Good governance for local authorities - myth or a reality!

Dr. M. Fahmy ISMAIL

LOCAL BODIES: World Bank President James Wolfensohn, during his visit to Sri Lanka said that the involvement of the local community, civil society and key stakeholders is of paramount importance in the disbursement of aid to the tsunami affected. It is the local authority that is closest to the people. Yet, are they involved?

With the local elections just concluded what is the future role of the local authorities?

The nature of the state is changing. Will local authorities change?

There is a need for cities around the world to meet the challenges posed by growing urban population; increased expectations among citizens; reduced resources and growing numbers of urban poor.

The capacity of nations to pursue their economic and social goals depends on the ability to govern their cities. Cities are often referred to as engines of economic growth.

Local government administration in many countries have generally shown a serious lack of ability and capacity to carry out their major responsibilities. There is therefore a clear and crucial need for appropriate tools and methodologies that detail how to implement programs of good effective management.

Experience derived from over 20 years of work with cities, by international agencies such as UN-Habitat, is that the key ingredient to realise this, is neither technology nor experts nor money (although these are important) but good urban governance.

Governance is not government

It is a process; it is about a desired standard of practice for which common values or norms can be identified. Good governance is necessary for many reasons:

* to involve the stockholders so that the authorities will address the issues that the stakeholders need

* to create partnerships with the private sector and civil society

* to prevent social exclusion of many marginalised groups which create and enforce poverty in urban society

* It is a prerequisite for poverty reduction

* to increase transparency and accountability

Governance basically involves interaction between the formal institutions and those of civil society including the private sector.

The State, civil society and the private sector are therefore the key actors. The process calls for a change in the style of management - from the typical bureaucratic style to a people friendly participatory approach.

Governance is considered good and effective when it subscribes and promotes the following characteristics:

Participation, Rule of Law, Consensus Orientation, Responsiveness, transparency, Effectiveness and efficiency, Equity, Accountability and Strategic Vision.

It is a fact that local authorities are working but what is unfortunate is that their efforts are more at maintaining the status quo of the city or village or responding to the daily complaints of ratepayers.

Here too, more often than not, the response is political driven. The complaints of most citizens are that local authorities do not respond to their requests.

As a result the citizens are compelled to go through political channels or through 'known contacts'. In this context there is a need to strengthen the governance structure, change their approach and attitudes and introduce a development focus to the councils.

Rapid urbanisation combined with the economic situation has resulted in increased poverty, unemployment and reduced resources for essential services and support systems.

Local governments therefore will be especially challenged in ensuring a better urban environment and to provide the necessary basic amenities.

It is therefore very important that urban governance is more participatory in character, by providing mechanisms and processes for people to express their concerns and needs.

Good governance requires a policy framework that mandates accountability, transparency and participation as a prerequisite for sustained change. Systems and structures must be introduced for a free flow of information and for all men and women to have opportunities to improve their well-being.

It is in this vein that good urban governance is both a goal and a process which seeks to create an environment in which the government, business, private citizens and other institutions take ownership of the management of their communities.

What needs to be done: A responsive and effective mechanism to involve stakeholders in city activities.

Presently, there is neither a process nor any initiative from the national government to promote the participatory concept in local authorities.

Even the basics, such as an information desk, complaint system, directory of services are not available. In the absence of any provision the local officials will never be interested.

A concept paper on good governance with strategies and action plans has been prepared in association with the relevant Ministries. This has to be approved and implemented.

Strengthening the capacities of the local authorities:

The local authorities are weak. They continue to do the same thing in the same way. It is time they revitalise themselves.

No longer should they be looked as 'Garbage Disposal Authorities' - but they should have a vision, a mission and move away from the typical bureaucratic style of management to a people friendly approach, introduce innovative measures for revenue collection and develop environmental planning and management systems. The capacity of the local authorities has to be strengthened for this paradigm shift.

A structured, well formulated National Capacity Building Agenda for local authorities has been prepared in consultation with the relevant Ministries and national training institutes. This has to be approved and implemented.

Implementation of the Local Government Reform Commission Report:

This report with many recommendations was accepted - but is lying in cold storage. Only a few recommendations have been implemented. This report should be re-opened and immediate action should be taken.

Introduction of the electoral ward system:

The ward system created an interest in a particular area. There was a close relationship between the people in the area and the ward member. They were acquainted with the people and understood the local issues.

Reintroduce the local government service:

Management of local authorities is different to the management of government departments. The officials should be familiar with the local government systems - determining and understanding local issues, being conversant with the Municipal Ordinance, the by-laws and the many other statutory and local government directives, the role and function of the elected members and the general and accepted practices in local government.

Unfortunately, with the amalgamation of services officers with no experience in local government are appointed and this is a problem.

Bridging the gap between the central government/provincial council and the local authority

There is a big gap between the central government and the local authority. In general a 'step motherly' treatment has been given.

It is questionable whether the provincial councils have shown adequate competence in the execution of their devolved functions. In practice, the relationship between the provincial council and local authority has been lukewarm and in a few cases very strained.

Coordination between the central government, provincial councils and local authorities is absolutely necessary to bring them into the main stream of development.

Implement the urban sector policy framework:

Much work was done in producing this document which identified the urban sector as the main driver of economic growth in Sri Lanka and identified the needs to strengthen the urban sector/local authorities.

Training of elected members

This is very necessary particularly to build a better partnership between the elected members and the officials.

Not only the government but even the political parties should take the lead in educating the elected members on the local government system and the concepts of good governance and participatory management.

Experience has shown that elected members are 'very allergic' to training programs and a one-off program as is currently being done will not serve the purpose.

To expect that the above will be just implemented would be a myth: the reality is that someone must be committed enough TO MAKE IT HAPPEN.