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CAPACITY BUILDING & JOINT SERVICE DELIVERY

CAPACITY BUILDING & JOINT SERVICE DELIVERY. ZAGREB, 23 JANUARY 2006. I. JOINT SERVICE DELIVERY. IMPLICATIONS OF FRAGMENTATION. Fragmentation is recent… In 1990: 103 towns + City of Zagreb In 2003: 124 towns + 426 municipalities  This is a 5-fold increase in the number of local units

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CAPACITY BUILDING & JOINT SERVICE DELIVERY

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  1. CAPACITY BUILDING&JOINT SERVICE DELIVERY ZAGREB, 23 JANUARY 2006

  2. I. JOINT SERVICE DELIVERY The Urban Institute – a USAID Contractor

  3. IMPLICATIONS OF FRAGMENTATION • Fragmentation is recent… • In 1990: 103 towns + City of Zagreb • In 2003: 124 towns + 426 municipalities  This is a 5-fold increase in the number of local units • Many cases of separation due to perceived inequity : funds not equitably distributed within the territorial unit • Amalgamation is not a viable option in the present context • IF all LGs cannot provide same level of public services, how to ensure that Croatia’s citizens receive a basic level of service? The Urban Institute – a USAID Contractor

  4. JOINT SERVICE DELIVERY in LEGAL FRAMEWORK • Legal framework is permissive…”LG can cooperate to promote economic and social development of their communities” (Article 12, Law on Local and Regional Self-Government) • As a voluntary system, the framework enables cooperating LGs to find best possible options • There are (almost) no incentives to encourage cooperation • Such incentives exist in Hungary, France • There is no obligation to cooperate • Such requirements exist in Hungary, France • Thus, the framework hinders cooperation in difficult contexts (personal, political relations, lack of trust…) The Urban Institute – a USAID Contractor

  5. JOINT SERVICE DELIVERY in PRACTICE The Urban Institute – a USAID Contractor

  6. JOINT SERVICE DELIVERY – KEY FINDINGS (1) • Role of the Center City • Prior networks still exist (transport, water, wastewater), they have become an organizing principle • Jointly owned communal service enterprises • Role of the Active Mayor / Leader • Cooperation needs a champion • Cooperation needs a long view, see beyond immediate local concerns • Role of the County • Positive role (encouraging cooperation) or passive role • Regional Operational Programs (ROPs) • Environmental management (landfills) • Tourism development strategies • Tapping in to EU accession funds The Urban Institute – a USAID Contractor

  7. JOINT SERVICE DELIVERY – KEY FINDINGS (2) • Availability of Financing can encourage LG cooperation • Role of EU Accession Funds • CARDS, cross-border cooperation mechanisms • Border area local governments can observe experience of new EU members first-hand (Slovenia, Hungary) • Capacity-building and experience will be important • Counties can also play an enabling / assistance role • Regional Development Fund • Priority given to projects which involve 2 or more LGs The Urban Institute – a USAID Contractor

  8. UNDERSTANDING AND PROMOTING COOPERATION • Legal framework is not an immediate issue or barrier • Disseminate information and experiences • What can LG gain, what are the advantages of cooperation? • What do LG risk to lose by not engaging in cooperation? • What key issues to take account of in the development of cooperation (roles, responsibilities, financing, types of agreements, formal or informal cooperation)? • What are the advantages and disadvantages of informal type cooperation structures? Of more formalized cooperation structures? • Promote the role of the county in LG cooperation • Establish a LG cooperation “observatory” The Urban Institute – a USAID Contractor

  9. II. CAPACITY BUILDING The Urban Institute – a USAID Contractor

  10. WHY DECENTRALIZE? local decisions will lead to the quantity, quality, cost and mix of services that most closely match local needs and preferences The Urban Institute – a USAID Contractor

  11. FRAGMENTATION AND CAPACITY BUILDING • Knowledge and process are meaningful ONLY if they lead to tangible results that are valued by the local community • Is process part of a broader approach to implement participatory, transparent and accountable local governance? • Any process of capacity-building should focus not only on large cities but also on the small towns and the municipalities The Urban Institute – a USAID Contractor

  12. CAPACITY BUILDING : EXAMPLES (1) • Asset Management in Split • Inventory of city property well advanced and making good progress • Information is now transparent and structured • Properties which have been identified so far include: • 969 apartments: value of € 36.5 mn • 994 business premises: value of € 108 mn • Indirect subsidies to users : € 1.4 mn • Future potential to reduce asset management costs / increase revenues The Urban Institute – a USAID Contractor

  13. CAPACITY BUILDING : EXAMPLES (2) 2. Information management : E-Government • By end December 2005, already in active use in 44 LGs in Croatia • By end March 2006, a further 11 LGs will start up e-government services • Three key objectives: • Internal business and administrative activities (Intranet) • Service provision to citizens: real-time internet based (such as “one-stop shop” , business activity guide) • Development of citizen participation in local governance (ex. real-time Internet broadcast of city council meetings in Osijek) The Urban Institute – a USAID Contractor

  14. CAPACITY BUILDING :EXAMPLES (3) 3. Economic Development Strategic Plan in Vojnić (pop. 5490) • Prepared in cooperation between LG, business community, civil society and adopted in December 2003 • Implementation of EDSP since 2004 includes: • Adopting of zoning (urban) plan • Developing a 4-year capital improvement plan (CIP) • Using EDSP & CIP to obtain funding for several projects • Water distribution infrastructure (European Investment Bank) • Documentation for solid waste disposal site • Construction of a nursing home • Establishing SME credit fund with county government The Urban Institute – a USAID Contractor

  15. CAPACITY BUILDING : EXAMPLES (4) 4. Communicating with Citizens – Citizen participation task forces • Majur municipality (1,500 pop.) : • Newsletter on LG activities / organization • Survey of 600 households on public services and fees • Survey results announced at public hearing • Sunja municipality • Distributed 1,000 copies of 16-page newsletter to neighborhoods and posted in public spaces • Hrvatska Dubica municipality • Developed a brochure including basic information on municipal programs, municipal budget, services, investments • Zabok City • Held sessions of the City council in various neighborhoods of the city • Issue local newsletter 6-7 times / year, 3,000 copies distributed • Public discussion on plans for detailed zoning plan for new center of Zabok The Urban Institute – a USAID Contractor

  16. DECENTRALIZATION AND PUBLIC SERVICE DELIVERY • There are active, knowledgeable and inspired local leaders who are seeking to improve public service delivery in their communities • Capacity, like financial resources, is unevenly distributed • As reform moves forward, learn from and adapt what works (there are already plenty of successful Croatian examples) • Understand (and avoid) what doesn’t work • Share experiences, successful LGs can become mentors The Urban Institute – a USAID Contractor

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