe

ConceptandMethodology.RetrievedMarch12,2010,fromParticipation&CivicEnagement-

TheWorldBank:http://siteresources.worldbank.org/

Thisnoteprovidesashortsummaryoftheconceptandkeyphasesinvolvedinimplementinga

citizenreportcard(CRC)survey.CRCsareclientfeedbacksurveysthatprovideaquantitative

measureofuserperceptionsonthequality,efficiencyandadequacyofdifferentpublic

services.Theyhavebeenappliedtonumerouscontextsindifferentregions.Beyondtheprocess

ofexecutingasurvey,CRCsinvolveeffortsatdisseminationandinstitutionalizationthatmake

themeffectiveinstrumentstoexactpublicaccountability.

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K.,S.P.(n.d.).CivicEngagementinPublicExpenditureManagement-CaseStudies:

India:ACitizen'sReportCardonKarnataka'sGovernance.RetrievedMarch12,2010,from

Participation&CivicEngagement-TheWorldBank:http://siteresources.worldbank.org/

PublicAffairsCentre(PAC)haspreparedareportcardonthestatusofgovernanceinKarnataka

forYear2000.Majorhighlightsofthestudyarediscussedbelow:

·CitizensinKarnatakahavegivenamixedverdictontheperformanceoftheStateGovernment

during2000.Thoughmostcitizenshavenotreportedanydeteriorationingovernance,onlya

smallsegmentreportsofimprovementsintheirinteractionswiththegovernment.

·Inrespectofessentialservices,thereiswidevariationintheperformanceoftheagencies.

Securityandhealthcarehavereceivedtheworstratingsfromthepeople.Drinkingwater,

educationandpublictransportseemhaveimprovedsomewhatmorerelativetotheseservices.

Agoodmajorityofthepeopleinallregionsareyettoexperienceasignificantimprovementin

mostoftheessentialservices.Corruptionisidentifiedasamajorareaofconcern,especiallyin

electricityandhealthservicesandacrosssectionofpublicservicesandregulatoryoffices.

Paul,S.(n.d.).MakingVoiceWork:TheReportCardonBangalore’sPublicServices.

RetrievedMarch12,2010,fromParticipation&CivicEngagement-TheWorldBank:

http://siteresources.worldbank.org/

Thispapernarrateshowa“reportcard”onpublicservicesintheIndiancityofBangalorewasusedbyseveralcivilsocietyinstitutionsbothtocreategreaterpublicawarenessaboutthepoor

performanceoftheirpublicserviceprovidersandtochallengethelattertobemoreefficient

andresponsivetotheircustomers.Thereportcardconsistedofasamplesurveyoftheusersof

thecity’sservices(bothrichandpoor)andaratingofthepublicagenciesintermsofpublic

satisfactionwithdifferentdimensionsoftheirservices.Publicfeedbackwasalsousedto

quantifytheextentofcorruptionandotherindirectcostsoftheservices.Theendresultwasan

assessmentofpublicservicesfromtheperspectiveofcitizens.

Thesurveywascompletedin1993,butthefollowupactivitiescontinuedforthenextthree

years,withtheactiveinvolvementofseveralcitizengroupsandnongovernmentalbodies

concernedabouttheseissues.Theinvolvementofthemediaindisseminatingthefindingsofthereportcard,theresponsesofpublicagenciestothereportcardandthejointinitiativesto

improveservicesbytheagenciesandcitizengroupsareamongthesubjectsdiscussedinthis

paper.SimilarreportcardshavesincebeenpreparedonseveralotherlargecitiesinIndia.

Themeasurementoftheimpactofthereportcardonchangesinthequalityand

responsivenessofserviceprovidersisnotaneasytask.Thepaperexaminestheproblems

involvedandprovidessomedatabywayofintermediateindicators.Thereissomeevidence

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thatpublicawarenessoftheseproblemshasincreasedasaresultoftheexperiment.Civil

societyinstitutionsseemtobemoreactiveonthisfrontandtheirinteractionswithpublic

agencieshavebecomebetterorganized,purposiveandcontinuous.Asaresult,somepublic

agenciesinBangalorehavebeguntotakestepstoimprovetheirservices.Thepaperconcludes

thatpublicfeedback(“voice”)intheformofareportcardhasthepotentialtochallenge

governmentsandtheiragenciestobecomemoreefficientandresponsivetocustomers.

Shah,J.S.(n.d.).CommunityScoreCardProcess-AShortNoteontheGeneralMethodologyforImplementation.RetrievedMarch12,2010,fromParticipation&Civic

Engagement-TheWorldBank:http://siteresources.worldbank.org/

Thecommunityscorecard(CSC)processisacommunitybasedmonitoringtoolthatisahybrid

ofthetechniquesofsocialaudit,communitymonitoringandcitizenreportcards.Likethe

citizenreportcard,theCSCprocessisaninstrumenttoexactsocialandpublicaccountability

andresponsivenessfromserviceproviders2.However,byincludinganinterfacemeeting

betweenserviceprovidersandthecommunitythatallowsforimmediatefeedback,theprocess

isalsoastronginstrumentforempowermentaswell.

TheCSCprocessusesthe“community”asitsunitofanalysis,andisfocusedonmonitoringat

thelocal/facilitylevel.Itcanthereforefacilitatethemonitoringandperformanceevaluationof

services,projectsandevengovernmentadministrativeunits(likedistrictassemblies)bythe

communitythemselves.Sinceitisagrassrootsprocess,itisalsomorelikelytobeofuseina

ruralsetting.

Usingamethodologyofsolicitinguserperceptionsonquality,efficiencyandtransparency

similartocitizenreportcards,theCSCprocessallowsfor(a)trackingofinputsorexpenditures(e.g.availabilityofdrugs),(b)monitoringofthequalityofservices/projects,(c)generationof

benchmarkperformancecriteriathatcanbeusedinresourceallocationandbudgetdecisions,

(d)comparisonofperformanceacrossfacilities/districts,(e)generatingadirectfeedback

mechanismbetweenprovidersandusers,(f)buildinglocalcapacityand(g)strengthening

citizenvoiceandcommunityempowerment.

Aswithanyinstrumentofsocialandpublicaccountability,aneffectiveCSCundertaking

requiresaskilledcombinationoffourthings:i)understandingofthesocio-politicalcontextof

governanceandthestructureofpublicfinanceatadecentralizedlevel,ii)technical

competenceofanintermediarygrouptofacilitateprocess,iii)astrongpublicitycampaignto

ensuremaximumparticipationfromthecommunityandotherlocalstakeholders,andiv)steps

aimedatinstitutionalizingthepracticeforiterativecivicactions.

ThindwaJ.,E.J.(n.d.).CommunityBasedPerformanceMonitoring(CBPM):Empowering

andGivingVoicetoLocalCommunities.RetrievedMarch12,2010,fromInternational

ConferenceonEngagingCommunities:http://www.engagingcommunities2005.org/

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ThepaperfirstpresentstheoriginsandattributesoftheCBPMapproachasamodifiedformof

theCommunityScoreCardProcess.TheCBPMmethodologyisoutlined,andtheexperiencesto

datewiththeCBPMapproachinTheGambiaandUgandaaredescribed.Thepaperreviewsa

numberofongoingstrategicandoperationallessonsandchallenges,andthepotentialfor

adaptationandscaling-upoftheCBPMapproach.InTheGambia,theapproachisbeing

broadenedgeographicallyandintermsofsectoralcoverage,andlinkedwithaconcurrentCitizenReportCardapproach.CBPMprogramssponsoredbyWorldVisionarenowbeing

plannedforUganda,Brazil,IndiaandTanzania.ThepaperconcludesthattheCommunityScore

Cardapproach,andthederivativeCBPMapproach,arepowerfulandflexibleinstrumentsto

promotesocialaccountabilityinthedeliveryofbasicservicestopoorcommunities,andthusto

improvetheachievementofpro-poordevelopmentoutcomes.