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Google Confidential and Proprietary 1
Inform and Empowerto Improve Public Services
Initiative Review 3.31.08
Juliette GimonSalimah SamjiSonal ShahMeryl StoneAleem WaljiAlix Zwane
Google Confidential and Proprietary 2
The quality of public services in developing countries is low
Google Confidential and Proprietary 3
Problem: Top-down Delivery with few feedback loops
Only accountable for amount of money spent
Only accountable for amount of money spent
No measure of quality of services rendered
No measure of quality of services rendered
PolicymakersDecides how much is spent
with little information on what works.
ProvidersDelivers service with few
resources, tools or feedbackfrom recipients.
PeopleReceive services
with little information about rights, entitlements or choices. Little abilityto improve service.
Money Services
Google Confidential and Proprietary 4
People want changeMany groups working in the accountability space- opportunity for scale and coordination
Local Regional National
Independent Budget Analysis
Participatory Monitoring
Budget/Expenditure Tracking
Advocacy
4
5
1 1
4
9
16
14
2
4
NGOs working in Accountability in ten Anglophone African Countries
“The whole can be greater than the sum of the fragmented individual projects.”
Google Confidential and Proprietary 5
An Accountable System
Know choices and influence change
Improve quality of service
Provide information on performance
Change policy to improve services
Give feedback on quality of service and
provider
Reflect citizen voice in policymaking
Informed Decision Makers
ResponsiveProviders
EmpoweredPeople
Google Confidential and Proprietary 6
No Single Solution: Many Paths to Success
Top-down ApproachBottom-up
AccountabilityOutcome
Between 1991-1995, a public expenditure tracking study determined that only about 20 cents of every dollar authorized for instructional materials in Uganda reached schools.
In response to this study, the government began releasing data on monthly education spending to newspapers and radio stations. Schools were required to post notices on monthly transfers of funds
received.
By 1999, an average of 80 cents of every dollar authorized for instructional materials actually used to buy books.
In 1994, only 9% of citizens living in Bangalore India, were satisfied with public services.
In 1994, 1999 and 2003, Public Affairs Centre (PAC) in Bangalore launched a series of Citizen Score Cards to gauge government performance.
By 2003, 49% of Bangalore citizens were satisfied with public services.
Before 2005, the Education sector in India was only focused on outputs (number of schools, enrollment rates).
In 2005, Annual Status of Education Report (ASER) provided data for the first time ever on basic reading and addition/subtraction skills of rural children across India.
Today, we see increased debate around quality of education in India.
Google Confidential and Proprietary 7
But scale is hardScale requires both changing the system and the ability to influence behavior
Ability for partners to influence
behavior
Ability to change system
Policymakers Finance Min. Line Min. Local Gov’t/ Providers People
Actors in the service delivery chain
Ab
ilit
y t
o i
nfl
ue
nc
e
Easy
Difficult
Opportunity for a systems approach
Google Confidential and Proprietary 8
Attitudes towards Interracial Marriage in the US
0
10
20
30
40
50
60
70
80
90
1958
1968
1972
1978
1983
1991
1994
1997
2002
2003
2004
2007
(Jun
e)
2007
(Sep
t)YearPerc
en
tag
e o
f P
op
ula
tion
Percentage of PopulationApproving
And changing attitudes and behavior requires a long-term visionImagine if the civil rights movement quit in 1968 or 1992?
1992
LA riots spurred by tape of Rodney King beating
1963
MLK’s March on Washington
Barack Obama runs for President
of the United States
MLK assassinated
33% increase in approval over 4 years
Google Confidential and Proprietary 9
Implementation
Resource allocation
Priority Setting
How does service delivery work? Many actors, little information, low capacity, and few incentives to perform
Se
rvic
e O
utc
om
es
Development Partners
Elected Policy Makers
Planning Commission/Ministry of
Finance
Line Ministries People
Providers/Local Govt
Google Confidential and Proprietary 10
Making the system workThe KDP story – an opportunity to learn from success
Development Partners
Elected Policy Makers
Planning Commission/Ministry of
Finance
Line Ministries People
Providers/Local Govt
Se
rvic
e O
utc
om
es
Priority SettingResource allocation
Implementation
Google Confidential and Proprietary 11
IE Theory of Change
New and existing information made accessible Making transparent to all parties the disparities between needs and service levels
+
New and existing information made usefulBecause of new tools, evidence, and analytic capacity
+
Stronger incentives to perform and fulfill responsibilities
Dissemination and feedback from below leads to increase costs of non-performance
An accountable systemExpectations of quality service and responsive providers- an accountability zeitgeist
Improvement in service outcomes
Google Confidential and Proprietary 12
What is an “accountability zeitgeist?”IE as catalyst for social change
Zeit·geist \tsīt-gīst, zīt-\
n.
An intellectual and socio-cultural norm of accountability and quality in the public service delivery system.
Central to our vision of success
Google Confidential and Proprietary 13
IE Vision of Success
We are working towards:
Measurable improvements in service outcomes. • Improved access and quality for health-related water and sanitation services in East
African countries, and a resulting reduction in water-related morbidity and mortality.
• Improved quality of primary education services in East African countries, resulting in improvements in learning outcomes.
• Improved service outcomes in most districts in at least two Indian States, as measured by a district-level index of human development; sectors in which outcomes will improve will vary across districts.
Accountability zeitgeist. • Policymakers, providers, and people expect the system to function and they hold each
other accountable.
Google Confidential and Proprietary 14
Why E. Africa and India?Fertile ground for zeitgeist
• Ecosystem of local actors (demand for accountability)
• Decentralized
• Democratic/ interested governments
• Other complimentary links/commitments by google.org
• Potential for leveraging Google.com
Google Confidential and Proprietary 15
Our ApproachUnderstand the Problem and Enable Change
Understand the Problem
Invest in baselines and analysis on:
• Service Outcomes
• Budget allocation and expenditures
Identify and create basic platforms from which to build out this effort and measure impacts
Enable Change
Make it easier for all actors to fulfill their responsibilities
• New tools, innovations, evaluations, capacity
• Ways for Google to contribute to our vision of success
Strengthen incentives for performance/increase penalties for non-performance
• Dissemination efforts to stakeholders
• Strengthen/create user feedback mechanisms
Support an accountability “zeitgeist”
• Networks, platforms and media
• Leveraging our “systems approach” to convene all actors
Google Confidential and Proprietary 16
IE Impact Pathway
Changes in health and education outcomes (EA)
Changes in district-level HDI (India)
Inputs
and
activities
Baselines and analysis
Evidence/Tools/Capacity
Feedback from below
Information on rights and responsibilities
Outputs used and adopted
Changes in priorities and priority setting processes
Changes in budget allocations/processes
Changes in implementation processes (citizen feedback)
Changes in social norms
Resources
Google tools and technology
Direct
Outputs
1st
Intermediate
Outcomes
2nd
Intermediate
Outcomes
3rd
Intermediate
Outcomes
Final Impacts
Google Confidential and Proprietary 17
Boundary Partnersin the Impact Pathway
Development Partners
Elected Policy Makers
Planning Commission/
Ministry of Finance
Line Ministries People
Providers/Local Govt
Imp
acts
Δ Priority Setting
Δ Resource allocation
Δ Implementation
ZeitgeistΔ in socio-cultural climate
Direct outputs
People
Google Confidential and Proprietary 18
Zeitgeist = scaleSocial accountability movement
Scale means a “social accountability movement” in this context
Make our plans for directly influencing boundary partners in such a way that this helps us support social change
• Working with boundary partners throughout the chain
• Google is a neutral player taking a system approach
• Develop partnerships as an ecosystem
• Regional networks
• Broad-based information dissemination
• Scalable approaches to partner and project selection, platforms
Act as catalyst for social change; not big push
This strategy to be revised and refined
Plan for testing ToC and tracking intermediate outputs is central to this