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Introduction
• An approach to monitoring government performance that
focuses on
• The experiences of ordinary citizens to strengthen public
accountability and drive service delivery improvements.
Citizen based monitoring • Citizens play a central role in collecting data, providing
and Evaluation feedback, and assessing the impact of interventions.

• It empowers communities to participate in decision-making

Godfrey Bwanika (PhD)
•
• Promotes transparency and accountability

• Ensures that development initiatives are responsive to the needs

and priorities of the people they aim to serve.

• Point at communal values that are broadly shared among local

communities

gbwanika@gmail.com 2

• Experiences of citizens – the intended beneficiaries
of government services
• Are a critical component in measuring the performance
of government and for the delivery of appropriate and
quality services
Introduction cont.
• It places citizens as active participants in shaping what is
monitored, how the monitoring is done and what
interpretations and actions are derived from the data.
• CBM is about routine mechanisms to bring the voice of
the citizen into the service delivery process

• CBM shifts the emphasis to focusing on building local

level accountability through the co-production of
monitoring information by citizens and frontline officials

gbwanika@gmail.com 3 gbwanika@gmail.com 4

CBM Principles Principles cont.

• Democracy dictates that, the voice of citizens is integral to • CBM must form an integral part of service delivery
building a capable, developmental nation
improvement plans and management decision-making
processes
• Government monitoring systems need to include the views
and experiences of citizens
• Monitoring mechanisms should be workable and suit the
• Government departments must encourage independent context in which they are applied
monitoring by civil society
• Monitoring findings and planned improvements need to
• Citizen-based monitoring is not a once-off event, but an on- be timely communicated to citizens
going process of relationship building and performance
improvement
• Communication strategies must be informed by the
• Citizen participation in planning strengthens citizen target audience
participation in monitoring
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Possible Tools Possible Tools

• There are a range of instruments and approaches that Instrument Description of the Instrument
have been developed;
Citizen Citizens collect, report, analyse and disseminate news and
• Citizen report cards, journalism information.
• Social audits, New media technologies such as media sharing websites
• Community monitoring and public hearings. and social networks have enabled citizen journalists to
provide alternative news sources to conventional
• Citizen-based monitoring can be initiated by government mainstream media. Citizen journalism can contribute to
• Public expenditure tracking accountable service delivery.
Citizen report Citizen report card methodology uses surveys to enable
card citizens to assess the quality of public services and to use
• Many of the instruments and methodologies have the information to advocate for improvements.
emerged from civil society-led initiatives that draw on a
Community Community members are trained to act as monitors of local
rich tradition of participatory methodologies. monitoring services.
• The information is used to engage with government on
improving problem areas.
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Community Community scorecard is based on identifying issues though Mystery A way to monitor frontline service delivery using an
scorecards facilitated focus group discussions with community members. client/guest unannounced surveyor posing as a client in order to
This information is then analysed and used by citizens then surveys identify both good customer service as well as areas
engage with government service providers to address problems.
that require improvement.
Grievance Complaints mechanisms, such as hotlines, customer feedback
redress websites etc., aim to resolve problems with service delivery
Ombudsman An independent oversight and recourse body set up to
mechanisms through providing an opportunity for citizens to report problems, arbitrate disputes in a particular sector.
channel this information to the responsible authority and track Participatory A process through which citizens participate directly in
resolution. budgeting budget formulation, decision-making, and monitoring of
Independent A process where civil society stakeholders research, monitor and budget execution.
budget disseminate information about public expenditure to influence
analysis the allocation of public resources and hold government
Public Formal meetings at community level that centre around
accountable. Hearings budgets and strategic planning and are a tool for citizen
Mobile Mobile phone technology, linked to on-line platforms, offers a
accountability.
Phone number of opportunities for surveying, reporting and Quantitative These surveys examine the efficacy of spending and the
Surveys communicating - significantly improving data processing, Service relationship between those who contract for a service
turnaround time and reach for monitoring government services. Delivery and those who deliver it.
gbwanika@gmail.com 9 Surveys
gbwanika@gmail.com 10

Essential elements for CBM practices in government

• At the service site level
Elements cont.
• Citizen-based monitoring at service site (facility) level requires • At the district support level
the following elements: • Offices responsible for oversight, budgeting and support of frontline
• Citizens know and understand what service levels they can expect at service delivery need to have the following elements in place:
the facility • Routine mechanisms for obtaining views from citizens at service sites

• Clarity on the methods for collecting, recording and storing information

• Citizens are able to provide routine feedback on service delivery
problems
• Managers are empowered to take decisions and access resources to
respond to issues revealed through monitoring
• This information is regularly analysed and acted on by managers and
decision makers
• Mechanisms for analysing and using CBM data for policy and systems
improvements (e.g. comparison of how actual services delivered compare with
local plans – such as Integrated Development Plans or District Health Plans;
assessments of Annual Performance Plans against citizen-based monitoring
findings)
• Mechanisms for ensuring that frontline managers are able to respond
timeously and effectively to problems identified through monitoring

• Citizens are regularly informed of the monitoring findings and • Mechanisms to use CBM findings for planning and resourcing at the site level
changes that are taking place as a result
• Mechanisms for getting citizen input on what indicators are being monitored
• Citizens have access to a recourse and complaints mechanism if
agreed actions to improve the situation are not implemented
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Elements cont. Tools focus areas

• At programme planning and policy level
• Gather monitoring data
• Policy makers, planners and programme managers should:
• Review M&E frameworks to include citizen-based monitoring
(service delivery departments)
• Processes to analyse this data,
• Incorporate evidence from citizen monitoring in planning

• Incorporate citizen-based monitoring feedback mechanisms in • The selection and implementation of actions to
programme design, implementation and impact assessment phases
respond to the analysis and
• Use citizen-based monitoring mechanisms to identify systemic
problems that require policy interventions

• Assess the effectiveness of existing policy instruments against the • Feedback to various stakeholders, including citizens,
experiences of citizens, identify gaps in policy instruments and make facility officials and the performance monitoring
recommendations to address these
system.
• Highlight the benefits of implementing CBM
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Structures
• Office of the President • Civil Society Organizations
(OP)
• Directorates
• Departments • Local Governments

• Office of the Prime • Ministries Departments, &

Minister (OPM) Agencies
• Community Barazas,
• Regulatory Agencies
• Development partners • Auditor General, IGG
• World Bank, UNDP,
UNICEF, DFID, GIZ,
USAID

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