Cva Handbook Final

Citizen Voice and Action

EMPOWERING COMMUNITIES IN KENYATO MONITOR SERVICE DELIVERY

(A Hand book for Local Level Advocacy)1

1 This hand book has been developed to guide both state and non-state actors in Kenya to understand and apply Citizen Voice and Action (CVA) approach – currently being appreciated and practiced by communities at the local level as one of the advocacy approaches. The content put herein results from a review and borrowings from “Citizen Voice and Action Guidance notes copyright © 2009 World Vision UK, used by permission”; a review and analysis of various other documents as referenced in the last section of this handbook; and a review and analysis of CVA documentation from World Vision Kenya’s Integrated Programme Areas. The hand book has been jointly developed by a team of CVA experts from World Vision Kenya office namely; Shem Ochola, Elijah Don Bonyo and Brezhnev Otieno. This publication has been funded by the Department for International Development (DFID) through World Vision UK office although its content does not represent the views of DFID nor WVUK.

Citizen Voice and Action

EMPOWERING COMMUNITIES IN KENYATO MONITOR SERVICE DELIVERY

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CBOs Community Based Organizations

CDF Constituency Development Fund

CDFC Constituency Development Fund Committee

CHADI Citizen’s Help Advocacy and Development Initiative

CSOs Civil Society Organizations

CVA Citizen Voice and Action

DDC District Development Committee

DFID Department for International Development

ECDE Early Childhood Development and Education

FBOs Faith Based Organizations

IEC Information, Education and Communication

IPA Integrated Program Area

IPAs Integrated Program Areas

KITOCIVA Kisumu Citizen Voice and Action

LATF Local Authority Transfer Fund

LDC Location Development Committee

M&E Monitoring and Evaluation

MP Member of Parliament

NGOs Non Governmental Organizations

NTA National Tax Payers Association

PMCs Project Management Committees

UDHR Universal Declaration of Human Rights

WVK World Vision Kenya

WVUK World Vision United Kingdom

List of Abbreviations

C I T I Z E N V O I C E A N D A C T I O N 3

Table of Contents

List of Abbreviations 02

Foreword 06

1.0 Introduction 08

2.0 Kenya’s Constitution as a Basis for Citizen Voice and Action 10

3.0 Why the Rights Based Approach for CVA? 13

4.0 Core Elements of CVA 15

4.1 Information 15

4.2 Voice 15

4.3 Dialogue 16

4.4 Accountability 16

4.5 Public Services 17

5.0 Core Principles of CVA 19

5.1 Policy Focus 19

5.2 Social Accountability Focus 19

5.3 Citizen Focus 19

5.4 Facilitation Focus 19

5.5 Citizen Led Advocacy Focus 19

5.6 Local information Ownership Focus 20

6.0 Key Steps in Citizen Voice and Action 21

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6.1 Organizational Level 21

6.1.1 Step One – Securing “”Buy-in and Commitment 21

6.1.2 Step Two – Alignment of CVA to the Strategic Plan, 21

Mission and Vision of the Organization

6.1.3 Step Three – Fundraising and Resource Mobilization 22

6.1.4 StepFour-IdentificationandCapacityBuilding 22

6.1.5 Step Five – Baseline Survey and Stakeholder Mapping 23

6.1.6 StepSix–IdentificationofServiceDeliveryStandards 23

6.1.7 Step Seven – Training of CVA Facilitators 24

6.2 Community Level 24

6.2.1 Step One – Social Mapping 24

6.2.2 Step Two – Community Gathering 25

6.2.3 Step Three – Training of CVA teams 25

6.2.4 Step Four – Sensitization of Service Providers 27

6.2.5 Step Five – Interface Meeting 27

6.2.6 Step Six - Sensitization of Communities on CVA 28

6.2.7 Step Seven – Social Monitoring 28

6.2.8 Step Eight – Data Analysis and Report Writing 28

6.2.9 Step Nine – Validation Meetings 28

6.2.10 Step Ten – Community Dialogue and Accountability 29

Sessions


6.2.11 Step Eleven – Implementation of Commitments for Action 29

7.0 Monitoring and Evaluation of CVA 31

8.0 Sustainability of CVA 34

8.1 Selection of CVA Members 34

8.2 Organizing Communities around Structures 34

8.3 Capacity Building, Fundraising and Resource Mobilization 35

8.4 Building and Maintaining Relationships 35

9.0 Stories from the Field 37

9.1 Winam IPA 37

9.2 Angurai IPA 41

9.3 Bamba IPA 45

9.4 Yatta IPA 49

References for Further Reading 52

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The publication of the Citizen Voice and Action (CVA) Handbook comes at a time when World Vision Kenya’s Policy and Advocacy unit has made tremendous strides. It underscores the growth of Public Policy and Advocacy in World Vision Kenya (WVK) from infancy in 2002 when advocacy was officially identified and recognized as an integral part of WVK’s transformational development and humanitarian intervention work. In 2007, a new Policy and Advocacy strategy was conceived and developed and subsequently rolled out in early 2008 in time to coincide with the beginning of Poverty Reduction and Aid effectiveness Project under whose auspices CVA has been implemented as a flagship approach. Implementation of local level advocacy through the CVA approach began with five pilot IPAs in 2008, and currently stands at 21 IPAs, with expansion expected to cover all the 60 IPAs.

Through CVA, WVK envisions an empowered citizens and an active interconnected advocacy network in its areas of operation. Advocacy is viewed as an underlying strategy in all programmes and not necessarily as discrete programmes and projects. Thus, there is a move to ensure that programmes at the community level use advocacy theory as a way of thinking and analyzing the context and vulnerability issues causing poverty. In this way, advocacy is steadily becoming a lens through which to understand poverty contexts.

The resilience of communities in the face of poverty in Kenya’s development and political discourse is steadily gaining momentum and some good degree of political, policy and scholarly attention. Based on WVK’s many years of development experience, and with a number of programmes being community based, CVA therefore catalyzes transformational policy change, accountability, local level advocacy and facilitates community and service providers to look at the big picture by focusing on the structural and

Foreword


systemic causes of poverty. WVK underscores Advocacy, as a ministry of influence using persuasion, dialogue and reason to obtain change and works on two complementary levels: policy influence and citizen empowerment.

WVK employs CVA strategy as a community empowerment approach that strengthens and enhances citizen voice and action in monitoring service delivery. This publication acts as a simple guide for local level advocacy and provides the means for provision of legitimate spaces for participation in development.

Girma BegashawGirma BegashawNational DirectorWorld Vision Kenya

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Non state actors including Aid agencies the World over continue to appreciate the fact that the destiny of communities is in the “hands of communities themselves” and that citizens (including the poor) have the right to participate in development at all stages. Citizens have to be involved in decision making on how they want their society to be governed. If the citizens are not consulted, then the decisions that are made may be against their interests and wishes.

Non-state actors, while complementing government’s role in service provision, should ensure that their interventions not only address immediate community needs but also the root causes of such problems (poverty). They have to promote justice, inclusion, influence public policy processes, resource allocation & use by government (the duty bearer).

They have a responsibility to empower communities to influence the quality, efficiency and accountability with which services are provided by government & NGOs (as per government defined standards) and also to support communities to develop progressive attitude and behavior in favour of the poor and oppressed.

In addition, if citizens are to benefit from having elected a Government into place, then the government must be seen to be accountable and transparent as well being responsive to needs and expectations of the citizens including the provision of timely and quality services. Governments exist for the welfare of the people and provision of service which forms the basis for assessing their performance.

The current governance framework in Kenya creates the arena for the participation of citizens in decision making at all levels including the management and utilization of decentralized funds. The challenge though has been how to facilitate and enable the citizens to take advantage of the opportunities available for participation.

1.0 Introduction


Recognizing that it is communities themselves who can influence the quality of service delivery by the government and other service providers, either at the local or other levels, they must be aware of the existing service standards and their entitlements as well as responsibilities. To be able to influence policy and attitudinal changes as regards service delivery, they must present evidence on their perceived or existing quality of service. Citizens Voice and Action (CVA) approach, a self empowering process provides the opportunity for citizen-service providers’ dialogue and engagement.

This document specifically presents a step by step guidance in utilizing the Citizen Voice and Action (CVA) as a local level advocacy methodology. Notably, Citizen Voice and Action has been used by World Vision over the years with documented experiences from Armenia, Albania, Georgia, Pakistan, India, Indonesia, Philippines, Cambodia, Senegal, Brazil, Peru Zambia, Uganda, Tanzania and Kenya.

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Kenya’s Constitution, lays out the foundation for a pro- citizen participation Governance structure. It indicates the organs that are necessary for the pursuit of set goals and aspirations of the people. It details the roles of the various organs and their interplay. Beyond the foundation function that is played by the Constitution, it entrusts the leadership of the organs to certain people. When the leadership is prudent, respectful of the rule of law, driven by the desire to serve for the welfare of the people, tolerant of and well-meaning for society, then that Government qualifies to be a good Government. Its administration can provide favourable environment for good governance and the well being of all citizens.

Article (4) of Kenya’s Constitution provides that the sovereign power of the people is exercised at the national level; and the county level. Article 6 (1) provides that the territory of Kenya is divided into the counties specified in the First Schedule. Article 6 (2) provides that the governments at the national and county levels are distinct and interdependent and shall conduct their mutual relations on the basis of consultation and cooperation. Article 6 (3) provides that a national State organ shall ensure reasonable access to its services in all parts of the Republic, so far as it is appropriate to do so having regard to the nature of the service. The Fourth Schedule of the Constitution provides for the distribution of functions between the National Government and County Government.

Article 10 (2) provides for the national values and principles of governance in Kenya - these include; patriotism, national unity, sharing and devolution of power, the rule of law, democracy and participation of the people; human dignity, equity, social justice, inclusiveness, equality, human rights, non-discrimination and protection of the marginalised; good governance, integrity, transparency and accountability; and sustainable development. Article 20 (2) provides that every person shall enjoy the rights and fundamental freedoms

2.0 Kenya’s Constitution as a Basis for Citizen Voice and Action


in the Bill of Rights to the greatest extent consistent with the nature of the right or fundamental freedom. Article 21 (1) provides that it is a fundamental duty of the State and every State organ to observe, respect, protect, promote and fulfill the rights and fundamental freedoms in the Bill of Rights; further in Article 21 (2), the State shall take legislative, policy and other measures, including the setting of standards, to achieve the progressive realization of the rights guaranteed under Article 43 of the same constitution.

Kenya’s Constitution; Article 43 - Economic and social rights1. Every person has the rightn To the highest attainable standard of health, which includes the right to health care services, including reproductive health care;n To accessible and adequate housing, and to reasonable standards of sanitation;n To be free from hunger, and to have adequate food of acceptable quality;n To clean and safe water in adequate quantities;n To social security; andn To education.2. A person shall not be denied emergency medical treatment.3. The State shall provide appropriate social security to persons who are unable to support themselves and their dependants.

Among the objects of the devolution of government – under Article 174 are; to give powers of self-governance to the people and enhance the participation of the people in the exercise of the powers of the State and in making decisions affecting them; to recognize the right of communities to manage their own affairs and to further their development; to protect and promote the interests and rights of minorities and marginalised communities; to promote social and economic development and the provision of proximate, easily accessible services throughout Kenya; and to ensure equitable sharing of national and local resources throughout Kenya among other objects

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Article 176 provides that there shall be a County Government for each county, consisting of a County Assembly and a County Executive; and that every County Government shall decentralise its functions and the provision of its services to the extent that it is efficient and practicable to do so.

Against this backdrop, communities in Kenya (citizens) should be encouraged to understand that the constitution provides a framework for engagement with the state and that the state has an obligation for the progressive realization of the citizens’ rights. Citizens should further understand that the constitution requires of the state to respect, protect and fulfill human rights; demonstrate and practice good governance, integrity, transparency and accountability in service provision and create an enabling environment for participation of the people in development. It is thus imperative that non-state development agencies should work towards empowering communities to demand from the state their Economic and Social rights as outlined in Article 43 among other rights under the Bill of Rights.

At the local level (county government level), communities need to understand that the constitution puts the powers of self-governance in their hands and they therefore must participate in the exercise of the powers of the State and in making decisions affecting them; this includes the right of communities to manage their own affairs and to further their own development. But how can communities do this effectively? Citizen Voice and Action – a local level advocacy methodology – provides the solution.


An integral component of development efforts should be to build the capacity of “duty bearers” to meet their obligations and “rights holders” to claim their rights. Although all human beings are equal in dignity, not all persons are treated equally and hence do not have equal opportunity. Even though the poor and oppressed persons have the same rights as others, they are often excluded from, or do not have the opportunity to realize their human rights.

A human rights-based approach highlights the human rights entitlements of citizens and the corresponding obligations of governments, and encourages empowerment, participation and capacity building of local communities (citizens) to hold their governments to account. It enables better development outcomes by analyzing and addressing the causes of inequalities, discriminatory practices and unjust power relations which often obstruct human development. It involves identifying root causes of poverty, empowering rights-holders to claim their rights and enabling duty-bearers to meet their obligations.

A rights-based approach acknowledges that poverty is a human rights violation, and that poverty in itself is a root cause of a number of human rights violations; and that the overall responsibility for meeting human rights obligations rests with the state. This responsibility includes all the organs of the state both at the National Government and County Government.

In a rights-based approach, emphasizes that people are not passive beneficiaries or charity seekers of the state or government. The state’s political and moral responsibility is to guarantee all human rights to all human beings; particularly the right to live with dignity. Hence people have a right to demand that the state ensures equitable social change and distributive

3.0 Why the Rights Based Approach for CVA?

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justice. Citizens are the owners of the state; hence, the state should be transparent and accountable to citizens.

This approach ensures that rights are secured in ways which are empowering, strengthen peoples’ ability to negotiate with the powerful, build dignity, and increase freedom and choice to imagine and pursue the lives, futures and rights that people would value. It is not just about securing rights but it is also paying attention to how those rights are secured.

It should further be noted that service delivery by governments must be an integral part of a rights-based approach. Services when needed and demanded by rights holders should be delivered only as a means or as enabling strategy, not as an end in itself. Even in emergency situations, where the right to humanitarian relief is a human right, services should be delivered through empowering and enabling strategies that both address and go beyond the immediate conditions of poverty.

Service delivery by Non-state agencies should only be undertaken when the state has no capability to provide those services, and never provided in any manner that will allow the state to abscond responsibilities as a primary duty holder, or will allow it to divert resources away from basic rights. In other words; not to duplicate, displace or replace the state, but (only) to supplement when necessary.


4.1 InformationArticle 19 of the Universal Declaration of Human Rights (UDHR) states that every person has the right to freedom of opinion and expression; this right includes freedom to hold opinions without interference and to seek, receive and impart information and ideas through any media and regardless of frontiers. Article 35 (1) of Kenya’s Constitution further provides that every citizen has the right of access to information held by the State; and information held by another person and required for the exercise or protection of any right or fundamental freedom. The right to information is essential for active citizen participation in governance. Effective access to information requires that it should be clear and easily understood (transparent) as well as freely available to the public by the authorities.

Citizen Voice and Action aims to increase both the transparency and accessibility of information for use by citizens. It seeks to provide opportunities for citizens to use such information to inform action about improving basic services. Through CVA citizens also bring together and produce their own information about the delivery of basic services, based on their experiences. This information is shared with all relevant stakeholders

involved with a particular service.

4.2 VoiceVoice refers to both the capacity of people to express their views and the ways in which they do so through a variety of formal and informal channels and mechanisms. Referring primarily to the efforts of the poor to have their views heard by more powerful decision-makers, voice can include complaint, organized protest, lobbying and participation in decision making, service delivery or policy implementation. Voice is an essential building block for accountability; it is only by speaking up – directly or through channels such as organized groups – which the poor have a chance to see their preferences, opinions and views reflected in government priorities and policies and to

4.0 Core Elements of CVA

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ensure that these are implemented. Further the exercise of voice, and the conversations that result, plays an important role in enabling communities to arrive collectively at the standards – the values and norms of justice and morality – against which the actions of power-holders will be judged.

CVA aims to facilitate the education and empowerment of ordinary citizens to look critically at the performance of public services delivery and make sure that the standards of service their government has pledged are being adhered to and to seek reforms, whenever necessary, to improve the service. Through the process of education and empowerment, citizens’ voices will be strengthened and increased. CVA aims to increase the opportunity and capacity of citizens to amplify their voices to influence government processes and services. It aims to increase citizens’ capacity to hold power holders

accountable.

4.3 DialogueCVA aims to provide opportunity for different stakeholders, especially service users and service providers, to share their views about the delivery of basic services. Through dialogue, mutual understanding between stakeholders should be gained and effective partnerships should be established. Relationships within the community are both repaired and strengthened. Through dialogue, it is hoped that citizens, together with service providers and other stakeholders, can identify ways to improve service delivery. Dialogue provides the opportunity for the citizen to provide feedback to

service providers within a non threatening environment.

4.4 AccountabilityAccountability focuses on of the need for those in power to take responsibility for their actions or lack of action. Accountability is essentially about taking responsibility and building relationships in ways that challenge and benefit all those involved. CVA aims to increase and strengthen these relationships, which are reciprocal.


Through effective accountability, a number of different relationships are strengthened:n Accountability of government to citizensn Accountability of citizens to governmentn Accountability of citizens to themselves

Strengthened accountability supports trust, cooperation, coordination and working together. Responsible citizenship and good governance play an important contribution in providing quality public services. Accountability also involves the process of communication between power holders and citizens.n Power holders need to be answerable - they must give answersn Power holders need to be responsible – they must do what they

have agreed or promised to do;n Power holders need to remedy – they must put right anything they

did wrong and restore any human rights which have been ignored.

Access of citizens to information about the delivery of public services provides the basis for them to voice their views and opinions on these services. Their views and opinions will be expressed as individuals, as a community, as well as in dialogue with those in power (service providers and government officials) in order to demand and obtain accountability from them.

4.5 Public ServicesPublic Services often include a range of services provided (ought to be provided) by a government to its citizens. CVA focuses on basic public services and the quality, efficiency and accountability by which these are delivered to communities. It aims to improve service delivery through a process where community members are encouraged to assess together the quality of the public services they receive, and identify possible ways to improve their delivery. Stakeholders are invited to participate, including community members who use the services (service users), service

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providers (government staff) and government officials (both administrative and political), who have responsibility for, or can influence, decisions that affect the quality of service delivery. CVA can either focus on public services that have a physical structure such as health centers or schools, and also on

social services which don’t, such as agricultural extension work, policing etc.


5.1 Policy Focus (NOT project/program focus):Government (public) policies and strategies that define basic service delivery provide the framework for CVA. Activities are planned and focused on ensuring there are effective policies in place, and that quality services are provided to communities.

5.2 Social Accountability Focus (NOT project/program focus)CVA seeks to strengthen existing systems and structures to address poverty. Strengthening citizens’ engagement in monitoring implementation of public policies (including management and use of public resources) and practices of government will often help to improve service delivery.

5.3 Citizen Focus (NOT beneficiary focus)The approach regards ordinary individuals, often described as ‘the community’, as citizens of nation states. Citizens have a primary relationship to their governments. They have a right to access quality services. This is not welfare, nor a handout but a right. Active citizenship and engagement with government, encourages the latter to work effectively and to provide quality services.

5.4 Facilitation Focus (NOT implementation focus)CVA describes a process of facilitation in which educated, mobilised and empowered citizens take action themselves, together with other stakeholders in the community including service providers and government staff.

5.5 Citizen Led Advocacy Focus (NOT directive focus)Citizens themselves decide what action they want, and need to take, based on their own experiences, information and hopes for the future. Advocacy responses are not directed by external organizations or ‘experts’.

5.0 Core Principles of CVA

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5.6 Local Information Ownership Focus (NOT extractive focus)Citizens generate the information themselves. Together they analyze this information and use it to provide feedback to service providers so as to improve the delivery of government services. They maintain ownership of the information.


6.1 Organizational LevelThe successful introduction and implementation of CVA as an advocacy methodology in an organization will depend on several factors among them the capacity of staff and the organization itself to undertake advocacy and governance related interventions and ‘buy – in’ and commitment from the leadership as well as the availability of financial resources for implementation. To be compliant and prepare the ground for the introduction and implementation of CVA, a seven- point step by step process is recommended. This however can be adapted and amended based on the needs of the organization.

6.1.1 Step One – Securing “Buy-in” and Commitment from Leadership TeamTo be able to introduce and implement CVA without hitches, sabotage and minimal support, it is important that the organization’s leadership team fully understands what CVA entails. This requires an introductory meeting with the leadership team to present and discuss the rationale, objectives, principles, elements and focus of CVA. This can be done with the help of experts (internal or external) who are familiar with and have practical experience on CVA implementation

6.1.2 Step Two – Alignment of CVA to the Strategic Plan, Mission and Vision of the OrganizationThe strategic plan, mission and vision provide direction and guidance on an organization’s area of interest, priorities, values and expected outcomes; short, medium and long term. Before a decision is made on the introduction and implementation of CVA, it is important that the person(s) leading the process is aware and able to resonate with the organization’s strategic plan so as to be able to clearly identify areas of convergence between CVA and

6.1 Key Steps in Citizen Voiceand Action

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the former. This will ensure that there is a clear focus as to what will be done, (CVA should not implemented outside the strategic framework of an organization) and also does contribute to the sustainability of CVA.

6.1.3 Step Three – Fundraising and Resource Mobilization for CVA Activities It would certainly be difficult to implement CVA activities without adequate resources. It is important that the organization has in place a clear fundraising and resource mobilization strategy. A good start will be an analysis of the resources (both financial and human) within the organization against the required needs. The support of the organization’s leadership and the presence of strong and committed individuals with experience in fundraising for advocacy interventions will be a great asset to the organization.

6.1.4 Step Four - Identification and Capacity Building of CVA Focal Point PersonThe identification of an experienced and qualified focal person to lead the CVA implementation process is a very important exercise. Depending on how it is done, it can either break or make the CVA process. The person can be sought from within the organization (internal) or from without (external). The former can only be useful if the organization has previously and over time implemented advocacy projects, the assumption being that it has capacity in house and experienced staff, able to competently lead the process. Given that the person has institutional memory about the organizational strategies, values and other important features he/she will take very minimal time in jump starting the process. The organization might however fall into the danger of resistance to change particular if the available staff is not willing to embrace change and the CVA model for that matter. Sourcing the focal person externally then becomes another option as he/she will bring new ideas/outlook and will be able to midwife change of attitudes, perception and the way things are done in the organization. Which ever approach the organization decides to undertake, it is important that the organization invests in mentoring and capacity building in CVA methodology.


6.1.5 Step Five – Baseline Survey and Mapping of Stakeholders/Organizations Implementing Similar InterventionsBefore embarking on the introduction and even implementation, it is important that the organization is aware of any other similar initiatives being implemented by partners/stakeholders. This reduces the risk of duplicity and re-invention of the wheel. It also promotes cross learning so that the organization is able to benefit from the experiences of partners/stakeholders implementing a similar programme. With the mapping exercise the organization is able to identify challenges, existing gaps and potential partners/stakeholders to work with in the course of implementation of CVA. The Mapping report should thereafter be presented and discussed in a stakeholders meeting bringing together government agencies, CSOs and community leaders. This will allow for a ‘buy in’ of the initiative by the lead actors in governance & development in the community. Another important task would be that of collecting base line data which will guide in the development of a theory of change.

6.1.6 Step Six – Identification of Service Delivery Standards for Key Sectors and Related PoliciesAs intimated earlier, the major thrust of CVA is to ensure that the government is accountable to the citizenry in terms of service delivery. But without knowledge about the quality and standards of services that citizens should expect from the government and other public entities, it might be very difficult to measure the same. Most of the government ministries in Kenya have developed service delivery standards, clearly indicating the services on offer and the expectation of the consumers as well as the responsibility of staff in ensuring adherence to these standards. The organization that intends to implement CVA must identify the sectors (e.g. education, water, health, sanitation) and deliverables that relate to the interventions that it is undertaking. This will inform the basis and benchmark for the community empowerment, development of tools for monitoring and reporting on service delivery by communities to service providers.

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6.1.7 Step Seven – Training of CVA facilitators CVA essentially implies the communities taking action by themselves; however this requires a lead team of trainers to guide the communities through the process and to conduct various prerequisite trainings for communities before they get into action. Through the CVA focal point person in an organization, some staff members (or volunteers) should be selected for capacity building sessions on CVA. Upon training (in house or otherwise), this group of persons (CVA facilitators) would then be charged with the responsibility of facilitating various aspects of CVA at the community level as guided by the Eleven Key steps outline below.

6.2 Community LevelThe following ELEVEN KEY STEPS are recommended for effective utilization of Citizen Voice and Action as a local level advocacy methodology in Kenya.

6.2.1 Step One – Social MappingThe CVA facilitators should begin by carrying out a mapping exercise at community (constituency level) to build a picture of the relevant existing structures and key actors at the community level. The actors at this level could be categorized as Government institutions and agencies, Political groups, NGOs, CBOs, FBOs, youth groups, selected specific key individuals in the community, the private sector among others. The output at this stage should be a mapping report. The mapping report should also have a component of a brief assessment that captures;n What community members already know; n What community members already do; how groups and individuals are

already taking action; n What community members think is important, their needs, hopes and

dreams for the future;n Community awareness of policies; n Government staff awareness and understanding of their obligations;n Community awareness of rights and responsibilities;


n Community awareness of opportunities for citizen participation;n Other agencies or organizations doing similar work;n Complementary processes or systems that are in line with CVA in the

community;n Groups or organizations that may take the lead in facilitating CVA in

the community;

6.2.2 Step Two – Community GatheringAt this stage, all those organizations and individuals whose details shall have been documented in the mapping report should be invited to a community / stakeholders gathering where those in attendance are taken through an overview of Citizen Voice and Action as a local level advocacy methodology. During this meeting participants should also be taken through proposed criteria to guide the process of selecting / electing community representatives to form part of the CVA team at the community level.

The gathering will then decide how best they would identify CVA team members for direct engagement in the subsequent steps. Utmost care should be taken to ensure that at least every village has two representatives in the CVA team. An output of this stage should be a good awareness and/or understanding of CVA as a methodology among the participants in the community gathering and a list of CVA team members to be trained. Issues of gender equity and representation, other marginalized group, for instance persons living with disability, should also be taken into consideration at this stage.

6.2.3 Step Three – Training of CVA teams (Demand side of governance)The CVA facilitators will organize a community level training for the CVA team members. The training should consist of the following phases;

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Phase one;The training at this level should be guided by the following content areas;n An Overview of Kenya’s Constitution, Governance structures and

some selected legal frameworksn An understanding of public policy processes (including review and

analysis of public policies)n Service Delivery Standardsn An understanding of the National budget process

Phase two;The training at this level should be guided by the following content areas;n An introduction to Advocacyn Local level advocacy / community level advocacy

The output of phase one and phase two trainings’ should be an Action plan detailing how the CVA team members would carry out public education (or sensitization exercise) on public services , be focused on & related public polices thereof (as shall have been so determined by the trainees by the end of the training)

Phase three;The training at this level should be guided by the following content areas;n An understanding of Social Accountability / social monitoringn Developing social monitoring tools and pre-testing the toolsn Data analysis and report writingn Communication skills

The output of phase three training should be an Action plan detailing Social Accountability /Social monitoring activities to be undertaken by the CVA team.


6.2.4 Step Four – Sensitization of Service Providers(Supply side of governance)CVA facilitators have to establish and strengthen relationships, connections, partnerships and trust with government agencies and institutions in the community under focus. This should lead into a buy in by service providers to engage in the CVA process with demonstrated interest expressed and commitments made by government officials, including politicians, local government staff and line ministry in the CVA processes.

Demand for good governance should also be linked to the other side of the equation; with efforts to improve the supply of good governance, such as government reforms, internal accountabilities and improved skill levels of government representatives and staff.

The sensitization exercise should entail a detailed overview of CVA as a local level advocacy methodology; Discussions around government programmes, plans and budgets targeted at the community under focus and the roles of community members in ensuring that public services are effectively delivered.

6.2.5 Step Five – Interface MeetingThis meeting brings together government officials, CVA team and other stakeholders charged with the responsibility of service delivery in the community under focus. During this meeting the CVA facilitator should lead discussions of relevant public policy documents including specific strategies and government standards for delivering service to the people. The CVA team members on the other hand should share their social accountability objectives, tools and schedule with the service providers. It is expected that the service providers will be able to make inputs to the monitoring tools and schedules. The output of this meeting will be an agreed road map for monitoring service delivery in the community under focus and provision of feedback to stakeholders.

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6.2.6 Step Six - Sensitization of Communities on CVA, Public Policies and Standards of Service DeliveryThis CVA team members should organize a series of sensitization activities (awareness creation activities) in their communities with an objective of ensuring that a large population in the community develop a good understanding of what CVA is all about, relevant public policies, various service delivery standards and the purpose as to why the CVA team have to lead a process of social monitoring in the community. The CVA team should consider carrying out the sensitization exercise in with government officials (service providers)

6.2.7 Step Seven – Social MonitoringBased on the agreed road map during the Interface meeting, the CVA team members will embark on the monitoring exercise, specific to services as shall have been prioritized. It is important to ensure that the CVA team members (service users) monitor those services / facilities in their neighbourhoods – for instance – there could be at least 2 persons leading the monitoring exercise in their own villages. The monitoring exercise will be continuous and could take a period of at least 3 months before a report is produced. At least 4 quarterly monitoring periods and reports would suffice per year.

6.2.8 Step Eight – Data Analysis and Report writingWith data analysis and report writing skills already acquired by the CVA team members during the training; the team should be able to analyze data collected from the monitoring exercise, present the findings and recommendations in a simple, easy to read and meaningful report. These reports should be produced in the draft forms for an initial validation exercise by community members on one hand and service providers on the other hand.

6.2.9 Step Nine – Validation MeetingsWith the draft monitoring reports produced by the CVA teams, the teams should organize for a validation meeting bringing together service providers in the sector or facility under focus and selected service users. The outcome


of the validation exercise should be a final monitoring report. The final reports could be produced in the form of IEC materials e.g. posters, brochures etc.

6.2.10 Step Ten – Community Dialogue and Accountability SessionsThe CVA team members in collaboration with service providers should organize for a community dialogue and accountability session for the purpose of sharing the monitoring reports with a wider group of community members. During this meeting talking and listening between service users and service providers is encouraged with a view to reaching shared understanding, repairing and strengthening relationships and creating understanding and collaborative partnerships, particularly with those in power at this level. Without effective and open dialogue to share views, improving service delivery could be a big challenge. Dialogue and mutual understanding are important to improve performance of service providers in the community. It is hoped that citizens, together with service providers and other stakeholders, can identify ways to improve service delivery. It is further expected that meeting will result into strengthened accountability, trust, cooperation, coordination and working together of all actors in the community. By the end of the dialogue and accountability meeting, commitments for action should be made to improve the delivery of the public services, inclusive of responsibilities and timelines. Given the fact that the CVA teams would produce quarterly monitoring reports, it is expected that the dialogue and accountability sessions should be held quarterly (after every three months).

6.2.11 Step Eleven – Implementation of Commitments for ActionCommitments for action made during the dialogue and accountability sessions become the part of the tasks to be performed in the community in the subsequent days. This includes those activities to be undertaken by service providers and those to be undertaken by service users. The CVA team at this level should consider focusing on monitoring the implementation of such commitments too.

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Specific attention should be made to isolate those items that require high level or national level advocacy and strategies developed to move the isolate agenda thereof to the National arena.

Since social monitoring reports are expected at the end of every quarter, commitment to actions should also be expected every quarter while at the same time a review of progress made in implementing previous commitments should also be shared with all stakeholders every quarter.


CVA M&E plan should be developed from the onset when rolling out the CVA activities and should have clear objectives and indicators that will enable CVA facilitators and partners to track progress. CVA M & E is critical so as;n to assess to what extent the methodology is working / successful –

and to adapt it accordingly n to be able to respond to unpredictable events n to provide regular opportunities for communication, working together

by all actors and share experience & build relationships n to document the process in order to be able to learn from experience

to improve future CVA workn to demonstrate results to communities, CSOs, government agencies

and Non-state aid agencies

M & E for CVA essentially should focus on the following information: Internal issues: How well are the CVA facilitators working? How well are CVA activities being implemented?

External issues: Are there key changes in the external environment that might affect the results of the CVA work? What are other actors in governance doing in the community? Collaborative issues: How well are the CVA practitioners working with partners, coalitions, networks? Progress: What progress is being made towards the ultimate goals and objectives of CVA in the community under focus?

Some proposed questions to guide CVA M & E exercisen How many community groups; government officials and/or institutions; CSOs in the area; are aware of and appreciate CVA?n What are the specific CVA activities and process being carried out in the community?

7.0 Monitoring and Evaluation of CVA

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n Has there been any significant change in the community resulting from CVA as a methodology? Any evidence for such changes? (Beliefs, attitudes, social norms). Have these changes resulted into intended outcomes (improved service delivery, effective resource management) n How about impact? (Improved livelihoods among children, youth,

women, elderly persons, persons with special needs, other groups etc; and on what specific aspects – water, sanitation, health, education, food security etc?)

Some examples of Indicators for CVA M & E exerciseActivity Indicatorsn Number of CVA team members and meetings heldn Number of public facilities / services monitored n Number and types of reports / documents/ publications produced for

decision-makers and those that influence themn Number of meetings/lobbies/presentations held with decision-makers

and influencers in the community

Progress Indicatorsn The Number of community forums (dialogue and accountability

forums) held bringing together communities, CSOs and government officials and the number of times key service delivery issues has been consistently discussed

n The number of political statements been made by opinion leaders and decision makers in favaour of key service delivery issues in the community

n Number of commitments to review and improve service delivery made by government officials

n The number of favorable articles about the issue appearing in the local media


Outcome Indicators n Government agencies /institution changes service delivery policies for

the bettern Service delivery policy change has positive impact on the community’s/

peoples livelihoods n Government strengthens local mechanisms to ensure community

participation in monitoring implementation of service delivery policies n Government strengthens accountability framework to citizens and

government officials themselvesn Development partners make statements indicating their support to

local level advocacy initiatives (Citizen Voice and Action)n CSOs demonstrate more efforts in empowering communities

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The sustainability of local level advocacy initiatives is indeed a challenge and the CVA process is not an exemption. One of the objectives of CVA as highlighted previously is to build relationship between citizens on one hand and service providers on the other. The anticipated scenario is that dialogue and engagement will continue between the two entities even after the sponsoring organizations exits or the project is completed. It is important that in the course of implementation, sustainability becomes part of the strategy. There are several things that can be done well in advance to ensure

sustainability as enumerated below.

8.1 Selection of CVA membersExperience and lessons in other local level advocacy initiatives have shown that if the selection (and mobilization) of community members is not properly done, the process is bound to fail or have hitches let alone going beyond the project implementation period. CVA is not exemption as the selection of monitors is key to its sustainability. When facilitating communities to select/elect their representatives, it is important to guide them so as to avoid situation where people who are not ordinarily residents of the target area becoming part of the CVA team. The CVA team needs to have people who are grounded in the community; live and derive their livelihoods within the area. This will prevent elite capture of the CVA processes and will also ensure that a critical mass of CVA team is retained within the community. Members of the CVA team so elected/selected must be taken through trainings and mentoring processes so that they are able to gather skills on information gathering, documentation, negotiation, dialogue and communication.

8.2 Organizing Communities around StructuresThe sustainability of CVA initiatives does depend on how well communities are mobilized and organized. There is a tendency by many external development actors to mobilize and organize communities around new

8.0 Sustainability of CVA


structures, totally oblivious of those in existence. The result is a plethora of structures that lack ownership by the community members as well as legitimacy and which are formed just for the sake of project implementation, but quickly wilt away once the external actor phases out. The best outfit to midwife, localize and even sustain CVA initiatives in the community are those that have support from the community and have over time received acceptance and legitimacy from the community. It is even more beneficial to partner with those community organizations or similar structures that are already engaged in other interventions apart from CVA as they are able to continue with the processes, particularly if they are facilitated to integrate CVA into their interventions. All in all it is better to work with local entities with legal recognition as opposed to anomic and illegitimate groups with unclear mandates.

8.3 Capacity Building, Fundraising and Resource MobilizationCapacity building, particularly in resource mobilization is another key determinant of sustainability for CVA interventions. If the sponsoring organizations phases out and measures are not put in place to build the capacity of communities and provide linkages to fundraise, locally and externally, there is a likelihood that the CVA initiatives will equally fade out. A phasing out plan or strategy must be put in place at the onset of CVA implementation which must be shared by the communities so that they appreciate that in the interim they will be supported but in the long term they need to put in place strategies to raise funds.

8.4 Building and Maintaining Relationships CVA is all about creating linkages as well as dialogue and accountability between the supply and demand side of governance with particular emphasis on service delivery. The relationship created between the two entities will be key in determining how they engage and provide/accept feedback on service delivery. CVA is a continuous process where reports are produced

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and shared periodically. The communities must have skills on how to tactfully engage and dialogue with service providers. They need to engage them at every process of CVA, providing all relevant documentation and feedback. Communities should be encouraged not to use the information gathered from the CVA process to undermine service providers.


9.1 Winam Integrated Programme AreaWinam IPA is located in Kisumu Town East Constituency, Kisumu County. CVA was introduced in Winam IPA in the year 2008.

The CVA team in Winam initially referred to itself as Kisumu Citizen Voice and Action (KITOCIVA) but faced a lot of challenges with the government agencies on the ground while pursuing their registration. This forced the team to reconsider and adopt another name – Jiamulie (A Kiswahili word – meaning ‘’the people making decisions for themselves by themselves”) to enable them be registered as a legal entity. This group is now a fully registered CBO focusing on local level governance. Jiamulie aims at reducing citizens’ apathy towards public officials as well as working to improve citizens’ trust to service providers and improve avenues through which their voices can be

9.0 Stories from the Field

CVA team in Winam consulting with the MP Kisumu Town East Constituency,Hon. Shakeel A. Shabbir

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heard on a continuous and sustained basis. Jiamulie pursues an appreciative inquiry approach in its working with communities and public agencies and has over the last two years focused on community sensitization on decentralized funds and social audit of Constituency Development Fund (CDF) supported projects in Health and Education sectors.

During the community mobilization exercises conducted by Jiamulie in Winam IPA in the initial stages after the CVA approach was rolled out, it was evident that community members were aware of the existence of CDF but were not aware of the legal framework under which it is administered. This includes various guidelines to be followed at the constituency level. A large section of community members in Winam thought that the allocation of CDF to the constituents was at the Member of Parliament’s (MP’s) discretion and were further aware of the existence of various projects in different parts of the constituency but they hardly knew the amount of resources allocated to such projects from the CDF kitty. In fact, compared to other decentralized funds, CDF was widely known and appreciated by the community. The fact that the community were not aware of CDF guidelines contributed to their minimal participation in the management and monitoring of CDF supported projects.

In their effort to ensure that communities effectively participate in governance and monitor service delivery; Jiamulie carried out an intensive exercise of community sensitization in Winam IPA on decentralized funds and the need for communities to monitor service delivery. This was followed by interface meetings between the CVA teams and CDF committees where action plans for a social audit exercise of CDF projects in Winam was agreed on. The CDF office in Kisumu Town East Constituency was very supportive to the team and indeed the office provided adequate information regarding CDF allocation to the constituency and which projects have been supported. Jiamulie’s task was therefore to visit the projects and hold interviews and Focus Group discussions with various Project Management Committees and project beneficiaries.


The key findings of the social audit of various selected projects included the fact that whilst the Project Management Committees were aware of the need and importance of involving the project beneficiaries (community members) at appropriate stages of projects’ implementation, they hardly created avenues or opportunities for the same. Secondly, tendering for project items occurred to be a ‘closed process’ – not open to the public (the procurement process as per the Public Procurement and Dsposal Act was never being adhered to. In addition detailed project budget information was never being shared with the beneficiaries– this led to various cases of misappropriation of project funds. The composition of project committees was never gender balanced (in many projects, the management committee members were all men). Whereas education and health sectors received much of the funding from CDF, the Early Childhood Development and Education (ECDE) centers were ignored and many of the children below 6 years old were learning in poor conditions. Worse still is that the voice of children were lacking in the cycle of managing CDF supported projects.

By the second year of their engagement in monitoring service delivery, Jiamulie had put more focus on providing regular feedback to the communities and constituency leadership on the findings of their monitoring work; for the purpose of dialogue and generating consensus on strategies for improving service delivery in Winam. This is done through community forums organized locally bringing together various PMCs, project beneficiaries and the local leadership. The relationship between Jiamulie and local chiefs and assistant chiefs is equally encouraging and in the recent past, the team has been instrumental in rallying their communities to support progressive development and accountability initiatives being led by local chiefs and councillors.

Having positioned themselves strategically to monitor public service delivery within Winam Integrated Programmme Area, Jiamulie is now reaching out to the wider community in Kisumu Town East Constituency and encouraging the residents to be part of the governance process, specifically with a lot of

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interest in management and use of public resources. Additionally, in terms of monitoring, the CVA team has broadened their work to include monitoring of services both being delivered by government agencies / institutions and also those being provided by Non-governmental organizations like World Vision Kenya.

Jiamulie also has a focus on the National Budget process. A case in point includes participation in the Municipal Council of Kisumu Town Annual Budget day. For instance, in 2010, Jiamulie, upon listening and analysing the Municipal Council of Kisumu Town’s budget, they observed an improvement in the allocations of the Local Authority Transfer Fund (LATF) to community projects but noticed an inadequate allocation to community health facilities. The team further observed that the Council did not provide resources to support the ECDE teachers as was expected by communities, since the national government does not support their salaries – the council therefore left this at the hands of local poor communities. Jiamulie raised these concerns with local leadership and government agencies, with various commitments s being made by the local leadership and government agencies for improvement. These commitments act as points of follow up and monitoring by the CVA team.

On Tuesday 6th July 2010, Jiamulie held a community open dialogue forum under a tree in Kolwa East Location. This Meeting was attended by the local Assistant Chief, village elders, Men, Women and Youth in the community. The purpose of the meeting was to give feedback to the community on the team’s social audit exercise targeting development projects supported by CDF. Interestingly, the local councillor did not attend this meeting. Upon presentation of the CVA team’s report, the community held a question and answer session, discussions and brainstorming on various actions to be taken in order to improve the management of public resources and effective implementation of development projects in the area. One major resolution was to seek audience with the local leadership. Two days later – on Thursday 8th


July 2010, The local area councillor convened a meeting under the same tree where the CVA team had done the same two days earlier. The Councillor’s intention was to make elaborate clarifications on various matters raised by the community during the CVA team’s driven meeting. One major concern by the community was “The lack of involvement in identification and design of projects”. Jiamulie reports a success in the sense that the Councillor had to move with speed to “correct the wrongs” and openly declared a new journey of ensuring that the community members – from various villages in Winam - are involved in all stages of project management especially through the use of public funds (something that had never been heard before Jiamulie’s initiative).

9.2 Angurai Integrated Programme Area

Angurai IPA is located in Amagoro Constituency in Busia County. CVA was introduced in Angurai in May 2010 with an identification process of community members for training on public policy, social accountability and advocacy. These trainings were followed with an interface meeting with local councilors, assistant chiefs, chiefs and Constituency Development Fund Committee (CDFC) representatives. The Community representatives upon having the interface meeting organized a series of community level sensitization activities in schools, churches and local barazas with a focus on informing the masses on various decentralized funds and the role of communities in monitoring service delivery.

Angurai IPA has been receiving feedback from the CVA members on the progress of their efforts on the ground. Among these includes “the realization that some Location Development Committee (LDC) members did not know what projects were being supported by CDF; A clear indication that the LDC members were not aware of their roles (or were simply not playing their roles) as persons in-charge of spearheading their location’s development efforts”. Other

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revelations were “the existence of ‘ghost’ projects in the community (projects that exist on records at the CDF office; as having been funded by CDF but cannot be traced on the ground)”. For instance there is a school where “records indicate that 18 latrines were constructed while there are only 5 on the ground”. In another incident, the CVA team secretary reports that “they decided to find out why a bore-hole project had stalled in their area; their finding was that sufficient funds had been allocated by CDF and had been misused by the Project Management Committee (PMC) – they demanded from the PMC that this project be completed and indeed the project was completed – they wonder where the extra money came from? – meaning, had they not put pressure on the PMC the bore-hole would be incomplete to date”. In another case “records at the CDF office indicate that some money was allocated for electricity for a market centre while the community members, including the location CDF representatives were not aware of the status of the project”.

The CVA team in Angurai has developed an innovative approach to conducting social audit where the monitoring exercise is complemented with sensitization activities at the same time. This implies that whenever they are interviewing community members or PMCs and they realize some

Angurai CVA team members with Kakapel Primary School SMC executive monitoring KESSP funded project worth Kshs 300,000.00.


low awareness levels (or lack of awareness all together) on specific public policy information, they immediately share with their respondent’s the relevant information and documents to enhance the communities informed participation in monitoring service delivery.

The CVA team also reports an increased level of access to basic public policy information among the community members – resulting from their sensitization exercise. For instance, despite the introduction of Free Primary Education in Kenya eight years ago, it is just recently that one parent whose child is enjoying free education got to know how much the government pays for her child; she had this to say; “I never knew before yesterday how much the government is paying for my child in school, Now I am glad I know”. The CVA team also came across “someone selling Constituency Bursary forms at Kshs. 200 each; – forms that should otherwise be issued to the community for free and the community members were indeed buying due to lack of information about Constituency bursary forms and the process of selecting beneficiaries”; through the efforts of CVA teams, the community is now fully aware and no one is paying anything for the forms.

The CVA team in Angurai moved from a loose network of to a more organized group thereby pursuing a registration as a CBO. Today the team is known as Ang’icun (a local term in Teso language who’s meaning in English is a Research & Monitoring team)

To be able to ensure that a critical mass of the community members in Teso have the necessary skills and knowledge to monitor service delivery and demand accountability from the government, Ang’icun CBO has embarked on a strategy of training their own community members on local level advocacy skills and approaches. They have been targeting other local CBOs, youth groups, self help groups among others. Their strategy is aimed at ensuring that in at least every village, there would exists a sizable number of men and women (the youth included) who can act as community oversight teams in as far as management and use of public resources for service delivery is concerned.

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Recognizing that the implementation of Kenya’s new constitution has just began, Ang’icun CBO has been deliberate to ensure that they get to understand the provisions of the constitution by themselves and get conversant with the provisions and opportunities that require their direct involvement. However, the team still faces enormous challenges around understanding and interpreting the constitution and has taken it upon themselves to reach out to some constitutional experts in the region to help.

The Teso North District Development Office also recognizes and appreciates the work being undertaken by Ang’icun CBO in monitoring service delivery using the CVA methodology. Ang’icun has developed good working relationship with the government officers in Teso to an extent that some of their capacity building sessions are facilitated by officers from the District Development Office. A milestone in this regard is the fact the team now has a slot in the District Development Committee (DDC) where the Chairperson of Ang’icun represents the CBO and the community voices in the DDC meetings. The DDC therefore provides a direct opportunity for Ang’icun to present their findings and challenges to a government led meeting, bringing together all departmental heads in the districts, representatives of other Civil Society Organizations and the political leadership.

Ang’icun has also established a working relationship with the National Tax Payer’s Association (NTA) members in Amagoro constituency. Given that NTA has been keen in carrying out social audit of various decentralized funds in Kenya over the years, this becomes a critical partner for Ang’icun CBO. Ang’icun is nurturing this relationship with the hope that they would attract other likeminded Civil society organizations in the area and form a strong network or coalition of organizations for strong local level advocacy work in Amagoro constituency.


9.3 Bamba Integrated Programme AreaBamba IPA is located in Ganze constituency - one of the poorest constituencies in Kilifi County. Majority of the residents live below the poverty line and service delivery has been a challenge in the area. This is manifested by the poor road network, incessant water unavailability, inadequate health facilities and personnel as well as falling education standards. The participation of citizens in governance and decision making processes has also been limited at best and non-existent in some areas at worst. There is inadequate information available to the citizens, as to how government works, budgetary allocations to the constituency and their utilization as well as their entitlements as regards service delivery, all which have combined effectively to disenfranchise them from mainstream development and policy initiatives. This is in addition to the lack of a recognizable structure able to facilitate the effective and informed participation of citizens in decision making processes World Vision has been implementing projects in Bamba in one of the Divisions in Ganze constituency since 2006. The Citizen’s Voice and Action

CHADI members discussing with community members on the opinion about the implementation of CDF projects in their locality.

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approach was introduced into the IPA with a view to empowering community members to be able to engage with service providers on issues of service delivery as well as ensure that advocacy is mainstreamed into IPAs programs.

The introduction of the CVA approach in Ganze constituency has not been an easy task. Previous social accountability initiatives have often been the preserve of CSOs external to Ganze who often collect data on the use of Constituency Development Funds (CDF) which is analyzed and released at press conferences. Local leaders often learn of the findings of such initiatives though the media and they have disowned them. Because of this experience, the local leadership was apprehensive of the CVA process as it was seen in the light of previous social accountability processes and CVA did not see the light of day in the initial phase of implementation.

Based on the reception elicited both from within and without, the advocacy team met the Ganze Member of Parliament , Honorable Francis Baya with a view to unpack what CVA entails and the benefits it would bring to the constituency. The projects being implemented by the IPA formed the basis for our engagement with the MP. Based on the work that World Vision has done in Bamba (figures and facts speak for themselves) the MP was able to give us an audience and we were able to secure his support for the CVA work. The process of engaging the area MP was initiated by the IPA manager. He made use of the networks and also the development work that the IPA has undertaken opened a window of opportunity for discussion with the MP.

The next process after successful discussion with the MP was the facilitation of the formation of a structure through which the CVA work could be implemented. The IPA facilitated community members to identify and select their representatives who would be trained as community monitors. The first training for community members in Bamba was very successful and the 2nd was officially opened by Ganze constituency MP, Hon. Francis Baya on the week of 12th – 16th July 2010. The community members were trained on policy making and budgeting, procurement, project planning, social


accountability, advocacy and communication and decentralized funds.

The interface meeting was also attended by all the councilors in Ganze constituency. The participation of the local leaders was important in that it enabled a direct engagement between the community members and the service providers. At the training, the MP pointed out that most projects undertaken by development actors are done outside the district planning process and as result duplication of projects has often occurred.

During the interface meeting the local leaders were able to appreciate the fact that some of funds have been channeled to the local levels, have been mismanaged. They pointed that this is due to limited participation by communities in the monitoring the allocation and use of these funds. They pointed out the importance of informed participation by the citizenry and opened up the space for community monitors to evaluate CDF projects in relation to service delivery. The community members were able to engage the local leaders on the falling standards of service delivery and how they should be improved.

The community monitors took advantage of the goodwill of the local leaders and monitored more 30 CDF projects. They were able to analyze the data and produced an interim report on the state of project implementation and their impacts, which was shared with the MP and councilors, who provided very useful feedback.

The positive reception from the community members and local leadership has made the work of the community monitors very easy. In January 2011, they noted that it was very difficult to operate as an amorphous entity and decided to seek legal recognition. They are in the process of being registered as a community based organization with the Department of Social Services they will be referred to as Citizen’s Help Advocacy and Development Initiative (CHADI). The mandate of CHADI will include creating awareness to community members and other stakeholders

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in Ganze Constituency on government policies, service charters and citizen entitlements, rights and responsibilities as regard service delivery.

CHADI’s current area of focus is the health sector and the members of the group were recently trained on key policy documents in the health sector. These include child survival and development strategy, health service delivery standards and health annual operation planning. The CHADI team was also able to have an interface meeting with service providers who included heads of all the health facilities in Ganze constituency. The two groups noted several issues which hinder the effective delivery of health services which include dysfunctional health management committees, non display of service charter by service providers, poor health seeking behaviour and inadequate information on rights and responsibilities and entitlements of citizens as well as obligations of service providers. What was noticeable at the interface meeting was the ‘imbalance’ between the community members and the health personnel regarding the health policy and working documents. The health staff looked surprised that the communities could have so much information on government policies while they ‘lacked access’ to such vital information (for instance some have no idea of what the health service charter entails).

The CHADI team has planned to create awareness to fellow community members on the health delivery service standards in preparation for dialogue with service providers at selected health facilities. At the dialogue meeting both the service providers and communities assess service delivery and agree on a reform plan and the community will then monitor implementation of the plan. They will be expected to report back to the service providers on their findings and discuss the same.


9.4 Yatta Integrated Programme AreaThe effective participation of citizens in development and policy initiatives in Yatta Constituency in Machakos County has been a challenge; limited and at times uninformed and this is attributable to inadequate access to information about policies and service standards, lack of a platform for mobilization and participation of citizens in decision making processes as well as the conflictual nature of the relationship between citizens on one hand and non-responsive leaders and service providers on the other.

In 2008, an advocacy initiative, Citizen Voice and Action approach was introduced in Yatta Constituency through Yatta IPA, with an objective to strengthen the relationship and dialogue between citizens and service providers, by educating and empowering communities to talk and provide feedback to government officials and non-governmental entities on their performance on delivery of basic services. This is done through the capacity building of citizens to enable them understand how

Yatta CVA team members interviewing members of a water project management committee funded by CDF.

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government, relevant policy documents, works as well as service standards that guide the delivery of services. Service providers are also informed of their obligations and the need to accept positive criticism from service consumers.

The process in Yatta began with the selection of community representatives. They were selected from Ndalani and Matuu locations (World Vision Yatta IPA coverage areas) and the community representatives were identified from partner CBOs within the locations through a transparent process, guided by the local leadership and World Vision. The representatives together with the IPA staff were then taken through an intensive two weeks training and focus was on public policy, planning and budgeting in government, decentralization and decentralized funds, procurement, project management, advocacy and communication and social accountability.

This was followed by an interface meeting/training for the community representatives (CVA team) and service providers. In the meeting, the need for continuous dialogue and engagement was pointed out as key to improvement in service delivery. The local leaders and the community monitors were able to identify some of factors contributing to poor service delivery and agreed on the need to jointly address the same. The community monitors were given the go ahead to monitor service delivery in the constituency and report back to service providers, specifically the Constituency Devolved Fund (CDF) committee.

Taking advantage of the window of opportunity opened up by the local leadership, the community members were able to monitor 36 CDF projects with focus on water (dams, water tanks), education (classrooms for primary and polytechnics and health facilities. The emphasis was on their relevance, level of community participation and effectiveness. The product of their work was an interim report, which was shared with local leaders on 24th August 2010. At the sharing meeting the CDF team accepted that the report was a true reflection of the situation of the ground but absolved itself by stating


that the project management committees (PMCs) are the ones responsible for the mismanagement and non completion of projects. To date the CDF committee has completed some of the projects which were identified by the CVA team as incomplete.

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1. Actionaid Kenya & Community Development Services Centre – Kilifi, (2008) Building Partnerships In Local Governance; A Manual for Facilitators of Citizen Report Card and Community Score card processes

2. Institute of Development Studies, (2010) Review of Impact and Effectiveness of Transparency and Accountability Initiatives – A review of Evidence to date

3. O’Neill, T., Foresti, M. and Hudson, A. (2007) Evaluation of Citizens’ Voice and Accountability: Review of the Literature and Donor Approaches. London: DFID.

4. World Vision UK. (2009) Citizen Voice and Action; Guidance Notes

References for Further Reading

Shem Ochola: [email protected] Don Bonyo: [email protected] Otieno: [email protected]

World Vision KenyaKaren Road, Off Ngong Road,P.O. Box 50816 - 00200, Nairobi, KenyaTel: +254 20 388 3652 - 66, Fax: +254 20 388 3669/70/71Email: [email protected]: www.wvafrica.org

For further information, contact;

Cva Handbook Final

Documents

Transcript of Cva Handbook Final