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BUILDING CITIZENS' VOICE
IN THE MONITORING AND
EVALUATION PROCESSES OF
KHYBER PAKHTUNKHWA
Towards Citizen-Centric Governance
April 2011
Government of Khyber PakhtunkhwaPlanning and Development Department
Directorate General of Monitoring and EvaluationPAKISTAN
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List of Abbreviations
Forward by the Secretary P&D
Acknowledgment by the Director General M&E
1. Introduction
2. What is Civil Society?
3. Government-Civil Society Engagement: An Overview
4. Issues and Challenges
5. Voices from the Field
6. Framework for Building Citizens' Voice in M&E
7. Recommendations
8. Endnote
Table 1: Defining Civil Society
Table 2: Examples of Government-Civil Society Engagement in Khyber Pakhtunkhwa
Box 1: Thematic Focus of CSOs in Pakistan
Box 2: CCBs in Khyber Pakhtunkhwa
Box 3: TehsilAccountability Committees
Annex 1: List of Resource Persons
Annex 2: ToRs for the Khyber Pakhtunkhwa Civil Society Forum
Annex 3: Citizen Report Cards
Annex 4: Public Expenditure TrackingAnnex 5: Phasing Plan for Implementation
Glimpses of the Consultations
Tab le o f
Contents
i
ii
iii
1
2
5
8
11
12
15
24
2
6
3
4
7
25
27
30
3335
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List of Abbreviations
CCB Citizen Community Boards
CDS Comprehensive Development Strategy
CIVICUS This is a Latin term meaning of the town or of the community
(CIVICUS is an international alliance working for the growth and
protection of citizen action throughout the world)
CRC Citizen Report Card
CSF Civil Society Forum
CSO Civil Society Organisation
DFID UK governments Department for International Development
DG M&E Directorate General of Monitoring and EvaluationDTCE Devolution Trust for Community Empowerment
FoI Freedom of Information
IVR Interactive Voice Response
LGO Local Government Ordinance
LSE London School of Economics and Political Science
M&E Monitoring and Evaluation
MPA Member of Provincial Assembly
NGO Non-Governmental Organisation
OBB Output-Based Budgeting
P&D Planning and Development
PETS Public Expenditure Tracking SurveyPRP Provincial Reforms Programme
PTC Parents-Teachers Council
SMS Short Message Service
SOE State Owned Enterprises
ToRs Terms of Reference
UNDP United Nations Development Programme
i Citizens Voice Study of Khyber Pakhtunkhwa
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Foreword
Traditionally there has been state's monopoly over the public sector
planning, monitoring and evaluation processes. However, this trend is
breaking now and governments are becoming more open and
responsive to the citizens' needs and choices in the ever changing world.
The current and last year's Annual Development Programmes of the
Government of Khyber Pakhtunkhwa (2010-11 and 2011-12) were
formulated with the inputs of the civil society stakeholders. With the
commissioning of the Citizens' Voice Study, the Government of Khyber
Pakhtunkhwa has taken a step forward and will include civil society
voices (NGOs, academia, media and the private sector) in its monitoring and evaluation
practices.
The Citizens' Voice Study is a part of the M&E Framework implementation, which was
approved by the Government of Khyber Pakhtunkhwa in January 2011. The study suggests
a number of institutional means and mechanisms through which civil society can be
meaningfully engaged in the public sector monitoring and evaluation processes at the
policy, service delivery and grievance redressal levels.
The Directorate General M&E of the P&D Department has already started working on the
implementation of the Citizens' Voice Study recommendations in consultation with the
relevant government departments and civil society organisations. I will expect all
departments of the Government of Khyber Pakhtunkhwa to support this process to foster
meaningful institutional reforms for improved service delivery. There is a dire need to close
gap between the government initiatives and the private enterprise, and this study precisely
addresses this issue and provides very useful recommendations for creating
complementarities.
Finally, I would like to thank the UK government's Department for International
Development (DFID) for providing technical assistance for this pioneering reform initiative
of the Government of Khyber Pakhtunkhwa through their Provincial Reforms Programme
(PRP). I would also like to appreciate efforts of the Directorate General M&E and all those
civil society organisations which contributed for the finalisation of this study.
(Muhammad Salim Khan)
Secretary to the Government of
Khyber Pakhtunkhwa
Planning and Development Department
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by the Secretary P&D
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Acknowledgments
The Government of Khyber Pakhtunkhwa has taken some important initiativesunder the Provincial Reforms Programme (PRP) to improve governance in the
province in order to make the system more transparent for better service
delivery. Therefore work on the Citizens' Voice Study was started immediately
after the approval of the M&E Framework by the Government of Khyber
Pakhtunkhwa in January 2011. The objective of this study was to assist the
Government of Khyber Pakhtunkhwa in identifying institutional mechanisms for
civil society engagement within the M&E Framework, including the tools which
can be used for such engagement and the manner in which this engagement can
be strengthened.
Under the leadership of Mr. Attaullah Khan, Additional Chief Secretary of Khyber Pakhtunkhwa and
Mr. Muhammad Salim Khan, Secretary P&D, and with the help of the Reforms Management Group
(Monitoring and Evaluation), the Directorate General M&E has developed an Implementation Plan
to execute selected recommendations of the Citizens' Voice Study report on a pilot-basis during the
fiscal year 2011-12. However, this is just a beginning and there is much to be achieved for improving
government-civil society relationship for improved public sector service delivery in the province.
My sincere appreciation goes to all members of the Reforms Management Group (Monitoring and
Evaluation), the civil society organisations which participated in this study, Dr. Ihsan Ul Haq, the
Director, Reforms Management and Monitoring Unit (Chief Secretary's Office), Mr. Shahid Sharif,
PRP Team Leader and Mr. Mohammad Fayaz, PRP M&E Advisor, for their hard work and efforts in
completing work on this key milestone reform initiative of the Government of Khyber Pakhtunkhwa.
I also appreciate the efforts of both the M&E Directors, Engr. Sher Azam Khan and Mr. Muhammad
Ayaz, IT Wing of the Directorate General M&E, Mr. Akhtar Shahzad and Mr. Asim Riaz, and Mr. SherMuhammad Khan, PRP IT Assistant, for facilitating printing work of this report.
My deepest gratitude to the UK government's Department for International Development (DFID)
and Oxford Policy Management (OPM) for providing technical and financial assistance for
commissioning the Citizens' Voice Study and its printing.
The Directorate General M&E looks forward and welcomes any comments, feedback and
suggestions from stakeholders on implementing recommendations of the Citizens' Voice Study
report. We hope that high quality technical support from the DFID will remain available for the
implementation of the recommendations of the Citizens' Voice Study report by the Government of
Khyber Pakhtunkhwa.
(Dil Nawaz Khan)
Director General M&E
Directorate General of Monitoring and Evaluation
Planning and Development Department
Government of Khyber Pakhtunkhwa
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by the DG M&E
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The Government of Khyber Pakhtunkhwa has taken important initiatives in the
recent past to improve governance and development outcomes in the province.
The launch of the Comprehensive Development Strategy (CDS), the introduction of
Output-Based Budgeting (OBB), and the development of the Health Sector Strategy,
Education Sector Plan and Social Protection Strategy, as well as the establishment of
the office of the Provincial Ombudsman, all point to a desire to reform the way the
Government of Khyber Pakhtunkhwa conducts its business.
As part of these reforms, the provincial government recently approved a
comprehensive Monitoring and Evaluation (M&E) Framework. This Framework
seeks to consolidate and streamline M&E processes in the public sector and, as part
of this effort, aims where possible to incorporate citizens' voice in the assessment of
the impact of development programmes and projects.
The objective of this report is therefore to assist the Government of Khyber
Pakhtunkhwa in identifying institutional mechanisms for civil society
engagement within the M&E Framework, including the tools which can be used
for such engagement and the manner in which this engagement can be rolled out
and strengthened.
Within the limitations of the time available for conducting this study, an effort wasmade to consult with a diverse group of stakeholders (nearly 100 people were
consulted individually and through three focus-group discussions and one
provincial workshop). The recommendations contained in this report are based on
the discussions and focus-groups conducted with several civil society organisations,
informal jirga, academia and senior officers in the Government of Khyber
Pakhtunkhwa (see Annex 1 for a full list), as well as an analysis of current practices
and systems for government-civil society engagement.
Introduction
1Citizens Voice Study of Khyber Pakhtunkhwa
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The diversity of issues civil society deals with, and the many roles it performs, makes
understanding what it comprises and its perceived benefits a complex matter. As
economies mature and societies begin to appreciate the benefits of the1
'multipluralism of society' the importance of civil society has grown.
Policy makers, development practitioners and other stakeholders use different
definitions for civil society, each of which mirror their respective perceptions about
the role, significance, motivations and performance of civil society (see Table 1).
However, for the purposes of this report, a broad view and definition of Civil Society
Organisations (CSOs) is taken, including Non-Governmental Organisations (NGOs),
academia, media and the private sector.
What is Civil Society?
Table 1: Defining Civil Society
Source Definition
UNDP* Civil society organisations are non-state actors whose aims are neither to
generate profits nor to seek governing power. Civil society organisations
unite people in order to promote shared goals and interests.
DFID** Civil society is located between the state, the private sector, and the
family or household, where society debates and negotiates matters of
common concern and organises to regulate public affairs. It embracesinstitutionalised groups, local organisations and social movements and
networks.
Centre
for Civil
Society,
LSE***
Civil society refers to unforced collective action around shared interests,
purposes and values. In theory, its institutional forms are distinct from
those of the state, family and market, though in practice, the boundaries
between state, civil society, family and market are often complex, blurred
and negotiated. Civil society commonly embraces a diversity of spaces,
actors and institutional forms, varying in terms of degree of formality,
autonomy and power and including registered charities, development-
focussed non-governmental organisations, community groups,
trades unions, social movements, business associations, and advocacygroups.
* UNDP and Civil Society Organisations: A Toolkit for Strengthening Partnerships. UNDP 2006
** http://www.dfid.gov.uk/Global-Issues/Emerging-policy/Civil-Society/
*** http://www2.lse.ac.uk/CCS/home.aspx
1Sen, Amartya. Identity and Violence: The Illusions of Destiny. Penguin, 2006
2
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What is Civil Society?
Despite a long history of dealing with CSOs, the public-sector in Pakistan tends to
equate civil society with NGOs. This view combined with a suspicion about CSOs'
motives hampers efforts at purposeful engagement. However, civil society in
Pakistan has increasingly found space for working in various modes and for a variety
of purposes. Several legal frameworks exist under which CSOs have been
registered, including the Societies Act (1860), Companies Ordinance (1984), the
Trust Act (1882), the Charitable Endowments Act (1890), the Cooperatives Act
(1925), the Voluntary Social Welfare Agencies (Registration and Control) Ordinance
(1961) and the Local Government Ordinance (LGO) 2001.
According to CIVICUS (a leading international NGO working on civil society issues),2
as of 2001, more than 12,000 CSOs were registered across Pakistan, focused across
a range of social sectors (see Box 1).
Poor regulation of CSOs by government, the absence of a comprehensive database
of CSOs, and inadequate reporting by CSOs makes it difficult to determine the exact
number of CSOs active in Pakistan. However, the number is likely to be greater than
the 12,000 identified in the CIVICUS report (2001). To illustrate this point, in Khyber
Pakhtunkhwa alone more than 6,000 Citizen Community Boards (CCBs) were
established under the Local Government Ordinance between 2001 and 2010,
although these were primarily focused on infrastructure and municipal services
(Box 2).
Box 1: Thematic Focus of CSOs in Pakistan
Thematic Area Proportion of Total CSOs
Education
Health
Child Development
Community Development
56%
39%
15%
12%
Source: Directory of NGOs, NGO Resource Centre (A Project of the Aga Khan Foundation), 2000Note: The total exceeds 100% because one CSO often works in more than one thematic area
2Sattar, Adnan and Baig, Rabia. Civil Society in Pakistan. CIVICUS, 2001
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4
What is Civil Society?
Box 2: CCBs in Khyber Pakhtunkhwa
Khyber Pakhtunkhwa CCB Registration and Project Summary (DTCE Partner Districts Only)
CCB Registration Summary (Based on Available Membership Details)
100% Male
100% Female
Mixed
Total
At Least 33% Female
Agriculture
Community Development
Education
Health
Infrastructure and Services
Literacy
Total
5,396
89
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6,434
110
98
36
63
8
3,405
7
3,617
CCB Projects Summary (Based on Available Project Sectors)
Source: UNDP Pakistan Country Office, 2011
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Governments provide a range of services to citizens. Often, the processes steering
the provision of services become an end in themselves, with beneficiary views on
the composition, quality and relevance of services either not sought or not given
due consideration. This is in contrast to the private sector, which is client oriented
and adopts systems for client-engagement and feedback to improve its services.
The majority of public services are offered through arrangements that offer little or
no choice to the public. While acknowledging that the provision of public services
may be more complex than the delivery of goods and services in the private sector,
the fundamental difference in approach of the two service delivery streams
towards clients forms part of the explanation for differences in results achieved and
the variation in level of client satisfaction between the two.
In Pakistan, governments at the federal and provincial levels have, from time-to-
time, taken steps towards citizen engagement. For example, involving the business
community at the level of the federal Economic Advisory Council, having civil
society represented on the boards of state-owned enterprises, and involving
parents in the Parents-Teachers Councils (PTCs). In the province of Khyber
Pakhtunkhwa there are several forums and initiatives for civil society engagement
(see Table 2).
The 2010-11 and 2011-12 Annual Development Programmes of KhyberPakhtunkhwa were formulated with the inputs of the civil society and political
representatives, ensured through organisation of the workshops at the provincial
level. In addition, the government has adopted a Post Crisis Needs Assessment
(PCNA) in which steps towards embedding citizens voice is included as a major
indicator for improved governance. However, there is a widespread public
perception that engagement between government and CSOs is infrequent, and
often tokenistic. From the perspective of social accountability and ensuring
transparency in development activities, the role of these forums is either weak or
non-existent.
Despite there being a large number of CSOs working in the development sector in
Khyber Pakhtunkhwa province, traditionally they are not involved in government
M&E processes, with no systematic mechanism for regular and timely feedback
from citizens or community groups to support public sector monitoring and
decision-making.
Government-Civil SocietyEngagement: An Overview
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While there are models of successful civic engagement in planning and social
accountability in the province, these examples tend to operate outside government
(see Box 3 for an example). Furthermore, a low premium is placed on research and
analysis, thus hampering the ability to integrate evidence in government decision-making. The recently approved M&E Framework aims to bridge these gaps.
However, several issues and challenges remain, as noted in the next section.
Parents-Teachers Councils
Primary Health Care ManagementCommittees
Village Development Organisations
Citizen Community Boards
Womens Organisations, CommunityOrganisations, Village Organisations
Musalihat Anjumans
Representation of Civil Society onBoards of SOEs
Local Government Associations
Agriculture Think Tank
Jirgas
Established at the school level, with an elected chair, chosen by and from amongst thePTC members. There are more than 27,000 PTCs in the province, though the exactnumber of functional PTCs is not known.
Formed at the Basic Health Unit (BHU) level, comprising of local beneficiaries, CSOs, andHealth Department staff. These committees have been established on a pilot basisin only a few districts, and form part of the Health Sector Strategy for the province.
Established to oversee water and sanitation projects in province.
Established under the provisions of the Local Government Ordinance 2001.
There are more than 6,000 CCBs registered in the province.
Leverage community support through in-kind contributions, rights-basedadvocacy and platforms for collective decision-making and action.
Established under the provisions of the Local Government Ordinance 2001 forlocal dispute resolution through arbitration and mediation.
On the Board of Directors of organisations such as the Sarhad Development Authorityand the Sarhad Small Industries Development Board.
Formed with membership spread across Nazims of District and Town MunicipalAdministrations, aimed at providing a platform for learning and
sharing for elected heads of the local governments.
Under establishment by the Agricultural University (Peshawar) at the behest of theP&D Department, with representation from the academia, privatesector and government.
Based on the age-old tradition of community-based decision-making and on acommunity-driven, self-help groups basis.
6
Government-Civil Society Engagement: An Overview
Table 2: Examples of Government-Civil Society Engagement in Khyber Pakhtunkhwa
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Government-Civil Society Engagement: An Overview
Box 3: TehsilAccountability Committees
SUNGI Development Foundation has established a community-based
mechanism for a planning and monitoring system, in the Hazara division of
Khyber Pakhtunkhwa, which is based on community needs and feedback.
Communities are organised at the village level in the shape of Village
Committees, for identifying local needs and developing a Village Development
Plan. Clusters of villages that form part of a Union Council have the Area
Coordination Committee that oversee the functioning of the Village
Committees. At the Tehsil level, Accountability Committees are formed whichcarry out monitoring of infrastructure development in the area and provide
feedback to local Members of the Provincial Assembly (MPAs) as well as to the
communities on their findings. All Committees are elected by the local
communities themselves and capacity building is provided by SUNGI. However,
there is no formal linkage between these Accountability Committees and the
Tehsiladministration and MPAs, and interaction is based on personal rather than
institutional relationships. At present, there are around 60 functional
Accountability Committees, which present a model for social accountability at
the local level.
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In moving towards a more citizen-centred governance model the Government of
Khyber Pakhtunkhwa has several issues to consider. These include:
Credibility. Although government talks of commitment to build citizens'
voice its track record is not strong. Civil society is unlikely to support such
efforts unless the credibility of outreach by government is established.
Government needs to bridge gaps in its communication and coordination
with civil society in order to re-establish this credibility.
The incentives void. There are few incentives for the civil bureaucracy to
adopt more inclusive M&E processes. Policy documents or administrative
instructions that call for multi-stakeholder engagement cannot, by
themselves, deliver effective civic engagement. There must be incentives in
place for the bureaucracy to engage with civil society.
Weak government-private sector nexus. Despite the fact that Government
of Khyber Pakhtunkhwa's policy documents highlight the importance of a
private sector-led development model, the involvement of the private
sector in M&E is negligible. The Government of Khyber Pakhtunkhwa
organised pre-budget seminars while formulating Annual Development
Programmes of 2010-11 and 2011-12, including the private sectorrepresentatives, there is a scope for further strengthening this
collaboration.
Local engagement, without local government. Following devolution
reforms, the challenges of ensuring institutional civil society engagement
have increased significantly. The draft Local Government Act 2010, currently
under submission to the Provincial Assembly, does away with CCBs, internal
audit functions, and grievance-redressal mechanisms such as District
Ombudsmen. Critics of the LGO 2001 will point out that these institutional
arrangements enjoyed only mixed success. However, the existence of legal
provisions at least provided a basis to build on and continuity could have
helped iron out the deficiencies.
CSO accountability. Government officers often raise the issue of the
accountability of CSOs, and question the validity of their standpoint on
government accountability and transparency. The Pakistan Centre for
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Issues and Challenges
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Philanthropy has put in place an accreditation system for CSOs. However,
questions over CSO accountability and suspicions over their motives still
need to be addressed. For example, CSOs are often accused of promoting
'donor-sponsored agendas', although donor funding constituted only 73
percent of CSO financing in 2002 .
Bridging information gaps. The route to civil society empowerment begins
with access to information. With information access now a constitutional4
right , there is an obligation on the Government of Khyber Pakhtunkhwa to
promulgate a Freedom of Information (FoI) Law and to ensure its
implementation. Information flows from civil society to the Government ofKhyber Pakhtunkhwa also need to be strengthened, and CSOs need to reach
out to government to share their experiences.
Effective grievance-redressal mechanisms. Effective citizen-friendly
grievance-redressal mechanisms are an important element in establishing
more accountable and transparent services. At present, such mechanisms
are largely absent. As mentioned earlier, District Ombudsmen offices were
not established under the LGO 2001, and the Provincial Ombudsman is not
yet fully functional.
The risk of co-option. The need to define appropriate roles and
responsibilities of both the Government of Khyber Pakhtunkhwa and CSOs
in the M&E process is important. The choice of partners from CSOs for
oversight needs to be carefully managed to avoid a conflict of interest
between service providers and monitors. Moreover, even within the
internal accountability mechanisms in the Government of Khyber
Pakhtunkhwa, there is a need to ensure that the roles of implementation
and oversight should not be vested in the same person.
Absence of benchmarks and baselines. The weaknesses of government's
M&E processes are underscored by poor or non-existent benchmarks andbaselines. As a result, service delivery processes are not output-oriented.
The introduction of output-based budgeting in the province, however, does
provide an opportunity for setting this right.
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3Pasha AG, HA Pasha and MA Iqbal. Non-profit Sector in Pakistan: Government Policy and Future Issues.
Social Policy and Development Centre Working Paper 2, The Johns Hopkins Comparative Non-profit Sector Project 20024
This provision was introduced in the recent Eighteenth Amendment
9
Issues and Challenges
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lOvercoming a weak culture of engagement. In Pakistan, the government-
civil society relationship is weak, marked as it is by a mutual suspicion
nurtured by a lack of information about each other's actions. The prospect
of enhanced CSO engagement and making M&E more inclusive requires
focused interventions aimed at bridging this gap. This would entail
addressing capacity needs on both sides of the divide, improving
communication and coordination, and overcoming attitudinal barriers that
have traditionally marred government-civil society relations.
10
Issues and Challenges
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During interaction with stakeholders, feedback was received on different
impediments to effective government-civil society relations. While this has been
reflected in the previous section, a 'word cloud' representation of this feedback is
instructive in helping understand the major challenges, as perceived by civil society
(see below). The size and boldness of the font used indicates the frequency of their
being cited as major issues and challenges, as voiced by civil society during several
interviews, focus-group discussions and workshops. As a visual map of challenges,
this presents an alternative view of people's perceptions about government's
accountability and transparency.
Voices from the Field
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Building citizens' voice in the Government of Khyber Pakhtunkhwa's M&E systems
and processes needs to be guided by the principles ofsustainability, consistency,
relevance and trust.
Sustainability. Improving M&E through CSO participation and building
citizens' voice in government processes needs investment in building
bridges, careful planning, and overcoming preconceptions. There is
therefore a need to institutionalise arrangements and develop incentives so
as to provide a sustainable platform for engagement.
Consistency. Government-civil society engagement is often undermined by
a lack of consistency. Initiatives that are launched with much enthusiasm
often are not carried through, usually because they are personality, rather
than system, driven. Consistency of effort, rooted in systemic change, is
important.
Relevance. Given the diversity of expertise, experience and nature of CSOs,
appropriate matching of CSOs for engagement at different levels and
processes of M&E is important. Research organisations may not be
appropriate for the task of community mobilisation, while organisations
involved in managing social-accountability processes may not have therequisite skills for technical evaluation of development projects.
Trust. Partnerships flourish when they are based on mutual trust. This can
be addressed through improved communication and clarity in roles and
responsibilities, expectations, intended outcomes and institutional
arrangements that enable and facilitate each partner in performing their
roles.
The opportunities for building citizens' voice in M&E processes can be optimised,
provided the following changes take place:
The Government of Khyber Pakhtunkhwa moves beyond tokenism. The
government-civil society engagement needs to be meaningful,
institutionalised and based on a shared and genuine concern for improving
public services, driven through incentives and embedded as part of regular
Government of Khyber Pakhtunkhwa operations, not ring-fenced in donor-
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Framework for BuildingCitizens' Voice in M&E
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Framework for Building Citizens' Voice in M&E
funded projects.
The distinction between citizen-centric government and citizen-centric
governance is grasped. In theory, all governments ought to be citizen-
centric. However, in practice the degree to which they actually are varies
considerably. In building citizens' voice in M&E processes it is critical not to
lose sight of the fact that citizen-centric governance encompasses the roles
and contributions of stakeholders other than Government of Khyber
Pakhtunkhwa itself. Citizen-centric governance implies allowing space for
civil society to develop social-accountability systems, empower
communities through facilitating access to relevant information, andbuilding requisite capacity and alternative service delivery and oversight
mechanisms.
The feedback loop is completed. Mobilising communities for engagement
in the M&E process and strengthening social-accountability mechanisms
serves little purpose if the results of such engagement are not
communicated back to communities. Engagement is a two-way process and
communication is necessary to bridge the trust deficit, build credibility, and
ensure sustainability.
A push and pull strategy is employed.Reforms are sustained where there is
public demand and an enabling environment. Embedding citizens' voice
involves pushing for principles, practices and processes outlined above, and
a pull strategy that is based on effective community mobilisation, access to
information and requisite institutional arrangements.
The benefits of information technology are leveraged. The use of
information technology to facilitate citizens' access to information and
sharing of knowledge amongst stakeholders is amplified both by the
growing 'teledensity'(number of landline telephones in use for every 100
individuals living within an area). In Pakistan, teledensity has increased from4.31 percent in 2003 to over 64 percent in 2010, with cellular service density
5accounting for 61 percent . Broadband subscriptions have also increased
6from just 26,000 in 2003 to over one million in 2010 .
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6Ibid
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The following actions are proposed for embedding citizens' voices in the M&E
processes of the Government of Khyber Pakhtunkhwa. However, it is up to the
provincial government how they select and implement these recommendations
to improve their monitoring and evaluation practices in collaboration with the
civil society organisations. A phased Implementation Plan is proposed under Annex
5 for the consideration of the Government of Khyber Pakhtunkhwa.
This may include:
1. Establishing a Civil Society Forum(CSF) for providing regular policy advice
to the Government of Khyber Pakhtunkhwa on issues related to social
accountability, strengthening of grievance-redressal mechanisms,
improving and streamlining of M&E processes and overall developmental
planning and implementation. This forum should consist entirely of CSOs
with broad-based membership to ensure representation of different types
of CSOs. The Chair would rotate amongst members, with a fixed tenure. A
similar Forum was established in Sindh province as part of the Sindh
Reforms Programme and proved a success in mobilising policy-oriented
dialogue amongst CSOs. Proposed Terms of Reference (ToRs) of CSF are
provided at Annex 2.
2. Representation on the M&E Committees in the office of the Directorate
General M&Eto ensure that direct advisory input of CSOs is available to
assist the DG M&E in its efforts to deliver effectively on its mandate under
the M&E Framework. In addition, inclusion of civil society in two other
management forums proposed to be established in the office of the DG
M&E especially at the level of Divisional Review Committees headed by
the Commissioners would help ensure that the community's voice is
embedded in an institutional arrangement at the local level, allowing for
collation of experiences, concerns and suggestions for improving oversightreceived from a variety of local, community-based mechanisms (including
Parents-Teachers Councils, Village Organisations, Women's Organisations
etc).
A. Establish Platforms for Policy Engagements
Recommendations
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3. Setting up of multi-stakeholder sectoral Think Tanks and Commissionsas is
being done for the agriculture sector. In keeping with the Government of
Khyber Pakhtunkhwa's focus on social service delivery and aligned to the
rolling out of its CDS and OBB initiatives, it is proposed that, initially, these
Think Tanks be established for the education, health and social protection
sectors. Since the idea of these Think Tanks is to provide independent advice
and feedback on implementation of the sector strategies, the majority of
the members should be from civil society, including the private sector.
To bridge the information gap and promote transparency, it is
recommended that:
4. Freedom of Information (FoI) legislation is enacted, drawing upon best
international practice and including subordinate legislation in the form of
rules and regulations. Every department at provincial and local level should
be asked to nominate Information Officers, their contact details should be
widely publicised and their capacities built. Subsequent to the enactment, a
sustained public awareness campaign should be run in the media and local
community, mobilised through the help of CSOs engaged in rights-basedadvocacy, highlighting the rights of the common citizen in this respect, how
they can exercise this right and the procedure for grievance-redressal in
case they are denied this right.
5. The Provincial Ombudsman legislation is amendedto vest in this office the7
powers of an Information Commissioner , to whom citizens denied access to
information can appeal. Publicity should be given and CSOs used to create
awareness and understanding of the role of the Information Commissioner
and the procedure to follow for approaching him for redressal of any
grievance related to access to information.
6. The principles of open budgeting are embracedwith budget information
including development budgets made available to the public in a concise
and simplified form, with multilingual versions in Urdu, Pashto and other
local languages. These can be made available through websites and printed
B. Prioritise Improved Access to Information
7This proposed amendment would follow the enactment of appropriate FoI legislation
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9. Establish Awaaz: a Provincial Call Centre to serve as a one-stop shop for
sharing information, guiding citizens with respect to any governmental
procedures, receipt of complaints and enabling tracking of complaints,
providing budgetary information or receiving suggestions.Awaaz should be
a toll-free service offered to the public, established under a public-private
partnership, offering multilingual IVR-based services and linked to the
Ombudsman office as well as departmental databases, Information Officers
and grievance-redressal systems. An example of such a service is the Call
Centre established by the Federal Ombudsman's office.
Tools to use in this respect include:
10. Citizen Report Cards (CRCs) developed for key service-delivery sectors such
as education, health and municipal services, starting with pilots carried out
in select districts on either education or health service delivery. CRCs have
been used in other provinces in Pakistan, including by the Karachi Water and8
Sewerage Board and the Town Municipal Administration of Dunya Pur in9
the Lodrhan district of Punjab province (please see Annex 3 for further
details on CRCs).
11. Expanding on the concept of community-based Tehsil Accountability
Committees to serve as an independent forum for public accountability
linked with departmental information and accountability systems through
quarterly meetings. In particular, they could be used to monitor
procurement and contracting at tehsiland district level, providing feedback
on the integrity and efficiency of the process as well as information on
market costs.
12. Accountability focus for facility-level participatory forumswith a conscious
effort made to ensure that the Parents-Teachers Councils at the school level,
Primary Health Care Management Committees in health and Village
Development Organisations in the water and sanitation sector become less
like rubber-stamping forums and focus more on their functions as
accountability and transparency forums. This can be achieved through
C. Institutionalise Social Accountability Mechanisms
8See the World Bank Water and Sanitation website at http://www.wsp.org/wsp/node/231 for more information
9Mid-Term Report on Citizen Report Card Methodology and Continuous Improvement Benchmarking. ADB 2008
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Recommendations
ensuring members' understanding of any standards (such as those set for
the health sector), their role in monitoring those standards and for checking
issues such as doctors' absenteeism, availability of medicines etc and
through regular performance audits carried out by CSOs as well as detailed
evaluations of their performance by the Directorate General M&E in
collaboration with CSOs.
13. Use Public Expenditure Tracking Surveys (PETS) to map the flow of public
resources from the source to the beneficiary and, in doing so, assess the
deficiencies, impediments and transparency of the process. To ensure
linkage with the OBB process, it is proposed that the PETS be initiated for theeducation, health and social protection sectors (please see Annex 4 for
details).
Issues of voice and accountability cannot be addressed fully unless an
effective grievance-redressal mechanism is instituted at various levels of
service provision. The following interventions are proposed:
14. Develop standards for departmental-level grievance-redressal to cover
roles and responsibilities, procedures for grievance-redressal and ensure
wide dissemination and public awareness of these standards and systems.
15. Prioritise the full functionality of the Provincial Ombudsman and establish
a Civil Society Advisory Committee to assist the Ombudsman in its work and
provide a civil society perspective on public accountability issues. A similar
Forum has been functional in the office of the Federal Ombudsman of
Pakistan for more than two years now and provides a useful model to follow.
16. Publish and ensure wide dissemination of a Complaints Directorylisting all
grievance-redressal focal points and Information Officers (once the FoIlegislation is enacted), their contact details and steps to follow if access to
information is denied or a grievance not redressed. Both the Federal and
Punjab Ombudsman have published these Directories, with the Federal
Complaints Directory available in English and Urdu.
D. Institute Effective Grievance Redressal Mechanisms
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E. Strengthening M&E Operations
The responsibilities assigned to the Directorate General M&E under the
M&E Framework are both wide and challenging. To strengthen and support
their operations, it is proposed that:
17. An M&E Fund is createdwith development partners pooling resources to
conduct evaluations on priority issues and development initiatives in the
province. The fund would be managed by a multi-stakeholder fund-
management forum that would define eligible uses, criteria for evaluating
proposals, and carry out regular assessment of the results achieved. This
would also help ensure a streamlined approach towards strengthening
public accountability and transparency issues promised under the M&E
Framework.
18. Formal reporting formats (PC-III, PC-IV etc) used for M&Eare amended to
include a section on community feedback, detailing who was contacted for
feedback, and their views summarised and assigned a weight in the overall
monitoring scorecard. This would institutionalise and integrate the citizens'
voice in formal M&E systems. Criteria and guidelines on who can be
contacted, when and how can be determined jointly by CSOs and theDirectorate General M&E. The guidelines under preparation for the M&E
Framework could incorporate the manner in which this interaction can be
undertaken and how the results emerging from it can be integrated in the
overall report. Following the Eighteenth Amendment, provinces can now
change the PC-III (monthly/quarterly monitoring proforma) and PC-IV (end-
of-project report) originally designed by the Planning Commission of
Pakistan.
19. A public call for information and feedback should be issued by the
Directorate General M&E for all the major projects it intends to monitor,
through the media and through local CSOs. The deadlines, manner of
provision of this information and contact details of officers conducting the
monitoring can be publicised and this feedback incorporated in the reports
generated. This would provide a direct opportunity for the public to
contribute to the government's M&E processes.
20
Recommendations
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Recommendations
20. A Research and Analysis Centre is established in the Sarhad Chamber of
Commerce and Industryto enable the premier representative body of the
private sector to contribute to the accountability process through
independent and alternative budget analysis and proposals, and assist the
Directorate General M&E in the evaluation of development projects aimed
at poverty reduction and private-sector development.
As mentioned above, unless incentivised, questions may linger over the
sustainability of government-civil society relations. To address this issue,the following actions are proposed:
21. Linking performance appraisal of civil servants responsible for service
delivery and M&E with their efforts to build citizens' voice this could be
done through, for example, social-accountability processes such as CRCs
and institution-based mechanisms such as Parents-Teachers Councils and
Primary Health Care Management Committees with the former assessing
teachers on their performance and the latter para-medical staff.
22. Instituting the Khidmatgaar Markas a charter mark system that recognises
efforts made by public sector agencies to comply with standards set for
more citizen-centric governance. Eligibility and selection criteria can be
determined jointly by government and CSOs and the evaluation of
applications for the mark carried out through an independent agency.
23. Instituting the Chief Minister's Award for Civic Engagement to
acknowledge government agencies that have performed well with respect
to building the citizens' voice and to serve as an incentive to those who still
need to work on their performance. The involvement of the civil society
would be through their participation as members of an independent panel
of experts who would determine the indicators and also evaluate entries forthe Award.
24. Introducing conditional fiscal transfers to reward departments that make
efforts to improve government-citizen engagement either through
inclusion in the monitoring and evaluation process, tracking use of public
F. Civil Society Engagement Incentivised
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funds or raising awareness and providing access to information.
Departments that meet specified eligibility and performance criteria could
have their budgets topped up with special conditional fiscal transfers every
year, with the proposed Local Council Finance Commission determining and
overseeing the shape, size and implementation of these grants.
Although a number of the recommendations listed above represent a major
departure from the way public accountability processes currently are
carried out, there are other innovative ways in which these processes can be
strengthened. These include:
25. Partnering with the electronic media to introduce a mobile Meri Awaaz
service with an Outdoor Broadcasting van taken to different parts of the
province and members of the public invited to send short, direct messages,
suggestions and information to the Government of Khyber Pakhtunkhwa, to
be televised and shared with relevant government officers. Some of the10 11
private TV channels and some mobile service providers have piloted
similar initiatives and garnered public support. This service could be used to
particularly target remote areas in the province to enable local communitiesliving there to establish contact with the Government of Khyber
Pakhtunkhwa. Local CSOs could be engaged to mobilise communities in this
respect and the service could be linked with the Directorate General M&E in
relation to inviting public opinion prior to undertaking monitoring of major
projects as outlined above.
26. Develop a Civil Society Performance Index to address the CSO
accountability issue and establish a benchmark for evaluating the
performance of CSOs and non-state providers. This evaluation would reflect
the relative performance of CSOs within a specified period and provide a
benchmark for stakeholders to use and consider when deciding who to
partner with. The Index could follow the parameters used by CIVICUS for its
own Civil Society Index, and could be established and managed by the P&D
Department in collaboration with the NGO Resource Centre (A Project of
the Aga Khan Foundation) and the Pakistan Centre for Philanthropy.
G. Innovations in Engagement
10News-based TV channels such as Geo and ARY have run special programmes where District and
Town Nazims appeared live to respond to complaints by callers11
For example DJuice Telenor's recent 'Khamoshi Ka Boycott' campaign against corruption
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While the benefits of building citizens' voice in the government's M&E Framework
are plentiful and obvious, the path to achieving this result is a complicated one, as
noted earlier in this report. Mindful of these challenges, and the limitations within
which this effort to embed citizens' voice in M&E is being undertaken, the
recommendations made in the report are intended to:
Build on the political will articulated by the Government of Khyber
Pakhtunkhwa for improving accountability and monitoring;
Provide a local context as most recommendations are rooted in successful
CSO practices and models in the province or in other provinces of Pakistan;
Rely on active participation and reciprocation of commitment by civil
society, because while the Government of Khyber Pakhtunkhwa will have to
take the lead on several initiatives, the engagement process requires full
involvement of CSOs; and,
Call for phased implementation that is synchronised with the rolling out of
other reforms (particularly those related to improving service delivery,
finance management and public accountability), availability of resources
and building of capacity in both government and civil society (please seeAnnex 5 for the proposed phasing plan).
The next steps in this respect would include the development, approval and
implementation of an action plan, based on the phasing proposed.
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Annex 1: List of Resource Persons
S/No Name Designation/Department/Organisation
1 Mr. Mian Asim Ismail Chief, Economic Analysis Wing, P&D Department
2 Mr. Shakirullah Assistant Director, P&D Department
3 Mr. Dil Nawaz Khan Director General, P&D Department
4 Mr. Razaullah Chief Education, P&D Department
5 Mr. Nadeem Bashir Additional Secretary, Finance Department
6 Mr. Iftikhar Ahmad District Planning Officer, Peshawar
7 Mr. Siraj Ahmad Khan District Coordination Officer, Peshawar
8 Focus-Group Meeting with
Community Leaders
Khattak Qomi Jirga, Pubbi/Nowshera (10 Representatives)
9 Mr. Sharafat Gul District HRD Officer, Nowshera
10 Mr. Adeel Bashir District Coordinator, CESSD Project, Nowshera
11 Mr. Mansoor Nasir District Planning Officer, Nowshera
12 Mr. Muhammad Tariq Chief Executive Officer, SABAWON
13 Mr. Rizwan Ahmad Additional Director P&D, Agricultural University, Peshawar
14 Dr. Muhammad Zulfiqar Director VC Secretariat, Agricultural University, Peshawar
15 Mr. Ismael Afzal Assistant Director, Agricultural University, Peshawar
16 Dr. Hamayun Khan Director, Institute of Development Studies, Peshawar
17 Dr. Shahnaz Arifullah Professor, Institute of Development Studies , Peshawar
18 Mr. Mir Kalan Shah Professor, Institute of Development Studies, Peshawar
19 Mr. Masoodul Mulk Chief Executive Officer, Sarhad Rural Support Programme
20 Mr. M Salim Khan Secretary, P&D Department
21 Mr. Mohammad Farid Qureshi Special Secretary, E&SE Department
22 Mr. Hamid Naveed Deputy Director Coordination ESRU, E&SE Department
23 Mr. Hashmat Ali Senior Planning Officer, E&SE Department
24 Mr. Hameed Hasan Deputy Project Field Manager, CESSD Project
25 Mr. Ahmed Ali Director II, Directorate General M&E
26 Mr. Akhtar Shahzad Database Administrator, Directorate General M&E
27 Mr. Yasir Qureshi Director MIS, Planning Commission of Pakistan
28 Dr. Shaheen Afridi Deputy Chief HSRU, Health Department
29 Dr. Arif Azad Executive Coordinator, TheNetwork for Consumer Protection
30 Mr. Asad Rehman Director of Programmes, SUNGI Development Foundation
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Annex 1: List of Resource Persons
31 Focus-Group Meeting with CSOs Omar Asghar Khan Development Foundation and Society forAlternative Media and Research (5 Representatives)
32 Workshop with Community Leaders,CSOs, Academia and Press
Community Leaders (11), CSOs (7), Academia (3) and Press (3)
33 Mr. Shamroz Khan Chief SCRU, SW&WD Department
34 Mr. Usman Gul Chief Economist, P&D Department
35 Mr. Amjad Afridi Secretary, ST&IT Department
36 Mr. Shahid Hayat UNDP IECD Project
37 Ms. Maheen Zehra The World Bank (Water and Sanitation Programme)
38 Mr. Osman Bashir Bilour President, Sarhad Chamber of Commerce and Industry, Peshawar
39 Mr. Javed Akhtar Vice President, Sarhad Chamber of Commerce and Industry, Peshawar
40 Focus-Group Meeting with theInstitute of Management Sciences,Peshawar
Representatives (9)
S/No Name Designation/Department/Organisation
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A. Objectives
B. Outputs
The Civil Society Forum (CSF) will provide a platform for structured policy dialogue
between various stakeholders from civil society to discuss, recommend and
advocate for policy changes to build the citizens' voice in monitoring and evaluation
of public-sector development programmes and projects and to promote
accountability, transparency and integrity in public-sector service delivery and use
of public funds. The specific objectives of CSF would be to:
Create a platform for discussion of important policy issues surrounding
government-citizen engagement, with a view to building up a broad-based
support for such policies;
Discuss the policy and systemic issues and challenges to improve the
coverage and quality of accountability and transparency in service delivery;
Identify ways in which the current legislation, policies, systems and
procedures can be improved within the context of monitoring and
evaluation and to highlight ways in which civil society can supplement,
facilitate and support the Government of Khyber Pakhtunkhwa in this
respect;
Conduct research on critical issues having an impact on the inclusion of the
citizens' voice in the monitoring and evaluation processes employed in the
public sector, to facilitate informed debate and decision-making; and,
Facilitate knowledge sharing amongst all the stakeholders on
accountability, transparency and integrity, and service delivery issues.
The above-stated objectives will be achieved in the form of the following outputs:
Policy papers/briefs recommending new policies or policy changes;
Research reports and studies on various accountability, transparency and
integrity, service delivery and inclusiveness issues;
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Knowledge-management systems and practices such as Communities of
Practice and online resource repositories;
Annual Report on performance targets and recommendations for future
actions; and,
Working groups/task force papers and reports.
The intended objectives and outputs will primarily be achieved through regulardialogue between civil society organisations, policy makers/parliamentarians,
academics/subject experts, civil society members, media and representatives from
the business community to stimulate a culture of dialogue and discussion on
government-civil society engagement. The dialogue that will take place could range
from conferences on broad public policy issues to more focused discussions of the
task forces/working groups on issues such as policies to improve accountability and
transparency in the delivery of government services.
The CSF is proposed to be made up of:
Heads of the largest CSOs* working in Khyber Pakhtunkhwa
Chairperson of the relevant Standing Committees of the Provincial
Assembly of Khyber Pakhtunkhwa (e.g. Committee on Health, Education,
Social Protection etc)
President, Sarhad Chamber of Commerce and Industry, Peshawar
Director, Institute of Development Studies, Agricultural University,
Peshawar
Director, Centre for Public Policy and Research, Institute of Management
Sciences, Peshawar
President, Peshawar Press Club, Peshawar
C. Strategy
D. Composition
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Annex 2: ToRs for the Khyber Pakhtunkhwa Civil Society Forum
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Annex 2: ToRs for the Khyber Pakhtunkhwa Civil Society Forum
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Representatives of PTV, Geo TV, ARY, Dawn TV, Express News, Khyber TV etc
Subject experts/technocrats (such as on education, health, social
protection and governance etc)
* This would include international, national and local CSOs. The Directorate General
M&E will determine the criteria for selection, which could include the number of
projects implemented, years of service in Khyber Pakhtunkhwa and specific
expertise in relevant areas such as development, advocacy, outreach and research
etc.
The CSF Chair shall rotate amongst the Heads of the CSOs and the first Chairperson
shall be elected through a majority vote.
The CSF may establish any sub-committees or working groups, which shall meet as
per need. Experts may be co-opted for these sub-committees or working groups.
The CSF shall present its reports and recommendations to the Minister for Planning
and Development of Khyber Pakhtunkhwa.
The CSF shall be convened at least bi-annually. Minutes of the meeting should be
prepared and circulated for information, record and action by the Directorate
General M&E.
The Directorate General M&E shall serve as the Secretariat to the CSF.
E. Reporting
F. Meetings
G. Secretariat
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The Citizen Report Cards (CRCs) are participatory surveys that solicit user feedback
on the quality and performance of public services in order to raise citizen awareness
and ultimately bring about reforms in the public-service delivery system. A key
feature of the CRC method is that survey findings are placed in the public domain
through the use of media and public meetings, thus making it an effective
instrument to promote transparency, responsiveness and public accountability.
The CRC is a tool to engage citizens in assessing the quality of public services such as
primary health care, water supply, public transport, elementary education etc. Thesurvey can be used for an overall assessment of the performance of a public agency
based on the customer/client/citizens' experience captured in terms of their
satisfaction in relation to specific attributes of services, such as access, availability,
quality and reliability, along with agency responsiveness and the transparency of
the service provider. When CRCs are applied at regular intervals, they can also help
benchmark the changes over a period of time. On several occasions, CRCs have even
revealed hidden costs incurred by users/citizens while seeking access to or using a
particular service.
The World Bank cites the following as crucial requirements for an effective CRC
initiative:
A commitment to gather credible data on clients' perceptions;
Constructive and solution-oriented approach on the part of CSOs rather
than confrontational advocacy;
Competence, professionalism and credibility of the group that undertakes
the CRC exercise;
Commitment by the public agency to engage in the process, listen to criticalanalysis and initiate reforms based on the findings; and,
Active involvement of the mass media to ensure that the findings are widely
disseminated and debated.
A. What is it?
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B. How is it done?
C. Benefits
D. Challenges and lessons
Key steps in implementing a CRC are:
1. Identify scope, actors and purpose
2. Design the questionnaire
3. Sampling
4. Execution of the survey
5. Data entry and analysis
6. Dissemination of findings
7. Institutionalisation of CRC
CRCs generate experience-driven, scientifically analysed and quantified
knowledge that is difficult for service providers to ignore;
CRCs enhance public awareness on issues of service quality (they encourage
citizens to pro-actively demand greater accountability, accessibility and
responsiveness from service providers);
The CRC process facilitates open and proactive discussion on theperformance of public agencies (in many cases it has led to enhanced
responsiveness and reforms to improve the quality of services);
Enables federal ministries and planning departments to prioritise budget
allocations and monitor implementation;
Facilitates partnerships by bringing together citizens, CSOs and government
in face-to-face meetings; and,
Expands 'social capital' by uniting communities around issues of shared
concern.
Conducting a large survey of service users can be costly and time
consuming;
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Key resources
CRCs require country contexts that are open to civil society/citizen advocacy
and external pressures to engender public service improvements;
It is crucial that meetings between users and service providers do not
become forums for personal attacks on service providers;
There can be institutional resistance/lack of will to act on CRC findings and
implement reforms;
CRCs require support from the media, which must be engaged from the very
outset; and,
The CRC process can lead to citizen disillusionment if there is no perceptible
improvement in the quality of services.
Ackerman, JM. Human Rights and Social Accountability. Social Development
Department, World Bank (2005)http://zunia.org/uploads/media/knowledge/Human%20Rights%20and%20Social%20Accountability%20FINAL.pdf
Asian Development Bank, Manila: E-Learning Toolkit on the Citizen Report Card
Methodologyhttp://www.citizenreportcard.com
Public Affairs Centre, Bangalore, Indiahttp://www.pacindia.org
Ramkumar, V. Our Money Our Responsibility: A Citizen Guide to Monitoring
Government Expenditure. International Budget Partnership (2008)http://www.internationalbudget.org/resources/expenditure/IBP-Expenditure-Monitoring-Guide.pdf
South Asia Social Accountability Nethttp://www.sasanet.org/aboutsasa.do
Source: CIVICUS
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Public expenditure tracking involves tracing the flow of public resources for the
provision of public goods or services from origin to destination. It can help to detect
bottlenecks, inefficiencies and/or corruption in the transfer of public goods and
resources and is a key tool for the government and CSOs to guard against corruption
and work towards ensuring transparent, accountable and effective public financial
management.
Public expenditure tracking helps governments, citizens and CSOs ensure that
allocated public resources effectively reach their intended beneficiaries. It can help
identify and address problems and weaknesses in systems of public expenditure,
transfer and service delivery. It is also effective in revealing corruption and
detecting the exact location of leakages. Public expenditure tracking usually
involves some form of both quantitative research and qualitative research such as,
for example, interviewing users of public services about their experiences and
assessments of the quality, accessibility and cost of public services. Expenditure
tracking can be undertaken at the local, district or sub-national level.
Key steps in implementing public expenditure tracking are:
1. Determine the scope and purpose of the tracking exercise
2. Identify partners and key stakeholders
3. Design the research/survey
4. Gather and analyse the data
5. Public dissemination of findings and advocacy
6. Explore possibilities for institutionalisation
Access to expenditure data gives politicians and citizens the ability to
engage government on issues of public spending (it creates an incentive for
governments to be vigilant in their financial-management practices);
A. What is it?
B. How is it done?
C. Benefits
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D. Challenges and lessons
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Increases public financial transparency and reduces the potential for
corrupt practices;
Can contribute to improved delivery of public services, by identifying and
addressing problems of bureaucratic bottlenecks, inefficiencies, corruption
and leakages; and,
Establishes whether expenditures are consistent with budgetary allocations
and whether transfers/services are effectively reaching the targeted groups.
Obtaining access to relevant accounts and financial reports can be a major
obstacle; and,
In some cases, accurate expenditure/transfer records may not exist (CSOs
can sometimes play an important role in tracking transfers in collaboration
with local level service providers and/or users).
Source: CIVICUS
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35
Annex 5: Phasing Planfor Implementation
Intervention ST MT LT Responsibility
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ST Short Term period of up to 12 months
MT Medium Term period of 1-3 years
LT Long Term period of 3 years or longer
E&SED Elementary and Secondary Education Department
HD Health Department
LDs Line Departments
P&DD Planning and Development Department
FD Finance Department
ID Information Department
DoL Department of Law
ST&ITD Science & Technology and Information Technology Department
DG M&E Directorate General of Monitoring and Evaluation
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Intervention ST MT LT Responsibility
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Citizens Voice Study of Khyber Pakhtunkhwa
Glimpses of the Consultations
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7/27/2019 Citizens' Voice Study Report.Image.Marked.pdf
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Glimpses of the Consultations
Citizens Voice Study of Khyber Pakhtunkhwa
7/27/2019 Citizens' Voice Study Report.Image.Marked.pdf
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7/27/2019 Citizens' Voice Study Report.Image.Marked.pdf
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