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Strategic support to local governance and decentralisation – a European perspective

Strategic support to local governance and decentralisation – a European perspective. Tunis, 22 November 2012 Sandra Ceciarini (CEMR) and Ryan Knox (SKL International). Decentralisation as a European policy issue. Why support decentralisation?

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Strategic support to local governance and decentralisation – a European perspective

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  1. Strategic support to local governance and decentralisation – a European perspective Tunis, 22 November 2012 Sandra Ceciarini (CEMR) and Ryan Knox (SKL International)

  2. Decentralisation as a European policy issue • Why support decentralisation? • European Charter of LSG as a driver for decentralisation • Recognition of LRAs in European development policy • Clearly defined role for LG in social welfare and service delivery • New context for the next Communication • Agenda for change highlights: (i) need for multi-actor approach and (ii) role of LRAs for good governance and democracy • Complementarity between geographic and thematic programmes • EC should take account of LRA rules/regulations of both northern and southern partners • Multi-actor consultation required in programming and implmentation of programmes in partner countries • Role of national Associations

  3. Case 1: Strengthening a national association (Turkey) • Thematic local partnership between Swedish and Turkish Municipalities – and partnership between 2 national Associations • Organisational strengthening of UMT (coordinated with UNDP) • UMT becomes more independent / active in lobbying (incl. LG finance) • UMT discusses options for permanent structure for inter-governmental dialogue

  4. Case 2: Support to inter-governmentalreform dialogue (Albania) • Ambitious decentralisation process introduced (2000), stalled • Political fall-out affects local sector (2009 – 2011) • Albanian Association of Communes maintains balance in membership • Enters into dialogue with central level on: • Inter-governmental finance reform (coordinated with USAID) • Examination of LG service delivery and organisational constraints • Territorial amalgamation

  5. Case 3: Centrally-led decentralisation (Botswana) • Strong focus on coordination at national, district and local levels • Coordination function envisaged within President’s Office: (i) to initiate decentralisation process; (ii) to guide efforts of line ministries; (iii) as a referral agency for new proposals on legislation • Local coordination between District Councils and line ministries operating at the local level needed for consultation and planning, with input from appointed District Commissioner • To be combined with massive training efforts! • External consultancy support requested to define national decentralisationpolicy and roadmap for implementation • Focus on improved service delivery in district councils • Step-by-step approach to strengthening (accountability of) district councils – gradual transfer responsibilities

  6. A fewlessons… • Decentralisation addressedthrough combination ofapproaches/actors • Politicalwill is needed at all (especially central) levels • Strong and independent LGAs are an important element of decentralisation process; can ensure local considerations are reflected • Clear definition of responsibilities is vital (legislation) • Changes in LG mandaterequirechanges LG financing • Ambitious alterations in welfare provision may enforce changes in the structure of local and regional government • Decentralisation is a vulnerable process! • Donors needtobetterconsiderpoliticaleconomyfactors • Externalsupport canprovideuseful inputs butwidespreadlocalownership is essential! • Howcancurrent EU bilateral mechanismsbe adaptedtoensuremoreeffective engagement of a wideset ofactors, beyondthe ’Beneficiary’?

  7. شكرا www.platforma-dev.eu www.sklinternational.se

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