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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)


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III. SOCIAL ACCOUNTABILITY


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SOCIAL ACCOUNTABILITY PILLARS

Government Organized Cultural and


Access to
responsiveness and capable context
information
and openness citizens appropriateness
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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
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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
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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
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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


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Cited in Fox and Aceron, 2016


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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


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