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Building a Government –Civil Society Partnership at the Local Level: Lessons from Experience. Paper Presented to the GINI Conference in Pakistan: December 13 – 15, 2009 Kathleen Lauder. About the IOG. Non-profit think tank In existence since 1990 - PowerPoint PPT Presentation
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Better Governance for Public Benefit
Building a Government –Civil Society Partnership at the Local Level: Lessons from Experience
Paper Presented to the GINI Conference in Pakistan: December 13 – 15, 2009
Kathleen Lauder
2
About the IOG
• Non-profit think tank • In existence since 1990• Provides an independent source of knowledge,
research and advice on governance issues, both in Canada and internationally
• Worked in over 37 countries with focus on Asia• Maintained an office in Malaysia, serving south
and SE Asia from 1996-2002 – organized conferences, conducted research and published on ‘partnership’
3
Presentation Outline
• Governance definition, actors, relationships and principles
• Why partnership matters for local governance
• Push and pull factors in developing local partnerships
• Practical examples of partnership at the local level
• Lessons from experience in building a government civil society partnership at the local level
• In praise of networks!
4
Governance: What is It?The process whereby societies or organizationsmake their important decisions, determine
whohas voice, who is engaged in the process andhow account is rendered
The Institute On Governance, Ottawa Canada
5
Governance Relationships:
ValuesValues
CivilCivilSocietySociety
PrivatePrivateSectorSector
GovernmentGovernment
mediamedia
TraditionsTraditions
HistoryHistory
CulturesCultures
Citizens
Citizens
CitizenCitizenss
Citizen
Citizen
ss
CitizensCitizens
The Institute On Governance
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Governance Actors:Government
(National & Local)Civil Society
Business
• Executive• Judiciary• Legislature Public service Military Police
• Small, medium & large enterprises• Trade & investment associations & coops• Chambers of commerce• MNCs
• NGOs, CBOs, PVOs• Academic & research institutions• Religious groups• Civic organizations
Media
The Institute On Governance
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Factors Pushing for Partnership
• Revised national policies• New political regimes• State of the economy• Traditions or moral values (self-help,
promoting a caring society)• Pressing issues which can not be
solved without partnership• Compelling leadership
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Factors Inhibiting Partnership• Lack of trust• Desire for power and
control/reluctance to share power• Comfort and security of maintaining
the status quo• Lack of leadership
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Five Governance Principles
Direction: Strategic vision
Performance: Responsiveness, effectiveness and efficiency
Accountability: Accountability and transparency
Fairness: Equity, rule of law
Legitimacy/voice: Participation, Consensus orientation
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Partnershp for Direction: Participatory Budgeting
For example, in Porto Alegre in Brazil firstdone in 1989:• Sewer and water connections increased from
75% (1988) to 98% (1997) of households• Number of schools quadrupled since 1986• Health and education budget increased from
13%(1985) to 40% (1996)
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0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
1990 1991 1993 1994 1995
Equiv. US$ per student
Intended grant Actual grant received by primary school (means)
1999
Source: Uganda Public Expenditure Tracking Surveys
Public info campaign
Partnership for Performance: Tracking Education Dollars in Uganda
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Partnership for Fairness: Right to Information
Right to information Act passed in India in 2005 promises to be a powerful tool to promote equal access to resources in India by legislating equal access to information.
For example in Rajasthan:
•In three districts local officials apologized for committing fraud and publicly returned public funds after being confronted with evidence at a public hearing
•Information on public works expenditure was painted on a village wall leading to mobilization and protest by the people - public hearing exposed fraud and ghost works – a government investigation led to institutionalization of measures to improve transparency and accountabilty
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Partnership for Accountability:Partnership for Accountability:Declaration of AssetsDeclaration of Assets
CAR MODEL BENEFICIAL OWNER REGISTERED OWNER Nissan Patrol Edwin Abella
BIR Reg'l Director, Quezon City
Sulpicio S. Bulanon Jr. 1817 Jordan Plains Subd., Quezon City (listed address of Abella in his SALs)
Suzuki Grand Vitara
Ditto Merrick Abella (son of Abella)
24 Xavierville, Loyola Heights, Q uezon City
Nissan Cefiro Ditto Elizabeth S. Buendia 152 Road 8, Quezon City
BMW Lucien E. Sayuno BIR Reg'l Director, Makati City
Limtra Dev. Corp. Zone 4, Dasmariñas, Cavite
BMW Ditto Marie Rachel D. Meneses c/o Metrocor and Holdings, G&F, Makati City
Honda Accord Danilo A. Duncano BIR Reg'l Director, Quezon City
Daniel Anthony P. Duncano
Quezon City Mitsubishi L200 Corazon P. Pangcog
Asst. Reg'l Director, Valenzuela City
Alberto P. Pangcog (husband) B2 L23 Lagro Subd., Quezon City
Honda CR-V Ditto Alberto P. Pangcog 9 Ricardo St., Carmel 1 Subd., Quezon City
Regional Director in the Bureau of Internal Revenue forced to resign; currently facing corruption charges; other officials suspended, also facing charges
This slide was taken from a presentation made by Sanjay Pradhan, VP, WBI at a conference in Frankfurt, October 2, 2009
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Partnership for Legitimacy/Voice: Citizen Report Cards in Bangalore,
India
Source: Public Affairs Center, India
5 6 49
25
1
14
4147
42
67
34 34
16
32 32
73
94
73
92
7378
8596
77
n/a n/a0
102030405060708090
100
City co
uncil
Electri
city
Water s
upply
Telephones
Public hosp
itals
Police
Land au
thority
Public buse
s
Transp
ort authorit
y
Agencies
Perc
ent
Satis
fied
1994 1999 2003
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Lessons from Experience: Internal Dynamics within
Partnership• Assembling key players, change agents and
champions• Making voluntarism work• Combining contributions from different
stakeholders• Developing a supporting operating style or
‘culture’
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Lessons from Experience: Factors External to Partnership
• Relation of socio-political and cultural environment – innovative solution to power sharing and decision making
• Relation to past experience• Creating a compelling vision and
identifying pressing issues within that vision
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Directions for Building Effective Government Civil Society Partnerships: Enhancing
Networks
• Building local capacity• Low cost• Make the most of technology • Share resources, approaches, tools,
skills• Provide moral support and
encouragement
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Examples of Networks to Promote Government Civil Society Partnership at the Local Level
