DMG 246

DMG 246
Public Integrity and Social Accountability

Atty. Damcelle Torres-Cortes

Institute for Governance and Rural Development
College of Public Affairs & Development
University of the Philippines Los Banos
1st Semester AY 2019-20
DMG 246

Today,  Discussion
II. Social Accountability
Nov 23 C. Scanning SA initiatives
D. Designing SA strategies/programs

 Group presentation – Introducing CMS to stakeholder/s

 Individual Oral Exam

 Integration

 Student Evaluation of Teacher (SET)

DM 246

III. SOCIAL ACCOUNTABILITY

DM 246
DM 246

SOCIAL ACCOUNTABILITY PILLARS

Government Organized Cultural and

Access to
responsiveness and capable context
information
and openness citizens appropriateness
DM 246

Participatory Governance and Social Accountability

Philippines?
• An Empowering Barangay Code (Sibugay, Zamboanga)
• Youth Takes on Participatory Governance (Abra)
• From Faith to Participatory Governance (Tabuk, Kalinga)
• Governance as Shared Responsibility (San Fernando,
Pampanga)

* Please refer to class drive folder for Videos Philippine

examples for the documentaries
DM 246

Social Accountability: Potential Benefits

Improved Poverty Citizen Voice & Enhanced

Governance Reduction Empowerment transparency

Strengthened
Reduced Strengthened
public sector Decentralization
corruption social capital
reforms

ANSA EAP
DM 246

Social Accountability: Risks

Lack of Failure to result in

Raised citizen
sustainability or service
expectations
institutionalization improvements

Superficial level of
Lack of
citizen
inclusiveness
involvement
ANSA EAP
DM 246

Vertical Integration
• “coordinated multi-level policy monitoring and advocacy”
• “tries to address power imbalances by emphasizing the coordinated
and independent oversight of public actors at local, subnational,
national, and transnational levels”

Fox and Aceron, 2016

DM 246

Cited in Fox and Aceron, 2016

 DM 246

1. Identify unit/ 8. Apply SA 9. SA Theory of

DESIGNING organization Dimensions Action

SOCIAL
ACCOUNTABILITY 2. Identify actors: 7. Stakeholder
10. Operational
design (the “how”,
INTERVENTIONS accountability holder
and power-wielder
analysis - sources of
support
incl. standard or
surrogate)

3. Context:
Ethical climate, 6. SA Theory of 11. Monitoring and
political culture, Change evaluation
values

4. Entry-points: Gap, 5. Purpose of SA 12. Risks and

need, opportunity interventions mitigation
DM 246 Understand the context

Develop a clear theory of change

Be strategic

Understand and work with powerholders

Recognize that civil society and communities are not immune to the influence of power and politics

Aim to shift relationships between powerholders and ordinary citizens

Place practical and operational learning at the core of implementation

Collect systematize and share multiple forms of evidence

Work in longer-term partnerships to build ownership and sustainability

Avoid participation fatigue by incentivizing quick wins

Build on existing accountability systems

DM 246

See and
apply tools
DM 246

Stakeholder Mapping
 DM 246

Faustino, J. , 2019
DM 246
 Theory of Change
• Planning method
• Looks into context, drivers and
process of change
• “Makes assumptions about what
will happen if a programme
follows a particular course of
action”
• Links inputs, outputs, short-term
and long-term outcomes
Theory of Action
• Planning method
• Operationalization of the ToC for
a specific intervention
• Example is a logframe
• Shows the activities needed to
produce the intended
outcome/s
DM 246

https://www.coffey.com/en/ingenuity-coffey/what-is-a-theory-of-action/
DM 246

Example