Presentation is loading. Please wait.

Presentation is loading. Please wait.

REGIONAL WORKSHOP ON HIV, AIDS and HOUSING 15 – 17 SEPTEMBER JOHANNESBURG, SOUTH AFRICA Participatory Monitoring and Evaluation ‘Planact’s experiences.

Similar presentations

Presentation on theme: "REGIONAL WORKSHOP ON HIV, AIDS and HOUSING 15 – 17 SEPTEMBER JOHANNESBURG, SOUTH AFRICA Participatory Monitoring and Evaluation ‘Planact’s experiences."— Presentation transcript:

1 REGIONAL WORKSHOP ON HIV, AIDS and HOUSING 15 – 17 SEPTEMBER JOHANNESBURG, SOUTH AFRICA Participatory Monitoring and Evaluation ‘Planact’s experiences in the past years’ Presented by: Shumani Luruli

2  Planact has always used the following strategies: ◦ For Planning its log frame that allows for resource allocation and assumptions, time frame and expected outcome. ◦ The year plan is then divided into quarterly plans and then monthly activities again with resource allocation and time frame ◦ In the instance of plans from Planact side, they are shared with relevant community, but also we conduct plans with the beneficiaries where possible e.g. Thembalethu when applying for funding from Lottery, and when funds came we agreed on activities to be performed and clarified roles and time frames

3  For Monitoring we have used the following strategy ◦ Quarterly reflections that are conducted with relevant site or project or community ◦ Seeking feedback always during meetings and training  For Evaluation we have used the following strategy ◦ End of project evaluation with community members on relevant site ◦ Case study /report write up that helps to capture the process of the project but also the lessons

4  Analyzing the situation in the community and its project; who is benefiting the most from this? Who is also involve? Is women and youth able to participate?  Determining whether the inputs in the project are well utilized; what is the impact  Identifying problems facing the community or project and finding solutions;  Ensuring all activities are carried out properly by the right people and in time;  Using lessons from one project experience on to another; How well did the one group cope?  Determining whether the way the project was planned is the most appropriate way of solving the problem at hand. 4

5  They enable the tracking of progress towards achievement of the desired goals,  M&E demonstrates that the systems are in place to support organizational learning, continued program/project improvement and adaptive management.  Monitoring and evaluation helps quantify the attainment of program goals and sub-goals.  They also prompt fresh thinking within organizations and their contacts with external stakeholders.  M&E also ensures improved management, accountability, participation and learning

6 Evaluatio n/ Learn/ decide Plan Implement Monitor Reflect/ Learn/ decide/ adjust Implement Monitor Reflect/ Learn/ Decide/ adjust Implement 6

7  Planact is also getting involved in the use of social audits as a monitoring and evaluation tool  In partnership with Social justice coalition (SJC) and Ndifuna ukwazi (NU) in cape town we have been involve in two campaigns focusing on refuse collection and sanitation services together with the community of khayelitsha and the city of Cape town metropolitan

8 S pecific key principles have been identified from Social Auditing practices around the world. They are: 1. Multi‐Perspective, Aims to reflect the views (voices) of all those people (stakeholders) involved with or affected by the organisation/department/programme. 2. Comprehensive. Aims to (eventually) report on all aspects of the organisation's work and performance. 3. Participatory. Encourages participation of stakeholders and sharing of their values. 4. Multidirectional. Stakeholders share and give feedback on multiple aspects. 8

9  5. Regular. Aims to produce social accounts on a regular basis so that the concept and the practice become embedded in the culture of the organisation covering all the activities.  6. Disclosure. Ensures that the audited accounts are disclosed to stakeholders and the wider community in the interests of accountability and transparency. 9

10  Social Audit Toolkit can be used by government departments, private enterprises as well as the civil society.  However, the scope in terms of audit boundaries would be specific to that of a ◦ government department, private organisation, an NGO or a community. 10

11  In case of private organisations, the emphasis may be on balancing financial viability with its impact on the community and environment.  In case of NGOs, in addition to using them to maximise the impact of their intervention programme, they could also be used as effective advocacy tools.  Depending on the resources available Social Audit could be comprehensive, state‐wide, and can also be localised to the community level. 11

12  Six steps to follow once the focus is identified (e.g. Refuse collection) 1. Gather records from the Government (department or unit) 2. Train Community Activists 3. Educate and Mobilize the public 4. Inspect the Project Site 5. Public Hearing 6. Follow Up 12

13 1 st on Refuse collection(Nov ‘13)  Informal settlements within Khayelitsha  Audit for refuse collection service that municipality outsourced  Auditing the agreements versus the implementation on the ground  Use of different tender briefs, invoices, payroll and monitoring tools by municipality as source of information to conduct the audit.  Interviews and physical verification 2 nd on Janitorial service (Jul’14)  Informal settlements within Khayelitsha  Audit for the janitorial service that was guaranteed with the sanitation service.  Audit of the cleaning of flush toilets built in the settlements  Auditing agreements versus the implementation on the ground  Use of system procedure documents as source of information but also use interviews and physical verification 13

14  Some of the added values could be: ◦ Community voices will be heard in terms of service delivery ◦ Assist municipality and organizations respectively to asses and measure impact of the service ◦ As organizations and community we can use this method coupled with the budget watch or analysis work to follow up on specific projects or Programme that influence our work. 14

15  a) Social Auditing: DVD use the Kenya MUHURI case, “Its our money, Where’s it gone”;  b) Community Scorecard: peoples power part 2 of 4 based in Malawi and health clinics on community scorecard project;  END THANK YOU

Download ppt "REGIONAL WORKSHOP ON HIV, AIDS and HOUSING 15 – 17 SEPTEMBER JOHANNESBURG, SOUTH AFRICA Participatory Monitoring and Evaluation ‘Planact’s experiences."

Similar presentations

Ads by Google