57 Social Accountability Stocktaking

8/10/2019 57 Social Accountability Stocktaking

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THE TOOLS OF SOCIAL ACCOUNTABILITY STOCKTAKING

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THETOOLSOFSOCIAL

ACCOUNTABILITY

STOCKTAKING

GETTING TO KNOW THE LAY OF THE LAND

Afiliated Network for Social Accountability in

East Asia and the Paciic


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GETTING TO KNOW THE LAY OF THE LAND

The term stocktaking commonly refers to the physical veriication

of the quantities and condition of items held in an inventory as part

of an audit or valuation.1TheFreeDictionary, on the other hand,

deines stocktaking as a reappraisal of a situation, a person, or ones o!n

position or prospects. This second deinition appears to go "eyond "usiness

processes, emphasi#ing its sociopolitical value.

$t is this second sense that %&'% (%) has adopted stocktaking as the

collective term given to the tools in getting to kno! and understanding the

social accounta"ility situation of a speciic area or sector. For %&'% (%),

stocktaking means a re*appraisal +or assessment of a social accounta"ility

situation, including its key players and stakeholders, the processes and

dynamics, the tools and methods, etc.

%&'%*(%)s stocktaking frame!ork uses four tools-scanning, scoping,

mapping, andproiling.(ach one, as it !ere, precedes and prepares the

other like a funnel.

The templates serve as guides, hence the areas of inquiry and the

descriptors are suggestions to help steer the investigator in scrutini#ing

the !ider arena of social accounta"ility. The investigator may add details

and revise the items according to the goals, o"ectives and speciic outputs of

the study.

T

HETOOLSOFSOCIALACCOUNTABILITYSTOCKTAKING


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WHAT IS THE TOOL?

Scanningrefers to the preliminary e8amination of the !ide arena of

governance in a given area, looking for agents, processes, and activities in

the conte8t of social accounta"ility. $t can "e descri"ed as a !ide, s!eeping

search much like moving a light "eam over a targeted area to gain an image

f 9 t t f l 9 f i l t "ilit i t f liti l d i

SCANNING


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identiication of '%c initiatives, those entities doing '%c !ork, a general

description of '%c tools if any, salient governance and political issues,

accomplishments, and prospects.

WHAT IS THE TOOL FOR?

To provide focus, %&'% (%) uses the : )illars of 'ocial %ccounta"ility as

handles. These are- +a government responsiveness and openness, +"

organi#ed and capa"le citi#ens, +c access to information, and +d cultural

and conte8t appropriateness. The information !ill help to-

$dentify citi#ens and citi#en groups that engage in governance !ork !ithin a

speciied region, country or a sector

(8plore the governance locus !here '%c !ork is "eing done- its social, political,

economic, cultural, and historical conte8t that have a "earing on '%c !ork

Determine and descri"e '%c activities and innovations

HOW IS THE SCANNING TOOL USED?

'canning is e8ploratory and descriptive, utili#ing the sno!"all approach

of data collection. $t uses various data gathering techniques such as desk

revie! +online and archival7secondary documents, intervie!s !ith key

informants, and roundta"le discussions !ith e8perts.

;ecause the aim of scanning is to provide an environmental perspective,

key informant intervie!s and roundta"le discussions are optional. Data

analysis is generally qualitative. Descriptive statistics is used to support

qualitative analysis and for comparative purposes.

WHAT ARE THE OUTPUTS AND OUTCOMES OF THE SCANNING ACTIVITY?

% scanning documentation identiies and provides general information


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WHAT IS THE SCANNING DATA FOR?

=hile the information gathered is "road and general, data from

scanning-

)rovides '%c practitioners an initial inventory of the !idth and "readth of

governance !ork in the region, country or sector

)rovides general "ackground information on the conte8t and issues of

governance, e.g. social, political, economic, cultural, and historical information

that may have a "earing on '%c !ork

)rovides initial information on approaches and tools used "y key actors of

governance !ork in a region, country or sector at the national and su"national

levels

%s platform and source material for scoping, mapping, and proiling of '%c

initiatives in a region, country, or sector.

WHAT IS THE SCOPING TOOL?

Scopingcarves out information from the scanning activity and highlights

all kno!n social accounta"ility !ork !ithin that environment. 'coping sets

the "oundaries or demarcates the coverage of possi"le social accounta"ility

initiatives or interventions.

'coping thus sets the "oundaries or demarcates the coverage of possi"leinitiatives or interventions so that the outcomes7effects could "e "etter

anticipated and are those that are most likely to "e signiicant. $t determines

!hat should "e included and e8cluded +!hat is in and !hat is out.

'coping clariies the validity of issues, the comple8ity of the situation, the

SCO$ING


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WHAT IS THE SCOPING TOOL FOR?

'coping identiies speciic organi#ations and institutions engaged in

social accounta"ility. 'coping is used to-

Dra! up an inventory of organi#ations and institutions that actually practice

'%c +identiied and validated during the scanning process

$dentify overlaps, links and colla"orations among key or primary '%c agents

+organi#ations, individuals, net!orks, etc.

Determine key issues and concerns pertaining to social accounta"ility

$dentify and eliminate from the study those issues that are not signiicant to

'%c, or issues that have "een analy#ed in previous revie!s

Deepen understanding of key factors and forces that play mediating roles in the

interface "et!een citi#ens groups and governments, such as ones socio*

cultural, historical, and political conte8t

To identify cross*cutting '%c practices, approaches, tools and mechanisms

HOW IS THE SCOPING TOOL USED?

=hile scoping is e8ploratory and descriptive in nature like scoping, itprovides a more detailed output in terms of deining and setting the

"oundaries of organi#ations or institutions that practice '%c. $t is a more

focused use of the '%c : )illars to frame, investigate, collect, and analy#e

information. 'coping utili#es the documentation provided "y the scanning

activity as a primary source of information and as a starting point for an in*

depth gathering of data. 3ike scanning, this activity is conducted through-

Desk revie! +online and archival7secondary documents

$ntervie!s !ith key informants

6oundta"le discussions !ith e8perts

Data validation "y e8perts +usually through a !orkshop


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%n inventory of citi#en and government groups that actually practice '%c

%n overvie! of factors and forces that mediate the dynamics of and interface

"et!een citi#ens groups and government, "ringing into focus the region,

country, or sectors sociocultural, historical, and political conte8t

% general description of '%c practices, approaches, tools and mechanisms that

are prevalent in the region, country or sector

WHAT IS THE SCOPING DATA FOR?

The scoping information is useful "ecause of the follo!ing-

)rovides a general "ack*ground of '%c initiatives in the region, country or

sector

5ore speciic than scanning> mapping identiies and "rings into focus

organi#ations and institutions actually practicing '%c

'ituates the practice of '%c in the sociocultural, historical, and political conte8t

of the region, country or sector

$dentiies the general '%c agenda and issues

)rovides general information and trends on each of the '%c Four )illars

;roadly, the scoping information facilitates ones kno!ledge regarding

the follo!ing-

(nriching '%c kno!ledge in a region, country or sector

$dentifying and esta"lishing net!orks and other entry points for '%c !ork

(sta"lishing general trends in the data thus allo!ing for a more accurate

rendering of thematic patterns

3ocating and planning initiative or intervention in light of the emerging agenda

and issues facing '%c

%A$$ING


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5apping provides a more comprehensive appreciation of the spread,

intersects and links of information gathered from the more "asic

information gathered from the getting*to*kno!*you questions of !ho are

doing '%c in the scanning and scoping activities. $n a mapping e8ercise the

question asked is ? !hat e8actly are the agents7actors7stakeholders doing>

ho! long they have "een doing it, !here they are doing it, ho! they are

doing it, in !hat manner and "y !hat means, etc.

5apping like!ise addresses the question of conte8t "y looking at the

organi#ation or institutions sociocultural, historical, and political milieu in a

more detailed manner. 5apping here is considered as a more integral ne8t

step to scoping. +2o!ever, it must "e noted that "oth scanning and scoping

activities often involve some type of mapping and proiling of stakeholders

or key drivers of '%c.

WHAT IS THE MAPPING TOOL FOR?

5apping aims to provide a more detailed description and indepth

analysis of '%c initiatives in the conte8t of the region, country or sectorssociopolitical, historical, and cultural milieu.

To provide a detailed description and indepth analysis of '%c practices per

organi#ation7institution +and across organi#ations7institutions, speciically

focusing on key stakeholders and partners +including their understanding of

'%c, historical evolution, approaches and methodologies, and tools and

mechanisms

To identify and esta"lish patterns, themes, and trends as a result of dataanalysis

To identify emerging issues and concerns related to '%c !ork

To systematically use the '%c Four )illars as a ilter to collect and analy#e

data-


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The mapping process uses the scoping output as a platform to investigate

further and in more detail '%c initiatives in a region, country or sector.

@utputs from revie! of literature +secondary source of data are utili#ed to

investigate and generate ne! data, as !ell as to pro"e and validate

information, using key informant intervie!s and focus group discussions.

Data analysis looks for patterns, themes, and categories ? thus providing a

deeper understanding of '%c initiatives in the region, country or sector.

%s !ith scanning and scoping, the initial results of a mapping study are

like!ise su"ected to validation involving key stakeholders, usually in a

!orkshop setting.

WHAT ARE THE OUTPUTS AND OUTCOMES OF THE MAPPING ACTIVITY?

% mapping documentation that provides detailed information and

analysis on-

=ho are doing '%c, !hat e8actly they are doing, ho! long they have "een doing

it, !here they are doing it, !ho they are doing it !ith, in !hat manner, and "y

!hat means

The organi#ation or institutions sociocultural, historical, and political conte8t

in a more detailed manner

$dentiied patterns, themes, and trends as a result of data analysis

Detailed information and analysis from the perspective of the '%c Four )illars

frame!ork

(merging issues and concerns related to '%c !ork

(lements, opportunities, and entry points for '%c net!orking, advocacy, and

capacity*"uilding

WHAT IS THE MAPPING DATA FOR?

The mapping information is useful "ecause of the follo!ing-


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'tarting point for detailed proiling of institutions and organi#ations doing '%c

!ork

WHAT IS THE PROFILING TOOL?

Proilingtakes a more detailed look using a descriptive assessment of the

mapping questions, investigating the makeup of speciic social accounta"ility

agents and intermediaries +organi#ations or institutions doing social

accounta"ility !ork "y appraising its strengths and !eaknesses> its

strategy, structure, systems, stafing, skills, leadership style, and sharedvaluesC> and the challenges it faces.

% proile can also provide information on the level of interest that

organi#ation mem"ers may have in "eing actively involved in a '%c

undertaking and their preferred method of engagement. The understanding

provided "y proiling can assist in the development of an engagement

strategy and lead to more effective proects and programs as these aretailored to the needs and characteristics of the people involved.

%nother important element in proiling is the capacity assessment of the

agents, lead partners or stakeholders of '%c.

WHAT IS THE TOOL FOR?

)roiling aims to assess the strengths and !eaknesses of speciic '%cagents targeted or considered as part or partner of the planned undertaking

or '%c initiatives +proects or programs. The o"ectives are-

To assess the strengths and !eaknesses of speciic '%c agents to undertake '%c

!ork in terms of strategy structure systems stafing skills and competencies

$&OFILING


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To provide information on the agents social and economic characteristics, its

net!orking capa"ilities, and social infrastructures that it provides

To provide information on the level of interest +and !here possi"le,

commitment of organi#ation mem"ers and stakeholders to undertake '%c

!ork and preferred method of engagement

To identify the capacity "uilding agenda for '%c stakeholders or speciic groupsor clusters of actors

HOW IS THE TOOL USED?

The proiling process uses the scoping and mapping outputs as its

sources as !ell as platforms to investigate speciic agents +organi#ations and

institu*tions that are possi"le %&'%*(%) partners. @utputs from revie! of

literature are utili#ed to e8amine and generate ne! data, as !ell as to pro"e

and validate information, using key informant intervie!s and focus group

discussions. %rchival and secondary data from the targeted organi#ations

are used to provide a more complete picture.

The initial results of the proiling study undergo a validation !orkshop

!ith the organi#ation or institutions stakeholders.

%nother method is the use of a capacity assessment focused on

predetermined set of competencies or capacities required for speciic '%c

!ork.

WHAT ARE THE OUTPUTS AND OUTCOMES OF THE PROFILING ACTIVITY?

% documentation descri"ing the capacity and, conversely, the capacity

needs of '%c agents, !hich are considered as potential partners and

colla"orators of %&'% (%) in undertaking '%c initiatives. The

documentation provides the follo!ing information a"out the organi#ation or

i i i


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$nformation on the agents social and economic characteristics, its net!orking

capa"ilities, and social infrastructures that it provides

$nformation on the level of interest +and !here possi"le, commitment of

organi#ation mem"ers and stakeholders to undertake '%c !ork and preferred

method of engagement

WHAT IS THE PROFILING DATA FOR?

The proiling data provides a detailed and indepth assessment of the

capacities of the targeted '%c agent +organi#ation or institution that can

assist in the development of common partnership '%c undertakings.

'peciically, the proiles have the follo!ing "eneits-

5apping of environmental and organi#ational issues

Facilitate in the design of a capacity "uilding program "ased on the needs of the

organi#ation or institution

%s entry points for engagement, net!orking and capacity "uilding

Facilitate in the conduct of planning of programs and proects


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TEMPLATE FOR SOCIAL ACCOUNTABILITY SCANNING

This template is a tool for scanning the social accountability environment within the bigger context

of governance. The information generated and gathered is intended to examine the bigger societal

environment within which social accountability is embedded.

The template is a guide, hence the areas of inquiry and the descriptors are suggestions to help

steer the investigator in scrutinizing the wider arena of social accountability. The investigator may

add details and revise the items according to the goals, objectives and specific outputs of the study.

The objectives of scanning are

!. To explore the locus and context where "#c wor$ is being done, e.g. the social, political,economic, cultural, and historical aspects that have a bearing and impact on "#c wor$

%. To identify and gather information on citizens groups that engage in governance wor$ in a

region, country or a sector at the national and sub&national levels

'. To initially identify and gather information on "#c agents and their initiatives and activities

AREA OF INQUIRY DESCRIPTOR DATA

1. Geographic and

demographic

ac!gro"nd

a( )eographic characteristics

b( *opulation characteristics

c(

*opulation distribution +sex, age,

geographic, urban&rural, etc.(

#.

$rie% hi&'orica(

ac!gro"nd

). Socio*c"('"ra(

ac!gro"nd

a( anguage and ethnic groupings

b(

-eligions and faith systems

c( edia, communications, /T

d( 0nique cultural characteristics +family,

property, women1children, etc.(

e(

2ultural factors that promote1hindercitizen engagement with government

+ Socio*economic

a(

3atural resources

b( ajor sources of livelihood1revenues

+agriculture, mining, trade,

manufacturing, oil, etc.(


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political setup +e.g. colonization,

geopolitics(

d( "tate of electoral system and

mechanisms

e( *olitical factors that promote1hinder

citizen engagement with government

-.

Goernance and

'he po(ic/

enironmen'

a(

2entralized vs decentralizedb( egislations and policies that

promote1hinder citizen engagement

with government

c(

"tatus of government service delivery

systems and mechanisms

d( "tatus of the public finance

management system +planning,

budgeting, expenditure management,

performance monitoring(

e( 6xtent to which citizens and citizen

groups engage and1or participate in

these processes

f( *ublic grievance mechanisms

g( "ocial accountability champions in

government +individuals or institutions(

h(

4actors in governance and policyenvironments that contribute

to1hinder citizen engagement with

government

0. Goernmen' and

NGO1re(a'ion&hip

a( 7rief historical bac$ground of

government&3)8 relationship,

including evolution of 3)8s

b( )eneral attitude of government1public

officials towards efforts by citizen

groups to engage government

c(

6xtent of 3)8 participation and

influence in governance processes, e.g.

in the public finance management

cycle

d( 6xtent of access to information by


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. Organi2ed ci'i2en

gro"p&

a( 3umber of active 3)8s1278s%

b( 3umber +and : of total( of 3)8s1278s

that actually engage government +in

whatever form or capacity(

c( "tatus of inter&3)8 relationships

d(

"upport for 3)8s1278s +local and

foreign(

e( )eneral attitude of 3)8s1278s

towards efforts to engage government

f( 2ategorization and proportion +:( of

3)8s1278s according to type of

engagement with government, e.g.

health, education, public finance

management, etc.

g(

#pproaches and modalities of engaging

+or ways of wor$ing with( government,

e.g. opposition, collaboration,

partnership, etc.

h( Tools and mechanisms generally used

in engaging government, e.g.

community scorecard, participation in

planning and budgeting, procurement

monitoring, etc.

i( 2hallenges commonly faced by 3)8s in

engaging government


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TEMPLATE FOR SOCIAL ACCOUNTABILITY SCOPING

This template is designed as a scoping tool to carve out and put into the spotlight all known SAc work in a region, country, or a sector. Scoping

brings into focus known SAc initiatives specifically citien groups engaged with government in the universe of governance work.

The ob!ectives of scoping are"

#.

To come up with an inventory of SAc agents $organiations and institutions% that actually practice social accountability, e.g. those have

been initially identified and validated in the scanning process%

&.

To identify cross'cutting SAc practices, approaches, tools and mechanisms

(.

To identify and validate key issues of stakeholders and key beneficiaries $whether citien groups or government% of SAc products or tools

).

To identify and eliminate from the study those issues that are not significant to SAc, or issues that have been analyed in previous

reviews

*.

To deepen understanding of key factors and forces that have a role in the interface between citien groups and government

The template is a guide. The investigator may add details and revise the items according to the goals, ob!ectives and specific outputs of the

study.

A.

Organization

+A- / 01A+23AT2+

A40+56A770-8AT2+

A990-SS

S42A: A44;+TA72:2T5

4+TA4T ebsite


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B.

Please tickin which SECTOR your organization is engaged in:

-ducation

?ealth -nvironment6+atural 0esource anagement

0ural 9evelopment


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ther remarks"

a.

>hat are the problems encountered in conducting the abovementioned SAc activitiesB

b.

>hat are the results of these activitiesB

c.

2n what ways are the initiatives"

i.

SustainedB

ii.

Scaled upB

iii.

0eplicatedB

d.

n a scale of @ to ), with @ as lowest and ) as highest, rate the following by encircling the appropriate number"

Low High0-4-A0-+-SS

Cuality of level of awareness of government6government partners on SAc activities that

contribute to the abovementioned activities.@ # & ( )

Cuality of level of awareness of citiens on the abovementioned SAc activities. @ # & ( )

:-8-: / 2+8:8--+T2nvolvement of public officials in the abovementioned activities. @ # & ( )

2nvolvement of citiens in the abovementioned activities. @ # & ( )

+. Pu'lic Re)enues and Budget,Related SAc -ork

Activity Type Timeframe Partners Involved in the

Engagement

Specific SAc Tools

a.

onitor government revenues

b.


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ther remarks"

a.


b.

>hat are the results of these activitiesB

c.


i.

SustainedB

ii.

Scaled upB

iii.

0eplicatedB

d.

n a scale of @ to ) $with @ as lowest and ) as highest% rate the following by encircling the appropriate number"

Low High0-4-A0-+-SS






. /onitoring and E)aluation o Pu'lic Ser)ices and 0oods


Engagement

Specific SAc Tools

a.


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ther remarks"

a.


b.

>hat are the results of these activitiesBc.


i.

SustainedB

ii.

Scaled upB

iii.

0eplicatedB

d.


Low High0-4-A0-+-SS






1. Pro)iding Pu'lic O)ersight 2re3orts4 5onitoring6


Engagement

Specific SAc Tools

a.

4itiens rating report of local government

unit performance

b.

0esearch6studies $e.g. corruption, human

rights%

c. versight committees

d. :egislature6parliamentary monitoring

e.

4ourt $of !ustice% monitoring

f. thers $specify%"


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ther remarks"

a.


b.

>hat are the results of these activitiesBc.


i.

SustainedB

ii.

Scaled upB

iii.

0eplicatedB

d.


Low High0-4-A0-+-SS






E. ! your organization is in)ol)ed in other SAc rele)ant areas and acti)ities4 3lease ill u3 the ollowing:

Other relevant SAc areas Activities in these SAc areas

#.

&.

(.

(. Area o co)erage


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TEMPLATE FOR SOCIAL ACCOUNTABILITY MAPPING

Mapping is the gathering and analysis of information to establish the breadth and depth of SAc

initiatives in an area of interest (geographic or thematic). It helps identify significant issues related

to SAc work and is a useful tool for discovering alternatives to a proposal or significant impacts that

may be otherwise overlooked. The mapping process helps SAc practitioners to define the issues to

be eamined and to identify the concerns of citi!ens groups and government agencies.

The following is a list of "uestions anchored on the #our $illars of Social Accountability. The

purpose of the list is to provide the researcher with an in"uiry guide in order to map social

accountability in the researcher%s area of interest. It combines "uantitative and "ualitative

approaches. The researcher may design the "uestions as she&he sees fit' depending on the

obectives of the research and the nuances of the respondents% contet.

A. DESCRIPTION OF THE ORGANIZATION/INITIATIVE

.

*ame of +rgani!ation or ,roup

-.

ocation of +rgani!ation or ,roup

/.

0ate +rgani!ation was formally organi!ed

1.

Type of +rgani!ation (Alliance' 2oalition' #ederation' $artnership' Single +rgani!ation)3.

Sectoral Make4up of +rgani!ation

5.

,eographic scope of organi!ation

6.

*umber of total members

7.

0ate initiative was started

8.

9stimated Total $erson 0ays&Months spent on Initiative

:.

9stimated Total 2ost spent on Initiative

.

Initiative as a percentage of total organi!ational effort to date

B. GENERAL QUESTIONS

Social Accountability (SAc) is a process of constructive engagement between citi!ens and

government. It is a process of constructive engagement between citi!ens and government


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/.

=hat are the outputs and results of their efforts> =hat are their victories> =hat are the

challenges or issues they are facing>

1.

=hat is it in their SAc eperience that is driving their engagement with government> =hat

obstructs this engagement>

3.

=hat is the future direction of SAc as a practice>

5.

=hat are the gaps that need to be addressed>

C.

THE FOUR PILLARS

1.

ORGANIZED AND CAPABLE CITIZEN GROUPS

The capacity of civil society actors is a key factor of successful social accountability. The level of

organi!ation of citi!en groups' the breadth of their membership' their technical and advocacy

skills' their capacity to mobili!e and effectively use media' their legitimacy and representativity

and their level of responsiveness and accountability to their own members are all central to the

success of SAc activities. In many contets' efforts to promote an enabling environment for civil

society and to build the capacity (both organi!ational and technical) of citi!en groups are re"uired.

.

Are there organi!ed citi!en groups that are registered&accredited by the government to

conduct SAc activities> (Identify and provide a list.)If yes' to which sectors are they identified>

-.

Identify specific SAc programs' proects' and activities in which they are involved. ?ate the

etent of their participation. (1= lowest; 5=highest) =hy this rating>

/.

?ate the technical capacity of these groups in their involvement in SAc programs' proects' and

activities. (1= lowest; 5=highest) =hy this rating>

1.

=hat are the ways by which these citi!en groups able to influence governance decision4

making> 2ite eamples&cases.

3.

?ate the etent to which these citi!en groups are able to influence government decision4

making processes. (1 = not much; 5 = very much) =hy this rating>

5.

Are these groups networked&linked with each other> =hat is the nature of their

network(s)&linkage(s)> (Examples alliance! coalition! federation! partnership! single

organi"ation)?ate the etent to which their network(s) facilitate their individual efforts.(1 =

not much; 5 = very much) =hy this rating>

6.

2ite and describe SAc tools or mechanisms used by these citi!en groups. Are these SAc

tools&mechanisms institutionali!ed> @ow effective are these tools&mechanisms>(1 = not


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2.

ENABLING ENVIRONMENT

In the contet of social accountability' an enabling environment for citi!ens% engagement refers to

the set of conditions or interrelated factors that impact on the capacities of ordinary citi!ens or

citi!en groups to engage with government in a sustained and effective manner. Such engagement is

directed at holding government officials accountable for their conduct and performance in terms of

delivering better services' improving people%s welfare' and protecting people%s rights. Thus' the role

and effectiveness of citi!en groups as partners in ensuring good governance critically depend on the

efforts of both government and citi!en%s groups to create such enabling environment.nderstanding eisting conditions and how these can be improved to better nurture civic

engagement are essential to the design of capacity building programs for social accountability

.

=hat are the policies or laws that uphold the right of citi!ens to participate and engage

government> $lease cite specific policies&laws. (#pecific policies$laws may %e categori"ed into

national and su%&national.)

-.

=hat strategies and actions have the government taken in the past' or is currently undertaking'

to motivate citi!ens% groups to participate and engage government> @ow effective were these

strategies and actions> (1 = not effective; 5 = very effective) =hy this rating>

/.

=hat policies&practices does the government have that provide mechanisms for dialogue and

engagement between citi!ens% groups and government> To what etent are these mechanisms

effective> (1 = not effective; 5 = very effective) =hy this rating>

1.

=hat agency&ies in the government is&are responsible in registering&accrediting citi!en groups>

2ompare actual procedures&practices with eisting guidelines or policies in registering citi!en

groups. =hat issues commonly arise in the accreditation process> @ow are these issues

addressed>

3.

In what ways do politicians (national and sub4national) influence the selection and approval

process of citi!ens% groups> =hat are the criteria in selecting "ualified citi!en groups>

5.

@ow do government officials view citi!ens&citi!en groups articulating their views' organi!ing to

assert their rights' or engaging with government to improve SAc practices>

6.

?ecommend ways by which an enabling environment' including SAc champions in government'

can be fostered at the national and sub4national levels.

3. CONTEXT & CULTURAL APPROPRIATENESS

The parameters for social accountability are largely determined by the eisting political contet and


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the environment for social accountability (and the risks they entail) must be undertaken and

appropriate strategies for addressing potential barriers developed.

.

=hat beliefs' attitudes' or cultural factors (if any) pose barriers to women' young people'

senior citi!ens' and other marginali!ed groups in participating in governance processes> To

what etent do these factors impact on these groups% capacities to engage with government>

-.

=hat beliefs' attitudes' cultural practices (e.g.' views on leadership' governance' citi!ens%

participation' etc.) pose barriers to citi!ens% access to information>

/.

$lease describe the bureaucratic&administrative culture of the government (national and sub4

national). In what ways does this culture impact on citi!ens% participation> (#acilitating>

@indering>)

1.

$lease describe the political culture of the government (national and sub4national). In what

ways does this culture impact on citi!ens% participation> (#acilitating> @indering>)

3.

=hat are the beliefs' attitudes' and cultural views of each organi!ation to the following>

Social accountability

2onstructive engagement with government (national and sub4national)

Transparency and access to information

+rgani!ed citi!enry engaged with local government

5.

?ecommend ways by which contet and culture can be integrated into SAc proects and

activities in your country (national and sub4national levels).

4. ACCESS TO INFORMATION

The availability and reliability of public documents and data is essential to building social

accountability. Such information is the basis for social accountability activities' and thus its "uality

and accessibility is a key determinant of the success of social accountability mechanisms. In many

cases' initial social accountability efforts may need to focus on securing freedom of information

legislation' addressing a lack of political will to disclose or strengthen the technical capacity of

public institutions to record' manage and make available relevant data.

Accessibility here has two connotations' physical access to documents' and their availability in a

format that is understandable to in"uirers. Because not all information is in documents' access also

means to people (officials) and places.

Are there government regulations or policies on citi!ens% access to public information (people


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1.

2ite eamples or cases when access to information by citi!ens or citi!en groups was actually

practicedby the government. =hat were the reasons> =hat are the factors that facilitate

access to information>

3.

2ite eamples or cases when access to information was actuallywithheldby the government

from its citi!ens. =hat were the reasons> =hat are the constraints that hinder access to

information>

5.

=ho (or which office) has the duty to provide access to information>

6.

In what ways is access to information related to social accountability>

7.

?ecommend ways to promote access to information.


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TEMPLATE FOR SOCIAL ACCOUNTABILITY PROFILING

The McKinsey 7S Framework

This template sets forth a guide on how to assess the SAc agent (e.g. organization, institution) is

positioned to achieve its intended objective. The template is adapted from the Mcinse! "S

#ramewor$ developed b! Tom %eters and &obert 'aterman of the Mcinse! ompan!

consulting firm. The basic premise of the model is that there are seven internal aspects of an

organization that need to be aligned if it is to be successful.

The seven organizational elements are divided into *hard+ or *soft+ elements

-A& S/#T

0.

S!stem

1.

Structure

2.

Strateg!

3.

Shared 4alues

5.

S$ills

6.

Staff

".

St!le

7-ard7 elements are easier to define or identif! and management can directl! influence them

These are strateg! statements8 organization charts and reporting lines8 and formal processes and 9T

s!stems.

7Soft7 elements, on the other hand, can be more difficult to describe, and are less tangible and

more influenced b! culture. -owever, these soft elements are as important as the hard elements if

the organization is going to be successful.

The wa! the model is presented in #igure 0 below depicts the interdependenc! of the elements and

indicates how a change in one affects all the others.


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:et;s loo$ at each of the elements specificall!

Strategy:the plan devised to maintain and build the agenc!


29/30

TEMP!TE F"# P#"F$$%&

Strategy

'hat is the agenc!practice7

hierarch!

-ow do the various components=departments=offices coordinate activities

-ow do the team members organize and align themselves

9s decision ma$ing and controlling centralized or decentralized 9s this as it

should be, given what the agenc! is doing

'here are the lines of communication B?plicit and implicit

Systems

'hat are the main s!stems that run the organization onsider financial

and -& s!stems as well as communications and document storage.

'here are the controls and how are the! monitored and evaluated

'hat internal rules and processes does the agenc! use to $eep on trac$

Shared Values

'hat are the core values

'hat is the prevailing culture of the agenc!

-ow strong are the values

'hat are the fundamental values that the compan!=team was built on

'hat do !ou measure and reward

Style

-ow would !ou describe !our SAc wor$ -ow would !our partners

(communities, sta$eholders, government) describe !our SAc wor$

-ow participative is the management=leadership st!le

-ow effective is that leadership

0*lient+ ma! refer to partner communities, sectors, or government with whom the agenc! wor$s to promote SAc initiatives.

1*Bnvironmental issues+ refers to the Strengths, 'ea$nesses, /pportunities, and Threats (S'/T) of the agenc!.


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o emplo!ees=team members tend to be competitive or cooperative

Are there real teams functioning within the organization or are the! just

nominal groups

'hat will have to change for the SAc agenc! to grow

Staff

-ow man! emplo!ees=volunteers in the agenc! %rovide demographic

profile.

'hat positions or specializations are represented within the agenc!

'hat positions need to be filled

-ow are emplo!ees=volunteers recruited

Are there gaps in re@uired competencies

Skills

'hat are the strongest s$ills represented within the agenc!

Are there an! s$ills gaps

'hat is the agenc! $nown for doing well

o the current emplo!ees=volunteers have the abilit! to do the job 'hat

s$ills will !ou need in about 1 !ears from now

-ow are s$ills monitored and assessed

'hat capacit! building needs does the agenc! have

Documents

57 Social Accountability Stocktaking