Diana Sanchez-Betancourt & Elm Vivier HSRC Seminar 21 July - - PowerPoint PPT Presentation

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Diana Sanchez-Betancourt & Elm Vivier HSRC Seminar 21 July - - PowerPoint PPT Presentation

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Diana Sanchez-Betancourt & Elm Vivier HSRC Seminar 21 July 2016 Social science that makes a difference Outline 1. What problems were we trying to address? 2. How did we go about it? 3. What was achieved? 4. What did we do? Steps

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Social science that makes a difference

Diana Sanchez-Betancourt & Elmé Vivier HSRC Seminar 21 July 2016

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Outline

  • 1. What problems were we trying to address?
  • 2. How did we go about it?
  • 3. What was achieved?
  • 4. What did we do?
  • Steps of the scorecard method
  • Review of the Heights scorecard pilot
  • Results & limitations
  • 5. So what? Lessons and further thoughts
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SLIDE 3

What problems did we try to address?

  • Service delivery and community engagement in

local government, especially informal settlements

  • Limitations of existing conventional “public

participation” mechanisms

  • Project objective: to support cities to review,

enhance and innovate on engagement approaches within service delivery processes

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SLIDE 4

How did we go about it?

Broad aims:

  • To work together with city officials and communities
  • To experiment with an existing methodology and

adapting it to a local context

  • To follow the principles of participatory action research
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SLIDE 5

WHAT DID WE DO?

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SLIDE 6

The Community Scorecard

  • Brings together citizens and
  • fficials (users and providers)
  • To decide issues and develop

measures (the scorecard)

  • To evaluate challenges and

ways to improve delivery and maintenance of 2 services

M ILITARY HEIGHTS WATER Com City

  • 1. How is your access to a water tap?

1 3

  • 2. How is the water pressure in your area?

1 3

  • 3. What is the condition of the water taps in

your area / that you use? 1 3

  • 4. How is the other water infrastructure?

1 3

THE HEIGHTS SCORECARD: ELECTRICITY

AREA: ______________________ NAM E: __________________________

M easure/ Criteria Bad Okay Good Reasons / Comments Ideas for solutions

1. How are new electricity connections in your area? 2. How are the electricity restorations in your area? 3. How is the streetlighting in your area? 4. How is the level of streetlighting in your area? 5. How is the quality of keypads used for pre-paid meters? 6. How is the City’s maintenance of electricity equipment?

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Implementing the Scorecard Experiment: main steps

  • Step 1 – Preparatory work: understanding the context in the informal

settlements and within the city

  • Step 2 – Understanding the needs of residents and of the City

around water and electricity (separate conversations first)

  • Step 3 – Identifying what issues residents and officials want to

evaluate (developing indicators)

  • Step 4 – Agreeing on the things city officials and residents want to

evaluate

  • Step 5 – Scoring: going into the streets and homes to evaluate

together – city officials, community leaders and residents

  • Step 6 – Comparing scores; understanding (a) the realities of

delivering and maintaining these services and (b) different perceptions; And defining what can be done (ideas for action)

  • Step 7 – Evaluating the process: what was and was not useful, and

why?

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SLIDE 8

Overview of Scorecard Process

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Steps 1 & 2: understanding the context and needs

5 informal settlements

  • Hillview One
  • Hillview Two
  • Village Heights
  • Overcome Heights
  • Military Heights
  • City of Cape Town: open to experiment
  • Ward 67: selected by City
  • The Heights camps:
  • Scope for improving services
  • Opportunity to build stronger

relationships & trust

  • Water & electricity:
  • Some challenges
  • Feasibility
  • Comparative
  • Utilities dept. most committed
105 32 61 84 23 100 71 1 69 80 15 14 8 74 54 62 70 4 9 3 55 6 104 16 64 67 77 2 5 24 53 7 56 113 43 10 21 11 63 57 19 109 58 73 59 30 114 99 103 112 17 22 95 60 116 102 72 27 26 107 48 83 46 93 31 115 54 49 66 35 75 12 81 65 85 82 78 86 44 108 94 92 111 28 25 110 20 106 68 101 76 88 79 13 50 36 47 38 45 33 18 98 41 96 51 42 40 34 39 37 91 52 97 87 89 90 NONE NONE NONE NONE NONE NONE NONE NONE NONE NONE NONE Elim NONE NONE NONE NONE NONE NONE NONE NONE NONE Avon NONE NONE NONE NONE NONE NONE Parow Rugby Langa Elnor Crest Vasco Tokai Erica Eldawn Uitsig Uitsig Wetton Pinati Ottery Hatton Epping Gaylee Kaymor Boston Beroma Belair Witsand Nutwood Croydon Winford Bayview Florida De Duin Wolfgat Mfuleni Koeberg Soneike Serepta Sarepta Oakdene Klipdam Gersham N1 City Clarkes Penhill De Noon Rylands Retreat Ndabeni Montana Kewtown Kalkbay Clifton Athlone Rustdal Camelot Old Oak Oakglen Oakdale De Bron Panorama Roundhay Macassar Kalamuda Firgrove Erinvale Seaforth Red Hill Richmond Panorama 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Establishing the project team

  • 11 Departments
  • 17 Individuals
  • 42 Residents
  • 10 Leaders
  • 2 Researchers
  • 1 External

facilitator rchers al r Researchers & Facilitator 10 Le Community leaders

  • 11 De
  • 17 Ind

City officials ents Community residents SteerCom:

  • National Treasury
  • HSRC
  • Utilities
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SLIDE 11

Step 3: identifying water & electricity issues as ‘indicators’

Community City

  • Response time
  • Role of community
  • Response process
  • Maintenance and

response

  • Quality of repairs
  • Reporting
  • Quality of

equipment

  • S

afety (equipment and usage)

  • Electricity supply
  • Accessibility for City
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Step 4: Stakeholder workshop

Coming together to discuss the issues and agree on a shared scorecard

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Step 5: Scorecard Day – visiting the camps and scoring

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Inspecting physical infrastructure

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Understanding daily experiences

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Sharing knowledge

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“We tend to engage desktop scoring but it’s useful to be on the ground listening.”

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I was beginning to lose hope … after this I can see there is hope … I can see the community also shares those challenges and frustrations.”

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Step 6: joint discussion of results and ideas for action

IDEAS / ACTIONS CHAMPS COMMENTS Monthly com. leaders’ meetings Aysha to

  • rganize 1st

meeting Rotational basis for hosting and organizing; Invite the councillor Scorecard team meetings Fawzia, Charmaine, Alie Have follow-up and action meetings in /every 2 months Fit refuse containers with chutes to throw bags when locked Thembi and Brent Meet to explore idea to see if there is potential Display call-centre numbers in strategic locations Utiities Current placement not effectiven

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What was achieved?

  • Tangible results
  • Data collected: scorecards (57 indiv and 20 group

scorecards)

  • Specific service issues addressed, communication

channels and City responsiveness improved

  • Intangible outcomes
  • Improved understandings by bringing together different

experiences and forms of knowledge

  • Strengthened relationships
  • Generated space for further action and experimentation
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Positive evaluations and outcomes

Community leaders

  • Different from usual

engagements with CoCT (“not a talk shop”)

  • Good to have officials

physically in the area

  • Good to learn how officials

work (systems & processes)

  • Better understanding of how

to contact City & report issues

  • Better responsiveness from

City when report issues

  • Better relations between

leaders

City officials

  • Different from usual

engagements and surveys

  • Gained a stronger sense
  • f community agency
  • Could see disconnects

between different services

  • Built better relationships

that will help ongoing interactions and service delivery

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Not a survey…

“This approach is very different from surveys. This is a new approach. We don’t go to the community with plans; here we want them to buy into the project from the beginning.” “Here we’re understanding exactly the issues and then making an informed decision – that’s the difference, and it’s a very important difference.”

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Limitations and concerns

Community leaders

  • Desire for greater City

presence in their communities

  • How long will these

changes last?

  • Remaining challenges:

housing, job creation, crime, youth development City officials

  • Very resource-intensive
  • Successful because of

external resources and support? HSRC researchers

  • Whose voices were

excluded?

  • How useful for communities?

For city officials?

  • Replicability and

sustainability?

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SLIDE 24

SO WHAT?

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Reflections

  • Social experimentation needs time, flexibility and

resources.

  • Community engagement is an ongoing process

and requires a deeper presence of the City within communities.

  • Community scorecard valuable as process of

experiential learning.

  • Experiential learning as a way to find spaces and

forms of collective action in order to address engagement and service delivery challenges.

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SLIDE 26

Experiential learning: key lessons

Experiential learning transforms understanding and builds relationships. Dialogue: new understandings of processes and limitations - both within communities and municipalities - emerges through dialogue. Shared knowledge: community knowledge is key, but different forms and shared knowledge can generate better solutions. Informal interactions: better engagement depends heavily on relationship-building, which often occurs through informal interactions and “soft spaces.”

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Social science that makes a difference Social science that makes a difference

Thank You Thank you especially to:

Dave Savage (CSP) Gerry Adlard Gisela Kaiser & Andrea de Ujfalussy (CoCT) Charmaine, Aysha, Feroza, Geraldine, Alie, Janap, Fowzia, Thembi, Hazel, Fazeela Mirjam van Donk ( azel, k (Isandla Institute) Social Justice Coalition Ndifuna Ukwazi