REGIONAL WORKSHOP ON HIV, AIDS and HOUSING
15 – 17 SEPTEMBER JOHANNESBURG, SOUTH
AFRICA
Participatory Monitoring and Evaluation
‘Planact’s experiences in the past years’
Presented by:
Shumani Luruli
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Planact has always used the following strategies:
◦ For Planning its log frame that allows for resource
allocation and assumptions, time frame and expected
outcome.
◦ The year plan is then divided into quarterly plans and
then monthly activities again with resource allocation
and time frame
◦ In the instance of plans from Planact side, they are
shared with relevant community, but also we conduct
plans with the beneficiaries where possible e.g.
Thembalethu when applying for funding from Lottery,
and when funds came we agreed on activities to be
performed and clarified roles and time frames
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For Monitoring we have used the following
strategy
◦ Quarterly reflections that are conducted with
relevant site or project or community
◦ Seeking feedback always during meetings and
training
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For Evaluation we have used the following
strategy
◦ End of project evaluation with community members
on relevant site
◦ Case study /report write up that helps to capture
the process of the project but also the lessons
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Analyzing the situation in the community and its
project; who is benefiting the most from this? Who is
also involve? Is women and youth able to participate?
Determining whether the inputs in the project are
well utilized; what is the impact
Identifying problems facing the community or project
and finding solutions;
Ensuring all activities are carried out properly by the
right people and in time;
Using lessons from one project experience on to
another; How well did the one group cope?
Determining whether the way the project was planned
is the most appropriate way of solving the problem at
hand.
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They enable the tracking of progress towards
achievement of the desired goals,
M&E demonstrates that the systems are in place
to support organizational learning, continued
program/project improvement and adaptive
management.
Monitoring and evaluation helps quantify the
attainment of program goals and sub-goals.
They also prompt fresh thinking within
organizations and their contacts with external
stakeholders.
M&E also ensures improved management,
accountability, participation and learning
Implement
Evaluatio
n/ Learn/
decide
Plan
Reflect/ Learn/
Decide/ adjust
Implement
Monitor
Monitor
Implement
Reflect/
Learn/
decide/
adjust
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Planact is also getting involved in the use of
social audits as a monitoring and evaluation
tool
In partnership with Social justice coalition
(SJC) and Ndifuna ukwazi (NU) in cape town
we have been involve in two campaigns
focusing on refuse collection and sanitation
services together with the community of
khayelitsha and the city of Cape town
metropolitan
Specific key principles have been identified from Social
Auditing practices around the world. They are:
1. Multi‐Perspective, Aims to reflect the views (voices) of
all those people (stakeholders) involved with or affected
by the organisation/department/programme.
2. Comprehensive. Aims to (eventually) report on all
aspects of the organisation's work and performance.
3. Participatory. Encourages participation of stakeholders
and sharing of their values.
4. Multidirectional. Stakeholders share and give
feedback on multiple aspects.
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5. Regular. Aims to produce social accounts
on a regular basis so that the concept and the
practice become embedded in the culture of
the organisation covering all the activities.
6. Disclosure. Ensures that the audited
accounts are disclosed to stakeholders and
the wider community in the interests of
accountability and transparency.
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Social Audit Toolkit can be used by
government departments, private enterprises
as well as the civil society.
However, the scope in terms of audit
boundaries would be specific to that of a
◦ government department, private organisation, an
NGO or a community.
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In case of private organisations, the emphasis
may be on balancing financial viability with its
impact on the community and environment.
In case of NGOs, in addition to using them to
maximise the impact of their intervention
programme, they could also be used as
effective advocacy tools.
Depending on the resources available Social
Audit could be comprehensive, state‐wide,
and can also be localised to the community
level.
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1.
2.
3.
4.
5.
6.
Six steps to follow once the focus is identified
(e.g. Refuse collection)
Gather records from the Government
(department or unit)
Train Community Activists
Educate and Mobilize the public
Inspect the Project Site
Public Hearing
Follow Up
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Informal settlements within
Khayelitsha
Audit for refuse collection
service that municipality
outsourced
Auditing the agreements versus
the implementation on the
ground
Use of different tender briefs,
invoices, payroll and monitoring
tools by municipality as source
of information to conduct the
audit.
Interviews and physical
verification
1st on Refuse
collection(Nov ‘13)
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Informal settlements within
Khayelitsha
Audit for the janitorial service
that was guaranteed with the
sanitation service.
Audit of the cleaning of flush
toilets built in the
settlements
Auditing agreements versus
the implementation on the
ground
Use of system procedure
documents as source of
information but also use
interviews and physical
verification
2nd on Janitorial service
(Jul’14)
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Some of the added values could be:
◦ Community voices will be heard in terms of service
delivery
◦ Assist municipality and organizations respectively
to asses and measure impact of the service
◦ As organizations and community we can use this
method coupled with the budget watch or analysis
work to follow up on specific projects or
Programme that influence our work.
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a) Social Auditing: DVD use the Kenya MUHURI case, “Its our money,
Where’s it gone”; http://www.youtube.com/watch?v=z2zKXqkrf2E
b) Community Scorecard: peoples power part 2 of 4 based in Malawi
and health clinics on community scorecard project;
http://www.youtube.com/watch?v=j9RdoSqpsfU
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END THANK YOU