• FITRApublishes regular analyses of budget issues,pressreleases,and more lengthy budget-related studies that are meant tostrengthen social monitoring of the national budget throughgreatersocialconsciousnessandawareness-raising.

• As part of its public education program, FITRA maintains a separate Bahasa Indonesian only website containing up-to-date budget information and documentation. It also maintainsIndonesian-language budget resource centers that are availabletothepublic.

Results • Government Regulation 37 annulled. Under pressure from the

coalition against Government Regulation 37, the president ofIndonesia assembled a panel and decided to annul the opera-tional provisions of the law; DPRD members were required toreturnfundsalreadydisbursed(US$155.4million).DPRDbudgetsnowreflectregionalfiscalcapacity.

• Increased allocations to health and education. Supportedby the Partnership for Governance Reform, a multistakeholderorganizationworkingwithgovernmentagenciesandcivilsocietyorganizations to advance reforms, they successfully called forgreaterbudgetallocationstohealthandeducation,whileUSAIDsupportstheirtransparentandaccountablebudgetprogramsandadvocacyefforts.

impliCAtions foR pRojeCt teAms Anongovernmentalorganization’shorizontallinkages(i.e.,coalition-buildingcapacities)andvertical linkages (i.e., capacity tomovethestate or legislatures), combined with technical competency, areessentialforinfluencinglegislativeandexecutivechanges.

RefeRenCes SEKNAS-FITRAWebsite:http://seknasfitra.org.

InternationalBudgetPartnership.2011.“SekretariatNasionalForumIndonesiaUntukTransparansiAnggaran(FITRA)—Indonesia.”IBPCaseStudy,InternationalBudgetPartnership.Washington,DC

Context Stories of corruption and graft from some of Indonesia’s remoteprovinces are common. Civil society organizations and the mediahave always been skeptical of the ability of local governments toresponsibly manage their finances, and for the past decade, theyhave been putting pressure on members of the local legislatures(DewanPerwakilanRakyatDaerahorDPRD)tosubmittheirbudgetsand expenses for audit. The Sekratariat Nasional Forum IndonesiaUntukTransparansiUntukAnggaran(IndonesiaTransparencyBudgetForum,orFITRA)emergedinSeptember1999asanautonomousnon-profitorganizationtopromotegoodgovernanceandtosupporttherightofthepublictobeinvolvedinbudgetprocesses—frombudgetarrangement to its evaluation. It seeks to become the foundationfordiscourseandactivitiesonbudgettransparencyinIndonesiabyconductingresearchandanalysisandbyorchestratingpublicpolicyadvocacycampaignsviathemedia,publications,andpubliceduca-tionprograms.Since2000,FITRAhasperformedactivitiesthatcon-cernstatebudgetanalysisandcitizenparticipationinJakartaaswellasBanten,Depok,Solo,Maluku,Papua,Kupang,andotherregionsinIndonesia.

ACtions (2005–pResent) • In 2006, when the government passed Regulation Number 37,

which provided retroactive income and funding for all DPRDmembers, the controversy over budget outlays peaked inIndonesia.Theregulationincludedasalaryincreaseforlegislatorsandacommunicationsandoperationalsupportallowance;FITRAquicklypointedoutthatpoorerprovincescouldnotaffordthis.Itwouldmeanthatmoneywouldbefunneledawayfromalready-deprived sectors. It galvanized 45 nongovernmental organiza-tions to form a coalition, devised a media strategy to extend its reach, and published widely. Themovementculminatedinlargepublicdemonstrationsoutsidethestatepalaceandthesupremecourt.

• FITRA’s other projects include the nationwide development program on budget transparency,theGender Budget Program,which aimed to make budget processing and implementa-tion more gender-responsive in the areas of Polmas SulawesiBarat regent, Palu andTimurTengahSelatan, and the Pro Poor Budgeting in NTB, an advocacy campaign aimed at eradicatingpoverty.

A1.35. Working with the Legislature to Promote Budget Transparency

Country:IndonesiaSector:PublicAdministration,Law,andJustice(Decentralization)Levels:Local;ProvincialImplementing Organization:SekratariatNasionalForumIndonesiaUntukTransparansiUntukAnggaranAreas of Engagement:BudgetAdvocacy;Dissemination;GenderBudgets;Legislatures

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governmentagencies,facilitatedbytheregionalgovernmentsec-retariat;themeetingalsobenefittedfromthe informalsupportofthevicegovernorofJava.Afterthismeeting,astrategic net-work of stakeholders was developed to approach the govern-ment on a continuous basis,especiallytheregionalcouncilandtheagenciesresponsibleforhealthsecurityinordertoincreasetheirunderstandingoftheneedsofthedisabled.

Results • Increased health security for the disabled and spillover effects.

As of December 2010, SAPDA has succeeded in getting healthsecurityfinancedformorethan1,573disabledpeoplethroughanallocationfromtheprovincialgovernmentofDIY.Thisstrength-enedthebargainingpositionofpeoplewithdisabilitieswhopre-viously had never received sufficient health security. And nowthathealthsecurityhasincreased,thisshouldcreatethebasisforpeoplewithdisabilities to receive—orat leastdemand—otherservicesaswell.

• Increased budgetary allocation for empowerment of disabled. InSlemanmunicipality,thebudgetallocationforempowermentofpeoplewithdisabilitiesrosefromIDR25million(approximatelyUS$2,500)in2006toIDR500million(approximatelyUS$50,000)in 2009. This money can be used to finance health, education,economic, and other special needs of people with disabilities,suchasmobilitydevicesandhearingaids.

• Authorized SAPDA to facilitate access to healthcare for dis-abled. SAPDA persuaded the health social security financingdivisionofthehealthdepartmentoftheProvinceofYogyakartaSpecial Territory to give it the authority to assist people withdisabilitiesaccesshealthcareinthatprovince.SAPDAvolunteersnowprovideassistancetoover1,500disabledmembersandtheirfamiliestoaccesshealthsecurityandsustaintheinitialeffortsofSAPDA.

impliCAtions foR pRojeCt teAms Budgetadvocacyeffortsforthemarginalizedordisabledmustbeginwiththoseaffectedfirst:buildingabasisforself-relianceandcapac-itytofeelequalwithfellowcitizensiscrucialandbecomesthefoun-dationforinvolvingtheminadvocacyefforts.

RefeRenCeInternationalBudgetPartnership.2011.“ShowMetheMoney:BudgetAdvocacyinIndonesia.”BudgetAdvocacyStories,InternationalBudgetPartnershipinpartnershipwithIDEA,Inisiatif,LakpesdamNUandSeknas-FITRA,Yogyakarta,Indonesia.

Context Accordingtodataissuedbytheministryofsocialaffairsin2008,thereareatleast40,290peoplewithdisabilitiesintheYogyakartaSpecialAdministrativeRegion(DIY).Thedatadonotincludeallpeoplewithdisabilities, particularly those living in remote areas who are oftenconcealedbytheirownfamilies,preventingthemfrombeingprop-erlyrecorded.Theyalsodonotbelongtoanorganizationthatspecif-icallyworkstoaddresstheinterestsofpeoplewithdisabilities.Theirexclusion from the statistics and the government database oftencausesaprobleminaccesstobasicservicessuchashealthsecurityfor citizens. And despite evidence of insufficient medical servicesforpeoplewithdisabilities,thegovernmentdoesnotasyethavearegulationthatprovidesalegalbasisforthehealthysecurityprovi-sionforthem.Thehealthfinancingschemesofthenationalandlocalgovernmentsstillexcludethem.TheAdvocacyCenterforWomen,PeoplewithDisabilities, andChildren (SAPDA)hasbeenaddressingthisgap,and,amongotherthings,hasbeenkeenlyfocusedonbud-getadvocacyforthedisabledsince2005throughsocialmobilizationandcapacity-buildingefforts; iteventually succeeded inencourag-ingpeoplewithdisabilitiestoestablishtheirownorganizationandhelpedthemgainaccesstoregionalpublicfunds.

ACtions (2005–11) • SAPDAbeganwithwhattheycalledan“issue mapping” ofper-

sons with disabilities. Given that the limited efforts of peoplewithdisabilitiesto improvetheiraccesstohealthserviceswereamongothersassociatedwiththeirlackofunderstandingoftheirkeyissues,theybeganbyfacilitatingaprocess of problem analy-sis and identification of their key issues.Thismappingrevealedthatthegovernmentatbothnationalandlocallevelhadnotpri-oritizedservicestargetingthedisabledintheirbudgets.

• Theyalsoorganized budget training for disabled communities inKlaten,Sleman,andYogyakartacity in2005.Thetrainingandcapacity building focused on developing skills in public policyadvocacyaswellastechnicalskillsfornegotiatingwiththegov-ernment inadvocatingfor thefulfillmentofthebasic rightsofthedisabledcommunity.

• Upon completion of the training, SAPDA and the communitiesand organizations of people with disabilities at the city levelmovedforwardtoadvocate for the fulfillment of rights in the form of health security and budget allocations forpeoplewithdisabilitiesintheannualcitybudgetsoftheandtheprovinceofDIY. It started with a meeting in Central Java in 2008 betweendisabledstakeholdersfromsixareasandprovincial-andcity-level

A1.36. Using Budgets to Advocate for Expanding Health Security for the Disabled

Country: IndonesiaSector:PublicAdministration,Law,andJusticeandSocialProtectionLevels:Local;ProvincialImplementing Organization:AdvocacyCenterforWomen,PeoplewithDisabilities,andChildrenAreas of Engagement:BudgetAdvocacy;CapacityBuilding;CoalitionBuildingandBudgetsforDisabledPeople

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for Budget Transparency) as well as representatives from thecentral information commission and academia. The evaluationofthewebsitesconsidersthefollowing:financial,procurement,andperformance(planningandactivities)information;designandarchitecture;andcontentmanagement.

• After evaluating the websites, the team is then expected todevelop modules for website design and management. Practical training and on-site assistance willalsobeprovidedtotheweb-siteofficersofthetargetedministries.

Results (AntiCipAted) • Demonstration of increased knowledge of budget transparency

by staff. Itishopedthatbytheendof2014—theproject’santici-patedcompletiondate—atleast75percentofthetechnicalstaffofthefivetargetedministrieswillatleastbeabletodemonstrateknowledgeofimprovingpublicaccessibilitytoinformation,andalsopossiblyexpandaccessibility.

• Increase in the number of budget inquiries. Correspondingly,whentheprojectcloses,itisexpectedthattherewillbeatleasta 50 percent increase in the number of inquires about budgetinformationandreports.

impliCAtions foR pRojeCt teAms Combining assistance in creating websites for agencies gearedtowardbudgettransparencyandcomplementingonlinedissemina-tionwithanoversightcommitteecomprisedofstakeholdersfromantigraftcivilsocietyorganizationsandthemedia—isaninterestingtwo-prongedapproachthatislikelytostrengthenthetransparencyprocess.

RefeRenCe PleasecontactDiniSariDjalalatddjalal@worldbank.orgformoreinformation.

Context Indonesia has made great strides in strengthening governancesincepolitical reformswere initiated in 1998.However,criticshavelamentedtheslowingpaceofreforms. It isthoughtthat increasedpublicknowledgeofgovernmentspendingisabletoboostdemandformoreaccountabilityandtoincreasedeterrenceagainstirregulari-ties.AnInstitutionalDevelopmentFundgrant—ImprovingMinistriesand Agencies’ Websites for Budget Transparency—seeks to boostthe public knowledge by assessing the websites of governmentagenciesandevaluatingtheirindicatorsofaccountability.Improvingthe public perception of the integrity of the agencies is anothervery importantgoal.Nopublicdocumentationofthegovernmentagencies’ efforts toward greater accountability and transparencyhadpreviouslyexisted.Thewebsiteshadofferedverylimitedpublicinformation.Theproject’sobjective,sinceitslaunchinOctober2012,hasbeentoassesstheeffectivenessof47governmentministryandagencywebsitesaswellastheirperformanceasitrelatestobudgettransparency.ParamadinaUniversity,whichisimplementingtheproj-ectincollaborationwiththeprimarygovernmentcounterpartofthecentral information commission, provides counterpart funding forofficefacilities,stafftime,andadministrativesupportasmentionedduringtheprojectpreparation.

ACtivities (2012–pResent) • ParamadinaUniversity, incollaborationwithcentral information

commissionisproviding assessment benchmarks.Fiveministries,includingtheMinistryofEducationandtheministryofreligiousaffairs,arereceivingparticularfocusbecauseoftheirsize.

• The website assessments, which began in December 2012, arecarried out by a team of 18 website reviewers and a steering committee that evaluates the team’s work.Thesteeringcommit-teeiscomprisedofmembersofprominentantigraftcivilsocietyorganizations and the media—such as Masyarakat Anti-Korupsi(Anti-Corruption Community), Viva News, and FITRA (Coalition

A1.37. Improving Websites of Targeted Ministries to Increase Public Knowledge of Government Spending

Country:IndonesiaSector:PublicAdministration,Law,andJustice(Decentralization)Level:LocalName of Project:ImprovingAgencyWebsitesforBudgetTransparencyArea of Engagement:BudgetDisclosure;Dissemination;ICT

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acific

ACtions (2003–12) OneofILGRP’sthreemaincomponents,LocalGovernanceReform,is budget-transparency related and supports the following activi-ties—reforming the district planning and budgeting process withafocusontheenhancementofparticipationandstrengthening links with local pro-poor priorities;reformingdistrictbudgetimplemen-tationaswellasfinancialmanagementandreporting,withafocusonimproving local procurement and financial management practices;and strengthening accountability mechanisms, such as increasing information disclosure and cross-district networking.

Results • Disseminated budgets in 14 districts. Prior to ILGRP, therewas

littleornoactive informationdissemination.Asa resultof theproject, summaries of district budgets, accountability reports,anddistrictprocurementplanswithestimatedcontractamountsweremadepublic.

• Strengthened financial management practices.Attheoutset,alldistrictshadrelativelyweakfinancialmanagementarrangements,but after receiving the qualified audits, 14 district governmentsnowhavesoundfinancialmanagementpractices.

impliCAtions foR pRojeCt teAms Successful district-level governance reforms require strong districtleadership, the presence of change agents within the district-levelbureaucracyorcadreofcivilservants,anddynamicandengagedcivilsociety.

RefeRenCes Indonesia—InitiativesforLocalGovernanceReformProject,ImplementationCompletionandResultsReport,ICR2018,March20,2012.

Indonesia—InitiativesforLocalGovernanceReformProject,ProjectAppraisalDocument,ReportNo.27424,May16,2005.

Context Indonesia’s “Big Bang” decentralization in 2001, part of the wide-rangingreformsofthepost-Suhartoera,ledtoafundamentalshiftin governance and service delivery in the country This major shiftin responsibilities and resources presented serious implementationchallengesatthedistrict levelacrossIndonesia.Althoughthebasicnational-level legal andprocedural frameworks fordecentralizationwereinplace,therewereseveralproblems—thestructureswerenewand untested and many district governments had limited capacitytoeffectivelyimplementthenewarrangementsanddeliverontheirnewly-expandedrolesandresponsibilities.Governanceandcorrup-tion-relatedissuespresentedamajorconcern.Districtbudgetswereopaque,withlittletransparencyorpublicconsultationinthedevel-opmentphaseorabouthowexpendituresweremadeinrelationtoapprovedbudgets.ItwasinthiscontextthattheInitiativesforLocalGovernance Reform Project (ILGRP) was approved by the WorldBank in June2005, followinganextensiveperiodofprojectprepa-ration with the government of Indonesia that began in late 2001.ILGRPaimsatsupportingdistrictgovernmentsinimprovingtranspar-ency,accountability,andpublicparticipatorypracticesaswellas inundertakingreformsinfinancialmanagementandprocurement.Theprojectadvancesgoodgovernanceatthedistrictlevelthroughtheestablishmentofasetofminimumreformsinthekeycross-cuttinggovernanceareasofpublicparticipation,transparency,financialman-agement, and procurement as well as in preparing a participatoryPovertyReductionStrategyandActionPlan.

A1.38. Reforming Budget Implementation to Open Up District Budgets

Country:IndonesiaSector:PublicAdministration,Law,andJustice(Decentralization)Levels:Local;ProvincialName of Project:InitiativesforLocalGovernanceReformProjectAreas of Engagement:BudgetDisclosure;CapacityBuilding;ParticipatoryPlanning;Procurement

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theworkshop,twomeetingswereheldbetweentheministriesofhealthandeducationandthechiefsecretary’soffice.Duringthesemeetings,eachministryhadtheopportunitytomap out their funding allocations for programs and outputs having a direct or indirect impact on teenage pregnancy. The processof sharing information about the programs being conductedenabledtheministriestoidentifysomeduplicationsandgapsinprogramsonteenagepregnancy.

Results • Breakdown of budgetary process. Overallprogress inchanging

andreallocatingthebudgetwascompletelyhinderedbyabreak-downinthebudgetaryprocessthatyear,resultingfromarenego-tiationofthecompactgrantfundswiththeUnitedStates.

• One-off efforts to incorporate gender considerations in the budget. – The ministry of internal affairs achieved a reallocation of

funds,whichitplannedtospendonateenagepregnancypro-gram.Unfortunately,thisprogramdidnotsucceedbecauseofstaffchangesintheproject’ssteeringcommitteeandafailuretospendthefundsontime,therebylosingtheopportunitytodirectthisreallocationofmoneytowardaprogramonteenpregnancy.

– TheMinistryofEducationdecidedtospendaUnitedStatesfederalgrantreceivedforhealtheducationamongadolescentsonthe issueofteenagepregnancy,anexampleofchangingbudgetallocationsbyredirectingresourcestoalterthetypeandqualityofgoodsandservicesdeliveredbygovernment.

impliCAtions foR pRojeCt teAms• Eventhoughaone-yeartimeframeisvaluableforraisingaware-

nessandcreatinganunderstandingofgenderissuesinpolicies,inorderforgenderbudgetstofulfilltheirpotential,theyneedtobedevelopedoverseveralbudgetcycles.

• Even though gender-sensitive budget analysis is essential toachievingagender-sensitivebudget,changingbudgetallocationsrequiresadeepunderstandingofthebudgetarydecision-makingprocessanditspolitics.

RefeRenCeSharp,Rhonda,andSanjugtaVasDev.2006.“IntegratingGenderintoPublicExpenditure:LessonsfromtheRepublicoftheMarshallIslands.”Pacific Studies29(3/4–September/December).

Context Asof2002,theRepublicoftheMarshallIslands(RMI)hadacompara-tivelylowparticipationofwomeninpaidemployment,ahighschool-dropoutrateamonggirls,andhighteenpregnancyrates.Moreover,RMI’s policy on women had expired in 2001, and the governmenthadyettobecomeasignatorytotheUnitedNationsConventionfortheEliminationofallFormsofDiscriminationagainstWomen.InresponsetoarequestbytheRMIgovernment,aprojectteamfromtheAsianDevelopmentBankandtheUniversityofSouthAustralia(UniSA)providedtechnicalassistancetothegovernmenttosupportanalysisofthebudgetandpublicspendingintermsoftheirimpacton gender issues. Carried out over the 2002–03 budget cycle, theframeworkforthisprojectwasdevelopedbytheUniSAteam,whichestablishedthepossibleoverallparametersofthepilotprojectandprovided the basis for the training workshops—the primary strat-egyadopted—aswell as theevaluation. Inaddition, aMarshallesesteeringcommitteewasestablishedthatwascomprisedoftwojointministryoffinanceprojectcoordinators, thewomen’sdeskofficerfromtheministryofinternalaffairs,andarepresentativeofthenon-governmentalorganization(NGO)umbrellagroup,WomenUnitedintheMarshallIslands.

ACtions (2002–03) • ThefirstworkshopforgovernmentofficialsintheRMIincluded

anumberofactivitiestodevelop an understanding of gender issues intheRepublicoftheMarshall Islands;astatisticalover-viewofthesocioeconomicsituationofmenandwomenintheRMI using national census and other relevant data; and aware-ness-raising of potential direct and indirect gender impacts ofministryprogramsandactivities.

• Strategiesthatwereadoptedtopromotegovernmentaccount-abilityasitrelatestogenderimpactsofitspoliciesandbudgetsincluded establishing administrative mechanisms within the government necessary for implementing the pilot project; andcapacity building of NGOs toadvocateforgender-relatedissuesandtolinkbudgetingtoplanningprocessesthatreflectgenderconcerns.

• Inordertopushthepilotproject’sfocusfromanalysisandaware-ness-raising,theRMIsteeringcommitteedecidedtodevelop a program focusing on one gender issue—teenage pregnancy.Thiswouldserveasafocalpointforbudgetanalysisandrevision.Towardthisend,asecond workshop was organized forgovern-mentofficialstounderstandthattheirministrybudgetshadsig-nificantdirectandindirect impacts intheareaofgender.After

A1.39. Providing Technical Assistance for Integrating a Gender Perspective into Public Expenditure Management

Country: MarshallIslandsSector:PublicAdministration,Law,andJusticeLevel:NationalImplementing Agency:MinistryofFinanceAreas of Engagement:BudgetAdvocacy;Analysis;GenderBudgets

East A

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acific

Results Overthelastyear,PPPtransitionedfromdevelopingbasicstructures,processes,andnormsto“enhancing”itsnetwork,thatis,finetuningstrategies,solidifyingmemberships,andengaginginnetworkactivi-tiessuchasjointadvocacyandprocurementmonitoring.Somekeyachievementstodateinclude:

• Increased membership and member engagement. PPPhasbeensuccessful in increasing its membership from approximately 30to60CSOs.Engagementofitsmembersthroughcontributionsofstafftimeandin-kindresourceshasalsoincreased,indicatinggreaterconnectivityamongandenthusiasmofitsmembers.

• Development of a five-year strategic plan. A strategic planhas been developed and publicly declared clear goals andagreed-uponstrategiesaimedatimprovingeffectivenessofthepartnership.

• Coordination of policy dialogue and constructive engagement with the ministry of finance. Asaresultofthedialogue, inFall2012,theministryoffinancechangedtheimplementingrulesandregulationstoincludeseveralofPPP’srequests, includingallow-ancesformonitorsandtheuseofspecificreportingtemplatesformembersoftheCSObidevaluationcommittee.

• Cooperation agreements with subnational governments. ThePPP and its subnetworks have signed or are in the process ofsigning cooperation agreements on procurement monitoringwithseveralaimags (provinces) (e.g.,Khuvsgul,Uverkhangai,andOmnogoviAimags).Inpartnershipwiththesegovernmentagen-cies, members of the PPP will monitor the implementation ofcontracts,especiallyintheroadandconstructionsectors.

impliCAtions foR pRojeCt teAms WhenworkinginacontextsuchasMongolia,withavibrantcivilsoci-etyandagrowing—butstilllimited—numberofCSOswithspecial-izedskills inprocurement, interventionsto improveadvocacyskillsshouldbecomplementedbyinitiativesthatstrengthenthetechnicalcapacityofCSOs.South–SouthlearningaboutpublicprocurementandmonitoringamongCSOsisalsoworthyofintegrationinprojects.

RefeRenCe Hasnain,Zahid.(unpublished).“Mongolia:SupportingCivilSocietyOversightinPublicProcurement.”BackgroundnotepreparedforCSOForumandDonors’Meeting,June2012.

Context Mongolia’s legal architecture for procurement has been undergo-ingconsiderablechangesoverthepastfewyears.Majorrevisionsofthepublicprocurement lawin June2011 includedthecreationofacentralprocurementagencyresponsibleforallmajorprocurementsfrom the national budget, a greater role for local governments inprocurements funded from local budgets, enhanced internal con-trols,anewprovisionforframeworkagreements,andanewformalrole for civil society organizations (CSOs) in bid evaluation and expost contract monitoring. A Governance Partnership Facility grantthat aims to improve transparency and the value-for-money ofMongolia’spublicprocurementsystemfocusesonthelastprovision,aboutthenewroleofCSOs inpublicprocurement.Theamendedprocurement lawopenedthedoortotheformationofthePublicProcurementPartnership (PPP),aprocurement-monitoringnetworkofCSOs.Establishedin2012,thisnetworkofabout60CSOsiswork-ingtobuildawareness,participation,andaccountabilityaroundpub-licprocurement—ajointeffortthathasmagnifiedtheirstrengthtoengagewithgovernmentagenciesthroughincreasedcoordinationofadvocacyefforts.

ACtions (2013–pResent) • The grant will finance several nonlending technical assis-

tance activities, including supporting the Procurement PolicyDepartmentoftheministryoffinancetodevelop implementing rules and guidelines to govern the participation of CSOs in vari-ous stages of the procurement process—from bid evaluationtomonitoringofcontractimplementation—atbothcentralandlocalgovernmentlevels.Itseekstoensure that CSO monitoring is well coordinated with other state oversight bodies,includingthenationalauditofficeandtheanticorruptionagency.

• Furthermore,thegrantwillfacilitatePPP in developing internal self-governance regulations for its members that will set therulesforparticipationwithinthenetworkandensurethatCSOsareaccountableandfreeofanyconflictsofinterest.ItwillalsohelpthePPPtodevelopinternalmonitoringtools.

• The grant will develop the capacity of PPP through training, peer-to-peer learning, and networking withotherorganizationswithin and outside the East Asia region, including partnershipswiththeAffiliatedNetworkforSocialAccountability;knowledgeexchange visits to countries that have been innovating in thisarea,suchasthePhilippines;andpartnershipswithCSOsactivein the field of procurement including Procurement Watch andRoadsWatch,amongothers.

A1.40. Institutionalizing Civil Society Engagement to Make the Procurement Process Transparent

Country:MongoliaSector:PublicAdministration,Law,andJustice(PublicFinance)Level:NationalName of Project:SupportingCivilSocietyOversightonPublicProcurementAreas of Engagement:BudgetMonitoring;CapacityBuilding;Procurement

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• InordertoimprovetheanticorruptionframeworkinMongolia,amainactivityinvolvedadopting an effective conflict-of-interest framework forreducingcorruptionandincreasingintegrityintheMongolianpublic administration thatcomplieswith theUnitedNations Convention Against Corruption. This was realized byproducingoutputsthatincludedafunctionalsystemofincome-and-asset declaration and disclosure and a code of conductframeworkforconflict-of-interestpreventionandresolution.

• Finally, in order to develop a robust framework for monitoringcorruption, the project assisted the anticorruption agency in developing the Mongolia Corruption Index, a perception sur-vey-based index of corruption. It was launched in 2009 and isupdatedeverytwoyears.

Results • Improved public accountability and monitoring. Beforethestart

of the project, very little procurement data was public. Now,through the ministry of finance’s website, citizens can accessinformationonkeypartsoftheprocurementcycle,suchasten-derannouncements,bidders,andawardedcontracts.

• Lowered perceptions of corruption. Theperceptionofcorrup-tion has decreased as measured by the Mongolia CorruptionIndex.

• Improved Open Budget Index ranking. Areducedperceptionofcorruption within the country led to Mongolia’s Open BudgetIndex ranking improving from 18 in 2006 to 60 in 2010, beforedecliningto51in2012.

impliCAtions foR pRojeCt teAms A combination of technical assistance and capacity building yieldsthemosteffectiveresultsinbudgettransparencyinterventions.

RefeRenCesMongolia-GovernanceAssistanceProject,ImplementationStatusandResultsReport,ReportNo:ISR9646,May11,2010.

Mongolia-GovernanceAssistanceProject,ProjectAppraisalDocument,ReportNo:35212-MN,April12,2006.

Context Inthepastdecade,thegovernmentofMongoliahasmadetangiblegainsinimprovingpublicsectorsystemsandprocesses.Thedisclo-sureoffiscaldata—thebudget,publicdebt,andprocurementinfor-mation—hasalsoimproved,butmuchmoremustbedonetomakethisdataeasilyunderstandableandusableforcitizens.Transparencyis particularly critical for Mongolia’s development because of thehugeincreaseinpublicexpendituresfinancedbyrapidly-risingmin-eral production and the high levels of patronage in the awardingofcontractsandotherexpenditures thatcompromises thequalityof spending. Public opinion surveys conducted since 1995 indicateincreasing public concerns over corruption. Improving governancearoundtheminingvaluechainiscentraltotheWorldBank’sengage-ment inMongolia, asdetailed in theCountryPartnershipStrategy;itisbeingoperationalizedthroughanumberoftechnicalassistanceprojects and through a Governance Partnership Facility grant. OnesuchprojectistheGovernanceAssistanceProgram,whichseekstoimprove the efficiency and effectiveness of governance processesin the management of public finances, promote transparency andaccountability in the performance of public sector functions, andfosterMongolia’sinvestmentclimate.

ACtions (2006–13) • Theprojecthelpedestablish a dynamic website for the minis-

try of finance byprovidingtechnicalassistancefor itsdesigninamannerthatfulfilledtheneedfordisclosureandbydevelop-ingtheskillsandcapacityofministryoffinancestafftocreate,update,anduploadcontent.

• The project financed the development of a public procure-ment monitoring system tohelptheministryoffinancetrackallbudget-fundedprocurementanddisplaythe informationon itswebsite.

A1.41. Making Budgets Publicly Available to Foster Accountability

Country:MongoliaSector:PublicAdministration,Law,andJusticeLevel:NationalName of Project:GovernanceAssistanceProgramAreas of Engagement:Disclosure;ICT

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Results • Decreased irregularities in procurement. More monitoring has

resulted in better procurement with fewer irregularities notedbyobserversandaresultingdropincorruptionassociatedwithprocurement.SeveralCSOsalsoreportedthat,asaresultoftheirvigilanceinthemonitoringoftheconstructionofagovernmentbuilding,thebudgethadbeenutilizedaslaidoutintheoriginalproject plan, resulting in better quality of construction and, insomeinstances,betterservicesforthepopulation.

• Increased acceptance of CSOs as a legitimate oversight mecha-nism. Another observed impact has been the growing numberofgovernmentprocuringagenciesthatareopentothepresenceandparticipationofCSOsasobserversof thebidsandawardscommittees(BAC).Intheinitialphaseoftheproject,onlysevengovernmentagencieswerereceptive,mostofthemfromDavaocity.Currently,some18governmentagenciesareinvitingDPTCGtosendBACobserverstomonitorallphasesofthebiddingpro-cess,andseveral invitationshavebeenreceivedfromprovincesaroundtheDavaoregionaswell.

• Enhanced legitimacy of DPTCG as a government partner in pro-curement. DPTCG is now a key partner in helping the govern-mentprioritizeandselectwhatprocurementprocedureswillbethefocusofcoalitionoversight.

impliCAtions foR pRojeCt teAms OneofthefactorsidentifiedbyDCPTGascriticaltosuccessistheparticipationofacademiaandtheprivatesectorintheearlystages;thisprovedtobeaneffectivestrategyforfacilitatingdynamicandprogressivethinkingandthedevelopmentofactionstepstocombatcorruptionintheprocurementsystem.

RefeRenCeDPCTGWebsite:http://ptfund.org.

Context Studieshaveshownthat30percentofthePhilippinegovernment’sprocurementbudget,whichconstitutesabout15percentofthetotalannualbudget,islostduetocorruptionandotherformsofmisus-ing public funds. Sources include audit reports, testimonies fromwitnessessuchasgovernmentemployeesinvolvedinprocurement,andentitieswhohavebeenpartiestoprocurementbygovernment.Several of these corrupt practices have also been exposed in themassmedia.Tostopthistypeofcorruption,theDavaoProcurementTransparencyGroup(DPTCG),acoalitionof26memberorganizationsinvolvedwithprogramsongoodgovernanceandanticorruption,hasbeenoperatingintheMindanaoregionofthePhilippinessince2009.

ACtions (2009–10) • DPTCGseekstoorganizeandenhancethecapacityofcivilsoci-

etyorganizations(CSOs)bymobilizing them as observers during the bidding and procurement processes carriedoutbythegov-ernment.TheparticipationofCSOsasobserversofallphasesofthebiddingandprocurementprocessaswellasincontractmoni-toring is allowed by the Philippines Government ProcurementReformAct,butitisnotrequired.

• SinceDPTCGoperateswithCSOsinvolvedwithvoluntarymoni-toringasobserversoftheprocurementprocess,itfirstmustbuildtrust with government entities in order to have access to bid-ding procedures and documents. Therefore, DPTCG also seeksliaisons with and outreach toward government agencies to help bridge resistance and create partnerships for fighting corrup-tion.Severalmeetings,forums,andotherinterfaceactivitieswithserverheadsandkeypersonnelofdifferentgovernmentagencieswereinitiatedbyDPTCG.

• SomeoftheadditionalfunctionsperformedbyDPTCGincludecapacity building, third-party monitoring, community mobiliza-tion, coalition building, and structured consultations.

A1.42. Engaging Civil Society Partners in Monitoring the Procurement Process

Country: PhilippinesSector:PublicAdministration,Law,andJusticeLevel:ProvincialImplementing Organization:DavaoProcurementTransparencyGroupAreas of Engagement:BudgetAdvocacy;Monitoring;Procurement

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their interactionswithgovernmentagencies.Afterbothcham-berspassthebudget,ABIdefendsitsgainsagainstthevetopowerofthepresidentandcallsforimmediateapprovalandimplemen-tationofthebudgetjointlyapprovedbytheHouseandSenate.

• The ABI clusters also conduct budget tracking on the budget for agriculture, the environment, health, education, and condi-tional cash transfers. Theymonitorthe implementationofthebudget itemsthatwere includedintheGeneralAppropriationsActbecauseofABI’sbudgetadvocacy.

Results • Increased allocations for social development. Because of the

Alternative Budget Initiative campaign, there was an increaseof P5.2 billion (approximately US$127,232,923) in allocations forsocial development in the 2007 national budget, P6.3 billion(US$154,147,580) inthe2008budget,andan increaseofP7.7bil-lion (US$188,402,598) inthe2009budgetforhealth,agriculture,theenvironment,andeducation.Aheadofthe2009budget,theentireminoritygroupoftheSenateandHouseofRepresentatives,aswellasmajoritygroupmembersofbothchambers,adoptedallalternativebudgetproposals.

• Increased accountability. Moreover, ABI’s rigorous campaignfor transparency and accountability, focusing on the release ofimpoundedfunds,ledtoaspecialprovisionagainstimpoundment.Additionally, theBicameralConferenceCommitteemadeareso-lutionto letthepublicattendandlearntheresultsofbicameralmeetingsonthebudget.TheSenateandHouseofRepresentativesalsoagreedtoformajointlegislativeoversightcommitteeonthebudgettoconductmonthlyhearingsonbudgetimplementation.

• Participation of nongovernmental organizations in the bud-get process. Because of the ABI, the Congress Committee onAppropriations invited nongovernmental and people’s orga-nizations to participate in budget deliberations in congressand to present their alternative budget proposals. The HouseCommitteeonPeople’sParticipationisnowworkingonabilltoinstitutionalize people’s participation in the national and localbudgetprocesses—aresultofABIadvocacyforaparticipatorybudgetprocess.

impliCAtions foR pRojeCt teAms High-quality technical analysis is necessary but not sufficient toeffect changes in budget allocations. An approach that integratesanalysiswithtargetedadvocacyofkeydecisionmakers,publicmobi-lization,anduseofthemediaismoreeffective.

RefeRenCe Website:http://www.socialwatchphilippines.org.

Context Founded in 1997, Social Watch Philippines (SWP), a part of theInternational Social Watch Network, is a network of civil societyorganizationsandindividualswiththebroadgoalofmonitoringandadvocating for progress of the government commitments to thesocialdevelopmentgoalsdefined inthe1995CopenhagenSummitandthe2000MillenniumDevelopmentGoals(MDGs).SWP’sprimaryactivity istheAlternativeBudget Initiative (ABI) inwhichcivilsoci-etyorganizationsengageinthenationalbudgetprocessduringthebudgetpreparation, legislation, implementation,andaccountabilitystages.Thegroupanalyzesthebudget’simpactoneducation,health,the environment, food and agriculture, and the overall economy.ABImembers, togetherwith theirpartner legislators, formulateanalternativebudgetproposalthat,intheirview,wouldleadtobetterprogresstowardtheMDGs.

ACtions (2007–pResent) • To complete this initiative within the time allotted for budget

hearings,membersof theABIconsortiumsplit intoclustersonhealth,education,agriculture, theenvironment,andmacroeco-nomics.Each cluster then forms a technical working group to identify priority issues and formulate alternative budget pro-posals for each area. After the group’s consultations are com-pleted, each cluster meets with legislators to discuss and finalize the budget proposals.

• SWPalsoconducts various workshops to involve more citizens in the budget process.Forexample,in2007,SWP taught other civil society actors how to formulate their own alternative bud-gets.Ayearlater,thegroupconductedaworkshopthatproducedadetailedplanforthe2009budgetengagementforeachcluster,withagreementsonkeypriorityissues,aworkplan,strategiesofengagementwiththeexecutiveandthelegislative,andamediastrategy.SWPalsoorganizes training seminars to help members of the media better understand the issues behind the national budget process sothattheycanthenmoreeffectivelypresenttheissuestothemassesandtobuildpartnershipswithreporterscoveringthenationalbudgetandcivilsocietyinterventions.

• For the ABI to influence actual budget allocations, SWP andits partners brief legislators in the Philippines House of Representatives and Senate on the alternative budget pro-posals,gathertheirsuggestionsand input,andtrytogainsup-portfortheproposals.ABIrespondstoquestionsandconcernsfrom legislatorsandprovidesadditional informationsupportingthe alternative budgets. ABI clusters vigilantly monitor budgetdeliberationsandreadilyprovidelegislatorsdatafortheirmediareleases,speeches,andresponsestoissues.Duringbudgetdelib-erations, ABI provides technical notes to support legislators in

A1.43. Improving Budget Accountability and Allocations for Social Development

Country:PhilippinesSector:PublicAdministration,Law,andJusticeLevel:NationalImplementing Organization:SocialWatchPhilippinesAreas of Engagement:AlternateBudgets;BudgetAnalysis;CapacityBuilding;Monitoring;Legislatures

East A

sia and P

acific

Results • Launch of a transparency and accountability initiative for lump

sum funds. In 2011, after the new administration took office,theDBMtookamajorstepinmakingtheinformationonPDAFpublicly available through the electronic “Transparency andAccountability Initiative for LumpSumFunds” (e-TAILS) sectiononitswebsite.TheDBMalsoadoptedmeasurestopromotetheproper and efficient use of the PDAF. These include requiringthatlegislatorsspecifythescopeofworkandtypeofequipmentneeded,thenumberofunitstobebuiltforhousingprojects,thetype of vehicle and the number of units to be purchased, thenumberofscholarsandhealthbeneficiaries,and,foreducationandhealthprojects,thenamesofschoolsandhospitals.

• Issuance of full disclosure policy. In2010, theSecretaryof theDepartmentofInteriorandLocalGovernment(DILG)issuedafulldisclosure policy that requires local government units to makepubliclyavailablethroughtheirwebsiteorbulletinboardsvariousbudget,financial,andotherdocuments,includingthePDAFproj-ectsthatwenttothelocalgovernmentunits.

• Greater budget transparency. A new initiative—the “OpenBudgetPartnership”—ledbyasenatoraimstomakethenationalbudget more popular and understandable among citizens,and a full-disclosure policy was included in the 2011 GeneralAppropriations Act that compels all government agencies andofficestodisclosebudgetaryandfinancialdocuments,includingthePDAFoflegislators.

impliCAtions foR pRojeCt teAms Anewadministrationgearedtowardaddressingcorruptionandpov-ertyandthatiswillingtotakemeasurestopromotebudgettranspar-encycouldbethelinchpinformakingthebudgetmoretransparent,participatory,andaccountable.

RefeRenCe Soliman,Sandino,SixtoDonatoMacaset,andPatrickLim.2011.“AStepBackintotheDarkness:PDAFWatchReport.”CaucusofDevelopmentNGONetworks.

Context Morecommonlyknownas“porkbarrelfunds,”thePriorityDevelop-mentAssistanceFund (PDAF)andCongressionalAllocations (CA) inthebudgetoftheDepartmentofPublicWorksandHighways(DPWH)arediscretionaryfundsallocatedtoeachcongresspersonandsenatortofinanceprojects they identify.Because20–50percentofearlierdiscretionary fundswere squandered, theCaucusofDevelopmentNGONetworks(CODE-NGO)launchedthePorkBarrelWatch(PDAFWatch)inlate2005.Capitalizingonitscapacityasthelargestnetworkofnongovernmentalorganizations(NGOs)focusedondevelopment,people’s organizations, and cooperatives in the Philippines, CODE-NGOaimsto influencerelevantnationalpoliciesandthepracticesandpoliciesoflegislatorsinordertoachieveamoreresponsibleandtransparentusediscretionaryfunds.

ACtions (2005–10) CODE-NGOhasundertakenPDAFWatchintheyears2005–06(Phase1),2007(Phase2),and2009–10(Phase3).

• EveryphaseofPDAFWatchbeginswiththerecruitment of vol-unteer monitors across different regionsofthecountry.Thesevolunteersare trainedonhowtogather information, interviewkey informants, and conduct field monitoring of PDAF proj-ects. Simultaneously, information on the utilization of PDAF is requested from DPWH, the Department of Budget andManagement(DBM),andallcongresspersonsandsenators.

• BasedonthelistofPDAF/CA-fundedprojects,volunteermoni-tors randomly select three projects in their assigned district.Oncetheprojectsareidentified,volunteermonitorsgatherper-tinentdocumentsregardingtheseprojectsfromtheofficeofthelegislator,thedistrictengineer’soffice,and/orthelocalgovern-mentunit;undertakefieldmonitoringvisitstovalidatethestatusoftheprojectasreported;andinspectwhetherprojectspecifica-tionsweremet.

• Key informant interviews among officials of the implementingagenciesandmembersofthecommunityarealsoundertakentofurtherexploreanyconcernsraisedduringthefieldmonitoring.

• Volunteer monitors then prepare a report and submit it to CODE-NGO,whichthenanalyzesallthedataandpreparesanddisseminatesaconsolidatedreport.

A1.44. Using Citizen Monitors to Track Pork Barrel Funds

Country:PhilippinesSector: PublicAdministration,Law,andJusticeLevels:Local;NationalImplementing Organization: CaucusofDevelopmentNGONetworksAreas of Engagement:BudgetAnalysis;ConstituencyDevelopmentFunds;Monitoring

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• Set up a web-based reporting and feedback mechanism toaidin thedrive for greater transparency and sharingof reportsbytrained CSO affiliates. The reports submitted by the affiliatedCSOshavenotyetbeenpostedonPWI’swebsiteforwiderread-ershipbutshallbemadeaccessibletothepublic.

• Developed the differential expenditure efficiency measure-ment (DEEM), a tool to measure corruption and inefficiency in public procurement. It has tested DEEM by collaborating withthegovernment’sinternalauditagency,whichagreedtoprovidePWIwithaccesstoprocurementdocumentsmaintainedbytheagenciesitaudits.

Results • Savings achieved due to better procurement practices. In the

firstsemesterafterthepassageoftheGPRB,savingsmaterializedfromthepostingofadvertisementsonthePhilippinesElectronicGovernment Procurement System for projects up for bid dueto an increase in information dissemination and a subsequentincreaseincompetition.Forinstance,thebureauofcorrectionsrecorded savings of 58 percent on subsistence of prisoners,ammunitions, and office equipment. The housing and land-useregulatory board saved 38 percent on information technologypartsandaccessories.

• Training of 800 citizen monitors.PWI’seffortshaveresultedinthetrainingof800citizenmonitors toensurethatcontractorscomplywithcontracts.

impliCAtions foR pRojeCt teAms • Creatingorsupportingentitiesthatcanprovidequalitytechnical

assistanceaspartnerstomembersofthelegislatureisaneffec-tivestrategytofurtherthepublicgood.

• Helpingcivilsocietygetaseatatthegovernment’stablecanleadtoeffectivecollaborationinimplementingbetterPublicFinancialManagementpractices.

RefeRenCeInternationalBudgetPartnership.2008.“ProcurementWatchInc.SpecializesinMonitoringPublicProcurementinthePhilippines.”InOur Money, Our Responsibility: A Citizen’s Guide to Monitoring Government Expenditure editedbyVivekRamkumar.Washington,DC:InternationalBudgetPartnership.

Context BeforeProcurementWatchInc.(PWI)wasestablishedin2001tocom-batcorruption inpublicprocurement, therewereno lawsgovern-ingtheprocurementofofficegoodsandsupplies.Thegovernmentcouldchangeprocurementpracticesatwill.Whenthegovernmentset up a task force to examine procurement reforms and draft anewlawonprocurement,membersofPWI’sgoverningboardwereincluded.Thus,PWIbecameintimatelyinvolvedwiththetaskforceactivitiesandestablisheditselfasanongovernmentalprocurementexpert.Over thenext twoyears,PWI ledacivil societycampaignto supportpassageby thenational legislatureof theGovernmentProcurementReformBill (GPRB),anewprocurementlaw,andafterthelaw’spassageitdevisedmeansforitsimplementation.

ACtions (2001–pResent) Tohavefullaccesstogovernmentinformation,PWIadoptedanon-adversarial stanceandpresented itselfasapartner tothegovern-mentofferingitsservices.Itundertookthefollowingactions:

• Topromotepassageoftheprocurementlaw,PWIprovided tech-nical assistance and advocacy support.

• Toincreasethechancesofgettingsufficientvotesforthepas-sageoftheprocurementlaw,PWIprovided free technical assis-tance to both the administration and opposition leaders.PWIwasavitalpartoftheTechnicalWorkingGroup(TWG),tacklingtheprocurementbillinbothhousesofcongress;itwasalsodes-ignatedasamemberoftheSecretariatoftheTWGoftheSenateCommitteeonConstitutionalAmendmentsandRevisionofLaws.

• As a part of its advocacy support, PWI organized information campaigns for both private and public sectors on the GPRB, stressing that the bill was an anticorruption measure.PWIstaffmetwithprofessionalgovernmentassociations,businessgroups,civil societyorganizations (CSOs), and studentorganizations topresentthebill’ssalientpoints,impartupdates,andgarnersup-port.ItalsograntedTV,radio,andbroadcastinterviewsanddis-tributedposters,streamers,andprimersontheGPRB.

Topromotetheimplementationofthelaw,PWIhas:

• Assisted in crafting the law’s implementing rules and regulations.• Provided training to track procurement for different groups,

includingtheombudsman,governmentagenciesinvolvedinlargeprocurements,CSOs,andprivatecitizens.

A1.45. Monitoring Public Procurement to Reduce Inefficiencies and Corruption

Country:PhilippinesSector:PublicAdministration,Law,andJusticeLevel:NationalImplementing Organization:ProcurementWatchInc.Areas of Engagement:BudgetAnalysis;CapacityBuilding;Disclosure;Legislatures;Monitoring;Procurement

East A

sia and P

acific

Results • Delivery of infrastructure. Thecommunitymonitoringhascontrib-

utedtogreatercommunityengagementandthedeliveryofcriticalinfrastructuretomorethan101,660Timoresepeople.InBazartete,forexample,amunicipalityof63,329people,monitoringcommit-teesdiscoveredthatschoolslackeddesks,chairs,andblackboards.TheysharedthesefindingswiththeMinistryofEducation,resultinginthedeliveryofthenecessaryschoolfurnitureandinrehabilita-tionofschools.Communitymonitorsalsomobilizedtoensurethatlow-qualitypipesweresubstitutedwithbetterones,asaresultofwhichvillagersnowhaveaccesstocleanwater.

• Pro-poor budget allocations. Inadditionto increasingefficiencysavingsduetowhistleblowingonprojectdelaysandlackofmainte-nance,LutaHamutuk’sworkhasledtopro-poorbudgetallocations,ensuringnationalfundsreachcommunitiesacrossthecountry.Forinstance,LutaHamutukmonitoredthebuildingofhousingforwarveteransintheDili,Viqueque,Manatuto,andLiquisadistricts.Theyfoundthatthehouseswereoftentoosmalland/orinsufficientforthenumberofveterans.LutaHamutukofferedrecommendationstoaddresstheseproblemstotheofficeoftheprimeminister,par-liament,SEAVAC,theministryofinfrastructure,andthehighcourt;these recommendations were also shared with the media. As aresultoftheirmonitoringandadvocacy,LutaHamutukwasabletoincreaseveteranhousingbudgetallocations.

• Replication in post-conflict contexts. Learningfromthesuccess-ful experience in Timor Leste, similar citizen/state committeeshave been replicated in Afghanistan to enhance community-driven accountability there. Integrity Watch Afghanistan, LutaHamutuk’spartnerintheNetworkforIntegrityinReconstruction,visitedLutaHamutuktolearnabouttheirapproachtocommu-nityengagementandmonitoringandarenowsupportingsimilarmonitoringboardsattheprovinciallevelinAfghanistan.

impliCAtions foR BAnk opeRAtions • Undertakingbudgettransparencyandmonitoringcanbeinstru-

mental in postconflict countries where gaining legitimacy andshowingresultsareoftenpressingconcerns,evenmoresothaninotherdevelopingcountries.

• Replicatingsucesssfulbudgettransparencyandmonitoringmod-els from other post-conflict countries could be supported inWorldBankprojects.

RefeRenCes LutaHamutukWebsite:http://www.lutahamutuk.org.

RevenueWatchInstitute.“MonitoringtheOilandGasSectorsandthePetroleumFundofTimorLeste.”http://www.revenuewatch.org/grants/monitoring-oil-and-gas-sectors-and-petroleum-fund-timor-leste.

Context Afteralonghistoryofviolentconflict,thereconstructionofTimorLeste’sphysicalandsocialinfrastructureisapriority.However,recon-structionprojectsareprone tocorruptionandmisappropriationofresourceswhethertheyaremanagedbygovernmentagenciesorpri-vatecontractors.Itisthereforecriticaltoincreasetransparency.Inthisvein,LutaHamutukwasestablishedin2005byanumberofactiviststoensureaparticipatoryandaccountabledevelopmentprocess.Asof2011,LutaHamutukwasworkingwiththegovernmentandcommu-nitymonitorstoensuretheeffectiveoversightof15reconstructionprogramsandprojectsworthUS$1.3billionacrossvariousdistricts.

ACtions (2005-pResent) LutaHamutukworksinthefollowingareas:

• It reaches out to as many communities in Timor-Leste as pos-sibletofacilitate discussions onthestatebudget,thepetroleumfund,andthedevelopmentplan.LedbyLutaHamutukstaff,suchcommunity briefings provide basic information on the sourceof the state’s revenues (oil and gas). They explain the mecha-nismsbywhichtheserevenuesenterthestatebudget,whatthestatebudgetis,howallocationsaremade,andwhatthepresentdevelopment plans are. These briefings encourage community feedback to foster informed citizen action inordertoimprovethereconstructionprocess.Communitybriefingsalsoserveasarecruitinggroundforvolunteer“focalpoints”whobecomethelinkbetweenthelocalleadersandthecommunityandbetweenthecommunityandtheDili-basedpolicycommunity.

• LutaHamutuksupports the focal points and their communities as they monitor projects ineightdistricts.Thetotalvalueofdevel-opmentprojectsmonitoredbyLutaHamutukwasUS$7,404,672.83,as of November 2010. The monitoring exercise serves to verifywhetherpromisedprojectsareinfactimplementedandwhetherthequalityisappropriate.Theprojectsmonitoredaremostlyclin-icsandschoolbuildingsaswellaselectricity, irrigation,canaliza-tion,waterandsanitation,androadprojects.

• Lutu Hamutuk facilitates the creation of monitoring commit-tees that include local government authorities and communitymembersandwhichmonitorandreportonseveral reconstruc-tionprojects. The focalpoints regularlyupdate thecommitteemembersonthestatusoftheprojectsthattheymonitor.Resultsofthecommitteemeetingsareusedforadvacacywiththegov-ernmentandcompaniesworkingoninfrastructureprojects.

• Italsoencourages focal points and their communities to iden-tify development projects that would respond to their needsandtoadvocateforthemtothegovernment.

A1.46. Using Community Monitoring to Address Mismanagement of Post-War Reconstruction Funds

Country:TimorLesteSector:PublicAdministration,Law,andJusticeLevels:Local;NationalImplementing Organization:LutaHamutukAreas of Engagement:BudgetAdvocacy;Monitoring;CapacityBuilding

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• Besidestheportal,thegovernmenthasalsoundertakenarangeof other transparency initiatives under the TLTM: Timor-Leste is now part of the Extractive Industries Transparency Initiative (EITI), a program that calls for transparency for countries withenergywealth.ThroughtheEITIprocess,companiespublishwhattheypayandgovernmentsdisclosewhattheyreceive;thisinfor-mationisverifiedandpubliclydisclosed.

Results LutaHamutuk,acivilsocietyorganizationdedicatedtobudgettrans-parency,evaluatedtheeffectivenessofthePortalsofTransparencyand the EITI processin several districts of Timor-Leste. Interviewswere conducted with the district administrator, the subdistrictadministrator,students,villagechiefs,youthrepresentatives,compa-nies,politicalparties,localnongovernmentalorganizations,teachers,lecturers,andcommunities.Resultssuggest:

• Limited guidance on utilization of the portal. As many as 95percentoftherespondentsquestionedtheuseofthewebsitebecausetheywereunabletounderstandhowtouseit.Inaddi-tion, many of them experienced difficulties in understandingtermsandacronymsusedontheportal.

• Lack of clarity on the future of these portals. Challengesremainregardingtheexpansionoftheseportalstolineministriesandthewideningoftheirusageascoretools.

impliCAtions foR pRojeCt teAms The provision of a web-based tool to increase transparency cancomplement sound economic policy, encourage public oversight,andbuildconfidencewithintheprivatesector,attracting investorsby dispelling inaccurate information through reporting in an openand timely manner on government processes, particularly thoserelatedtopublicfinancemanagementandprocurement.Inpostcon-flictandfragilestateslikeTimor-Leste,thereputationalbenefitsthatsuchportalscanoffershouldnotbeignored—thatis,regardlessofitseffectiveness,bysignalingtothepopulationitsintentionto“openupitsbooks,”theinitiativecanhaveatrust-buildingeffectthatiskeyinsuchcontexts.

RefeRenCes PortaldeTransparênciadeTimor-LesteWebsite:http://www.transparency.gov.tl.

Mitchell,Leigh,andNicholasTravis.2013.“ImplementingtheNewDeal:TransparencyinTimorLeste.”G7+PeerLearningNote#2.EvaluationevidencefromLaoHamutuk,March6,2013.http://www.laohamutuk.org/econ/portal/LHPDHJPortaAprov6Mar2013en.pdf.

Context Throughout2011andinto2012,thegovernmentofTimor-Lestemadeseveral significant advances in the pursuit of its transparency andgoodgovernanceagendabylaunchingaseriesofonlineportalsded-icated to improving public sector transparency. These online por-talswerepartofabroaderinitiative,referredtoastheTimor-LesteTransparency Model (TLTM), which, according to the government,provided a system of “360 degree fiscal accountability chain fromthepointofresourceextractiontothetimeofinvestmentthroughreliable,publicandsharedsystemsandinformation.”Onitswebsite,thegovernmentofTimor-Lestedeclaredthegoaloftheprojectasfollows:

“TheTransparencyWebsitewillallowpeopletoparticipate,inrealtimeandinteractively,intheprocessoftheTimor-LestenationalbudgetandtocontributetoNationalDevelopment.Citizenscaninvestigateprojectsfurthertoviewbudgettrans-actionstoensurethebudgetisbeingspentasintended.Thisensures honesty and transparency to improve citizen andinvestor confidence. The Timor-Leste Transparency Portalprovides10yearsofbudgetinformation:thebudgetthatwasapprovedandtheactualbudgetspent.ReportsandfilteredresultscanbeexportedinPDF,Word,Excel,XMLandHTMLformats.”

ACtions (ApRil 2012–pResent) • Housedwithintheministryoffinance,theportalscanbeaccessed

online—www.transparency.gov.tl. Their launch is considered animportantachievementforTimor-Lesteastheyprovide a set of user-friendly and generally-accessible tools forusebygovern-ment,civilsociety,theprivatesector,andcitizenstoengageandholdeachothertoaccountfortheuseofpublicresources.

• The portals are currently split across four fields: budgetexecu-tion, overseas development assistance, government procure-ment,andprojectresults.Data on revenues, allocated budgets, and budget execution across ministries are updated every 24 hours, whereas data on aid disbursements from development partners are collected on a quarterly basis—in Portuguese,Tetum, and English. The next step for the portals is to post photos of public works projects toprovidethepublicwithanevenbetterunderstandingofpublicdecisionsinrealtime.

A1.47. Pursuing Transparency in Budgets, Aid, and Procurement via Online Portals

Country:TimorLesteSector:PublicAdministration,Law,andJustice(PublicFinance)Level:NationalImplementing Agency:MinistryofFinanceAreas of Engagement:BudgetDisclosure;Dissemination

East A

sia and P

acific