Local Authorities in Development (supporting initiative) Conclusions from the Working Groups

1. Local Authorities in Development (supporting initiative) Conclusions from the Working Groups Bamako Regional Seminar – 4 June 2010

2. Working Group 1 : Partnerships and innovations in policy Sub group a): General innovations. What are the most significant innovations in policy made by African LAs? What has been learned? What do LAs need to know about how the EC addresses innovation in policy development?  Sub group b): What is the LA niche and added value in policy development? How could this value be increased?  Sub group c): What future directions and new approaches should LAs be taking to promote innovation in policy in the wider field of decentralization and local governance?

3. Working Group 2: Innovations in implementation Sub group a): Service delivery. What are common challenges encountered by African LAs in service delivery, and how have they been overcome? What lessons learned could be replicated elsewhere? Sub group b): Approaches and methodologies, EC aid delivery mechanisms: What needs to change in the approaches and methodologies that LAs are using in order to ensure optimal effectiveness in programme delivery? What mechanisms could be put in place to increase quality, impact and scale? Which aid delivery mechanisms are more adapted to the different situations of local authorities? Sub group c): LAs and citizens: What is the value and impact of LA-driven programming on the participation of citizens? What experiences have LAs had with citizens’ participation in local politics, and with what level of success? How can participation with citizens’ groups contribute to local service delivery?

4. 1. Innovations in Policy Sub-group a) General innovations What are the most significant innovations in policy made by African LAs? What has been learned? What do LAs need to know about how the EC addresses innovation in policy development? • A great innovation would be if innovations could be channeled up the chain of command (as in Zimbabwe) to central governments, and not the reverse (for example, the legislative process could start at local level); • Example from South Africa: Local level decided local budget should be ring-fenced for poorest communities. Many other top-down examples too. Both needed: Pro-poor policy decided at central level but implemented at local level (example: expanded public works program, where municipalities include local manual labor in public projects. Integrated planning also in South Africa/local level to optimise value); • Example from Ghana: Decoupling government service from civil service. Now in Ghana local level people are part of local government service; • Other innovations come up through spontaneous thinking, for example large consultation rounds with local populations (Senegal; Benin; Zimbabwe). Outcome of consultation process has been better delivery of services and increased tax revenues because people feel the services belong to them. (Example: Integrated public transport system result of local consultation in South Africa).

5. 1. Innovations in Policy Sub-group b) LA added value: What is the LA niche and added value in policy development? How could this value be increased?What are they and what conditions need to be in place? The following elements/conditions were identified: • Need to know the local environment, need to know the population and their problems; • There must be a clear vision for the future of their communities; • They are accountable towards their people (they are elected); • People feel valued and have confidence in local government. This way LAs are motivated and also concerned if they don’t serve the population (sanctions); • LAs are the voice of the local community • LAs are the institutional entry point for the government to every action in the benefit of their people

6. 1. Innovations in Policy Sub-group b) LA added value (continued): • LAs are responsible for mobilizing their population; • LAs are the level of authority the people most identify with. • LAs have an important role in local economic development (creation of jobs; delivery of basic services) • LAs are key actors in the promotion of local democracy and citizenship. • LAs are the guarantors of the general interest and local well being. • Required conditions for all of the above and increased effectiveness: • LAs need capacity development investments at all levels • LAs must be democratically elected • LAs must have sufficient resources (the transfer of competencies must be followed by an adequate transfer of resources)

7. 1. Innovations in Policy WG Sub-Group c) Future approaches: What future directions and new approaches should LAs be taking to promote innovation in policy in the wider field of decentralization and local governance? Participation of citizens is crucial as a first step/precondition. • Citizens must be consulted • Local governments lack financial autonomy – this leads to a gap between the local authorities and the citizens • Citizens are often represented by opposition parties and NGOs, so they are not always to really participate, but to oppose • The poor have difficulties in expressing themselves in an organised way • Some lack of info and communication between citizens and LAs (leading to a limited confidence of citizens versus LAs) Example of a positive example mentioned: Mozambique (garbage collecting/maintenance of basic infrastructure: jobs are created by the municipalities; trust is built by citizens who see the results from their taxes).

8. 1. Innovations in Policy WG Sub-Group c) Future approaches (continued) Recommendations for the future: More competences should be transferred to the local level, with human and financial resources; Identify stakeholders of governing and opposition in the debate; More community involvement and less discrimination; Networks between municipalities so people have info and learning between regions; Mobilize resources from Diaspora (perhaps through a fund?); Involve traditional leaders in local government; Assure transparency in LAs and budget management. Encourage people to participate in local affairs; Increased efforts in communication and sensitization

9. 2. Innovations in ImplementationSub group a): Service delivery What are common challenges encountered by African LAs in service delivery, and how have they been overcome? What lessons learned could be replicated elsewhere? What are essential services? Need to be in agreement about what they are. -Subsidiarity: many services are better delivered by collectivities (examples mentioned: Police; Basic social services; Drinking water; Sanitation; Protection of environments; Maintenance of public infrastructure); For LAs to ensure and provide the above services, the following is required: Organisation of their regular functioning (administration, finances, budget) Strengthening of LAs’ technical and institutional capacities Transfer of authority/competencies along with corresponding transfers of resources by the central government Ensure LAs activities are supported and accompanied by relevant deconcentrated services of the (central) government

10. 2. Innovations in ImplementationSub group a): Service delivery (continued) Regular consultation between all technical and political stakeholders is crucial. Help LAs with transfer of competence and resources, both financial and human. There needs to be a commitment to deconcentration, which is not the case at the moment. Recommendations: EC and LAs should better coordinate their approach to public services. Move away from project-driven services and take a more integrated approach. Budget support programmes from the EC should take into account local authorities (avoid centralisation). EC to enhance coherence in its aid policy Examples : Mali – garbage collection. Burkina Faso – Women’s organisations in garbage collection. Mali – an organisation that mobilizes financial resources.

11. 2. Innovations in ImplementationSub group b): Approaches and methodologies, EC aid delivery mechanisms What needs to change in the approaches and methodologies that LAs are using in order to ensure optimal effectiveness in programme delivery? What mechanisms could be put in place to increase quality, impact and scale? Which aid delivery mechanisms are more adapted to the different situations of local authorities? What delivers the most impact? State budget support: Not ideal but it supports decentralization. Helps the EC at the global investment level. Equity in the support to the different regions and LAs and statistical data regarding WatSan, Education etc. Funding through the central government helps overall coherence. It should be contemplated in a mid-term perspective. Weaknesses: Decisions on the above don’t always involve local actors, are State to State. Funding to state gets used by the state (read central governments) for its own priorities – a bit scattershot. Level of commitment not always clear. Going through the state means that state budget is mobilized very late (March/April, but programmes start in January – so not effective or efficient). RFAs are cut off from the localities’ needs..

12. 2. Innovations in ImplementationSub group b): Approaches and methodologies, EC aid delivery mechanisms (continued) Calls for proposals: They are not adapted to the different typologies of regions, municipalities, etc.; Frequently the funds only reach the big LAs (urban municipalities, for example), which have the capacities to present proposals and get the necessary information; Communication and information on funding opportunities should be better disseminated to reach all types of LAs; A lot depends on the roles of EU regional delegations. They need to be in touch with local communities themselves, even if communications are problematic (poor internet etc). Need to ensure the autonomy of accounts by LAs to ensure the funds reach them directly and timely. Need to review how to fund LAs directly. Control is a critical issue. Challenge is how to do it when EC is not connected to LAs directly or doesn’t know enough.

13. 2. Innovations in ImplementationSub group c): LAs and citizens: What is the value and impact of LA-driven programming on the participation of citizens What experiences have LAs had with citizens’ participation in local policies, and with what level of success? How can partnerships with citizens’ groups contribute to local service delivery? Neighbourhood councils are important to help social dialogue Get real info about needs and budgetary requirements Citizens could bring real info to the table Social dialogue important among the population Educate the public. Use local radio, local associations and forces that work with communities and local services, charities, police etc.

14. 2. Innovations in ImplementationSub group c): LAs and citizens (continued): Much to be gained if LAs enhance dialog with communities Conditions of citizen participation: People are more aware of their power and reasonability, demand more for their taxes. It’s already happening A social conversation – define every actor’s role and integrate them into a whole approach Reinforce capacity (technical; management) of all the principal actors Integration of both traditional and political leaders in the process