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7/27/2019 58-1-5_Readings_Participatory_Performance_Monitoring.pdf
http://slidepdf.com/reader/full/58-1-5readingsparticipatoryperformancemonitoringpdf 1/6
ANSA-EAPResearch&KnowledgeManagement
Reader-LearnerReference:PublicFinanceManagement
1
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.
7/27/2019 58-1-5_Readings_Participatory_Performance_Monitoring.pdf
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ANSA-EAPResearch&KnowledgeManagement
Reader-LearnerReference:PublicFinanceManagement
2
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
7/27/2019 58-1-5_Readings_Participatory_Performance_Monitoring.pdf
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ANSA-EAPResearch&KnowledgeManagement
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3
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.
7/27/2019 58-1-5_Readings_Participatory_Performance_Monitoring.pdf
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ANSA-EAPResearch&KnowledgeManagement
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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
7/27/2019 58-1-5_Readings_Participatory_Performance_Monitoring.pdf
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ANSA-EAPResearch&KnowledgeManagement
Reader-LearnerReference:PublicFinanceManagement
5
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.