“By introducing an automated customer management system we took a noose and put it around our own necks. We are now accountable!”
This reflection from a manager in the Nairobi Public Water and Sewerage utility succinctly captures the impact of MajiVoice, a digital system that logs customer complaints, enables managers to assign the issue to a specific worker, track its resolution, and report back to the customer via an SMS. As a result, complaint resolution rates have doubled, and the time taken to resolve complaints has dropped by 90 percent.
MajiVoice shows that digital technologies can dramatically improve public sector capacity and accountability in otherwise weak governance environments. But is this example replicable? Can the increasingly cheap and ubiquitous digital technologies—there are now 4.7 billion mobile phone users in the world—move the needle on governance and make bureaucrats more accountable?
The introduction of “citizen engagement” into law is an idea that is gaining popularity around the world.
New provisions in Kenya’s recent Constitution enshrine openness, accountability and public participation as guiding principles for public financial management. Yet, as citizen engagement practitioners know, . Experience has shown that in the absence of commitment from leaders and citizens and without appropriate capacities and methodologies, public participation provisions may lead to simple “tick the box” exercises.
Thanks to the support from the Kenya Participatory Budgeting Initiative (KPBI)* and the commitment from West Pokot and Makueni** County leaders, participatory budgeting (PB) is being tested as a way to achieve more inclusive and effective citizen engagement processes while complying with national legal provisions. The initial results are quite encouraging.
On April 22 and April 29, 2016 representatives from Cote d’Ivoire, Ghana, Kenya, Liberia, Malawi, Sierre Leone, South Africa, and Tanzania came together in a virtual South-South Knowledge exchange hosted by the World Bank in collaboration with the Open Government Partnership to discuss an issue of mounting concern: managing records and information to support open government. These countries – committed to the goal of open government, and a number with new right to information laws and open data initiatives - were motivated by increasing recognition that their commitments to make information open cannot be fully realized until they increase their capacity to manage records and information, especially the growing amount of information in digital form.
I have worked on public procurement and governance for most of my life. But I have never been more excited to finally have a solution at hand that has potential to change the legacy of opaqueness, fraud and lack of effectiveness in public contracting in many African countries.
Africa still need billions in investments to build infrastructure and provide quality services to its citizens, many of them vital: health care centers, food for school children, water services and road to help farmers market their produce. Investments as part of the Sustainable Development Goals in infrastructure alone carries a price tag nearly $100 billion a year. Unfortunately, like in many countries around the world, public contracting in Africa has been characterized by poor planning, corruption in picking contractors and suppliers and contracts are poorly managed.
But the good news is that this is changing. The series of blogs I’m kicking off will highlight the shifting of the norm towards open contracting in Africa.
“You cannot solve a problem you haven’t fully understood.” – Chief Justice Mutunga, April 15, 2015
It’s difficult to know whether you’re succeeding in any institution – public or private – if you don’t set targets and collect data to measure progress against them. Courts are no different.
The Kenyan Judiciary has been making great strides in performance management. A ceremony at the Supreme Court in Nairobi last month was the latest step. Chief Justice Willy Mutunga signed “Performance Measurement and Monitoring Understandings” with the heads of Kenya’s courts.
These commit each court to targets such as hearing a case within 360 days, delivering judgments within 60 days of the end of a trial, and delivering a minimum number of 20 rulings a month.
Public procurement is a linchpin for good governance and effective public service delivery, both of which are critical to the sustainable development of Africa. In many countries throughout the region, strengthening procurement to address weaknesses in public sector governance has become a priority.
- Public Integrity and Openness Department
- Public contracting
- Open Contracting
- open contracting data standard
- Public Sector Governance
- Public Service Delivery
- Public Procurement
- Public Sector and Governance
- The World Region
Open governance is about ensuring that citizens are able to engage with their governments and that those governments are then willing and able to respond to citizen demands. This, in turn, should lead to socially-inclusive economic development and more effective and efficient service delivery, improving the lives of citizens. But how can citizens fully hold their governments accountable without access to—and comprehension of—government data?
The real challenge for fostering open governance lies in promoting transparency among the various sources of funding that make up a country’s public investment portfolio. Without a clear breakdown of their governments’ resources, citizens cannot engage in informed policy or decision-making discussions.
In my first mission as senior director, I am participating in an event in London this week hosted by the Governance Partnership Facility (GPF). This multi donor trust fund includes the World Bank Group, along with donors that include the UK, Netherlands, Norway and Australia. This year’s program includes perspectives from civil society and academic institutions which will further enrich our understanding of what’s important to our client countries.
Despite relatively modest resources over the past five years the GPF has played a major role in helping to build the Bank’s Governance and Anti-Corruption strategy. The model of the trust fund is structured around four different “windows” in which competitive grant proposals are submitted by World Bank task team leaders across the different Practice Groups; these are then carefully vetted and submitted to a Steering Committee for approval.