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The document describes two cases of grievance redressal programs. The first case discusses a customer service response program created by the Engineering Department of Victoria, Canada in 2004. Through surveys of five neighborhoods, citizens provided feedback on engineering projects and recommendations were implemented. The second case discusses 'Suvidha' Camp, a bi-monthly meeting held in New Delhi where officials from different departments of the local municipal council are present to resolve complaints from citizens regarding various public services.
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Grievance Redressal
The Engineering Department of Victoria, British Columbia created a Customer Service Response Program in 2004 to gather feedback from citizens on how engineering projects impacted neighborhoods. Surveys were conducted in 5 neighborhoods, with response rates ranging from 15-48%. Citizens provided feedback on project scope and benefits, interactions with staff, and logistical issues. Many recommendations from citizens were implemented in future projects, such as designating a single staff contact for each project.
The New Delhi Municipal Council holds a bi-monthly 'Suvidha' Camp meeting to provide information to residents, handle complaints, and address grievances related to various municipal services. Officials from different NDMC departments are present to resolve issues raised by citizens.
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Ic_new
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Testing
The New Zealand Department of Labour commenced a three year project involving policy makers, researchers, community development workers and three communities to gather public input on economic development issues. The project team spent time planning, implementing, observing and reflecting on issues identified by community members to develop policy recommendations for ministers and the cabinet. The key aspect was that the team worked at the community's pace and allowed common issues to emerge without pushing their own agenda.
A European Commission funded project called Smarticipate aimed to develop an IT system to facilitate citizen participation in urban planning. The system would use open government data and 3D modeling to visualize proposals and provide automated feedback on feasibility. It was tested in Hamburg, Rome and London to integrate top-down and
Inputs soliciting
The New Zealand Department of Labour commenced a three year project involving policy makers, researchers, community development workers and three communities to integrate public input into policy-making. Called CEDAR, it spent time planning, acting, observing and reflecting with communities to identify economic development issues and provide recommendations to ministers. A key aspect was working at the community's pace and allowing common issues to emerge organically.
The Smarticipate project in Hamburg, Rome and London aimed to develop an IT system to facilitate citizen participation in urban planning. It would use open government data and 3D modeling to visualize proposals and provide automated feedback on feasibility. This would integrate top-down and bottom-up decision-making for smart cities. A proof of
Citizen co management
This document describes 6 cases of citizen co-management around the world. Case 1 discusses "machizukuri", a community planning technique used in Kobe, Japan post-earthquake that involved communities building public spaces with government funding. Case 2 discusses neighborhood development corporations in The Hague, Netherlands that aligned redevelopment plans with resident welfare associations. Case 3 discusses participatory neighborhood planning in Puducherry, India that empowered stakeholders through community infrastructure improvements.
Citizen co management
The document describes 6 cases of citizen co-management around the world. Case 1 discusses how the Japanese city of Kobe adopted "machizukuri", allowing communities to build public spaces with government funding post-earthquake. Case 2 shows how neighborhood development corporations in The Hague aligned redevelopment plans with resident welfare associations. Case 3 involves participatory neighborhood planning in Puducherry, India between public bodies and community stakeholders. Case 4 highlights how citizens in Ahmednagar, India helped provide temporary services during lockdown that were later adopted by authorities. Case 5 discusses using design tools to crowdsource urban design opinions from citizens in Zurich. Case 6 examines Pune, India's participatory budgeting process that allocates funds based
Best practices
The document describes several cases of citizen co-management and solution co-creation around the world:
1. In Kobe, Japan, a "machizukuri" technique was adopted post-earthquake that involved communities building public spaces themselves with government funding, helping rebuild neighborhoods.
2. In The Hague, Netherlands, neighborhood development corporations aligned redevelopment plans with resident welfare associations, yielding community amenities like parks, pools, and maintenance services.
3. In Puducherry, India, a participatory neighborhood planning project aims to empower stakeholders through financing mechanisms to achieve slum-free development.
4. In Ahmednagar, India, citizens developed temporary COVID-19 response facilities like mask
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- 1. GRIEVANCE REDRESSALCases around the Globe
- 2. CASE 1: CUSTOMER SERVICE RESPONSE PROGRAM Location: Victoria, British Columbia, Canada Description: In 2004, as part of an initiative to improve customer service, the Engineering Department of the local Victoria city corporation created the Customer Service Response Program to find out how its projects were impacting neighbourhoods. 5 neighbourhoods were assessed through surveys and citizens were asked to provide feedback on engineering department projects. Citizens were asked about their awareness of project scope, information and benefits of projects; interactions with ULB staff and logistical issues regarding signage, access, parking, traffic and cleanliness. Response rates ranged from 15 – 48%, and many recommendations were implemented into future projects. For instance one example is that of project team coordination which ensures that there is a designated staff person to oversee the project from start to finish ……Read More Source: Civic Engagement at The City of Victoria Image from the report on improving civic engagement in Victoria
- 3. CASE 2: ‘SUVIDHA’ CAMPLocation: New Delhi Municipal Council (NDMC) Description: The ’Suvidha’ Camp is a bi-monthly meeting held on Saturdays at the Palika Kendra aiming to provide information, facilitation and grievances redressal for the benefit of its residents and services users. Officials of different departments in NDMC are present with the citizens to resolve complaints related to various services. ……Read More Source: Team Involve Poster of the ‘Suvidha’ camp at the NDMC Palika Kendra