From Policy to Implementation. Issues Related to Developing Requisite Capacity for Effectively Implementing Decentralisation Policies in Africa

Transcription

1 From Policy to Implementation Issues Related to Developing Requisite Capacity for Effectively Implementing Decentralisation Policies in Africa By George Matovu, MDP-ESA Ministerial Conference Yaoundé, Cameroon, 28-30, May 2008

2 Structure of the Presentation Introduction Definitions of Capacity and Capacity Building Principles of Capacity Building Towards of a Model of Capacity Building Why concerned about Capacity Building Capacities required for Implementation of Decentralisation Ways of Developing the Required Capacity New Tools for Capacity Building Factors influencing Implementation of Decentralisation Policies Capacity Building for Decentralisation in Uganda Conclusion and Way Forward

3 Objectives of the Presentation To examine some of the issues related to developing requisite capacities for implementing decentralisation policies in the context of Africa. To highlight capacities needed for successful implementation of decentralisation policies. To examine how such capacities can be developed A case study to illustrate capacity development in an African country To highlight problems and challenges

4 Definition of Capacity & Capacity Building UNDP: the ability of individuals, institutions, and societies to perform functions, solve problems, and set and achieve objectives in a sustainable manner. Capacity building: a process through which the abilities to achieve set goals are obtained, strengthened, adopted, and maintained over time In decentralisation contexts: it stresses establishing the right mindset and value system, ownership of process and development, raising revenue, establishing the right technical competencies, establishing the right incentives and work culture, all leading to sustainable transformation of local governance, management and administration

5 Principles of Capacity Building Identifying champions and utilize them to motivate others and to influence mindsets Identify resource municipalities to promote peer-to-peer learning Internalizing the distinctions and variations between municipalities and the environments in which they are located Premising capacity building efforts on solid and clear objectives Contributing to long term socio-economic development and is needs-driven Building new capacity on existing capacity that recognizes indigenous capacity, knowledge and institutions and help community realize their goals of development Promote inclusive approach which brings on board the third sector civil society, civil society organisations, private sector, etc. Complement technical competencies with passion and compassion Establish positive incentive systems Integrate ICT in capacity building Mainstream monitoring and evaluation to ensure accountability

6 CAPACITY BUILDING MODEL M&E Desired Outcomes Change of Mindsets Empowerment of Local Communities Good Governance and Community Livelihood Transformation Investments Existing Capacity Traditional Capacity Self Governance Community Spirit Capacity Building Programs and Initiatives Training of Trainers Empowering laws Territorial needs Gender considerations M&E Capacity Assessment Capacity Diagnostics Resources / Capital Human, Social, Cultural, Physical, Institutional, Financial Enabling laws, partnerships, political will M&E Interface with Non State Actors Civil Society Organisations Private sector Academic International Community Donor Support Terms of Aid Institutional Framework Legislation and Regulation Rules & procedures Political will Positive and Negative Organisational Ability Values and behaviour

7 Why concerned about decentralisation and capacity Despite continued commitment to decentralisation and international good will, performance of decentralised governments is still poor. There are compelling results. It is the central purpose of technical cooperation since the late 1980s and still dominating international cooperation

8 Capacity in % terms to implement decentralised responsibilities

9 Capacities Required Technical capacities Cross-cutting capacities

10 Cross-cutting capacities To engage in multi-stakeholder dialogue To analyze a situation and create a shared vision To formulate policy and strategy To engage in participatory resource mobilisation and expenditure To promote participatory monitoring and impact evaluation

11 Ways of developing the Required Capacity Capacity diagnostics: Analysis of current capacities against the desired future capacities. Institutional reforms: (a) at central government level; (b) at local government level; (c) with regard to sustainable funding; (d) to attract and retain quality staff. Multi-stakeholder engagement: Aimed at developing a shared vision, collective commitment, and joint action. This requires effective communication, community dialoguing, networking and partnership building, listening, negotiation, confidence building, etc Study visits: To learn how other systems are working

12 Tools to enhance Capacity Building Utilizing emerging information and communication technologies (ICT) Videoconferencing Radio waves Internet Music and performing arts

13 Problems areas in Policy Implementation Conflicts over the approval of proposed policies Modification of original proposals without consultation Long delays in the process of decentralisation Failure to implements some or all components of a policy Failure of institutions to which powers are decentralised

14 Challenges in Implementing Decentralisation Policies Political Context Organisational Capacity at National Level Capacity of Local Institutions Macro-Economic Environment

15 The Experience of Uganda Capacity building is based on a comprehensive decentralisation policy adopted in 1992 Clearly spelt out decentralisation objectives The national constitution emphasized people s participation The Decentralization statute limited the role of central government to policy making, standard setting, capacity building, monitoring and evaluation Intergovernmental fiscal transfers conditional, unconditional, and equalization Emphasized participatory planning, budgeting, and monitoring Specialized agencies: Decentralisation Secretariat (DS), Local Government Finance Commission (LGFC), Local Government Development Program (LGDP) Other institutions: the Uganda Local Government Association (ULGA) and Urban Authorities Association of Uganda (UAAU), unions, professional bodies Young, better educated, motivated and more diverse professionals were attracted at local level Training locally and abroad was promoted Continuous seminars, workshops, and study visits The Afro barometer exercise of 2002 showed public satisfaction with decentralised services

16 Challenges the Faced Uganda Resistance to new changes Low capacity at both central and local government levels Weak institutional frameworks Corruption

17 Conclusions and Recommendations Strong political support and commitment from the central government is essential and necessary condition for the successful implementation of capacity building programs for decentralisation It is necessary to forge coordinated efforts and partnerships of stake-holders to create the desirable results in capacity building Equally important is the establishment of the right incentives for capacity building. There is need for more research in the field of capacity building in order to build a coherent body of knowledge on capacity development and how best to implement capacity building.