- by Abid Ullah Jan
A unique model of information system for local development, presently being implemented by UNICEF in Pakistan.
2. CIS Participatory Planning and Monitoring Phase
2.1 Sharing and reflectio
Objective:
- Share the consolidated and analysed information with the concerned VAC for reflection and monitoring of the situation,
- Work on analysis of existing information (the second “A” of the Triple – A process)
Out come: The community is fully aware of its situation in different sectors and takes responsibility for participatory planning and monitoring of their development work.
Responsibility: SOs and VACs
Feed back sessions are required both for the data collection activists and members of the CCB or VAC. The activists see the fruit of their labour, where as VAC members really get something for planning. Like the initial contact, feedback sessions on the collected data are also important for the reason that this is the make or break point for the community. It needs a competent SO who can facilitate the process of linking the problems listed by the community at random with the realities reflected by the data.
SOs need to have feedback sessions with the CCBs and VAC who have completed compilation of their data. They shall be provided with computer-generated reports of not only their own village but also of the adjacent villages for comparison of their relative status in different sectors.
This is a critical stage of the CIS programme. A passionate discussion is required with community for analysis of available information, implications of the identified symptoms and their root causes. Their focus needs to be changed at this point from projects and scheme oriented development approaches to real development in health, education and comprehensive human resources.
Allow the community to reflect on what they have been considering development so far and what they have achieved so far with conventional approaches to development. They also need to reflect on what has brought them to the present situation and what can save the present condition from getting further deteriorated. It is a common experience that at this stage many of the communities realise that at least 70 per cent of their development is in their own hands. The rest of 30 per cent would be the kind of schemes that they cannot help themselves to undertake on their own. Primary data plays a great role in the reflection process.
Methodology
The community always have preconceived ideas about their development. If the concerned SO could not clarify their confusion, he himself would find the whole CIS as an exercise in futility. The best way to generate their interest is to put a blank sheet of Village Profile and ask the participants to fill it up with the as much information as they know. When they fail to recall or when they admit that they do not know about some specific information, refer them to their village data and its importance. It makes them more interested. It has been observed that decision makers among them take keen interest, whereas most of the activists are simply interested to the point of seeing results of their work. The feedback and reflection sessions should be precede any attempt at developing village development plans.
2.2 Participatory Monitoring
Objective: Enable the VAC/CCB and community to monitor the development process in the village.
Out come: All village facilities and resources are effectively utilised and the ground is set for future intervention
Responsibility: VAC and the concerned communities
It is necessary before any meaningful planning that the community gets involved in monitoring and see if the existing facilities are optimally utilised. For instance they need to know if solution to their problem is in the establishment of a health unit or some kind of preventive action for long term success. After feedback sessions, community is sensitised to many issues and a monitoring plan at this stage helps them get involved in analysis of their problems.
Monitoring situation in terms of fulfilment and violation of rights is also necessary. Generally, the Social organisers may guide members of VAC on the issues of right to life, adequate health care, safe water, sanitation, nutrition, etc.
The factors to monitors with respect to violation or fulfilment of rights are mortality rates for children, which is already part of the household questionnaire. Access to safe water, household latrine etc. all these are part of household questionnaire but attention of VAC members are needed to be diverted to the rights aspect of the issue along with its development aspect.
For monitoring participation, VAC and CCB need to monitor VDP and UCDP as to who participated and in what. Although there are no systems as such for monitoring exploitation, violence, abuse and neglect, but anecdotal information shall be made a basis for taking a start.
Various sources of information in this regard at village level could be views of children and women, record cases of violence treated in BHUs or healthcare facilities, health care workers such as TBAs, LHWs, and record cases in police stations.
At UC level, sources for such information could be local media, maslahati committees, local courts and social welfare officers. VAC or CCB should be doing periodic monitoring at village level but immediate response to any emerging situation would be necessary. Recording cases is necessary but initiating local level action for prevention, rehabilitation and awareness plays greater role in addressing the roots of the problem.
2.3 Participatory Village Development Planning
Objective: To develop village development plan in a participatory manner and complete the triple “A” process at the community level
Out come: Village Development Plan prepared and approved from at least 70 per cent of the community members
Responsibility: SOs, VAC/CCB members and the community
A general misconception is that just one sitting with VAC is enough to develop a VDP. Although information is available, but for maximum effectiveness, SOs need to make the planning process more participatory and interesting through using different techniques, such as PRA exercise for some specific sector activities. It would help the planning to be more objective and specific.
Village Development Plan needs to be specifically divided into two parts: problems that are to be addressed through self-help and problems that are to be addressed with the assistance of UC.
There have been instances that the community planned to submit complain to education department for removal of a teacher and when Social Organisers met that teacher, he bitterly complained about lack of cooperation from the community, despite the fact that he travels a long distance to attend the school. In another case, community complained numerous times and the government stopped salary of a teacher but he was so influential that he would struck a deal with the government and release his salary, but would not budge from his position of working with devotion. Therefore, a plan developed in the presence of concerned stakeholders helps avoid many such problems. Moreover, VDP must not be taken for granted. Sector-wise prioritisation needs to be done to highlight the actual problem and address their root causes.
Government and local representative concerned to a specific sector should be present while planning. For instance, teacher of a specific school should be present while planning for education.
Guidelines for Developing
Village Development Plan (VDP)
Preparation of VDP comes after a lot of groundwork. It is part of the CIS process and not an isolated exercise. Therefore, the SOs have to be very careful and armed with conflict resolution skills before venturing into developing Village Development Plans and must seriously take all the following guidelines into consideration.
a) make sure that the process is participatory and all the concerned stakeholders are fully involved. Generate participatory discussion: Be a facilitator, not a teacher.
b) The community members involved in development or presentation of the VDP must be fully familiar with process of data collection, assessment and analysis.
c) let the community do assessment and analysis in real sense and help them understand technical terms like “Assessment,” “Analysis,” etc., with the help of straightforward questions in local language, such as “Jaiza = Mas’ala kiya hay,” and “Tajzeeya = hull kiya hay,” etc.
d) On some issue/problems, the community may not be ready to immediately agree to taking action on their own. At such occasions, do not try to impose anything on them. Simply flag the issue and leave it for later.
e) Do not try to address an issue that may divide the community. Instead try to look for alternatives that may unite them and help pool their resources and solve their conflicts.
f) Actions should be specifically identified. For example, identify both curative and preventive aspects/roles of a BHU.
g) The “Duration’ column in the VDP must have a starting time and preferably a closing time as well.
h) SOs should be aware of the cause and effect of different problems.
i) The SOs should be fully aware of every aspect and every sector of the information that is gathered during the CIS programme.
j) Committees have to be formed for specific activities. They must develop work plans and show progress on monthly basis.
k) All statements in the development plans should be clear and specific – not ambiguous and incomplete.
l) SOs should be clear about the government criteria for establishing a government, or BHU, or Hospital, or removing an irresponsible or incompetent teacher, etc.
m) SOs need to concentrate on group dynamics and try to facilitate and reconcile, helping the community realise that everyone’s participation is equally important. Conflict resolution skills are thus required.
n) The activists must be fully involved from day one of the CIS programme and should remain involved.
o) The SOs need to dispel undue expectations of the community with regard to NGOs or donors working for them.
p) Village Councillors and other stakeholders might have some undue expectation. But the SOs should try to clarify roles and responsibilities of every person on the Village Joint Action Committee.
q) Selection of members for Village Joint Action Committees should be carefully done according to the set criteria.
r) The Union Council authorities must own the final VDP. VDP is a double-edged sword. If the US authorities are convinced of its utility, it becomes a strength. Otherwise it loses its credibility and the intended purpose is not achieved. Therefore, the SOs should target UC as an institution and try to take it on board as early as possible in the CIS programme.
The VDP must be shared and approved by at least 70% of the community. A format of VDP is annexed as Annex – 4.
Prioritising issues and needs
Prioritisation is extremely necessary for avoiding waste, effective use of available resources and achieving results according to set objectives. Consensus and participation are the two main principles for prioritisation. For prioritisation, VAC/CCB need to keep the following in mind:
- Seriousness and depth of the issues;
- Offshoots and spill-over effects of the same problem;
- How many people are affected;
- Who is affected;
- Available resources for addressing the problem/issues;
- How much time would the solution requires;
- How much feasible is the proposed solution; and
- How many more problems could be addressed with the proposed solution.
The reason VAC/CCB members get into conflict over an issue is difference in their point of views. They must be made aware of the fact that their points of view are different because of a difference; not because they are wrong. They would have a difference in the way they analyse things, the way they use words to communicate their point of view; difference in the objectives; difference in attitudes and in the way of working. They must not let grow these differences into conflicts, which would further lead to violation of rights, inequality, imbalance in authority and responsibility and un-participatory ways to decision making. They have to find out a middle way and resolve all issues through discussion and consensus.
2.4 Action
Objective: To ensure action and progress on the VDP by the concerned stakeholders
Out come: VDP is effectively utilized
Responsibility: All concerned stakeholders mentioned in the VDP
When the community gets involved in action, their own monitoring committees and SOs need to do regular follow up. Instilling a habit of reporting in the community at this stage would greatly enhance their zeal for showing more progress. They have to set long and short term objectives for their planning for action. Objectives setting gives VAC/CCB a direction and help them keep different parts of their development plans in harmony. Resources are best utilised during the stipulated time and all activities are effectively linked.
Basic principles for action are: participation, non-discriminatory attitude and efficient and effective use of resources. Participation can be ensured through women councillors, selection of representative people (including women and young), distribution of information about VDP and UCDP, assigning responsibilities, and regular meetings with influential persons, women and youth. As far as possible, community mobilisation and interaction shall be left to the committees formed under Local government set up.
2.5 Monitoring of VDP and UCDP
Regular monitoring is required to ensure that all activities are being carried out according to the set objectives and prioritised plan. It would further ensure proper utilisation of resources. Monitoring committees formed under the Local Government set up needs to be made functional for this purpose. They would not only do regular monitoring with the assistance of other members from VAC/CCB, but would also do evaluation and impact assessment at the end of years for developing new annual plan according to the lessons learnt from the past.
