Recommandations de la 1re mission de Suivi et valuation

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Municipalities in MaliArenas for an Emerging
Culture of Accountability and Good Governance
Experiences of the Local Government Support
Program - PACT (Programme dAppui aux
Collectivités Territoriales) Issa
DoumbiaMayor, Rural Municipality of Dioro,
MaliDirk BetkeDirector, Local Government
Support Program (GTZ/ DED/ KfW) Leadership
Accountability Breakout Session 3The Third
Round Table on Managing for Development
ResultsHanoi, 05.-08. February 2007
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• Content
• The Context Decentralization in Mali
• The Local Government Support Program (PACT)
• -- PACTs concept
• -- Practical results Local governments
  capacities to engage stakeholders
  
• Scaling Up and Institutionalization the domino
  effect of local government support
  

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• The Context Decentralization
• Decentralization in the Republic of Mali is seen
  as a key measure of democratization and poverty
  reduction
  
• Elected bodies of sub national government were
  established at regional (9), county (49) and
  municipal level (703).
  
• By law, the central government transferred
  extensive administrative functions and
  responsibilities to the new institutional
  structures.

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• Implementation of the decentralisation policy
  happens through two complementary components
  
• (1) A nationwide municipal investment fund Local
  governments can use its subsidies to build up
  basic social and economic infrastructures.
  
• (2) A capacity development program aimed at
  strengthening technical and administrative
  competencies of the regionally end locally
  elected bodies.

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• The Local Government Support Program (PACT)
• PACTs main objective is to support both
  components of the national decentralization
  strategy
  
• Investment fund
• Financial cooperation (KfW) contributes to the
  national municipal investment fund through budget
  support.
  
• Capacity development
• At national level, GTZ helped to create the legal
  framework and is further supporting the
  institutional consolidation of decentralization.
  
• At local and regional level, technical
  cooperation (GTZ, DED) contributes to the
  national capacity development program for
  municipalities.

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• PACTs Concept
• The concept of PACT is based on the working
  hypothesis that
  
• the new (mostly rural) municipalities should be
  the driving force behind the decentralization
  reform.
  
• it is here that the desire for change is
  evidenced most prominently today.
  
• Local governments can win the trust of their
  constituency and acquire new legitimacy only by
  
• being responsive to the concerns of the citizens
• providing services that improve their living
  conditions
  
• remain accountable for the development results
  they achieve
  

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• Success of local leaders (and their political
  survival) depends on how stakeholders can be
  mobilized to engage in the arena of local
  development.
• When decentralization is implemented in this way,
  it will set in motion an upward domino effect,
  
• i.e. the local dynamics generate political
  leverage for reforms at central level.
  

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• The Example of the Local Municipality of Dioro,
  Mali
  
• Practical Experience Local Governments Capacity
  to Engage Stakeholders
  
• Principles and key elements
• Responding to local problems and priorities
• The intervention is demand-driven and addresses
  directly the felt needs of the great majority of
  the locality concerned
  
• In Dioro, three major problems were
  identified
  
• Bad performance in public service delivery
• Lack of financial resources (needed to provide
  services and build infrastructures)
  
• Widespread popular distrust concerning the
  integrity of local authorities

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• Orientation toward promising solutions
• designed to reach a maximum of stakeholders and
  to achieve a maximum of (direct and indirect)
  benefits
  
• Example 1 Municipal market management
• Huge economic potential largely unexploited
• Example 2 Municipal development planning
• Opportunity to engage stakeholders to produce a
  shared vision of the future of the municipality
  
• Example 3 Public debate of the budget report
• Dioros municipal government has been the first
  local authority in Ségou region having the
  courage to be held accountable in public for its
  budgetary decisions and development measures.

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• Stakeholder involvement
• A maximum of stakeholders concerned is mobilized,
  participating with different degrees of
  intensity
  
• The big public - representatives of all
  relevant stakeholder groups
  
• civil society and the private sector
• local representatives of central state
  administration and sectoral line agencies
  
• participating in general assemblies at the
  start of the respective process as well as in
  review or reporting sessions
  
• The hard core technical committees and
  service providers, who do the daily work

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• Shared vision concerning the key elements of the
  process
  
• a sequence of clear-cut and well balanced steps
• the results to be attained (at each step)
• performance indicators (without always knowing
  what the term indicator actually means)
  
• Installing a simple ME system
• which key players can easily handle without
  permanent external support
  

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• Transparency and Communication
• Full use of systematic feedback mechanisms and
  communication helps establish accountability
  relationships between local government and their
  constituencies
• Example 1 Monthly Progress report with the
  results of municipal market management through
  the local radio station
  
• Example 2 Public debate on the budget report
  by the local government

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• Development Results and Win-Win Constellations
• Substantial and stable rise of local governments
  budget through stable revenue
  
• e.g. municipal market management
• Creation of new jobs for women and young people
• e.g. in market supervision and garbage
  collection
  
• Improvement of environmental quality of the
  heavily polluted market locations
  
• e.g. waste removal, public toilets
• Improvement of organizational and managerial
  skills as well as of negotiation capacities of
  civil society organizations and private sector

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• Renaissance of a climate of mutual trust
• Between the civil society, private sector,
  population on the one hand and the municipal
  council and authorities on the other,
  
• Triggering a considerable improvement in tax
  payers morale
  
• the efficiency of tax collection in Dioro has
  risen from less aprox. 45 for many years up to
  95.
  
• Emergence of a new partnership a new
  reciprocity
  
• Public services delivered by the municipality are
  exchanged for citizens loyalty supporting the
  new institution of local government
  
• Dioros inhabitants are becoming citizens

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• A new culture of transparency and accountability
  has markedly reinforced the prestige and
  legitimacy of mandate holders
  
• Civil society and private sector stakeholders are
  now appreciated partners of the commune
  
• Support from the local population is increasing
• leading to a situation in which democrati-cally
  elected municipal councilors are being taken
  seriously by central government.
  

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• Scaling Up and Institutionalization (1)
• PACT supports the effort of donor harmonization
  
  
• instrument prototypes are developed and refined,
  large-scale tests carried out and mainstreamed in
  national reform programs
  
• below the level of donor roundtables,
  harmonization of approaches emerge as a form of
  field level TA pooling
  
• By means of synergy with other organizations,
  some approaches developed by PACT touch up to two
  thirds of the roughly 700 Malian local
  municipalities

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• Scaling Up and Institutionalization (2)
• PACT is constantly inviting members of the
  central and sector agencies as resource persons
  and service providers to the development,
  implementation and monitoring of new approaches
  and instruments
• They identify increasingly with the products
  (ownership!)
  
• Overcome prejudices within authorities and
  prepare the ground for dissemination and
  institutionalization