2nd CONFERENCE OF AFRICAN AND EUROPEAN REGIONAL AND LOCAL AUTHORITIES

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Adele Riley
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1 2nd CONFERENCE OF AFRICAN AND EUROPEAN REGIONAL AND LOCAL AUTHORITIES The Impact of Economic and Financial Crisis on Local Governance in Africa: The Response of Local Authorities to the New Development Challenge Presentation of the Research Contribution of Decentralized Cooperation to Decentralization in Africa By George Matovu Municipal Development Partnership for Eastern and Southern Africa (MDP-ESA) 6-77 November 2009 Palazzo Vecchio Florence, Italy

2 Aim of the Research To assess the impact of the Euro-African decentralized cooperation activities on the process of decentralization in African countries.

3 Methodology Desk research - published books, workshop reports, articles in newsletters and journals. Internet search Interviews

4 Constraints Scarcity of literature Language barriers Limited research of DC

5 Structure Chapter I: Evolution of decentralized Cooperation by George Matovu Chapter II: Evolution of the current legal framework for enhancing EU-African decentralized cooperation by Andrea de Guttry Chapters III and IV: Case studies and lessons learnt on Euro-African decentralized cooperation projects by George Matovu and Luisa Nardi, respectively Chapter V: Conclusions recommendations by Luisa Nardi

6 Definition UNDP (2001) a long-term partnership between communities in different cities or towns and as a mechanism for establishing a novel partnership modality, which focuses on direct relationships between regional territories, as opposed to the model that promotes bilateral cooperation at the national level UCLG (2006) a solid partnership between foreign local communities [aimed at] encouraging mutual prosperity and consolidate local development and governance. The UN-HABITAT a process whereby cities and other institutions work together on defining their problems and devising appropriate solutions on the basis of shared experience among peer groups

7 For this Report Decentralized Cooperation defined as any project, initiative, or partnership for development cooperation among at least one European and one African sub-national authority.

8 Decrease on Overseas Development Assistance

9 Development Cooperation Concerns Aid is declining and is causing more damage and dependency than good Fueled more corruption and waste Failed to reduce poverty Limited involvement of citizens No one is accountable Need to search for innovative systems of development cooperation

10 Major Findings In Africa, links were initially developed between newly independent states and their former colonial masters as a strategy to build ties based on trust and mutual respect. The Cotonou Agreement recognizes both local government and non-state actors as key entities in promoting international cooperation and development processes Various reasons for engaging in decentralised cooperation e.g. failure of ESAP, perceived failure of central governments to deliver, failure if development assistance, eagerness to transform local government into engines of socio-economic development Partnerships include technical assistance, small scale capital investments, improvements in delivery of social services, direct support to community groups, people-topeople cooperation

11 Major Findings cont d Direct benefit in the management of council business Mobilization of resources and capacity beyond the local authority budgets DC is viewed as an innovative tool for strengthening decentralized governance, realizing MDGs, and improving development cooperation, promoting cultural ties Emphasis on involving the civil society and civil society organisations in in DC Strengthening information exchange

12 Kampala City Council, Uganda and Kirklees Metropolitan Council, United Kingdom Testimony from the Town Clerk The politicians have come to see things differently. I remember on one of the tours that we sent the Council Speaker. When he came back he allowed the procedure of allowing the public to air their grievances on the floor of the Council Chamber to take place. At first some of us thought that was going too far, but it has become part of our standing orders and procedures. People come to do this. They send in their complaint and air it in the Council Chamber. It is open to the press who then scream big headlines. The impact of that process is that the public has come to view the Council as their Council, not something distant and closed.

13 Major Findings cont d There are no clear legal frameworks or resources allocated to support decentralized cooperation DC initiatives are not part of national or local development strategy In some cases, seriousness in the part of Southern Partners is found to be inadequate. Some of them tend to pursue personal agendas when they visit their partners in the north. DC is yet to develop as cooperation among equal partners. Southern partners tend to look at northern partners as donors. As a result, south-south cooperation has been compromised. The general view is that there is little to learn from African municipalities

14 Major Findings cont d DC is fragmented among various actors local government, schools and universities, NGOs, faithbased organizations, business chambers without coordination The full potential of DC is yet to be realized due to lack of systematic exchange of information Quite often, southern partners do not respect timelines regarding reporting or finalization of action plans Continued high levels of poverty and corruption are DC activities are often not adequately monitored or evaluated to ascertain the impact on ground

15 Recommendations Provide political support and commitment as a precondition for initiating DC partnerships Supportive legal and institutional framework is essential for promoting DC DC should be part and parcel of development cooperation policy Capacity building for required skills and knowledge should be part of the DC process National associations of local government should be allowed to play a more visible role in DC Peer-to-peer learning mechanisms should be encouraged as a strategy for joint learning Partners should step up their lobbying efforts at national and international levels to increase financial support for DC M&E should be an integral part of DC Research and documentation of successful experiences should be part of DC with a view to sharing such information as widely as possible

16 Selected Lessons A mutually rewarding partnership should be based upon equity and mutual input. Openness is needed in preparing agreements. CBOs should be given prominence in DC Structure agreements around one or two important actions that directly benefit the community. There should be an evaluation of the cooperation between the principals Local authorities and associations need to ensure that there is a procedure in place to demonstrate that careful consideration has been given to every financial transaction.

17 Selected Lessons cont d There is need for country-specific comprehensive strategy for DC which spells out, among others: Key actors Requisite capacity and preparedness Potential tools that can be used to develop DC Potential areas of cooperation Guidelines for local governments that are interested in partnerships Procedures for matching arrangements Funding mechanisms and commitment Mechanisms for joint M&E

LOCAL REVENUE GENERATION: UGANDAN EXPERIENCE

LOCAL REVENUE GENERATION: UGANDAN EXPERIENCE A PAPER PRESENTED AT THE ANSA-AFRICA AFRICA STAKEHOLDER CONFERENCE MAY 19 20, 2008 ADDIS ABABA, ETHIOPIA Ndifuna A. Ziria Allied Management Consultants Ltd.