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Engendering CCBs: innovative experiences from the field

Engendering CCBs: innovative experiences from the field. Zulfiqar Ali Shah Tehsil Nazim Chiniot.

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Engendering CCBs: innovative experiences from the field

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  1. Engendering CCBs: innovative experiences from the field Zulfiqar Ali Shah Tehsil Nazim Chiniot

  2. “In Pakistan, development will not come from the top. It will come from the bottom, and it shall happen in pockets- one island formed here one there, and one island will be made by you…”,Dr Akhtar Hameed Khan (Late)

  3. Introduction to Community Participation in Pakistan • Community participation: the “holy grail” of local governments • Not a new idea, has been there for a while e.g. ‘matching grant’ • CCBs (citizen community boards): “an old idea with a new agenda” • Wider scope, more robust, institutionalized, ensured funding

  4. Role of CCBs under PLGO 2001 • Direct input in selecting programs and projects for service delivery (TMA level) • Role in generating the Tehsil and District Master Plan • 25 percent (minimum) of development funds to go through CCB motivated projects

  5. CCBs in Tehsil Chiniot • Early indoctrination and acceptance of the challenge • Scope for distinction! • Wider range of possibilities due to its holistic nature • Economically viable • Opportunity for those not elected but true community leaders • A chance to go back to your roots

  6. Implementation and execution • Processes refined and applied • Registration of CCBs facilitated • Establishing an enabling environment • Personal involvement in propagation • Capacity building and support • Promotion through media and success stories

  7. CCBs Today • 120 CCBs formed in Chiniot • All tiers of local government actively involved with CCBs • Total allocation deployed at TMA level, last year reserved amount increased to 30% • Allocation, based on demand from CCBs, in the process of being raised to 35 percent of total development funding • Allocation limit restricted by lack of funds and political reasons and not lack of demand from CCBs

  8. “An important platform is created and strengthened by the members to take to their local issues and concerns, following the basic philosophy of participatory development, advocating a culture of self help.” Dr Akhtar Hameed Khan (Late)

  9. Abstract of CCB SchemesFor the years 2002-03, 03-04 and 04-05 (Rs. In Million)

  10. Abstract of Citizen Community Boards Schemes District Government Jhang(Rupees in millions)

  11. Union Council Wise Detail of CCB Schemes for the year 2002-03 and 2003-04

  12. Union Council Wise Detail of CCB Schemes for the year 2004-05

  13. Encouragement of Special Interest CCBs • Chiniot has encouraged the formation of special interest CCBs • Women based groups • Water Users groups • Woodworkers group • Lawyers group • Specialized groups facilitate highlighting of one issue and make negotiations with community easier (water group as an example)

  14. Water Users CCB • Formed after initiation of a dialogue between TMA and consumers about water rates, and quantity and quality issues • Its function is to provide feed back on service, create awareness related to water issues, help in fee collection, and arrange for community to contribute towards laying of new water supply pipes lines

  15. Wood workers CCB • Chiniot is renowned for its wood works • CCB formed to arrange for municipal services like traffic control, public toilets, street lights, and maintenance of access roads to the show rooms • Concept is to create a better environment for the customers

  16. Transcending the infrastructure barrier Some CCBs are evolving on their own given a formal platform A few CCBs have decided to take on their local issues which are not related to infrastructure Links are being formed between UCs and CCBs as this tenure winds up Given time we are in for a few surprises

  17. Some problems faced with CCBs • At times communities not involved. “One man show” • Emergence of fraudulent CCBs • Present CCBs mostly target based and very few process based • Competing with fully funded schemes • Full potential not achieved • Business rules need refinement

  18. Future Directions • Involve CCBs in monitoring, evaluation and feedback (performance management) and social awareness • To increase transparency • To increase relevance • To improve service delivery • To impart civic sense • Involve CCBs in taking service delivery to a new level (up-gradation to “luxury” levels) • CCBs and master planning

  19. Conclusion • CCBs are not a panacea, a cure all! • Nevertheless serious breakthroughs in development via community participation can be achieved • CCB formulation is not rocket science, just a little dedication and encouragement is required • In local governance, shift in focus from hardware to software imperative and the next logical step • Its not about resources, its about mindsets and priorities!

  20. “It would be very wrong if I boast that I did this or I did that. I merely observed a lot of things then founded supporting institutions. But the people did the work themselves.”Dr Akhtar Hameed Khan Thank You

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