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CIIF Achievement and Performance Management

Statistics on Performance Management of the CIIF Secretariat


1

Project Management
Project Management mainly covers the following areas:

  • Approving project applications
  • Monitoring the performance of ongoing projects and use of fund by grantees
  • Providing appropriate training and support to grantees
  • Following up on the sustainability of approved projects after funding period
  • Consolidating the experience and effective practices of CIIF-funded projects in social capital building

1.1

Approving project applications
In 2019, the CIIF Secretariat processed two batches of applications. Processing of the 29th and 30th batch of applications were completed in an efficient manner as set out in the performance pledges, i.e. applicants were notified in writing of the application results within six months after the closing date for application. For details, please refer to the following table –

Application Period
No. of Applications
Processing Time
No. of Projects Approved
Efficiency
The 29th Batch of Applications("City In Sync with Kids")
1.8.2018 to 2.10.2018
64
Within 6 months
20
Performance pledge fulfilled
The 30th Batch of Applications("Connecting Families for Children’s Better Future")
1.4.2019 to 31.5.2019
69
Within 6 months
24
Performance pledge fulfilled


1.2

Monitoring the performance of ongoing projects and use of fund by grantees
As at 31 December 2019, out of the 419 approved projects, 309 had already been completed; 75 were still active; 11 had been terminated pre-maturely on mutual agreement between CIIF and grantees, and 24 would commence soon. For the performance level of the 395 projects which had been completed/were active/had been terminated pre-maturely, please click here for details.

In 2019, the CIIF Secretariat inspected and processed the following to monitor the progress and outcomes of projects:

  • Progress Reports: A total of 114 Progress Reports were submitted to the CIIF Secretariat for the 96 projects that were active. For report submission record of grantees, please click here for details. To ensure the accuracy of the data provided, the Secretariat has been carrying out regular random checks since 2011 and verified 20 reports (17.5%) of the progress reports in 2019.
  • Final Project Performance Reports: 12 Final Project Performance Reports were submitted to the CIIF Secretariat for inspection at the end of funding period in 2019. For report submission record of grantees, please click here for details.
  • Audit Reports: A total of 62 Annual or Final Audit Reports were submitted to the CIIF Secretariat for the projects that were active or at the end of funding period for inspection in 2019. For report submission record of grantees, please click here for details.
  • Site Visits: In 2019, the CIIF Secretariat conducted 42 project site visits.

In 2019, the CIIF Secretariat processed four quarterly reimbursement claims, instalment payments and audit fee claims; disbursed approximately HK$58.29 million with a cumulative total of around HK$443 million. Processing of quarterly reimbursement claims and instalment payments were generally consistent with our performance pledge, i.e. grants will be disbursed to grantees within four months after the deadline for submission of reimbursement claims and instalment payments will be released to grantees in accordance with the Approved Budget and《Notes to Grantees》. For details of project payments, please click here.

1.3

Providing appropriate training and support to grantees
The CIIF Secretariat organized two training workshops for the project teams of the 29th and 30th batch approved projects on 11 April and 11 December 2019 respectively to enhance their understanding of social capital and strengthen their capacities to plan for the sustainable development of social capital for their projects.

1.4

Following up on the sustainable development of projects after funding period
After the funding period, CIIF focuses on whether the funded projects could continue to further the achievements of social capital, which consists of six core components, namely social networks, trust and solidarity, mutual-help and reciprocity, social cohesion and inclusion, social participation as well as information and communication. CIIF therefore attaches importance to the sustainable development of the above constituents, such as value change and role transformation, as well as social capital outcomes like the sustainable development of cross-sectoral collaboration, complementarity, trust, cohesion, support networks and community capacity. Financial sustainability, that is, whether the project can continue to receive funding or operate on a self-financing basis, not the major consideration for the assessment of sustainability of the social capital projects.

To assess in a more systematic manner whether the funded projects could sustain the social capital built after the funding period, CIIF devised a Questionnaire on "Sustainable Development of Social Capital” in 2013. Since then, CIIF has issued the questionnaire on a regular basis to project teams of completed projects in order to have a better understanding of the sustainable development of their projects six months and 18 months after the funding period. As at 31 December 2019, CIIF had invited staff members and volunteers or direct participants of 151 project teams from completed projects to take part in the survey. Among these 151 project teams, 85 of them had taken part in the survey for the second time. 141 out of 151 project teams had returned completed questionnaires (return rate: 93.4%). Over 90% of the projects (130 projects) were still operating after the funding period in different ways, including deployment of internal resources of respective organisations, receiving continuous support from local stakeholders/ key collaborators or self-management by participants.

1.5

Consolidating the experience and effective practices of CIIF-funded projects in social capital building
CIIF commissioned an independent consultant to conduct the second evaluation study from 2010 to 2012. The findings affirmed the effectiveness of strategies (such as house captain strategy and the establishment of cross-ethnic and cross-stratum platforms) promoted by CIIF in achieving social capital outcomes. In particular, the evaluation study conducted by the Hong Kong Polytechnic University confirmed that the CIIF-funded projects in Tin Shui Wai had forged mutual trust and acceptance among people from different backgrounds, built neighbourhood support networks, turned assets of individuals into those of the community, and enhanced community capacity in Tin Shui Wai.

For an effective assessment of the social capital outcomes achieved by its projects, CIIF devised a local “Social Capital Scale” in 2012 by making reference to the World Bank’s definition of social capital, the tools used in the second CIIF evaluation study, and the implementation experience of funded projects. After validation of the Scale, direct participants and volunteers of CIIF-funded projects have been invited since July 2013 to fill in the “Social Capital Scale” at least twice during the funding period. All data will be used by CIIF in consolidating the experience and effectiveness of social capital building. As at 31 December 2019, CIIF had received 25 480 questionnaires returned by 139 project teams.