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Sub-national Sub-national governance reformgovernance reform
International experience regarding International experience regarding critical framework conditions for critical framework conditions for sub-national governance reformsub-national governance reform
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IntroductionIntroduction
The presenterThe presenter The audienceThe audience The goal and objectivesThe goal and objectives The methodologyThe methodology The presentationThe presentation
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The presenterThe presenter
Brendan O’DriscollBrendan O’Driscoll• Policy Adviser, UNDP / MOIPolicy Adviser, UNDP / MOI• National Committee for Democratic National Committee for Democratic
Development Development Presenting in a personal capacityPresenting in a personal capacity ExperienceExperience
• 10 years in sub-national government10 years in sub-national government• 5 years in Institute of Public 5 years in Institute of Public AdministrationAdministration• 15 years in local government reform15 years in local government reform
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The audienceThe audience
Royal School studentsRoyal School students
Civil servantsCivil servants
OthersOthers
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The goalThe goal
The goal is “to contribute to The goal is “to contribute to more effective implementation of more effective implementation of sub-national governance reform sub-national governance reform by equipping civil servants with a by equipping civil servants with a theoretical and practical theoretical and practical understanding of the reforms”understanding of the reforms”
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The objectivesThe objectives
The objectives are:The objectives are:• participants acquire a theoretical and participants acquire a theoretical and
practical understanding of sub-national practical understanding of sub-national governance reform in Cambodia, governance reform in Cambodia, including their roles in the reform including their roles in the reform process; and process; and
• dialogue is promoted among dialogue is promoted among government institutions by developing a government institutions by developing a common understanding and terminology common understanding and terminology regarding the reform. regarding the reform.
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The methodologyThe methodology
Approach is based on experience Approach is based on experience rather than solely on the literaturerather than solely on the literature
The lecture methodology is that I The lecture methodology is that I speak and you listen (not good)speak and you listen (not good)
Use of slides may help Use of slides may help Some interaction, Q&A will helpSome interaction, Q&A will help Sources can be provided Sources can be provided
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The presentationThe presentation
What is sub-national governance?What is sub-national governance? Why do countries decentralise?Why do countries decentralise? What is decentralisation?What is decentralisation? Critical framework conditionsCritical framework conditions International experienceInternational experience
• Case study from East Africa (Tanzania)Case study from East Africa (Tanzania)• Experience in South East AsiaExperience in South East Asia• Experience in CambodiaExperience in Cambodia
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GovernanceGovernance
Concept is as old as human civilization. Concept is as old as human civilization. UN paper defined it simply as: UN paper defined it simply as:
the process of decision-making and the process of decision-making and the process by which decisions are the process by which decisions are implemented (or not implemented)implemented (or not implemented). .
Several contexts such as: international, Several contexts such as: international, corporate, national, and local governance.corporate, national, and local governance.
Good governance and bad governanceGood governance and bad governance
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Analysis of governance Analysis of governance
Decision-making and implementationDecision-making and implementation• Formal and informal actors e.g. Formal and informal actors e.g.
government, big business, who else ???government, big business, who else ???• Formal and informal structures, e.g. Formal and informal structures, e.g.
Cabinet, Mafia, other structures ???Cabinet, Mafia, other structures ???• Informal decision-making can lead to Informal decision-making can lead to
bad governancebad governance• Formal decision-making can also lead to Formal decision-making can also lead to
bad governancebad governance
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8 major characteristics of 8 major characteristics of Good GovernanceGood Governance
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Achieving good governanceAchieving good governance
Good governance is an ideal.Good governance is an ideal. Difficult to achieve in its totality. Difficult to achieve in its totality. Very few countries and societies Very few countries and societies
have come close – examples???have come close – examples??? Bad governance examples???Bad governance examples??? But, for sustainable human But, for sustainable human
development, actions must be taken development, actions must be taken to work towards making it a reality.to work towards making it a reality.
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Levels of governanceLevels of governance
National and sub-national roles, National and sub-national roles, responsibilities, functions, resourcesresponsibilities, functions, resources• National examples???National examples???• Sub-national examples???Sub-national examples???
Sub-national levelsSub-national levels• regions, provinces, capital citiesregions, provinces, capital cities• districts, urban areas / municipalitiesdistricts, urban areas / municipalities• communes, wards, villages communes, wards, villages • sub-village levelssub-village levels
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Use of termsUse of terms
Describing the governance system:Describing the governance system:• Sub-national governmentSub-national government• Local governmentLocal government
Describing the local governance Describing the local governance bodies:bodies:• Local authoritiesLocal authorities• Local Councils or CouncilsLocal Councils or Councils
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Governance reformsGovernance reformsPrivate/Public Sector convergencePrivate/Public Sector convergence
The private sector is moving away from The private sector is moving away from formal bureaucratic structures towards formal bureaucratic structures towards decentralisation: to devolution of real decentralisation: to devolution of real authority to lower levels as profit centres; authority to lower levels as profit centres; to greater flexibility in structure and to greater flexibility in structure and staffing and to an increased emphasis on staffing and to an increased emphasis on performance and speedy response, performance and speedy response, instead of rigid hierarchical structures. instead of rigid hierarchical structures. However, to change the existing public However, to change the existing public system into one that is speedy, risk-taking, system into one that is speedy, risk-taking, output-oriented, innovative and efficient output-oriented, innovative and efficient requires a total change in organisational requires a total change in organisational culture.culture.
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Governance reforms - nationalGovernance reforms - national
Structural reforms, e.g. new issuesStructural reforms, e.g. new issues• e.g. climate change – other examples??e.g. climate change – other examples??
Management / Civil Service reformsManagement / Civil Service reforms• New Public Management (results based)New Public Management (results based)• Financial management, procurementFinancial management, procurement• Human resource managementHuman resource management
Sector reforms, e.g. police, judiciary, Sector reforms, e.g. police, judiciary, health, education, land etc …health, education, land etc …
Issue reforms, e.g. HIV&AIDSIssue reforms, e.g. HIV&AIDS
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Governance reforms – sub-nationalGovernance reforms – sub-national
““....countries everywhere – large and small, countries everywhere – large and small, rich and poor – are devolving political, rich and poor – are devolving political, fiscal and administrative powers to sub-fiscal and administrative powers to sub-national tiers of government” (World national tiers of government” (World Bank 1999).Bank 1999).
““In recent years, developing countries In recent years, developing countries have decentralised functions and have decentralised functions and responsibilities to lower levels of responsibilities to lower levels of government at an increasing pace government at an increasing pace (World Bank 2008)(World Bank 2008)
Governance reform at sub-national level is Governance reform at sub-national level is usually in the context of decentralisationusually in the context of decentralisation
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What does decentralisation do?What does decentralisation do?
Decentralisation shifts responsibility and Decentralisation shifts responsibility and accountability for the delivery of public accountability for the delivery of public services to sub-national levels of services to sub-national levels of government, aiming to help improve government, aiming to help improve service delivery and local governance.service delivery and local governance.
Decentralisation changes the way Decentralisation changes the way government carries out its business, and government carries out its business, and usually involves radical reform of usually involves radical reform of government. government.
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Why do countries decentralise? 1. Why do countries decentralise? 1.
Many countries decentralise for Many countries decentralise for political (rather than economic) political (rather than economic) reasons, such as:reasons, such as:• to dampen ethnic or regional to dampen ethnic or regional
discontent or conflict, e.g. South discontent or conflict, e.g. South Africa, Indonesia, Sri Lanka.Africa, Indonesia, Sri Lanka.
However, broad agreement on However, broad agreement on economic benefits - service deliveryeconomic benefits - service delivery
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Why do countries decentralise? 2.Why do countries decentralise? 2.
Improved democratic Improved democratic governance, leading togovernance, leading to
Improved allocative efficiency, Improved allocative efficiency, leading toleading to
Improved service delivery, Improved service delivery, especially to the poor, leading toespecially to the poor, leading to
Reduction of povertyReduction of poverty
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Decentralisation typesDecentralisation types
DeconcentrationDeconcentration DelegationDelegation DevolutionDevolution Economic Decentralisation Economic Decentralisation
and Self-Governance (or and Self-Governance (or ‘Privatisation’‘Privatisation’))
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DeconcentrationDeconcentration
Involves the transfer of selected Involves the transfer of selected functions within the central functions within the central government hierarchy through the government hierarchy through the shifting of workload from central shifting of workload from central ministries to field offices, the ministries to field offices, the creation of field agencies, or the creation of field agencies, or the shifting of responsibility to local shifting of responsibility to local administrative units that are part of administrative units that are part of central government’central government’
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DelegationDelegation
Involves the transfer of responsibility Involves the transfer of responsibility for maintaining or implementing for maintaining or implementing sector functions to regional, local or sector functions to regional, local or functional development authorities, functional development authorities, para-statals and other semi-para-statals and other semi-autonomous government agencies, autonomous government agencies, that operate independently of central that operate independently of central government controlgovernment control
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DevolutionDevolution
Involves the transfer of functions and Involves the transfer of functions and discretionary authority to legally discretionary authority to legally constituted local governments … constituted local governments … bound by broad national policy bound by broad national policy guidelines … and the related human, guidelines … and the related human, financial and material resources and financial and material resources and capacity.capacity.
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PrivatisationPrivatisation
Involves the shifting of Involves the shifting of responsibilities for economic responsibilities for economic production and activities from the production and activities from the public sector to private or quasi-public sector to private or quasi-private institutionsprivate institutions• Not addressed in this lectureNot addressed in this lecture
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International experienceInternational experience
International experience varies widelyInternational experience varies widely No ideal ‘model’ for decentralisation or for No ideal ‘model’ for decentralisation or for
sub-national reformssub-national reforms Some common experiences from which we Some common experiences from which we
can draw conclusions and learn lessonscan draw conclusions and learn lessons Some international critical framework Some international critical framework
conditions for decentralisation by conditions for decentralisation by devolution can be identified devolution can be identified
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Framework conditionsFramework conditions
1 1 Political decentralisationPolitical decentralisation Involves a devolution of powers and the setting Involves a devolution of powers and the setting
of the rules for councils and committees, etc. of the rules for councils and committees, etc. Includes the integration of the previously Includes the integration of the previously
centralized or deconcentrated service sectors centralized or deconcentrated service sectors into a holistic local government systeminto a holistic local government system
Installs councils as the most important local, Installs councils as the most important local, political body within its jurisdictionpolitical body within its jurisdiction
Implies the creation of real, multi-functions Implies the creation of real, multi-functions governments at the local level within the governments at the local level within the framework of the national legislationframework of the national legislation
Allows civil society to hold councils accountable.Allows civil society to hold councils accountable.
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Framework conditionsFramework conditions
2.2. Financial decentralisationFinancial decentralisation Involves the decentralisation of expenditure and Involves the decentralisation of expenditure and
revenue-raising authority to sub-national revenue-raising authority to sub-national government in line with allocated functionsgovernment in line with allocated functions
Involves the obligation of central government to Involves the obligation of central government to supply local governments with adequate supply local governments with adequate unconditional grants and other forms of grantsunconditional grants and other forms of grants
allows local councils to pass their own budgets allows local councils to pass their own budgets reflecting their own priorities as well as reflecting their own priorities as well as mandatory expenditure required for the mandatory expenditure required for the attainment of national standards.attainment of national standards.
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Framework conditionsFramework conditions
3.3. Administrative decentralisationAdministrative decentralisation Re-distributes authority and Re-distributes authority and
responsibility from central to localresponsibility from central to local Involves de-linking local authority staff Involves de-linking local authority staff
from their respective ministriesfrom their respective ministries Involves local governments hiring and Involves local governments hiring and
managing their own personnel, organised managing their own personnel, organised in a way decided by the respective in a way decided by the respective councils in order to improve service councils in order to improve service deliverydelivery
Makes local government staff Makes local government staff accountable to local councils.accountable to local councils.
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Framework conditionsFramework conditions
4.4. Changed central-local relationsChanged central-local relations Involves a new system of inter-governmental Involves a new system of inter-governmental
relations with central government having the relations with central government having the over-riding powers, usually within the over-riding powers, usually within the framework of the Constitution / national lawsframework of the Constitution / national laws
Central ministries have changed roles and Central ministries have changed roles and functions, oftenfunctions, often
• policy makingpolicy making• support and capacity buildingsupport and capacity building• monitoring and quality assurancemonitoring and quality assurance• regulation (legal control and audit). regulation (legal control and audit).
Local Councils take on service delivery role Local Councils take on service delivery role
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Framework conditionsFramework conditions
5.5. Legislative frameworkLegislative framework Constitutional mandateConstitutional mandate Legislative mandate to empower Legislative mandate to empower
local councilslocal councils Coordinated national legislation Coordinated national legislation
(e.g. sector and local government (e.g. sector and local government legislation)legislation)
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End of Part OneEnd of Part One
Questions / DiscussionsQuestions / Discussions
Break for teaBreak for tea
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Case Study TanzaniaCase Study Tanzania
Why Tanzania?Why Tanzania?• Situation in 1998 similar to current Situation in 1998 similar to current
situation in Cambodiasituation in Cambodia• Colonial history and centralised systems Colonial history and centralised systems • Poverty profilePoverty profile• 3 levels of sub-national government3 levels of sub-national government• Major decentralisation-based reform Major decentralisation-based reform
programme for 10 yearsprogramme for 10 years• Personal experiencePersonal experience
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Sub-national Reform ProgrammeSub-national Reform Programme
Local government problemsLocal government problems•Abolished and re-instatedAbolished and re-instated
Civil Service ReformCivil Service Reform Policy Paper 1998Policy Paper 1998 LGRP began 1999LGRP began 1999
•Designed to implement the Designed to implement the policy for governmentpolicy for government
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The Change EnvironmentThe Change Environment
Political, social and economic Political, social and economic changechange
Tradition of central planning and Tradition of central planning and controlcontrol
Low resource and capacity Low resource and capacity baseline at LGA levelbaseline at LGA level
Changing, complex policy Changing, complex policy frameworkframework
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Decentralisation Decentralisation by Devolution Policy (1)by Devolution Policy (1)
Political decentralisationPolitical decentralisation Financial decentralisationFinancial decentralisation Administrative Administrative
decentralisationdecentralisation Changed central – local relationsChanged central – local relations Principle of subsidiarityPrinciple of subsidiarity Fair revenue assignmentsFair revenue assignments
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DecentralisationDecentralisationby Devolution Policy (2)by Devolution Policy (2)
Government’s VisionGovernment’s Vision Services the Services the raison d’etreraison d’etre Strong, autonomous LGAsStrong, autonomous LGAs Central government’s new roleCentral government’s new role LAs properly resourced - HR and financeLAs properly resourced - HR and finance Democratic LGAs / ParticipationDemocratic LGAs / Participation Functions relate to local demandsFunctions relate to local demands Transparency, accountability, ethicsTransparency, accountability, ethics
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Implementation experienceImplementation experience
Plans & Budgets – 3 yearPlans & Budgets – 3 year Common Basket Fund established Common Basket Fund established Both ‘systemic’ and ‘operational’ Both ‘systemic’ and ‘operational’
achievements, but many obstacles achievements, but many obstacles encounteredencountered
Progress slower than anticipatedProgress slower than anticipated Reviews informed ongoing plansReviews informed ongoing plans Results achievedResults achieved
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Reform Goal and PurposeReform Goal and Purpose
GOALGOAL Proportion of Tanzanians living in poverty Proportion of Tanzanians living in poverty
reduced. reduced.
PURPOSEPURPOSE Political, administrative, and fiscal Political, administrative, and fiscal
responsibilities devolved from central to responsibilities devolved from central to local government, underpinned by good local government, underpinned by good governance, so enabling LGAs to provide governance, so enabling LGAs to provide more appropriate, equitable, quality more appropriate, equitable, quality services to Tanzanians, especially the services to Tanzanians, especially the poor.poor.
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Systemic Outcome 1Systemic Outcome 1
Decentralisation by devolution policy Decentralisation by devolution policy articulated, understood and articulated, understood and embedded across governmentembedded across government • High level championsHigh level champions• InformationInformation• AdvocacyAdvocacy• Assignment of responsibilitiesAssignment of responsibilities• AssessmentsAssessments• Monitoring and evaluationMonitoring and evaluation
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Systemic Outcome 2Systemic Outcome 2
Fiscal empowerment of local Fiscal empowerment of local governmentgovernment • Central – Local financial frameworkCentral – Local financial framework• Recurrent transfersRecurrent transfers• Capital development transfersCapital development transfers• Own-source revenuesOwn-source revenues• Institutional coordination frameworkInstitutional coordination framework• Administrative framework and systemsAdministrative framework and systems
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Systemic Outcome 3Systemic Outcome 3
Human resource empowerment Human resource empowerment of local governmentof local government• Devolution of powers & responsibilitiesDevolution of powers & responsibilities• Pay and incentivesPay and incentives• Training policy, strategy and Training policy, strategy and
programmesprogrammes• Decentralised HRM proceduresDecentralised HRM procedures• HIV / AIDS in the Workplace CampaignHIV / AIDS in the Workplace Campaign
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Systemic Outcome 4Systemic Outcome 4
Legal framework for decentralisation Legal framework for decentralisation by devolution in placeby devolution in place• Constitutional amendment Constitutional amendment • Unified and over-arching local Unified and over-arching local
government legislation government legislation • Central and sector legislation reviewed Central and sector legislation reviewed
and amended and amended
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Operational Outcome1Operational Outcome1
Councils restructured to more Councils restructured to more effectively and efficiently respond to effectively and efficiently respond to identified local priorities of service identified local priorities of service delivery in a sustainable manner.delivery in a sustainable manner.
OD process completed in all CouncilsOD process completed in all Councils Councils re-structuredCouncils re-structured Councils supported in improving Councils supported in improving
critical areas of service deliverycritical areas of service delivery
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Operational Outcome 2Operational Outcome 2
Principles of good governance Principles of good governance adhered to at all levels of local adhered to at all levels of local governmentgovernment • TransparencyTransparency• AccountabilityAccountability• Local Democracy / ParticipationLocal Democracy / Participation• Rule of LawRule of Law• EthicsEthics• GenderGender
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The costs of reformThe costs of reform
Expenditure 1999 – 2008: US$ Expenditure 1999 – 2008: US$ 100 million 100 million
Expensive to build capacityExpensive to build capacity• Human resource developmentHuman resource development• Organisation developmentOrganisation development• EquipmentEquipment• IT systemsIT systems
Additional expenditure capital works: Additional expenditure capital works: US$150 million (2005 – 2008) US$150 million (2005 – 2008)
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Some positive resultsSome positive results
Councils gained some autonomyCouncils gained some autonomy Governance has improved, e.g.Governance has improved, e.g.
• AccountabilityAccountability• Financial management / audit resultsFinancial management / audit results
Local capacity has been builtLocal capacity has been built Councils do have more financesCouncils do have more finances Transfers are more equitableTransfers are more equitable
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Remaining challengesRemaining challenges
Human resource decentralisationHuman resource decentralisation Fiscal decentralisation incompleteFiscal decentralisation incomplete Legal harmonisation incompleteLegal harmonisation incomplete Corruption remains an issueCorruption remains an issue
Another 5-year programme began on Another 5-year programme began on 11stst July 2008 July 2008
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Lessons learnedLessons learned
‘‘Big Bang’ approach did not workBig Bang’ approach did not work Phasing, pilots and ‘learning by doing’ can Phasing, pilots and ‘learning by doing’ can
work wellwork well Reform of sub-national government is a Reform of sub-national government is a
long-term change programme, and is a long-term change programme, and is a huge, expensive undertaking. huge, expensive undertaking.
Commitment of central and line ministries Commitment of central and line ministries is essential for successis essential for success
Reforms need ring-fenced fundsReforms need ring-fenced funds
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South East AsiaSouth East Asia
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Experience in South-East AsiaExperience in South-East Asia
World Bank Study 2005 shows thatWorld Bank Study 2005 shows that
Decentralisation is a major issue in Decentralisation is a major issue in • CambodiaCambodia• ChinaChina• IndonesiaIndonesia• The PhilippinesThe Philippines• ThailandThailand• VietnamVietnam
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Decentralisation PoliciesDecentralisation Policies
Big Bang approach (decentralise Big Bang approach (decentralise now, policy and legislation later)now, policy and legislation later)• The Philippines, IndonesiaThe Philippines, Indonesia
Incremental approach (ad hoc Incremental approach (ad hoc decisions as policies emerge)decisions as policies emerge)• China, VietnamChina, Vietnam
Cautious approach (policy stated, Cautious approach (policy stated, implementation slow)implementation slow)• Cambodia, ThailandCambodia, Thailand
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Policy OrientationPolicy Orientation
Cambodia – deconcentration and Cambodia – deconcentration and devolutiondevolution
China – deconcentration and de-facto China – deconcentration and de-facto devolutiondevolution
Indonesia – devolutionIndonesia – devolution Philippines - devolution Philippines - devolution Thailand – deconcentration, moving Thailand – deconcentration, moving
towards devolutiontowards devolution Vietnam - deconcentrationVietnam - deconcentration
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Developing importance of Developing importance of sub-national governmentssub-national governments
A fundamental transformation in the structure of government has been taking place across East Asia.
Before 1990 most East Asian countries were highly centralized; today sub-national governments have emerged as the fulcrum for much of the region’s development.
They deliver many critical services and account for a significant fraction of total public expenditures
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Sub-national Expenditures as aShare of Total Public Spending
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Functional allocationsFunctional allocations
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Importance of sub-national reformImportance of sub-national reform
Affects country performance inAffects country performance in• the economy – public investment in the economy – public investment in
infrastructure and human developmentinfrastructure and human development• service delivery – problems in health, service delivery – problems in health,
education, water; and equityeducation, water; and equity• governance – accountability, governance – accountability,
transparency still problematic, and transparency still problematic, and especially corruption having high costs especially corruption having high costs for households and enterprisefor households and enterprise
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Impact of decentralisation Impact of decentralisation in SE Asiain SE Asia
Comprehensive assessments not yet Comprehensive assessments not yet donedone
Impacts seen as largely benign to Impacts seen as largely benign to date (services have not deteriorated)date (services have not deteriorated)
Social service spending, esp. on Social service spending, esp. on education has increasededucation has increased
Favourable outcomes seen, but Favourable outcomes seen, but attribution is difficultattribution is difficult
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D&D in CambodiaD&D in Cambodia
Earlier lectures covered:Earlier lectures covered:• Strategic framework for D&DStrategic framework for D&D• D&D concepts in Cambodian contextD&D concepts in Cambodian context• Commune / Sangkat LawCommune / Sangkat Law• Organic LawOrganic Law• Powers and functions reviewPowers and functions review• HR management and D&DHR management and D&D• Civil society, governance and povertyCivil society, governance and poverty• Fiscal decentralisation in CambodiaFiscal decentralisation in Cambodia
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Strategic Framework for D&DStrategic Framework for D&D
Sets out:Sets out:• the Vision of the Royal Governmentthe Vision of the Royal Government• the underlying principlesthe underlying principles• strategies and priorities for changestrategies and priorities for change• expected outcomes of D&Dexpected outcomes of D&D• implementation arrangements – national implementation arrangements – national
programmeprogramme
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Challenges in implementing the Challenges in implementing the Organic LawOrganic Law
Election of Councillors in May 2009Election of Councillors in May 2009 Establishment of new Councils, clarifying Establishment of new Councils, clarifying
roles and responsibilitiesroles and responsibilities Assignment of functions and resources Assignment of functions and resources
(under the principle that ‘resources follow (under the principle that ‘resources follow function’)function’)
Management, finance and governance Management, finance and governance issuesissues
HR and capacity building issuesHR and capacity building issues Monitoring and evaluatingMonitoring and evaluating
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National Reform ProgrammeNational Reform Programme2010 - 20202010 - 2020
Currently being formulatedCurrently being formulated A 10-year programme of changeA 10-year programme of change Royal Government led, but involving Royal Government led, but involving
partners and stakeholderspartners and stakeholders Emphasis on ‘learning by doing’, Emphasis on ‘learning by doing’,
testing, piloting, and developing sub-testing, piloting, and developing sub-national governance systems that national governance systems that will work well in Cambodiawill work well in Cambodia
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ConclusionConclusion
Decentralisation and the associated Decentralisation and the associated sub-national governance reforms are sub-national governance reforms are a world-wide phenomenona world-wide phenomenon
Decentralisation is a huge, complex Decentralisation is a huge, complex undertaking, changing governmentundertaking, changing government
No one correct approach or model, No one correct approach or model, but we can learn from international but we can learn from international as well as local experiencesas well as local experiences
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SourcesSources
World Bank and UNDP web-sites are World Bank and UNDP web-sites are two useful on-line sourcestwo useful on-line sources
The sources for the section on SE The sources for the section on SE Asia are 2 World Bank publications:Asia are 2 World Bank publications:• East Africa DecentralisesEast Africa Decentralises• Decentralisation in Client CountriesDecentralisation in Client Countries
Other sources are available on Other sources are available on request.request.
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EndEnd
That concludes the presentationThat concludes the presentation Thank you for listeningThank you for listening Time now for Q&A and discussionTime now for Q&A and discussion