Local governance

Decentralization is a means of improving the quality and accessibility of public services, and promoting local development. It assumes that local governments are best placed to serve their populations. An increase in local decision-making responsibilities requires a new approach to the management of public affairs: one of dialogue and partnership with the beneficiaries and actors of local development, namely citizens, civil society, and businesses, to ensure that their needs and priorities are addressed, including those of the poorest and the most vulnerable. Due to the centralist heritage of the past, the local authorities of almost all countries in the ECIS region have limited capacity and experience for effective democratic policy making.    
 
Improving the quality of public services and promoting local development requires effective local institutions that can formulate and implement policies, as well as manage public services in line with citizens’ aspirations. In most of the countries of the region, local authorities are characterized by a weak institutional capacity to deliver public services and promote local development.  
 
The Decentralization and Local Governance Sub-practice provides a range of support to local governments across the region to help them perform their tasks in an effective and participatory way. It also aim to establish partnerships among local governments and with the private sector to deliver high-quality public services and integrate local development anchored in the Millenium Development Goals (MDGs). 
 
Specifically, the Decentralization and Local Governance Sub-practice provides services in the areas of:
  • Capacity development for local governments and stakeholders in the areas of participatory planning, budgeting, monitoring and evaluation; 
  • Capacity development in statistical literacy (gathering, analyzing and reporting statistics) to ensure that prioritization and decision making can be based on reliable, accessible, and recent information;
  • Capacity development to help leaders engage and inspire people through processes that generate shared ownership of goals and responses, and, when in contexts that constrain participation, identify leaders who can act to change processes, roles, attitudes and norms;
  • Capacity development for inter-municipal cooperation to address the impact of small municipal size on the capacity to provide quality and cost-effective public services and promote local development;
  • Capacity development for public-private partnerships as a means to benefit from the financial resources and capacities of the private sector for improved public service delivery; and 
  • Capacity development for municipal performance management to measure and monitor the quality of public service delivery, and take corrective actions when needed.