The document outlines the methodology for implementing a community scorecard (CSC) process to monitor education services. The CSC process involves 6 stages: 1) preparatory groundwork like identifying the scope and mobilizing communities, 2) developing an input tracking scorecard, 3) generating a community performance scorecard, 4) generating a self-evaluation scorecard by education staff, 5) an interface meeting where community and staff provide feedback, and 6) follow-up steps to institutionalize the process. The CSC process uses focus groups to develop indicators, score services, and suggest improvements to help make education services more accountable and responsive to the community.
The document summarizes recommendations for enhancing the Transparent, Effective and Accountable Government (TEAG) initiative in India. It recommends that TEAG: 1) Focus on strengthening relationships to give marginalized groups a voice in decision-making, help define service agreements, and empower people to monitor providers; 2) Encourage grantees to implement pilot accountability projects rather than just research; 3) Create a practitioner network to build governance reform support.
The document provides terms of reference for a study on commune/sangkat planning and budgeting for social services in Cambodia. The study aims to analyze expenditure trends and identify factors that promote or hamper social service delivery, with a focus on vulnerable groups. It will examine demand for services, participation opportunities, and barriers facing communes. The methodology includes a desk review, key informant interviews, quantitative surveys of households and commune officials in a representative sample of at least 10% of communes. The study will produce recommendations to improve inclusive local governance and enhance participation of the poor and vulnerable in decision-making.
Civil society organizations in Tanzania have implemented various social accountability monitoring initiatives to promote good governance and development. These initiatives include social accountability monitoring, public expenditure tracking surveys, community score cards, citizen juries, social auditing, budget analysis, and policy monitoring. The purpose of these initiatives is to empower local communities, provide information for advocacy, and strengthen government oversight. They focus on issues of local concern like corruption, resource allocation and use, service delivery quality, and specific project implementation. Tanzania's legal and policy framework supports the role of civil society in social accountability monitoring at the local level.
Accountability, Citizen Voice and Public Service DeliveryRidho Fitrah Hyzkia
1. After a decade of decentralization in Indonesia, sub-national service quality remains low and community needs have failed to shape government priorities, despite higher funding levels not improving local outcomes.
2. Poor service delivery is not due to a lack of capacity, authority or resources at the local level, but because local government staff and frontline workers lack incentives and accountability for their performance.
3. Reforms are needed to improve local government efficiency and responsiveness to local needs through stronger community engagement and social accountability, as well as incentives for good performance by frontline public servants.
This document discusses social accountability and civic engagement in Pakistan. It outlines several social accountability tools used by civil society organizations, including participatory budgeting, independent budget analysis, and citizen report cards. It notes examples of CSOs using these tools to increase accountability and engagement around issues like water access, land rights, and education. The document concludes by discussing lessons for civil society, including the need to find new ways to work with government and include marginalized communities.
An enabliing environmet for cso a synthesis of evidence of progress since busanDr Lendy Spires
This document provides a synthesis of evidence on progress made since the 2011 Busan Partnership agreement on improving the enabling environment for civil society organizations (CSOs) in development. It analyzes evidence from country case studies and reports on three areas: universally accepted human rights and freedoms affecting CSOs; spaces for CSO participation in policy influencing; and relationships between donors and CSOs. The document concludes by outlining ways to further strengthen CSO enabling environments in legal/regulatory frameworks, protection of specific groups, more inclusive policy processes, and donor policies regarding CSOs.
This document provides guidance on administering social accountability tools like Community Score Cards (CSC) and Public Expenditure Tracking Surveys (PETS). It outlines the key steps to take for each tool, including planning and preparation, data collection, analysis and flagging issues, setting recommendations, and action planning. The intended users are social accountability practitioners looking to empower communities and assess/improve public service delivery through participatory processes. Youth Agenda Trust created the guide to build the capacities of youth communities in Zimbabwe to take up civic roles and ensure their issues are considered in development initiatives.
This document provides a review and evaluation of Reassurance Plus (R+), Blackpool's neighbourhood improvement initiative. The summary is:
1) R+ has improved some service outcomes by coordinating agencies to resolve local issues, but lacks key ingredients for success including commitment from all services, effective neighbourhood governance, community participation, and service performance data.
2) For R+ to be truly effective it needs to move beyond short-term fixes and play a key role in long-term neighbourhood planning and regeneration to attract investment and sustainable communities.
3) The report makes recommendations to strengthen R+'s operations, governance, data, placemaking efforts, business support, and role in neighbourhood planning.
The document summarizes recommendations for enhancing the Transparent, Effective and Accountable Government (TEAG) initiative in India. It recommends that TEAG: 1) Focus on strengthening relationships to give marginalized groups a voice in decision-making, help define service agreements, and empower people to monitor providers; 2) Encourage grantees to implement pilot accountability projects rather than just research; 3) Create a practitioner network to build governance reform support.
The document provides terms of reference for a study on commune/sangkat planning and budgeting for social services in Cambodia. The study aims to analyze expenditure trends and identify factors that promote or hamper social service delivery, with a focus on vulnerable groups. It will examine demand for services, participation opportunities, and barriers facing communes. The methodology includes a desk review, key informant interviews, quantitative surveys of households and commune officials in a representative sample of at least 10% of communes. The study will produce recommendations to improve inclusive local governance and enhance participation of the poor and vulnerable in decision-making.
Civil society organizations in Tanzania have implemented various social accountability monitoring initiatives to promote good governance and development. These initiatives include social accountability monitoring, public expenditure tracking surveys, community score cards, citizen juries, social auditing, budget analysis, and policy monitoring. The purpose of these initiatives is to empower local communities, provide information for advocacy, and strengthen government oversight. They focus on issues of local concern like corruption, resource allocation and use, service delivery quality, and specific project implementation. Tanzania's legal and policy framework supports the role of civil society in social accountability monitoring at the local level.
Accountability, Citizen Voice and Public Service DeliveryRidho Fitrah Hyzkia
1. After a decade of decentralization in Indonesia, sub-national service quality remains low and community needs have failed to shape government priorities, despite higher funding levels not improving local outcomes.
2. Poor service delivery is not due to a lack of capacity, authority or resources at the local level, but because local government staff and frontline workers lack incentives and accountability for their performance.
3. Reforms are needed to improve local government efficiency and responsiveness to local needs through stronger community engagement and social accountability, as well as incentives for good performance by frontline public servants.
This document discusses social accountability and civic engagement in Pakistan. It outlines several social accountability tools used by civil society organizations, including participatory budgeting, independent budget analysis, and citizen report cards. It notes examples of CSOs using these tools to increase accountability and engagement around issues like water access, land rights, and education. The document concludes by discussing lessons for civil society, including the need to find new ways to work with government and include marginalized communities.
An enabliing environmet for cso a synthesis of evidence of progress since busanDr Lendy Spires
This document provides a synthesis of evidence on progress made since the 2011 Busan Partnership agreement on improving the enabling environment for civil society organizations (CSOs) in development. It analyzes evidence from country case studies and reports on three areas: universally accepted human rights and freedoms affecting CSOs; spaces for CSO participation in policy influencing; and relationships between donors and CSOs. The document concludes by outlining ways to further strengthen CSO enabling environments in legal/regulatory frameworks, protection of specific groups, more inclusive policy processes, and donor policies regarding CSOs.
This document provides guidance on administering social accountability tools like Community Score Cards (CSC) and Public Expenditure Tracking Surveys (PETS). It outlines the key steps to take for each tool, including planning and preparation, data collection, analysis and flagging issues, setting recommendations, and action planning. The intended users are social accountability practitioners looking to empower communities and assess/improve public service delivery through participatory processes. Youth Agenda Trust created the guide to build the capacities of youth communities in Zimbabwe to take up civic roles and ensure their issues are considered in development initiatives.
This document provides a review and evaluation of Reassurance Plus (R+), Blackpool's neighbourhood improvement initiative. The summary is:
1) R+ has improved some service outcomes by coordinating agencies to resolve local issues, but lacks key ingredients for success including commitment from all services, effective neighbourhood governance, community participation, and service performance data.
2) For R+ to be truly effective it needs to move beyond short-term fixes and play a key role in long-term neighbourhood planning and regeneration to attract investment and sustainable communities.
3) The report makes recommendations to strengthen R+'s operations, governance, data, placemaking efforts, business support, and role in neighbourhood planning.
Concept notes on accountable and inclusive institutionsDr Lendy Spires
This document presents four concept notes on the topic of accountable and inclusive institutions: 1) citizen engagement in supreme audit institutions, 2) parliamentary oversight of the budget process, 3) open contracting, and 4) the role of civil society organizations in strengthening institutions. It then provides more details on the concept note regarding citizen engagement in supreme audit institutions, including current practices, opportunities for improved engagement, challenges, and examples from Latin America on measuring the impact of citizen participation.
This document provides a methodological guide for participatory decision-making at the local level through a vote mock election exercise. It was developed and implemented by Hilfswerk Austria in Moldova and the Training Centre "CMB" through a project in 19 Moldovan communities between February and March 2009. The guide outlines the stages of the exercise, which involves youth initiative groups identifying community issues, proposing solutions, and campaigning to community members, who then vote. It discusses how the exercise educated citizens on participation and decision-making. The guide also proposes expanding the methodology to other sectors like infrastructure, health, and education.
This document provides a final report from a team of students at Duke University on policy recommendations for Twin Lakes Community, a continuing care retirement community, regarding resident participation in the annual budget process. The team conducted a literature review on participatory budgeting and stakeholder engagement practices. They interviewed management at four nearby CCRCs, Twin Lakes management, and Twin Lakes residents. The team recommends that Twin Lakes creates a Resident Finance Committee to be involved in the budget process. The committee would work with management to develop a mission statement and meet regularly. The report provides an implementation plan and suggestions for formalizing the committee's role long-term.
WBG - Discussion Note on Network and CoP Learning for Pacific PACsparliaments.cluster
This document provides background information on public accounts committees (PACs) in the Pacific region and the potential for a regional PAC learning network. It discusses two waves of previous studies on PAC performance in the Pacific that identified various factors affecting it. The document then analyzes data from a 2009 survey of 8 Pacific PACs to compare their organizational characteristics, powers, responsibilities and performance. It finds that Pacific PACs differ significantly and therefore a single capacity building approach is not suitable. A learning network could help address common challenges by facilitating knowledge sharing and peer support between the diverse PACs in the region.
1) Basic service delivery is most effectively managed at a decentralized level, with water and sanitation services being highly visible examples.
2) Decentralization can enhance service delivery by addressing institutional roadblocks, increasing local management capacity, assigning roles and responsibilities, and improving accountability.
3) The World Bank's support for decentralization focuses on improving governance, fiscal frameworks, planning, and local capacity building to strengthen service delivery outcomes.
The document summarizes SNV's experience with introducing social audits as part of the Procurement Governance for Home-Grown School Feeding project in Ghana, Kenya, and Mali between 2013-2015. Social audits were used as a social accountability tool to monitor the performance of state-funded school feeding programs and empower stakeholders. Over 200 social audits were conducted with SNV support. The social audits aimed to improve information sharing between officials and communities, build capacity, and establish social audits as a regular practice to assess programs and enable communities to provide input. Key lessons learned included the positive impact of social audits on transparency and the ability of officials and communities to work together to address issues.
An analysis of how international intervention strategies in environmental governances influence and limits community-based tourism in Cambodia and policy strategies that may be employed to resolved the limitation.
The document discusses the ieGovern initiative, which aims to conduct rigorous impact evaluations of World Bank governance projects to improve project results and further the evidence base on effective governance reforms. It provides an overview of progress made so far, including 18 additional evaluations launched in 2015 across sectors like civil service reform, justice, and procurement. Current projects are listed for several countries focusing on issues like legal aid, procurement modernization, and decentralization. Opportunities for outside collaboration are highlighted to further strengthen the initiative's evaluation portfolio and governance knowledge.
This document summarizes a study on developing models for sub-district organization in Indonesia to improve public service delivery. The study used qualitative analysis of previous case studies on sub-district organizations. Key findings were that existing sub-district organizational structures performed poorly due to internal weaknesses. The study recommends three new sub-district organization models for local governments to adopt to better align organizational capacity with public service demands. The models aim to address issues such as a lack of clear division of tasks and competency-based promotions. Adopting a new model could help sub-districts optimize their role in providing public services.
1) The document reports on gender-based service delivery by AJK Community Development Programme in Pakistan, highlighting progress made in empowering women economically and socially.
2) Key activities discussed include social mobilization of 70,000 community members, over half of whom are women, credit and training programs benefiting thousands of female participants, and efforts to ensure equal participation and decision-making for women at all levels of the program.
3) Achievements include strengthening of women's organizations, provision of skills training and microcredit allowing women to establish small businesses, and empowering women as village leaders and specialists.
Commonwealth foundation civil society engagement strategy 0Dr Lendy Spires
This document provides the Civil Society Engagement Strategy for the Commonwealth Foundation from 2013-2016. It outlines the rationale for developing the strategy, which is to provide a framework for empowering and engaging civil society to achieve more effective, responsive and accountable governance in the Commonwealth with civil society participation.
The strategy identifies three core areas of constructive engagement: 1) capacity development to strengthen civil society, 2) enhancing platforms and spaces for engagement, and 3) sharing good practices and knowledge management. It also discusses aligning with international principles of development cooperation and outlines objectives to guide implementation of initiatives enhancing collaboration between civil society and governance institutions.
This document provides guidance on assessing and managing social performance in microfinance. It discusses conceptualizing social performance as going beyond just impact to also consider how an organization achieves its social goals. It recommends developing social performance management systems to monitor progress at different levels, from intent and design to outputs, outcomes and impacts. The document outlines tools and methods for assessment and provides examples of good practice from microfinance organizations that have implemented social performance management. It concludes with recommendations for how IFAD can support rural finance institutions in strengthening their social performance management capacity.
Strategic impact study of online grievance redressal management system of bur...Subhendu Maji
The document provides details about the implementation process of an online grievance redressal management system by the Burdwan Municipality in India. It discusses the organizational background, existing technological systems, implementation steps including requirement analysis, budgeting, process re-engineering, software development, testing and training. It also analyzes the strategic impact of the new system in terms of operational, structural, social and other factors. Overall, the document outlines the full project implementation lifecycle and evaluates the outcomes of introducing an online system to replace the previous manual grievance redressal process.
1) In 2014, Ukraine reformed its administrative services by creating Citizen Administrative Services Providers (CASPs) at the city and district levels to provide basic public services. While CASPs improved access, only 5% of citizens positively rated service quality in 2014.
2) The project supported CSOs to monitor CASPs through seed grants, trainings, and documenting best practices. It also assessed e-governance in 100 cities. Lessons showed a need for quality standards, ICT use, and awareness.
3) Plans for 2015 include advocating for real service transfers to CASPs, enhancing CASP and CSO capacities, supporting quality policies, and nurturing cooperation between CASPs and CSO
COVID-19 has seriously tested the resiliency and sustainability of organisations, especially those in the nonprofit sector. The pandemic has further exacerbated their already precarious state and many Civil society organisations (CSOs) are under immense pressure to operate, survive, and thrive, while maintaining independence and continually generating funds to pursue planned operations and command strong recognition and influence.
They have been forced to adapt or to abandon the game, to face adversity through innovation or to fail while trying. Organisational and individual preparedness to manage change was tested also and many had to unlearn and relearn, to find new ways of working and developing resilience amidst the pandemic.
Since financing is a key pillar of organizational sustainability, I was invited to strengthen participants understanding, knowledge and practice in mobilizing resources more creatively. Aside the traditional channel of funding, there are 12 proven models of mobilizing resources for any civil society organisations in Africa, no matter its size, staff or strength.
This mid-term evaluation report assesses the progress of the Women Empowerment in Zanzibar (WEZA) project, which aims to empower rural women in Zanzibar through village savings groups, income generation activities, and addressing social and cultural barriers. The evaluation finds that the project has made good progress, reaching over 7,000 women against a target of 6,000 and facilitating savings of over 133,000 euros. Key lessons include the importance of community acceptance, monitoring savings groups, and building the capacity of local partners. The report recommends continuing collaboration with stakeholders, further support for savings organizations, and engaging men to promote women's empowerment.
The document discusses improving public service delivery in India. It outlines several key points:
1) Public services are those provided by the government to citizens, either directly or by financing private services. The government has an important role in ensuring basic services and standards of living.
2) Both public and private sectors deliver services, but they differ in their relationships with customers. Public services sometimes have less competition and more indirect customer relationships.
3) Models like SEVOTTAM and ETVX have been proposed to standardize, monitor and improve public services by defining standards, roles and accountability. However, implementation has remained a challenge.
4) Technology and transparency can help make services more equal and accountable
Facility Maintenance And Construction Management Michael Mannmikemann2
Michael Mann has over 20 years of experience managing maintenance and construction projects for hotels, casinos, theme parks, and military facilities. He excels at overseeing multimillion dollar projects and leading teams of over 150 employees. Mann has a track record of on-time and under-budget project delivery while ensuring high quality and safety standards.
Permission based mobile marketing involves gaining consumer consent for ongoing marketing communications to their mobile devices in exchange for value. It is a 4-stage process of gaining consent, creating consumer preference profiles in a database, establishing mobile as an advertising channel, and enhancing profiles over time. Key benefits include engagement with preferred brands, access to exclusive offers and content, control over experiences, and improved targeting for advertisers. Operators also benefit from increased revenue and loyalty through these personalized marketing programs. The document calls for building case studies and guidelines to further educate brands and agencies on permission based mobile marketing.
Primary research involves collecting original data through methods like questionnaires and interviews, while secondary research uses existing data found online or in books. Primary research allows custom answers but risks dishonesty, while secondary research is easy to access and free but may be outdated or lack needed information. Both types of research have pros like being cheap or easy, and cons such as wasted time or inaccurate findings.
Concept notes on accountable and inclusive institutionsDr Lendy Spires
This document presents four concept notes on the topic of accountable and inclusive institutions: 1) citizen engagement in supreme audit institutions, 2) parliamentary oversight of the budget process, 3) open contracting, and 4) the role of civil society organizations in strengthening institutions. It then provides more details on the concept note regarding citizen engagement in supreme audit institutions, including current practices, opportunities for improved engagement, challenges, and examples from Latin America on measuring the impact of citizen participation.
This document provides a methodological guide for participatory decision-making at the local level through a vote mock election exercise. It was developed and implemented by Hilfswerk Austria in Moldova and the Training Centre "CMB" through a project in 19 Moldovan communities between February and March 2009. The guide outlines the stages of the exercise, which involves youth initiative groups identifying community issues, proposing solutions, and campaigning to community members, who then vote. It discusses how the exercise educated citizens on participation and decision-making. The guide also proposes expanding the methodology to other sectors like infrastructure, health, and education.
This document provides a final report from a team of students at Duke University on policy recommendations for Twin Lakes Community, a continuing care retirement community, regarding resident participation in the annual budget process. The team conducted a literature review on participatory budgeting and stakeholder engagement practices. They interviewed management at four nearby CCRCs, Twin Lakes management, and Twin Lakes residents. The team recommends that Twin Lakes creates a Resident Finance Committee to be involved in the budget process. The committee would work with management to develop a mission statement and meet regularly. The report provides an implementation plan and suggestions for formalizing the committee's role long-term.
WBG - Discussion Note on Network and CoP Learning for Pacific PACsparliaments.cluster
This document provides background information on public accounts committees (PACs) in the Pacific region and the potential for a regional PAC learning network. It discusses two waves of previous studies on PAC performance in the Pacific that identified various factors affecting it. The document then analyzes data from a 2009 survey of 8 Pacific PACs to compare their organizational characteristics, powers, responsibilities and performance. It finds that Pacific PACs differ significantly and therefore a single capacity building approach is not suitable. A learning network could help address common challenges by facilitating knowledge sharing and peer support between the diverse PACs in the region.
1) Basic service delivery is most effectively managed at a decentralized level, with water and sanitation services being highly visible examples.
2) Decentralization can enhance service delivery by addressing institutional roadblocks, increasing local management capacity, assigning roles and responsibilities, and improving accountability.
3) The World Bank's support for decentralization focuses on improving governance, fiscal frameworks, planning, and local capacity building to strengthen service delivery outcomes.
The document summarizes SNV's experience with introducing social audits as part of the Procurement Governance for Home-Grown School Feeding project in Ghana, Kenya, and Mali between 2013-2015. Social audits were used as a social accountability tool to monitor the performance of state-funded school feeding programs and empower stakeholders. Over 200 social audits were conducted with SNV support. The social audits aimed to improve information sharing between officials and communities, build capacity, and establish social audits as a regular practice to assess programs and enable communities to provide input. Key lessons learned included the positive impact of social audits on transparency and the ability of officials and communities to work together to address issues.
An analysis of how international intervention strategies in environmental governances influence and limits community-based tourism in Cambodia and policy strategies that may be employed to resolved the limitation.
The document discusses the ieGovern initiative, which aims to conduct rigorous impact evaluations of World Bank governance projects to improve project results and further the evidence base on effective governance reforms. It provides an overview of progress made so far, including 18 additional evaluations launched in 2015 across sectors like civil service reform, justice, and procurement. Current projects are listed for several countries focusing on issues like legal aid, procurement modernization, and decentralization. Opportunities for outside collaboration are highlighted to further strengthen the initiative's evaluation portfolio and governance knowledge.
This document summarizes a study on developing models for sub-district organization in Indonesia to improve public service delivery. The study used qualitative analysis of previous case studies on sub-district organizations. Key findings were that existing sub-district organizational structures performed poorly due to internal weaknesses. The study recommends three new sub-district organization models for local governments to adopt to better align organizational capacity with public service demands. The models aim to address issues such as a lack of clear division of tasks and competency-based promotions. Adopting a new model could help sub-districts optimize their role in providing public services.
1) The document reports on gender-based service delivery by AJK Community Development Programme in Pakistan, highlighting progress made in empowering women economically and socially.
2) Key activities discussed include social mobilization of 70,000 community members, over half of whom are women, credit and training programs benefiting thousands of female participants, and efforts to ensure equal participation and decision-making for women at all levels of the program.
3) Achievements include strengthening of women's organizations, provision of skills training and microcredit allowing women to establish small businesses, and empowering women as village leaders and specialists.
Commonwealth foundation civil society engagement strategy 0Dr Lendy Spires
This document provides the Civil Society Engagement Strategy for the Commonwealth Foundation from 2013-2016. It outlines the rationale for developing the strategy, which is to provide a framework for empowering and engaging civil society to achieve more effective, responsive and accountable governance in the Commonwealth with civil society participation.
The strategy identifies three core areas of constructive engagement: 1) capacity development to strengthen civil society, 2) enhancing platforms and spaces for engagement, and 3) sharing good practices and knowledge management. It also discusses aligning with international principles of development cooperation and outlines objectives to guide implementation of initiatives enhancing collaboration between civil society and governance institutions.
This document provides guidance on assessing and managing social performance in microfinance. It discusses conceptualizing social performance as going beyond just impact to also consider how an organization achieves its social goals. It recommends developing social performance management systems to monitor progress at different levels, from intent and design to outputs, outcomes and impacts. The document outlines tools and methods for assessment and provides examples of good practice from microfinance organizations that have implemented social performance management. It concludes with recommendations for how IFAD can support rural finance institutions in strengthening their social performance management capacity.
Strategic impact study of online grievance redressal management system of bur...Subhendu Maji
The document provides details about the implementation process of an online grievance redressal management system by the Burdwan Municipality in India. It discusses the organizational background, existing technological systems, implementation steps including requirement analysis, budgeting, process re-engineering, software development, testing and training. It also analyzes the strategic impact of the new system in terms of operational, structural, social and other factors. Overall, the document outlines the full project implementation lifecycle and evaluates the outcomes of introducing an online system to replace the previous manual grievance redressal process.
1) In 2014, Ukraine reformed its administrative services by creating Citizen Administrative Services Providers (CASPs) at the city and district levels to provide basic public services. While CASPs improved access, only 5% of citizens positively rated service quality in 2014.
2) The project supported CSOs to monitor CASPs through seed grants, trainings, and documenting best practices. It also assessed e-governance in 100 cities. Lessons showed a need for quality standards, ICT use, and awareness.
3) Plans for 2015 include advocating for real service transfers to CASPs, enhancing CASP and CSO capacities, supporting quality policies, and nurturing cooperation between CASPs and CSO
COVID-19 has seriously tested the resiliency and sustainability of organisations, especially those in the nonprofit sector. The pandemic has further exacerbated their already precarious state and many Civil society organisations (CSOs) are under immense pressure to operate, survive, and thrive, while maintaining independence and continually generating funds to pursue planned operations and command strong recognition and influence.
They have been forced to adapt or to abandon the game, to face adversity through innovation or to fail while trying. Organisational and individual preparedness to manage change was tested also and many had to unlearn and relearn, to find new ways of working and developing resilience amidst the pandemic.
Since financing is a key pillar of organizational sustainability, I was invited to strengthen participants understanding, knowledge and practice in mobilizing resources more creatively. Aside the traditional channel of funding, there are 12 proven models of mobilizing resources for any civil society organisations in Africa, no matter its size, staff or strength.
This mid-term evaluation report assesses the progress of the Women Empowerment in Zanzibar (WEZA) project, which aims to empower rural women in Zanzibar through village savings groups, income generation activities, and addressing social and cultural barriers. The evaluation finds that the project has made good progress, reaching over 7,000 women against a target of 6,000 and facilitating savings of over 133,000 euros. Key lessons include the importance of community acceptance, monitoring savings groups, and building the capacity of local partners. The report recommends continuing collaboration with stakeholders, further support for savings organizations, and engaging men to promote women's empowerment.
The document discusses improving public service delivery in India. It outlines several key points:
1) Public services are those provided by the government to citizens, either directly or by financing private services. The government has an important role in ensuring basic services and standards of living.
2) Both public and private sectors deliver services, but they differ in their relationships with customers. Public services sometimes have less competition and more indirect customer relationships.
3) Models like SEVOTTAM and ETVX have been proposed to standardize, monitor and improve public services by defining standards, roles and accountability. However, implementation has remained a challenge.
4) Technology and transparency can help make services more equal and accountable
Facility Maintenance And Construction Management Michael Mannmikemann2
Michael Mann has over 20 years of experience managing maintenance and construction projects for hotels, casinos, theme parks, and military facilities. He excels at overseeing multimillion dollar projects and leading teams of over 150 employees. Mann has a track record of on-time and under-budget project delivery while ensuring high quality and safety standards.
Permission based mobile marketing involves gaining consumer consent for ongoing marketing communications to their mobile devices in exchange for value. It is a 4-stage process of gaining consent, creating consumer preference profiles in a database, establishing mobile as an advertising channel, and enhancing profiles over time. Key benefits include engagement with preferred brands, access to exclusive offers and content, control over experiences, and improved targeting for advertisers. Operators also benefit from increased revenue and loyalty through these personalized marketing programs. The document calls for building case studies and guidelines to further educate brands and agencies on permission based mobile marketing.
Primary research involves collecting original data through methods like questionnaires and interviews, while secondary research uses existing data found online or in books. Primary research allows custom answers but risks dishonesty, while secondary research is easy to access and free but may be outdated or lack needed information. Both types of research have pros like being cheap or easy, and cons such as wasted time or inaccurate findings.
This document outlines plans for the website stretni.sk, which connects people looking to meet others for jobs, hobbies, sports, travel, or love and relationships. It discusses launching premium paid services and advertisements on the site, as well as expanding the site internationally and developing new services. The document concludes by thanking the reader for their attention and providing a contact email.
This document provides an overview of the basics of communication. It defines communication as the process of sharing information, ideas, thoughts, and feelings from a source to a receiver through various mediums to develop a common understanding. The document discusses models of communication, types of verbal and nonverbal communication, levels of communication from intrapersonal to mass communication. It also outlines various barriers to effective communication such as environmental, semantic, cultural, psychological, perception, organizational, gender differences, and choosing the wrong communication medium. The document serves to introduce fundamental concepts about the nature and process of communication.
The diary entries describe a series of mishaps and mistakes throughout the year, including returning a scarf that was too tight, being fired from a job for failing to print labels correctly, and getting trapped on an escalator at Macy's when the power went out. Other mistakes involved puzzles, swimming competitions, cooking instructions, and not understanding emergency numbers. The person reflects on it being a challenging year.
Child Death Review Teams can provide information to help prevent drowning. The data shows that drowning risks vary by age, with the highest risks for children ages 1-4 occurring in open water and for children ages 5-9 occurring in bathtubs. Pools are the most common location for drowning across all ages. Factors like lack of supervision, inability to swim, and lack of barriers often contribute to drowning incidents. The data comes from over 2,400 drowning cases reported to the National Child Death Review Case Reporting System between 1996-2011, with over 60% of cases coming from 10 states. This information can help identify groups most at risk and strategies to reduce drowning.
The document summarizes several reputable websites for searching consumer healthcare literature on the internet, including MedlinePlus, AHRQ, Healthfinder, and AARP Health Guide. It also discusses the Healthcare on the Net code of conduct for evaluating website credibility and providing reliable health information to consumers. Key evaluation criteria include author qualifications, date information was published, privacy policies, sponsorship disclosure, and advertising practices.
The group created cards with taxi numbers to provide intoxicated people with transportation options. They also started an Advocating for MADD Facebook group for their classmates to raise awareness about MADD and drunk driving issues. Within the Facebook group, they included information about MADD, videos, news articles, and stories to explain why they are advocating for MADD as students. They also encouraged joining other advocacy groups on related issues and reading the information posted to support various causes.
Sample building energy performance proposal jan 2012Royal Mail
This proposal outlines a plan to analyze the energy performance of 33 properties for a client. It involves conducting a desktop study to prioritize the properties according to their energy performance using key performance indicators. The top priorities, which would be the worst performing offices and industrial buildings, would then be visited to identify opportunities to improve energy efficiency. Additional factors like building value and tenant activities may also influence the prioritization. The work would review available information, calculate energy performance metrics, produce a prioritized report, and review the findings with the client. Fees are provided for each step of the process.
Ecvi is a SaaS platform for business process management in the hospitality industry. It uses business intelligence (BI) as the core of its profit management system, which includes tools for sales, supplier, and expenditure management. Ecvi aims to help corporate hotel chains increase profits by enabling synergies across platforms. The long term goal is for Ecvi to become the standard platform for the HORECA industry.
The camera man is responsible for operating the camera during filming and maintaining shot composition. They collaborate with the director and crew to make technical and creative decisions. A camera operator is part of a camera crew that includes the director of photography and camera assistants, and their skills include framing shots, using appropriate lenses and equipment, and understanding film storytelling and editing.
King Louis XIV had the Palace of Versailles built in the 17th century as a lavish home for himself and the French royalty and government. It featured ornate halls, gardens, and fountains and served as a symbol of the absolute power of the French monarchy. Later, Marie Antoinette had a small village built on the grounds and the Treaty of Versailles ending World War I was signed in the famous Hall of Mirrors. The palace continues to undergo restoration and remains an important historical site.
The document describes an integrated service called ISECED that connects various parties involved in early childhood education in Sri Lanka such as nurseries, day cares, teachers, students, parents, doctors, and NGOs through a software system. The key goals of the system are to 1) integrate all relevant parties through a single system, 2) allow parents to be actively involved in their child's development, and 3) give the government tools to monitor programs and allocate resources efficiently. The system would collect student records and program details to help the government develop policies and plan for early childhood education.
Monitoring and Evaluation Proposal for the Jordanian Ministry of Social Devel...Janae Bushman
This document proposes training NGOs in Jordan in monitoring and evaluation to build their management capacity. It would help NGOs produce results-based data for funding proposals, become more effective service providers, and increase transparency. The training would have 3 phases: building support for data collection, providing skills training, and using data for accountability and expanding programs. The goal is to strengthen NGOs as partners for sustainable development and poverty reduction in Jordan.
Unraveling Evidence Based Practices and Social Capital: Role of Social Worke...Ruby Med Plus
1) Mission Kakatiya aims to restore 45,000 tanks in Telangana over 5 years. Social workers play an important role in ensuring the sustainability of the program.
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This document discusses community systems strengthening (CSS), which promotes the development and sustainability of communities and community organizations to contribute to long-term health outcomes. CSS aims to improve access to and utilization of health services through increased community engagement in areas like advocacy, health promotion, and home-based care. For communities to effectively impact health, they must have strong, sustainable systems for activities, services, and funding. The core components of CSS systems include enabling environments, community networks, resources and capacity building, community activities, organizational strengthening, and monitoring and evaluation.
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300 words Building healthier cities and communities involves local.docxLyndonPelletier761
300 words
Building healthier cities and communities involves local people working together to transform the conditions and outcomes that matter to them. That civic work demands an array of core competencies, such as community assessment, planning, community mobilization, intervention, advocacy, evaluation, and marketing successful efforts. Supporting this local and global work requires widespread and easy access to these community-building skills. However, these skills are not always learned, nor are they commonly taught either in formal or informal education. The internet can provide an effective means for transmitting skill-building resources broadly and inexpensively. This section describes a free resource for building healthier communities called the
Community Tool Box
.
WHAT IS THE COMMUNITY TOOL BOX?
BACKGROUND.
In the early days of the World Wide Web (1995), we began work on an Internet-based resource for community change and improvement, the "Community Tool Box" (CTB). Our mission is to promote community health and development by connecting people, ideas, and resources.
We focused on developing practical information for community building that both professionals and ordinary citizens could use in everyday practice -- for example, leadership skills, program evaluation, and writing a grant application. The emphasis was on these core competencies of community building, transcending more categorical issues and concerns, such as promoting child health, reducing violence, or creating job opportunities.
We developed a broad and evolving Table of Contents and started writing, one section at a time. By mid-1999, there were over 160 how-to sections and over 3,500 pages of text available on the Community Tool Box. As of July 2000, there were over 200 sections online and more than 5,000 pages of text.
AUDIENCE.
The audiences or end users for this site include:
People doing the work of community change and improvement (community leaders and members)
People supporting it (intermediary organizations such as public agencies or university-based centers)
People funding it (governmental institutions, foundations, and others).
Use of the Community Tool Box grew nearly exponentially: over 100,000 hits in 1997, over 500,000 in 1998, and well over one million in 1999. Guestbook data confirm that users represent a wide variety of community-building settings and positions and come from all corners of the planet.
ATTRIBUTES.
Building healthier communities is hard work, requiring frequent adjustments to emerging opportunities and barriers. To be a resource for community work, a "tool box" would exemplify the following attributes:
Its content needs to be
comprehensive
. Since effective community members and practitioners need a variety of skills, sections of the Tool Box would have to reflect a broad array of core competencies (e.g., skills in conducting listening sessions, organizing focus groups, leading meetings, group facilitation and recording).
The inf.
The document provides information on engaging citizens and stakeholders in the development of Sustainable Urban Mobility Plans (SUMPs). It discusses:
1) The importance of participation in identifying mobility problems, developing objectives, and selecting measures to create buy-in and improve decision making.
2) Key challenges to effective participation including lack of political support, resources, and ensuring representation of diverse stakeholders.
3) Variations in participation practices across Europe, with some countries having legal requirements and others primarily informing stakeholders.
The Verification Of Virtual Community Member’s Socio-Demographic Profileacijjournal
This article considers the current problem of investigation and development of method of web-members’
socio-demographic characteristics’ profile validation based on analysis of socio-demographic
characteristics. The topicality of the paper is determined by the necessity to identify the web-community
member by means of computer-linguistic analysis of their information track (all information about webcommunity
members, which posted on the Internet). The formal model of basic socio-demographic
characteristics of virtual communities’ member is formed. The algorithm of these characteristics
verification is developed.
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Csc methodology for implementation
1. 1
Ismail Hashmi - IRSP
COMMUNITY SCORE CARD PROCESS
General Methodology for Implementation
Project Title: Improving School Governance
Implementing Agency: Organization for Human Development
Project funded by: USAID
INTRODUCTION
The community score card (CSC) process is a community based monitoring tool that is
a hybrid of the techniques of social audit, community monitoring and citizen report
cards. Like the citizen report card, the CSC process is an instrument to exact social and
public accountability and responsiveness from service providers. However, by including
an interface meeting between service providers and the community that allows for
immediate feedback, the process is also a strong instrument for empowerment as well.
The CSC process uses the “community” as its unit of analysis, and is focused on
monitoring at the local/facility level. It can therefore facilitate the monitoring and
performance evaluation of services, projects and even government administrative units
(like district assemblies) by the community themselves. Since it is a grassroots process,
it is also more likely to be of use in a rural setting.
Using a methodology of soliciting user perceptions on quality, efficiency and
transparency similar to citizen report cards, the CSC process allows for (a) tracking of
inputs or expenditures (e.g. Availability of School books and curriculum), (b)
monitoring of the quality of Education, (c) generation of benchmark performance
criteria that can be used in resource allocation and budget decisions, (d) comparison of
performance across facilities (e) generating a direct feedback mechanism between
providers and users, (f) building local capacity and (g) strengthening citizen voice and
community empowerment.
As an instrument of social and public accountability, OHD will is undertaking CSC with
skilled combination of four things: i) understanding of the socio-political context of
governance and the structure of public finance at a decentralized level, ii) technical
competence of an intermediary group to facilitate process, iii) a strong publicity
campaign to ensure maximum participation from the community and other local
stakeholders, and iv) steps aimed at institutionalizing the practice for continued civic
actions in education development.
2. 2
Ismail Hashmi - IRSP
MAJOR COMPONENTS OF CSC PROCESS
As such the CSC process is not a long-drawn and can even be carried out in one
public meeting. However, the purpose of the exercise is not just to produce a
scorecard, but to use the documented perceptions and feedback of a community
regarding some service (Education), to actually bring about an improvement in its
functioning.
For this reason the implementation of a comprehensive CSC process, does not stop at
just the creation of a CSC document that summarizes user perceptions. Instead, the CSC
process that we envisage involves four components:
(i) The input tracking scorecard,
(ii) The community generated performance scorecard
(iii) The self-evaluation scorecard by service providers
(iv) the interface meeting between users and providers to provide respective
feedback and generate a mutually agreed reform agenda
The Four Components of the Community Scorecard Process
Community Scorecard Process
Input Tracking
Interface Meeting
Scorecard
Community Generated Provider Self-Evaluation
Performance Scorecard Scorecard
3. 3
Ismail Hashmi - IRSP
THE STAGES INVOLVED IN IMPLEMENTATION
The four components of the CSC process requires a fair deal of preparatory groundwork
as well as follow-up efforts towards institutionalizing the process into governance,
decision making and management of service provision at the local level. Thus, all in all,
we can divide the CSC process into six key stages (i) preparatory groundwork, (ii)
developing the input tracking scorecard, (iii) generation of the community performance,
(iv) generation of the self-evaluation score card by facility/project staff, (v) the interface
meeting between community and providers, and (vi) the follow-up process of
institutionalization. These stages and the tasks involved in them are described below.
Preparatory Ground Work
First, identification of the scope of the monitoring or performance evaluation education
is going to be evaluated. Therefore, the methodology of the CSC in monitoring
performance of education services will be taken into consideration. The samples for the
CSC process are 5 villages in three union councils of Tehsil and District Mardan. The
areas will be divided into clusters before implementation of CSC. These clusters will be
cohesive, so that defining the members of different villages as a ‘community’ does not
become unrealistic.
Second, the high degree of facilitation and mobilization required in the CSC process,
so it is important to find people or groups within the sample area that can help with
the implementation of the scorecard. These can include traditional leaders, members
of local governments, and workers at the service facilities in the region, community
volunteers, and staff from local/international NGOs.
The methodology we describe should be seen as just one method of execution of the
model. Depending on the context there can be variations in the way that the process is
undertaken, and it is this characteristic that makes it very powerful.
Third, as the process of drawing out community perceptions is done via a community
meeting, it will be ensured that the latter has broad participation from all parts of the
community in the village cluster. For this purpose, the meeting will be leaded by full-
scale mobilization of people in the community through an advocacy/awareness
generating campaign that informs people about the purpose and benefits of the CSC. If
a large segment of the community participates in the process, the first step towards
success would have been achieved. Therefore it is useful for the facilitators to have a
history of work with the community so that trust has been built.
Fourth, since the data collection during the community gathering is done on the basis of
focus groups, a preliminary stratification of the community based on usage of the
schools that is being evaluated needs to be undertaken. This includes finding out first
who uses what, how much, and what the demographic and poverty distribution of usage
is? This initial stratification can be done by two means:
4. 4
Ismail Hashmi - IRSP
(a) Either through field visits and informal interviews by the facilitating team, or
(b) By using existing social/poverty mapping data collected by previous
participatory exercises.
The stratification will also give a first glimpse at the usage issues and performance
criteria that one can expect to generate through the exercise.
Development of the Input Tracking Scorecard
First, in order to be able to track inputs, budgets or entitlements one must start by
having data from the supply side about these. Therefore, the first job is clearly to obtain
this supply-side data. This can be in the form of:
(a) inventories of inputs like drugs, textbooks, furniture, etc.,
(b) financial records or audits of projects,
(c) budgets and allocations of different projects, or
(d) Entitlements based on some kind of national policy (e.g. one textbook per
child).
Second, take this information to the community and the project/facility staff and tell
them about it. This is the initial stage of letting the community know their ‘rights’ and
providers their ‘commitments.’ For instance, are workers’ wages supposed to be 500
Rupees per day, are PTCs entitled to spend 10,000 Rupees per month on school
development, or are there supposed to be per child books available in the school?
Third, to divide participants into focus groups based on their involvement in the
service/project e.g. are they workers, aid receiving households, facility staff, users,
etc. Usually it needs to separate the providers from the community, and then
subdivide each group. The resulting sub-groups should have sufficient numbers of
respondents from each aspect of the project (users, workers, aid recipients, etc.) and
should ideally also be mixed in terms of gender and age. They will then be able to
provide information regarding different inputs.
Fourth, using the supply-side information above and the discussions in the sub-groups it
needs to finalize a set of measurable input indicators that will be tracked. These will
depend on which project or service is under analysis. Examples include the funds
received for different school development work, quality of education, sources of
procurement under a project (were the cheapest sources used, was a friend/relative given
a contract, etc.). In each case the aim is to come up with an indicator for which a variance
between actual and entitled/budgeted/accounted data can be compared.
Giving community members access to information about their entitlements and local
budgets is in it a highly empowering process, and can be seen as an example of putting
the rights based approach towards development into action.
5. 5
Ismail Hashmi - IRSP
Fifth, with the input indicators finalized the next step is to ask for and record the data on actuals
for each input from all of the groups and put this in an input tracking scorecard as shown in
table-1 below. Wherever possible each of the statements of the group member should be
substantiated with any form of concrete evidence (receipt, account, actual books or furniture,
etc.). It can triangulate or validate claims across different participants as well.
Sixth, in the case of physical inputs or assets one can inspect the input (like toilet facilities) to
see if it is of adequate quality/complete. One can also do this in the case of some of the
physical inputs like number of toilets present in the village school in order to provide first
hand evidence about project and service delivery.
Input Tracking Scorecard Looks Like
Input Indicator Entitlement Actual Remarks/Evidence
Textbooks per child
Children per class
Sanitation Facilities
Furniture per classroom
Wages of Teachers
Community Generated Performance Scorecard
First, once the community has gathered, the facilitators (both local and external) face the task
of classifying participants in a systematic manner into focus groups. The most important basis
for classification must be usage, in order to ensure that there are a significant number of users
in each of the focus groups. Without this critical mass, no useful data can be solicited. Each
group should further have a heterogeneous mix of members based on age, gender, and
occupation so that a healthy discussion can ensue.
Second, each of the focus groups must brainstorm to develop performance criteria with which
to evaluate the facility and services under consideration. The facilitators must use appropriate
guiding or ‘lead- in’ questions to facilitate this group discussion. Based on the community
discussion that ensues, the facilitators need to list all issues mentioned and assist the groups to
organize them into measurable or observable performance indicators. The facilitating team must
ensure that everyone participates in developing the indicators so that critical masses of objective
criteria are brought out.
Third, the set of community generated performance indicators need to be finalized and
prioritized. In the end, the number of indicators should not exceed 5-8. This is the critical
feature of the CSC since these community based indicators are the basis for assessing the
quality of services and soliciting user perceptions in a systematic manner.
Example of lead in questions is: Do you think this school is operating well? Why? How would
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you measure/describe the quality of the education here?
Examples of indicators include the attitude of staff (politeness, punctuality, etc.), the quality
of services provided (adequate infrastructure and equipment, qualifications of staff, etc.), the
maintenance of the facility, and access. The indicators should be ‘positive’ in the sense that a
higher score means better (e.g. ‘transparency’ rather than ‘lack of transparency’ should be
used as the indicator). In addition to the community-generated indicators, the evaluation team
as a whole can agree on a set of standard indicators (about 3) for each facility, project or
service.
Fourth, having decided upon the performance criteria, the facilitators must ask the focus
groups to give relative scores for each of them. The scoring process can take separate forms –
either through a consensus in the focus group, or through individual voting followed by group
discussion. A scale of 1-5 or 1-100 is usually used for scoring, with the higher score being
‘better’.
Fifth, in order to draw people’s perceptions better it is necessary to ask the reasons behind
both low and high scores. This helps explain outliers and provides valuable information
and useful anecdotes regarding service delivery.
Sixth, the process of seeking user perceptions alone would not be fully productive without
asking the community to come up with its own set of suggestions as to how things can be
improved based on the performance criteria they came up with. This is the last task during
the community gathering, and completes the generation of data needed for the CSC. The
next two stages involve the feedback and responsiveness component of the process.
Table-2: Community Generated Performance Scorecard
Community Score
generated 1 2 3 4 5 Remarks
criteria Very Bad Bad OK. Good V. Good
Availability of Score:
staff %:
Availability of
ambulance
Availability of
drugs
Availability of
furniture
Attitudes of staff
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Generation of Self-Evaluation Scorecard by Facility Staff
First, in order to get the perspective of the providers, the first stage is to choose which
facilities will undertake the self-evaluation. This choice depends to a large extent on the
receptiveness of the staff at the facility, and so there is perhaps the need for some advocacy
to them as well about the purpose and use of the CSC process.
Second, as with the community, the facility staff need to go through a brainstorming
session to come up with their own set of performance indicators. These should then be
classified in a manner that is easily comparable with the indicators chosen by the
community.
Third, as in the community gathering, the staff of the school need to fill in their relative
scores for each of the indicators they came up with. These are again averaged to get the
self-evaluation score card.
Fourth, the facility staff too needs to be asked to reflect on why they gave the scores they
did, and to also come up with their own set of suggestions for improving the state of
service delivery. One can even for the record ask them what they personally consider
would be the most important grievances from the community’s perspective, and then
compare and see the extent to which the deficiencies are common knowledge.
Interface between Community and Education Staff
First, both the community and providers need to be prepared for the interface meeting.
This final stage in the CSC process holds the key to ensuring that the feedback of the
community is taken into account and that concrete measures are taken to remove the
shortcomings of service delivery. To prepare for this interface, therefore, it is important to
sensitize both the community and the providers about the feelings and constraints of the
other side. This ensures that the dialogue does not become adversarial, and that a
relationship of mutual understanding is built between client and provider. The
sensitization task can be done through a series of training sessions with members of both
sides, and through sharing the results of the two scorecards.
Second, a major task for the implementing team will then be to ensure that there is adequate
participation from both sides. This will require mobilization at the community level, and
arrangements so that facility staff is able to get away from their duties and attend the
meeting. One can further involve other parties, like local political leaders, and senior
government officials in the interface meeting to act as mediators, and to give it greater
legitimacy.
Third, once both the groups have gathered in a meeting, the implementing team has to
facilitate dialogue between the community and the service providers and help them come
up with a list of concrete changes that they can implement immediately. This will give
credence to the entire process from both the community’s and provider’s perspectives, and
make it easy to undertake such exercises in the future. Senior government officials and/or
politicians present can also endorse the reforms.
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2.6 Follow-up and Institutionalization
First, CSC initiatives, especially those that arrive as one-off experiments will serve little
long-term purpose unless implementation is followed through on a sustained basis. Both
demand and supply side measures can be undertaken to ensure this institutionalization.
From the supply side, the key is to get local governments and district assemblies to create
forums for feedback from communities via the CSC so that performance based policy
action can be taken.
Second, the regional and national governments can integrate CSC findings in their
decentralization program, by making the results of the scorecards the basis for allocation of
resources or performance based incentives across local governments, sectors, and/or
facilities.
Third, from the demand side, community based organizations can train their staff on how to
conduct a CSC, so that they become the institutions responsible for undertaking the
exercise on a sustained basis.
Fourth, links can also be made with existing community organizations such as PTs, or
health committees, so that they get involved in facilitating and implementing CSC
processes. This will reinforce the sustainability and legitimacy of the process.
Fifth, various indirect uses of the data and findings of CSCs can be promoted by ensuring
that the information contained in them is disseminated into the public domain. This can be
done via grassroots media like community radio, or through the national press and
television.