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Open Governance for Better Health Outcomes

Open Governance for Better Health Outcomes. Open, transparent and accountable governance. Improving public services Increasing public integrity More effectively managing public resources Creating safer communities Increasing corporate accountability  . Principles: Transparency

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Open Governance for Better Health Outcomes

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  1. Open Governance for Better Health Outcomes

  2. Open, transparent and accountable governance • Improving public services • Increasing public integrity • More effectively managing public resources • Creating safer communities • Increasing corporate accountability   • Principles: • Transparency • Citizen participation • Accountability • Technology & innovation

  3. The State Citizens Providers Services RELATIONSHIPS OF ACCOUNTABILITY Politicians Policy makers Compact Voice Long route of Accountability Short Route Management Coalitions/Inclusions Frontline Organiza-tions Non poor Poor Citizen Power

  4. Increasing Public Integrity, Improving Service Delivery • Capabilities – collaborative governance, technical and ethical competence • Accountability – transparency, public engagement • Responsiveness – understanding community needs, joint problem solving • Evidence- strong data collection, management and sharing to inform policy and practice

  5. Community-driven Accountability

  6. IMPACT Local monitoring dynamics and initiatives LOCAL MONITORING GROUPS (LMG) COMMUNITY BASED MONITORING PROCESS AS IMPLEMENTED BY IWA IN JABULSARAJ SINCE 2007 5 4 3 SOLUTIONS • HOLD IMPLEMENTERS ACCOUNTABLE • EMPOWER COMMUNITIES • FIGHT CORRUPTION • INFORM THE DONORS ON THE IMPACT OF THEIR WORK • IMPROVE EFFICIENCY OF FUNDING AT THE LOCAL LEVEL • BUILD CREDIBILITY OF CITIZENS’ ACTION • OFFERS AN ALTERNATIVE TO SPOILERS AT THE LOCAL LEVEL LMG SHARE MONITORING RESULTS WITH REPORTING BEST PRACTICES ARE SHARED 2 COMMUNITY MONITORING REPORT INTEGRITY MONITORING BY THE LOCAL MONITORING GROUP (LMG) PROJECT IMPLEMENTERS 1 SURVEY BENEFICIARIES' VIEWS OBTAIN PROJECT DOCUMENTS FIELD VISITS RESULTS SELECTION PROCESS STATE SOLUTIONS ARE FOUND TO CORRECT PROJECT PEOPLE CHOOSE LOCAL MONITORING GROUP (LMG) DONORS PROJECT TO BE MONITORED (CORRESPONDING TO THE COMMUNITIES’ PRIORITIES) Pressure LMG’S MONITORING RESULTS RECEIVE COMMUNITY’S APPROVAL MOBILIZATION LMG TRAINING ASSISTANCE TO ACCESS INFO INFO SHARING/CHANNELING ADVOCACY POLICY IWA FACILITATION ROLE

  7. Liberia PRSTN - RBA Goal Provide basic health services to all citizens A2I AND PARTICIPATION How many, of those who are willing to use the services, are having their health needs met- in numbers and in % of total population QUALITY OF CONTACT How many people are actually receiving quality water services? How many, of those who are able to access the services, are willing to make use of the services- in numbers and in % of total population ACCEPTABILITY How many find the water services acceptable to use? ACCESSIBILITY How many, of the population for which the required resources are available, can access the service – in numbers and % of total How many are able to access the available water services? AVAILABILITY What is the availability of required resources for providing basic water services to all citizens? How many of the total population in need of health services we can provide for- in numbers and in %

  8. GOL M&E Framework for PRS and CDA Implementation Cabinet, Public, Civil Society, etc (shared widely) C I V I L S O C I E T Y LISGIS HQ LRDC Secretariat – (National Pillars - LRDC Steering Committee) National Line Ministries Ministry of Planning and Economic Affairs County Development Steering Committee (CDSC) • County Development Office/ CDSC Secretariat • Assistant Superintendent for Development • County Development Advisor (Proposed SES) • Project Planner • Field Monitors Four Working Committees (WC): Security, Economic Revitalization, Governance & ROL,and Infrastructure and Basic Services Proposed County Stats Office¹ County Statistics Officer (LISGIS) Data Management Clerk Mapper Line Ministry County Staff DATA/STATITICS on PRS and other development framework indicators using census, survey and administrative records Updates on PRS and CDA DELIVERABLES using the County Based Reporting Tool and maintain database of all development projects in the County

  9. Sudan - Building integrity, health services for all • In Kadugli, a man from the Koyat tribe came to Rasha from the Collaborative for Peace in Sudan (CfPS) to raise concern that his tribe had purchased 40 weapons. At the same time, a member of the Kolba tribe also approached Rasha warning that his men had been sent for military training in Kenya. • The two tribes were in dispute over compensation from an oil company, with one tribe claiming the health clinic in the area was provided to the wrong tribe • A meeting was arranged with the two communities, security representatives, native administration and the oil company in question. • Rasha had previously consulted the deeds and, indeed, the oil company had got it wrong. After 3 days of negotiating, it was agreed the oil company would build a second health clinic in the community that had missed out. There are now open health services for all.

  10. Students improving Ramallah Hospital • In the West Bank, 34 grade nine female students identified 80 problems and chose to monitor pollution in Ramallah Hospital • Complaints of insects, overcrowding, medical leftovers, very dirty WCs, hazardous waste, smoking in the units, unprotected babies • Students studied relevant laws and policies • Conducted interviews with staff, patients, govt, media • Increase in annual deaths, but hospital refused A2I • Having internal elections to choose suitable directors and management staff: the right person for the right position. • Hospital cleaned up its administration and built a new wing, improving health outcomes for the population of Ramallah

  11. Open Governance for Improved Service Delivery • Sustainable forums for change – service providers, local leaders and community monitors review monitoring findings and develop practical solutions to challenges in service delivery • Establishment of transparent procedures and criteria for procurement, recruitment and beneficiary lists – eg. Palestine • Govt budget allocations to address identified gaps and needs – eg. Nepal, Timor Leste • Strengthened local competences with identification and support of existing capacities and accountability mechanisms • Improved service delivery by identifying and addressing community concerns and joint problem solving

  12. Harnessing potential of Open Governance • Understand community needs and open governance across decision making and service delivery– strengthen the social contract between the state and society • Support multi-stakeholder partnerships and transparency initiatives that open resource flows and information (e.g. IATI, EITI, GIFT) and learning across these initiatives • Support the Construction Sector Transparency Initiative for transparency and accountability in public infrastructure • Build bottom-up open governance capabilities to enable communities to access and use data (eg. Transparency Portals) • Ensure country systems and the use of ICT facilitate data collection, management and dissemination to communities (universities, stats offices)

  13. Thank you! Claire Schouten Claire.schouten@tiri.org www.tiri.org www.facebook.com/NIRpage www.twitter.com/NIRnetwork

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