Partnership Transparency Fund
Citizen Against Corruption Project
Project Completion Assessment (PCA) by External Evaluator
A. Key Project Data
1. Name of the CSO
2. Project Title
3. Project Location
: People’s Rural Education Movement (PREM)
: Reduction of Corruption in MGNREGS and PDS in Nuagad and
Gumma Block, Odisha
: 12 GPs of Nuagad Block and 3 GPs of Gumma Blocks of Gajapati
District, Odisha
: 35,000 (Revised to 22,3300)
: From: 01.01.2012 To: 31.03.2013
: Prem Garg
: PRIA
: 11 – 13 May 2013
4. Grant Amount (in USD)
5. Period of Implementation
6. PTF Project Advisor
7. PAC Author
8. Date of PCA
B. Overview
Key problem addressed by Phase 1 and 2 Projects:
The state of Odisha, with a high tribal and dalit population, represents extreme backwardness in terms
of human development indicators. In general, government institutions, designed for service delivery to
the poorest of the poor, hardly function efficiently in a corruption-free manner thereby doubly affecting
the marginalised sections residing in the state. In addition to that, the project location i.e. the Nuagada
and Gumma blocks are situated in the Gajapati district of Odisha characterised by inaccessible, hill and
hillocks where majority of the population belong to schedule tribe (Soura) and schedule caste. Extreme
poverty, illiteracy and lack of awareness and information lead to high levels of corruption and low usage
of public services by the citizens. During Phase 1 of the initiative, it was seen that corruption, in general
and especially in MGNREGS was a gigantic issue and needed detailed intervention to bring about
accountability and transparency in the whole system. While working in Phase 1 it was also realised that
PDS is also affected by the clutches of deep-rooted corruption in the block. As a result, Phase 2 of the
CAC project has been designed to address both MGNREGS as well as PDS in Nuagada and Gumma blocks
with the aim to bring out accountability and transparency in service delivery related to such schemes.
Combined Objectives of the Phase 1 and 2 Projects:
The major objectives of the CAC project in Phase 1 were (a) to increase transparency and strengthen the
system of financial accountability in government departments through monitoring of uptake of scheme
provision at community level in 160 communities and use of RTI to track government budget
expenditure by March 2011 and to use constructive engagement with block and GP level government
employees and elected representatives at PRI to establish sustained approaches to vigilance, monitoring
and action against corruption in public service; (b) to improve implementation of MGNREGS to ensure
average 50 days’ work per card holder by 2010 through exposing corrupt practice and empowering
community members to demand for their rights and monitor and track implementation of the provision
in 12 GPs to ensure that all wages issued under MGNREGS are paid in full through bank or post office; (c)
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to increase public awareness of issues of poor governance and poor implementation of government
provision through a proactive media programme and investigative reporting in Nuagada block by March
2011; (d) to eradicate all incidences of corruption in formal verification for application process under
FRA. A total of 2,472 claims to be verified and proper certificate issued without payment of any nature
by March 2011; (e) all 5,348 BPL households will receive full and regular (i.e. once a month) PDS
provision in all 12 GPs by March 2011. All bogus PDS cards will be exposed and confiscated by local
government by March 2010.
However, objectives of Phase 2 include the following:
-
To include all eligible families of Nuagada block and 80 per cent of all eligible of Gumma block in
MGNREGS by the end of the project
To ensure that all 80 per cent job card holders get all the stipulated entitlements of MGNREGS in
Gumma and Nuagada blocks by the end of the project period
To ensure more active participation of citizens, and their constructive engagement with the public
institutions, at all stages of MGNREGS in Naugada and Gumma blocks
To ensure that at least 60 per cent of BPL and Antardoya families of eight GPs of Gumma block get
ration cards by end of the project period
To ensure that at least 80 per cent of the eligible card holders of the eight panchayats of the Gumma
block to get the PDS entitlement at stipulated time and quantities at the stipulated price by end of
the project period
Approaches and strategies used to achieve combined objectives:
In order to reduce opportunities and vulnerabilities of corruption in MGNREGS and PDS in 15 GPs of
Gumma and Gajapati blocks, PREM followed some specific tools and strategies:
-
-
-
Community engagement and empowerment which is expected to increase the awareness level of
the people various government provisions, use of tools like RTI and thereby increase the confidence
of the people by enabling them to demand their rights and entitlements; these in turn are expected
to bring about a fundamental and permanent change so far as the approach of the officials involved
in the delivery of public service is concerned resulting in greater transparency and accountability.
Constructive engagement with the public authorities including the elected representatives as well as
the concerned government officials at village, GP and block levels is one of the major strategies.
Besides, constructive engagement has also been practiced by engaging the local media –
newspapers/TV, local personalities, CBOs/NGOs and their network, SHGs and federations etc.
The peer learning and knowledge sharing approach had also been instrumental in identifying gaps
and follow-ups accordingly. This has helped developing the capacities of the project team by dint of
exposure and orientation to the experiences of the other CAC partners. Again, promoting peer
learning with regard to empowerment and capacity building of the Social Watch Monitors who are
also members of the communities, has resulted in raising the awareness and build capacity among
their peers at village, GPs and block level.
Overall conclusion covering Phase 1 and 2 projects:
The CAC initiative undertaken by PREM in both Phase 1 and 2 have attempted to address the issues and
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irregularities relating to MGNREGS and PDS implementation and the corrupt practices associated with it
in Nuagada and parts of Gumma blocks of Gajapati district in Odisha. Due to project interventions,
MGNREGS related practices have been improved considerably in the targeted villages, with increased
number of man-days, regular wage payments and other entitlements. On the other hand, creation of
well-capacitated community leaders and effective engagement of the two well-established community
based organisations (CBOs) like Margadarshi and Palli Bikash in both Nuagada and Gumma blocks in the
fight against corruption can be viewed as achievements of the project. Contribution of the IEC materials,
including brochures, walling and hoardings in awareness generation has also been crucial. Again,
effective use of tools like RTI, Social Audit, and Public Hearing can also be viewed as another major
achievement of the project. On the other hand, constructive engagement with the grass-root level
implementing authorities as well as PRI members have created a conducive environment to some
extent, which in the process have helped checking corruption in MGNREGS and PDS during the period of
project intervention. Overall, CAC project has managed to initiate some processes and activities, which if
followed up regularly, have the potential to check corruption at all levels of MGNREGS implementation.
C. Approach and Phase 2 Project Design
Overall rating on the relevance and design of the project (as per scoring
CSO Score^ IEE Score#
guidelines)
4
3
Please provide a brief narrative for each following question:
1. Were the objectives appropriate to the problem being addressed?
Overall the objectives were designed appropriately to address the problem of corruption relating to
MGNREGS in Nuagad and Gumma blocks of Gajapati district, Odisha. Objectives like including all eligible
families of Nuagada block and 80 per cent of all eligible of Gumma block in MGNREGS by the end of the
project or ensuring 60 per cent of BPL and Antardoya families of eight GPs of Gumma block get ration
cards by end of the project period, seemed to be specific, measurable and time-bound and realistic, as
most of targeted community members did not have MGNREGS job cards or ration cards as per the baseline survey. Again, objectives like ensuring all 80 per cent job card holders get all the stipulated
entitlements of MGNREGS in Gumma and Nuagada blocks by the end of the project period and to
ensure that at least 80 per cent of the eligible card holders of the eight panchayats of the Gumma block
to get the PDS entitlement at stipulated time and quantities at the stipulated price by end of the project
period were not only appropriate but extremely realistic; because getting hold of the job cards or ration
cards alone could not ensure stipulated entitlements, especially in a context dominated by rampant
corruption at all levels of service delivery. Furthermore, objective like to ensure more active
participation of citizens, and their constructive engagement with the public institutions, at all stages of
MGNREGS in Naugada and Gumma blocks also seemed to be realistic as only active participation from
the demand side could compel the government authorities as well as PRI members to be accountable
and transparent in service delivery. At the same time, it is true that though all the objectives were
relevant and achievable, yet could have been a little more quantifiable.
2. Were the components realistic and likely to achieve the objectives?
The project components (activities/ outputs/ outcomes) seemed to be realistic and logically sequenced.
Regarding MGNREGS, the objective of including all eligible families of Nuagada block and 80 per cent of
all eligible of Gumma Block in MGNREGS by the end of the project could be more or less achieved within
the project span. 553 eligible families were identified; 407 families out of 452 from Nuagad block and
105 families out of 129 eligible households from Gumma were included in MGNREGS. Objective 2 of
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ensuring 80 per cent of the job card holders get all the stipulated entitlements of MGNREGS in Gumma
and Nuagada blocks by the end of the project period was also attempted to be achieved. Almost all the
job card holders got average 57 days of employment in both the blocks during 2012-2013. 3.06 per cent
job card holders got 100 days of work under MGNRES, 20.85 per cent got about 75 days, 12.68 per cent
got up to 60 days, and 16.10 per cent received up to 50 days. 20.85 per cent of job card holders got
above 45 days and 14.87 per cent job card holders got up to 40 days and 11.60 job card holders received
15 days of work under MGNREGS during 2012-2013. Besides, insurance, first aid, shed, drinking water
(worksite facilities) had been availed by the workers at 95 per cent of MGNREGS work sites during 20122013. However, allowances related to travel and equipment and even any unemployment allowance
had not been given. In addition to this, all the job card holders received minimum statutory wage in
MGNREGS and average wage was 125 rupees per day during 2012-2013, the payment of which was
more or less kept within 15 days and 80 per cent of the job card holders got acknowledgement receipts
whenever they submitted demand work. Furthermore, the objective like ensuring more active
participation of citizens, and their constructive engagement with the public institutions, at all stages of
MGNREGS in Naugada and Gumma blocks was also attempted to be achieved. 96 per cent of household
were made fully aware of their rights and entitlements in MGNREGS; 16 citizen groups were formed and
strengthened including 6 monitoring and vigilance committees in 15 GPs of both the blocks for
monitoring MGNREGS services. 3 public hearing meetings, 22 social audits, 8 activities related to
constructive engagement, 2 media engagement activities and submission of 2 memorandums by the
community – all these occurred during 2012-2013. All the villages prepared their MGNREGS planning in
Palli Sabha with the help of PRI and block administration during 2012-2013 for 2013-2014.
Relating to PDS, as a part of achieving the objective of ensuring at least 60 per cent of BPL and Antadoya
families of 3 GPs of Gumma block get ration cards by end of the project period, 1,604 families from both
the blocks were covered under PADI card (which helped them to avail the benefits that are provided
under BPL category), as it was difficult to include the eligible families under BPL and Antadoya which
again required policy decisions from state government. Again, the objective of ensuring at least 80 per
cent of the eligible card holders of 3 panchayats of the Gumma block to get the PDS entitlements at
stipulated time and quantities at the stipulated price by end of the project period was also attempted to
be achieved. All the card holders including the newly included got their rice and kerosene oil
entitlements at stipulated time and stipulated price. However, delivery of sugar continued to be
irregular as per the government stipulated quantities of entitlement.
3. Were there clear and measurable indicators to track project achievements?
Most of the indicators were well-framed, distinct and have the potential to quantify the developments
achieved through the activities planned under the project. These include the following:
-
Number of eligible excluded families applying and receiving job cards under MGNREGS.
Number of days of work for MGNREGS job card holders during the project period.
Number/ percentage of MGNREGS workers getting the stipulated wages within stipulated time
(within 15 days) during the project period.
Number/ percentage of MGNREGS Job card holders applying and getting unemployment allowances
during the project period
Number/ percentage of MGNREGS schemes providing the stipulated facilities like child care, first
aid, drinking water etc. during the project period
Number/ percentage of workers getting benefits like accident insurance, travel allowances and
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-
-
payments for tools during the project period
Percentage of citizens, especially job card holders of Naugada and Guma blocks directly
participating at all stages - planning, implementation, monitoring, and evaluation - of the
MGNREGSs
Number and type of constructive engagements of citizens – meetings, discussions, appeals,
complaints etc. – with the public institutions on MGNREGS issues
Number and type of suggestions of the citizens on different aspects of MGNRGS during the project
period
Number of social audits on MGNREGS in different panchayats and number/ percentage of people
participated in the social audits during the project period
Identification of the BPL and Antyodaya families of the eight GPs of Guma block having no ration
cards
BPL and Antyodaya families applying for ration cards
Issue of fresh ration cards to the applicants from BPL and Antyodaya families
Stipulated items of ration demanded and received by the eligible card holders during the Project
period
Stipulated and paid price of the different items of ration by the eligible card holders during the
Project period.
4. Were project risks clearly identified and kept within manageable limits?
Major risks that were considered during the framing of the Phase 2 proposal included the following:
-
-
Expected change in the PRI members (due to PRI elections in 2012); election of new persons would
lead to new capacity building exercises and the whole exercise would be extremely time-consuming.
Another assumption was the frequent changes of policy and guidelines of the government on
implementations of PDS and MGNREGS schemes. Because of high corruption in MGNREGS in
Odisha, the central government might restrict the use of fund or allocate lesser resources for
MGNREGS.
Odisha is vulnerable to adverse climactic events such as drought and cyclone. A potential risk to the
project is that one such event would disrupt its planned implementation.
Another risk which was not calculated in the proposal but actually disturbed the project implementation
was the Maoist threats; the frequent ‘bandh’s called by the Maoists as well as the excessive security
checks by the government security forces restricted the mobility of the PREM staff. Moreover, GP level
project staff was taken as ‘Maoists’ by the local police and administration whenever they talked about
rights and entitlements. This problem was tackled by organising two consultation workshops, inviting all
the government departments related to MGNREGS and PDS as well as the PRI members and local level
CBO networks and orienting them on the objectives and activities of the CAC project.
D. Phase 2 Project Implementation
Overall rating on the efficiency and effectiveness of this project (as per
CSO Score IEE Score
scoring guidelines)
3
3
Please provide a brief narrative for each following question:
1. Was the project carried out as planned? If not, were these changes explained and justified?
Phase 2 of the project was mostly carried out as planned. A few activities are highlighted below:
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MGNREGS:
-
-
Total 512 families received job cards during the project interventions in Phase 2 as a result of
constant follow-up with the concerned government departments. Average 54 man-days created
under MGNGREGS during Phase 2 project implementation in both the blocks. Again, most of the
targeted communities received the stipulated wages and entitlements under MGNREGS like drinking
water, crèche and rest shades, except 176 communities who have reported that these entitlements
are not provided at the worksites and 38 communities who have reported late payment of wages.
3 new GP level social audit committees were formed; out of a total of 15 committees formed in both
Phase 1 and 2, 8 seemed to be functioning.
18 social audits conducted during Phase 2 project interventions.
12 new village level monitoring committees formed during Phase 2.
390 citizen monitoring groups have been trained under Phase 1 and 2 project interventions (320 in
Phase 1 and 70 in Phase 2)
4 corruption cases in MGNREGS implementation have been revealed due to the activities of the
citizen monitoring groups.
PDS:
-
1,604 new households included under PDS during Phase 2 project interventions through inclusion
under BPL (Annapurna) households.
Almost 1,070 included households received the stipulated quantity of ration items due to constant
community monitoring activities.
8 new vigilance committees formed during Phase 2 project interventions.
50 new citizen monitoring groups trained under Phase 2 project interventions.
6 cases of corruption PDS service delivery have been revealed during Phase 2 project interventions.
However, it should be mentioned in this context that some of the planned activities could not be
pursued during Phase 2 project intervention.
-
-
Media workshop at block level, which was planned in the project proposal, could not be done
because of various reasons like the local media often tended to neglect issues occurring in the
remote project locations and was many a time guided by vested interests, even asking for monetary
favours.
Preparation of posters, leaflets (relating to MGNREGS, RTI, RTF) was not printed as per actual pan
because some posters/ leaflets were given to PREM by the RTI Commission as well as RTF campaign
which were distributed under the CAC project; again, MGNREGS posters, which were developed
under other projects of PREM, were used during CAC project implementation. However, wall writing
in different village locations was done under the project.
2. Did the project achieve the intended outputs and objectives?
The project outputs and objectives were more or less well achieved for both MGNREGS and PDS. For
instance:
MGNREGS:
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-
-
-
The number of job-cardholders considerably increased in the intervention areas; irregularities and
delay relating to wage payments also minimised to a great extent. Maximum wages were ensured
i.e. Rs.126 per day for each individual (both men and women)
Due to strengthening of the citizen monitoring groups under the project as well as regular social
audit conduction during the project period, the PRI members as well as the line department officers
became apprehensive to some extent and attempted to bring in some signs of accountability and
transparency.
Participation of the community members in Palli Sabha meetings as well as Social Audits (18 audits
conducted during Phase 2 project intervention) ensured their association with all levels of
MGNREGS implementation.
PDS:
-
-
The number of ration cardholders increased considerably in the intervention areas during the
project period.
Besides, improvements in the quality and quantity of PDS entitlements could also be noticed,
though there is scope for further improvement. For example, earlier card holders in Gumma block
did not receive kerosene oil at all. After the project interventions, they are receiving 2 litres of
kerosene at present, though the stipulated quantity is 4 litres.
Social watch volunteers trained under the project continued monitoring any kinds of irregularities in
service delivery even after the project ended in March 2013.
However, during a FGD in one of the villages in Nuagad block involving the community members as well
as the PRI representatives, it was felt that the community needed further confidence and moral support;
it was seen that most of the community members were not comfortable in expressing themselves
openly in front of the PRI members. Women, though were present in the FGD, hardly spoke and
remained mostly aloof.
3. If there were any unexpected events that impacted the project, how were these managed? Were
there any ‘red flags’ that should have been heeded?
Though not unexpected, yet the commencement of the Panchayat elections towards the beginning of
Phase 2 delayed initial level field work and hampered timely submission of project deliverables.
However, constructive engagement with the new PRI members (after elections in early 2012) in Phase 2
has not worked as per expectation and Phase 1 experience; this is mainly because the newly elected
members in the first few months have been more engaged in understanding their own work than to get
involved with the activities of the local NGOs. This is something which came as an unexpected blow.
Lastly, the delay in between the finalising of the project proposal and the actual project approval also
negatively impacted the timely completion of project deliverables, as planned in the beginning.
4. Were finances well managed? Were funds spent for the purposes intended? Were administrative
costs and overheads kept within reasonable limits?
No information provided.
E. Combined Outcomes, Impact and Sustainability of Phase 1 and 2 projects
Overall rating on the outcome and impact of this project (as per scoring
guidelines)
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CSO score
4
IEE Score
3
PRIA
Overall rating on the sustainability of the project (as per scoring guidelines)
5
3
Please provide a brief narrative for each following question:
1. What did the projects accomplish? What were the immediate outcomes of the projects?
With the primary goal to reduce corrupt activities by local government employees, Panchayat
functionaries and local contractors in key public service provisions like PDS and MGNREGS through
direct monitoring and exposure of irregularities as well as to empower people’s organisations and
communities to use RTI as a tool, raise awareness regarding their rights and entitlements and in the
process to strengthen the linkage between community and local government for closer collaboration on
sustained action against corruption, PREM geared up its various activities under the CAC initiative. The
immediate outputs that the project brought forth after the implementation of Phase 1 included the
following:
-
The community is aware of corruption issues and their rights and entitlements under the three
schemes.
The community has made good use of RTI to reduce incidents of corruption and also pressurise govt.
officials.
The two people’s organisations involved in implementing the activities are pro-actively working
towards achieving the objectives of the project.
Phase 2 of the project also generated some immediate outputs, quite significant in nature; it was shared
by the members of the people’s organisations – Margadarshi and Palli Bikash during field trip to Nuagad
and Gumma blocks in May 2013 that before and after the project interventions, a distinct difference
could be noticed in the attitude of both the demand and the supply side. The ‘demand’ side i.e. the
community members have become empowered and capacitated well enough to identify the
irregularities related to public service delivery in MGNREGS and PDS and demand their rights and
entitlements. Simultaneously, there has been a change of behaviour so far as the ‘supply’ side is
concerned mostly as a result of the increased awareness level and the pressure created by the
community, thereby forcing the concerned government service providers and PRI member to be
accountable and transparent in their duties and responsibilities. On the whole, corruption has reduced
to a considerable extent in both MGNREGS and PDS as a result of CAC project interventions in the
targeted areas. This has been possible mostly due to (a) visible increase in the level of awareness and
empowerment of the communities; (b) a constructive engagement with the concerned government
officials and PRI members. However, some of the immediate outputs created out of Phase 2 project
implementation are summarised below:
MGNREGS:
-
-
Total 512 families received job cards during the project interventions in Phase 2.
Average 54 man-days created under MGNGREGS during Phase 2 project implementation in both the
blocks.
Again, most of the targeted communities received the stipulated wages and entitlements under
MGNREGS like drinking water, crèche and rest shades, except 176 communities who have reported
that these entitlements are not provided at the worksites and 38 communities who have reported
late payment of wages.
Almost all the targeted communities received work under MGNREGS and hence there has been no
demand for unemployment allowance in the project intervention areas.
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-
15 GP level social audit committees exist, out of which 8 are functioning.
18 social audits have been conducted during Phase 2 project interventions.
14 village level monitoring committees are functioning.
390 citizen monitoring groups have been trained under Phase 1 and 2 project interventions.
4 corruption cases in MGNREGS implementation have been revealed due to the activities of the
citizen monitoring groups.
PDS:
-
-
1,604 new households have been included under PDS during Phase 2 project interventions.
Almost 1,070 included households have received the stipulated quantity of ration items.
Most of the PDS shops, after the CAC project implementation in the selected intervention areas,
have been maintaining scheduled timings and shared information about the provisions, stock etc.
through updated display boards.
8 new vigilance committees have been formed during Phase 2 project interventions.
50 new citizen monitoring groups have been trained under Phase 2 project interventions.
6 cases of corruption PDS service delivery have been revealed during Phase 2 project interventions.
2. Are these outcomes likely to be sustained in the longer term? Why or why not?
The existing CBO networks (local people’s organisations Margadarshi and Palli Bikash in this respect) and
the local level activists, who have been strengthened as a part of the CAC project interventions by PREM
can be considered as dominant pillars of sustainability. Again, from the very beginning, the focus of
PREM has been the community, which has been organised and mobilised around various anti-corruption
activities in order to check corruption relating to MGNREGS and PDS in the selected intervention areas.
The community is not only infused with increased level of awareness about their rights and entitlements
and encouraged to actively engage in all levels of MGNREGS planning, implementation and monitoring,
but also trained on usage of tools like RTI and participation in Social Audits. Thus, an empowered
community, which has been created as a part of the CAC project, can also be considered as potential
elements to sustain the practice of fighting against corruption beyond just a single project time and
money as well as beyond just the two selected government delivery schemes. A strengthened
community backed by a strong local CBO network has the potential to check corruption in all public
service delivery schemes. But at the same time, it has been felt during field visits that though the project
interventions have successfully developed a culture of resistance against corruption, yet assistance and
support of PREM is still required if the struggle against corruption has to be carried forward to
block/district levels.
3. What long term impact do you see from the Phase 1 and 2 projects on achieving the overall goal of
reducing corruption?
The CAC project in both Phase 1 and 2 durations have created some very specific but significant impacts
which can be termed as ‘long-term’ as these are expected to help in reducing corruption at all levels of
MGNREGS and PDS in the selected villages of Gumma and Nuagad blocks in Gajapati district in future.
Some of these are discussed below:
-
An aware, conscious and engaged community with clear ideas about their rights and entitlements
relating to MGNREGS and PDS and its increased participation at all levels of MGNREGS (planning,
implementation, monitoring) – both the processes have been instrumental in checking corruption in
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-
-
basic service delivery.
Furthermore, constructive engagement with the concerned government officials and the PRI
members has proved to be a very effective strategy and initiated some processes, which if followed
up properly, could reduce corruption in real terms.
Strengthening of the existing CBO networks (people’s organisation like Margadarshi and Palli Bikash
in this case) on the various ways of engaging in anti-corruption activities and bringing forth
accountability and transparency in MGNREGS and PDS service delivery can also take forward the
fight against corruption beyond the project interventions.
4. What lessons can be learned from the implementation of Phase 1 and 2 projects? What worked
well or should be avoided in future? Should this series of projects or elements of it be replicated?
The major lessons learnt from the implementation of Phase 1 and 2 of the project include the following:
-
-
Involvement and ownership of the community from the very beginning in all the processes of
demanding accountability and transparency from the service providers has proved to be very
effective; this is because an NGO, working to mobilise the communities against corruption, can even
be supressed by the government, especially in the context of the new FCRA regulations; but if the
community is engaged in anti-corruption activities, then it is very difficult for the government to
ignore their demands.
However, considering the high concentration of tribal population in the selected intervention areas
and their associated backwardness, it is experienced during the project implementation that the
targeted community has limited capacities; thus, further empowerment and capacity building
initiatives for the community are required in a continuous and a much larger scale.
On the other hand, certain challenges were faced during the period of project implementation which
can be summarised in the following points:
-
-
Commencement of Panchayat elections towards the beginning of Phase 2 has delayed initial level
field work and hampered timely submission of project deliverables. However, constructive
engagement with the new PRI members (after elections in early 2012) in Phase 2 has not worked as
per expectation and Phase 1 experience; this is mainly because the newly elected members in the
first few months have been more engaged in understanding their own work than to get involved
with the activities of the local NGOs.
Media advocacy did not work well because the local media often tends to neglect issues occurring in
the remote project locations and has been many a time guided by vested interests.
Overall, the model created by PREM through CAC project interventions can be replicated in other
programmes as well; especially the strategies of constructive engagement with the government officials
and members of local self- governance as well as capacity building of the community can be very
effective in all kinds of anti-corruption projects. However, there is a need to realign the important goals,
processes or involved stakeholders as per the specific operational realities in case of replication of this
model.
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Overall Score Calculation for Phase 1 and Phase 2 combined
Category
Value
Raw Score (from Evaluation)
Independent External Evaluator
Approach & Project Design1
15%
3
2
Project Implementation
20%
3
Outcomes, Impact & Sustainability3
45%
3
4
Replicability
20%
3
Overall Score
100% 12
Self-Assessment
Approach & Project Design
15%
4
Project Implementation
20%
3
Outcomes, Impact & Sustainability
45%
4
Reliability
20%
5
Overall Score
100% 16
^
#
Weighted Score
.15 x 3 = 0.45
.20 x 3 = 0.60
.45 x 3 = 1.35
.20 x 3 = 0.60
3.00
.15 x 4 = 0.60
.20 x 3 = 0.60
.45 x 4 = 1.80
.20 x 4 = 1.00
4.00
CSO score – score assigned by the CSO through self-assessment
IEE score – score assigned by the independent external evaluator
Scoring Guidelines
Approach and Project Design
Rating The Project…
1
targeted a relevant problem unsatisfactorily/ identified an applicable cause-and-effect design
unsatisfactorily
2
targeted a relevant problem partially satisfactorily/ identified an applicable cause-and-effect design
partially satisfactorily
3
targeted a relevant problem satisfactorily/ identified an applicable cause-and-effect design satisfactorily
4
targeted a relevant problem highly satisfactorily/ identified an applicable cause-and-effect design highly
satisfactorily
5
targeted a relevant problem exceptionally well/ identified an applicable cause-and-effect design
exceptionally well
Project Implementation
Rating The Project…
1
was implemented unsatisfactorily regarding outputs created and/or cost-benefit-time considerations
2
was implemented partially satisfactorily regarding outputs created and/or cost-benefit-time
considerations
3
was implemented satisfactorily regarding outputs created and/or cost-benefit-time considerations
4
was implemented highly satisfactorily regarding outputs created and/or cost-benefit-time considerations
5
was implemented exceptionally well regarding outputs created and/or cost-benefit-time considerations
Outcomes and Impact
Rating The combination of Phase 1 and 2 projects …
1
had no discernible impact
1
This could be average of ratings for Phase 1 and Phase 2
This could be average of ratings of Phase 1 and 2
3
This should be rating for combined Phase 1 and 2
4
This should be for the combined Phase 1 and 2 program
2
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2
3
had low impact with little prospect of sustainability
had moderate impact with some prospect of sustainability or
had high short term impact but little prospect of sustainability
4
had a moderate impact with good prospects of sustainability or
had major impact short term but may not be sustainable
5
had major impact which is likely to be sustained
Sustainability
Rating The Project series (Phase 1 and 2)
1
cannot or should not be replicated
2
has a few elements that may be replicated; lessons learned can be used in this particular country setting;
is not recommended to be replicated
3
can be replicated, however important stakeholders, goals or processes will have to be aligned and
reconsidered thoroughly
4
can be replicated; major goals, elements and stakeholders are in place and can be easily engaged in a
similar project
5
can be replicated 1:1 in the same sector or a different sector making use of the same stakeholders
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