This report shares the highlights of the pilot implementation of the Strengthening the Sangguniang Kabataan (SK) as an Accountability Mechanism in Local Governance or the #SKasGWatch Project and the documentation of its final activity, the learning exchange in January 2020, that brought together the project team and lead volunteer-monitors in the three pilot sites for an assessment and reflection. Implemented from November 2018 to January 2020, #SKasGWatch is an initiative of Government Watch (G-Watch) in collaboration of Canada Fund for Local Initiatives (CFLI) and Accountability Research Center (ARC) that aims to enable the SKs in engaging key poverty reduction programs of the government to advance the accountability and responsiveness of poverty reduction programs.
This paper explains why and how a reform program that opened up spaces for participatory budgeting was ultimately unable to result in pro-citizen power shifts that transformed governance. The study reviews the design and implementation of Bottom-Up Budgeting (BuB), the nationwide participatory budgeting (PB) program in the Philippines, which ran from 2012 to 2016 under the Benigno Aquino government. The findings underscore the importance of institutional design to participatory governance reforms. BuB’s goal was to transform local government by providing more space for civil society organizations (CSOs) to co-identify projects with the government and to take part in the budgeting process, but it did not strengthen CSO or grassroots capacity to hold their Local Government Units (LGUs) accountable.
This short paper briefly looks at Balangay and how it was developed as a useful application of digital technology to address a specific governance problem of Legazpi City. It also examines the challenges that Legazpiitfaces in enabling strategic collective action to promote responsive and accountable governance.
In a nutshell, Balangay is a cloud-based information system that aims to provide “prompt, reliable and understandable information” regarding various natural disasters that may threaten the Legazpi City, such as typhoons, flooding, landslides, earthquakes,and volcanic eruptions. It comes in the form of a web and mobile app that is meant to help prepare the City’s residents for any possible calamity.
How can ordinary citizens pressure local officialstorespond to their demands? The people from the province of North Cotabato in Mindanao seemsto have found a solution and areisattempting to further enhance it.
This case is about how an organization attempts a strategic shift: from pressure/ protest-only approach to employing an integrated approach: pressure politics and constructive engagement. This case investigates what the enabling factors were of such a strategic shift and the challenges involved in going through with it. Since the strategic shift also involved the use of digital technology as facilitated by a global program (Making All Voices Count), the case also reflects on when and how digital technology worked (in this case, did not work) to support the work of an organization.
On August 17, Government Watch (G-Watch) organized and facilitated a forum-workshop aimed to discuss and reflect on the key lessons learned, evidence and gains on adaptive learning, strategic citizen action and use of digital technologies generated through Making All Voices Count (MAVC) support in the Philippines and other related initiatives. Around 40 MAVC grantees, key G-Watch leaders all over the country and other relevant partners of G-Watch in governance reform attended to reflect on their initiatives.
The Philippines has a long history of state–society engagement to introduce reforms in government and politics. Forces from civil society and social movements have interfaced with reform-oriented leaders in government on a range of social accountability initiatives – to make governance more responsive, to introduce policy reforms, and to make government more accountable.
The case study looks at the work of Damayan ng Maralitang Pilipinong Api (DAMPA, Solidarity of Oppressed Poor Filipinos), a network of more than 90,000 poor urban households, which works to provide “viable solutions to basic poverty problems endemic to the urban poor” (DAMPA 2004).
A new generation of strategies for government accountability is needed, one that fully considers entrenched, institutional obstacles to change. Vertical integration of coordinated civil society policy monitoring and advocacy is one such strategy. Engaging each stage and level of public sector actions in an integrated way can locate the causes of accountability failures, show their interconnected nature, and leverage the local, national and transnational power shifts necessary to produce sustainable institutional change.
Indigenous peoples have a rich and long history of struggle, and the case study of campaigning for indigenous peoples’ rights examines the work of the Teduray Lambangian Women’s Organisation Inc. (TLWOI), a federation of community-based organizations which is fighting for the rights of indigenous women in Mindanao.
The case study examines the work of the Reproductive Health Advocacy Network (RHAN) to push for the passage of the Reproductive Health Bill, despite stiff opposition from the highly influential Catholic Church.
This case study summary looks into the advocacy campaign of the Disaster Risk Reduction Network Philippines (DRRNetPhils), which was directed at the passage, implementation and review of the 2010 Disaster Risk Reduction Management (DRRM) Act.
This case study summary reflects on some of processes, mechanisms, actors and activities at play at various stages and levels of the programme, which made it possible for civil society monitoring to cover all the Textbook Delivery Programme’s possible vulnerabilities to corruption and inefficiency. It attempts to unbundle processes at every level, and measure the intensity of the actions/tactics per level using vertical integration as a framework for analysis.
The case study focuses on the organizing efforts of two national agrarian reform networks, the Rural Poor Institute for Land and Human Rights Services (known as RIGHTS Network) and the Movement for Agrarian Reform and Social Justice (Katarungan), and their campaign with local farmers’ organizations on the Bondoc Peninsula.
This piece puts forward propositions on "doing accountability differently" through strategies that tackle power and systemic issues in order to address root causes (instead of just the symptoms) of corruption and bad governance through balanced and synergistic, multi-level and multi-actor actions on transparency, participation and accountability.
This provides background paper for a learning event on transforming governance, which presents vertical integration as “an effective way of doing accountability work because it can reveal more clearly where the main problems are, permitting more precisely targeted civil society advocacy strategies.”
In June 2015, a North-South convergence of four organizations hosted a workshop entitled “scaling accountability.” In contrast to the conventional idea of “scaling” as involving the replication of local pilots, our use of the term was intended to convey the idea of going beyond bounded projects to address systemic accountability problems.