E-guide On Participatory Audit

From Plan to Action

  1. Module 03
  2. Getting started
  3. Resources
  4. Human resources

Human resources

Staff commitment to joint initiatives results from effective policies. Recalling section 3 (Assigning responsibilities), developing a framework for teamwork is important when designing an engagement plan. You should therefore take into account several factors that affect performance of the team in charge.

  • What are the staff attributes you should seek?
    • Trained
    • Proactive
    • Sensitized
    • Experienced in handling groups and joint initiatives with inter-institutional actors
    • Committed to a citizen-engagement agenda
  • What office or area is in charge of the implementation?
  • Can you count on enough staff to perform the project´s activities?

Answering those questions is critical. Number one, you will be able to identify the resources you will need when itemizing the budget. Number two, you will be targeting key aspects for a smooth project´s implementation and sustainability

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Bibliography

Reed, Q. (2013): “Maximising the efficiency and impact of Supreme Audit Institutions through engagement with other stakeholders”, U4 Issue Nº9, Bergen, U4 Anti-Corruption Resource Centre - Chr. Michelsen Institute.

UNDP (2001): “Governance and Accountability: Progress Report on the Implementation of the Forum’s Eight Principles of Accountability and the Development of Best Practices for Legislatures”, Briefing Paper for FEMM meeting.

GIZ-INTOSAI (2013): Supreme Audit Institutions. Accountability for Development.

O'Meally, S. (2013): “Mapping Context for Social Accountability: A Resource Paper”, Social Development Department, Washington DC: The World Bank.

Velásquez Leal, L. F. (2012): “Manual: Good practices for approaching citizenship”, OLACEFS´ Commission on Citizen Participation.

Heifetz, R., Grashow, A. et al (2009): The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World, Boston, Harvard Business Press.

Contreras, M. (2013): “The World Bank Institute’s Leadership for Development Program”, Presentation Leadership 4D – Catalyzing Change, WBI.

Heifetz, R. A. (1994). Leadership Without Easy Answers. Cambridge, Mass: Belknap Press of Harvard University Press.

Heifetz, R., Grashow, A. and Marty Linsky (2009): The Theory Behind the Practice. A Brief Introduction to the Adaptive Leadership Framework, Harvard Business School Publishing Corporation.

Robert A. Neiman, “Execution Plain and Simple: Twelve Steps to Achieving Any Goal On Time and On Budget” 2004 pg. 105. Robert Neiman was a partner at Schaffer Consulting.

Osiche, Mark. “Applying Rapid Results Approach to Local Service Delivery: Emerging Issues, Lessons and Challenges from Nairobi City Council” in Local Governance & Development Journal Volume 2 Number 2, December 2008: pages 24-39.