This publication is made possible with financial support from Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), GmbH, Eschborn, Germany

Transcription

1 JULY 2012 Local Government PERSPECTIVES MDP M unicipal D P evelopment artnership East and Southern Africa Malawi hosts Mid-Term Evaluation workshop Exclusive interview with Mr. Felix Mulenga Global Campus 21 e-learning Platform INNOVATION: Cell Phones for Citizen Decentralization, Democratization, and Professional Municipal Management This publication is made possible with financial support from Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), GmbH, Eschborn, Germany Regional Mid-Term Evaluation Workshop: Local Finance Management

2 Message from MDP-ESA Executive Director ANNOUNCEMENT he Municipal Development Partnership for Eastern and Southern Africa (MDP-ESA) modestly celebrated Tits 20th Anniversary in May We wish to thank all our partners and well wishers for their continued support throughout these years. Established in May 1991 to promote decentralization and to support capacity building for African local governments, MDP-ESA pursued its mandate and mission through research, technical assistance, training and capacity building initiatives, decentralized cooperation and knowledge sharing. During these years, MDP-ESA has focused on lobbying and advocating for participatory and inclusive local governance and management through, among others; participatory planning, participatory budgeting, social accountability, service delivery surveys, multi-stakeholders fora and support of public and private partnerships. The aim is to promote transparency and accountability at local level resulting in improved service delivery and local development initiatives. At the same time MDP-ESA has advocated for smooth intergovernmental relationships between local governments and central governments especially in the area of fiscal decentralization and funding. We are happy to observe that whilst a lot is still to be done, there are encouraging results on ground. For instance, through a recent study on the state of decentralization most countries in eastern and southern Africa have embraced decentralization by devolution. The local government frameworks contain such cross-cutting issues as gender and youth mainstreaming in local governance, environmental services and climate change. Development partners supporting decentralization and local governments have remained committed and are now more coordinated and results focused. As we move into the next decade, MDP-ESA will continue to promote and lobby for excellence in local government management in African cities by focusing on the capacity of local governments to provide basic urban services to all their citizens, with a particular emphasis on achieving the Millennium Development Goals. At the 2000 UN Millennium Summit held in New York, 192 world leaders agreed to forge partnerships at international, national, regional and local levels to implement the eight (8) MDGs to be achieved by These goals were intended to eliminate abject and dehumanizing conditions of extreme poverty and create a fair, safe, and sustainable future for all people of the world. The interesting uniqueness of the MDGs is that they have measurable outcomes, timelines for achievements, and clear indicators for monitoring progress. More importantly, we note that despite varying political and economic contexts, all African countries agreed to embrace the MDGs. Countries such as Southern Sudan (though still a semi-autonomous region of the Republic of the Sudan) went on, under Article 40(1) of the Interim Constitution, to explicitly mention the attainment of the MDGs as one of the national economic objectives. TRAIN THE TRAINER CONTACT: Dr. Richard Ratka & Ulrike Nonn 12A0 Human Capacity Development (HCD) Center Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Friedrich Ebert Allee Bonn T +49 (0) F +49 (0) E richard.ratka@giz.de / ulrike.nonn@giz.de Editorial AVAILABLE AS OF SPRING 2013 Editor-In-Chief George Matovu Editor Tendai Mukunyadze Fredrick Tabanie Reasearcher George Matovu Publisher Municipal Development Partnership 7th Floor Hurudza House Nelson Mandela Avenue Harare, Zimbabwe Tel: /6 region@mdpafrica.org.zw Website: Design, Layout and Siyaka Corporation (Pvt) Ltd Printing Mobile: siyakacorp@yahoo.com

3 Malawi hosts Mid-Term Evaluation workshop on Good Financial Governance The official opening The workshop at Malawi's Crossroads Hotel he German International Cooperation (GIZ) in collaboration with the Municipal Development Partnership for Eastern and Southern Africa (MDP- TESA) and the Malawi Association of Local Government Authorities (MALGA) organised an international mid-term evaluation and planning workshop on Local Finance Management. The program has been running for the last two years and covers Malawi, Mozambique and Zambia. The workshop took place at Malawi's Crossroads Hotel from April 30 to May 30, 2012 in Lilongwe and was facilitated by Dr. Uwe Krappitz. Local Finance Management is a t h i r d c o m p o n e n t o f G I Z Programme on capacity building to strengthen good financial governance in Eastern and Southern Africa, which started in 2010 and is expected to end in The workshop was meant to reflect on the progress made on the programme, following the national training workshops held in the three participating countries, namely Malawi, Zambia and Mozambique, and to map the way forward. Specifically the workshop: Reviewed the programme s t r u c t u r e s ( c o n t e n t s, methods, trainers, time line, location and participants for the second Capacity Building Cycle in 2012 in each of the countries Reviewed the approaches and methodologies used in training. Analysed the successes and c o n s t r a i n t s i n t h e implementation of the Local Finance Capacity Building Sequence of Modules in the participating countries Discussed the assessment results and shared lessons learned for the next capacity building cycle Identified emerging good practices Reflected and discussed the MDP-ESA distance learning programme on Participatory Budgeting in Africa and how to make better use of it in the local finance capacity building. Discussed the proposed module on GIS-based asset management. In her opening remarks, the GIZ Country Director, Ms. Ute Borges pointed out that the participating countries, in particular Malawi, needs tight financial systems in district councils to improve financial governance if they are to recover from their economic woes. She assured the participants that G e r m a n y i s c o m m i t t e d t o supporting capacity building for efficient use of funds in local authorities. Malawi is facing turbulent times, especially with the severe shortage of forex; hence good financial management becomes even more important than just a part of the whole process of development. Ms. Borges said. She also challenged delegates from Zambia, Mozambique, as well as Malawi to propose programs to GIZ that would ensure councils access adequate capacity to use funds efficiently. She went on to say that she Municipal Development Partnership East and Southern Africa Participatory Budgeting page 1

4 Identify and plan necessary regional activities and measures in order to intensify the cooperation of the participating countries (peering, exchange of material, joint activities according to the programme indicators) "It's very important that delegates discuss and exchange their experiences which will be critical in improving the impact of this programme in future Borges said. Invited guest, Mrs. A. Kwinjo presenting on Participatory Budgeting during the workshop expected the delegates to share experiences and best practices, which she said the countries can adopt. Speaking at the same occasion during the official opening of the workshop, Principal Secretary in the Ministry of Local Government and Rural Development, Mr. Kester Kaphaizi first thanked the GIZ for the support extended to the participating countries. He said that this support complements what his ministry is doing in the field of local financial management. Making specific reference to Malawi, Mr. Kaphaizi said, "We have been facing a lot of problems, including brain-drain. However in recent past, we have recruited financial analysts for all the districts in the country. This has improved the efficiency of the ministry in financial management. This workshop therefore accords the Malawi g o v e r n m e n t a n opportunity to gain more experience for further improvement." In the workshop, the delegates were, among other, expected to analyse successes and constraints in the implementation of the local finance capacity development sequence of m o d u l e s i n t h e participating countries. The workshop was graced by the presence of Secretary Generals: Mr. Charles Chunga, Malawi L o c a l G o v e r n m e n t Association (MALGA), Mr. Maurice Mbolela, Local Government Association of Zambia (LGAZ) and Mr. A b e l M a n h i q u e Programme Officer at the National Association of M u n i c i p a l i t i e s o f Mozambique, ANAMM. M D P - E S A w a s represented by Mrs. Angela Kwinjo Finance a n d A d m i n i s t r a t i o n Manager. The workshop was meant to reflect on the progress made on the programme, following the national training workshops held in the three participating countries. Participatory Budgeting page 2 Municipal Development Partnership East and Southern Africa

5 Team building exercises Assessment of week results Participants paying attention to a presentation Mid-term evaluation and planning workshop delegates - Lilongwe Municipal Development Partnership East and Southern Africa Participatory Budgeting page 3

6 After the workshop, participants were taken to Salima District Council in Malawi Salima District Council sign board Slide show presentation at Salima District Council Participants follow a presentation on the Service Charter at Salima District Council Participants during a group discussion Participatory Budgeting page 4 Municipal Development Partnership East and Southern Africa

7 Exclusive interview with Mr. Felix Mutale Mulenga, Director of Finance in Mbala Municipal Council Zambia r. Mulenga i s t h e F i n a n c e MDirector in M b a l a M u n i c i p a l Council. His working experience spans well over 30 years when he joined Lusaka City Council as a Trainee Accountant in He rose through the ranks to the position of Chief Accountant. In December 2005 he j o i n e d L u a n s h y a Municipal Council as a Director of Finance and in August 2011, he was transferred to Mbala Municipal Council in the same capacity. He holds various diplomas related to finance management including: a Post Graduate Diploma in Finance Management (PGDFM); a Diploma in Accountancy (ZDA); a Diploma in Urban Housing Development Specialised in Finance Management (HIS); Certificate in Local Government Finance; and Certificate in Stock Broking. He is also a Member of the Zambia Institute of Certified Accountants (ZICA). In his day-to-day work, he is answerable to the Town Clerk and he directly supervises 25 Accounts Personnel and over 20 Revenue Collectors (Cashiers). Apart from being the Director of Finance of Mbala Municipal Council, Mr. Mulenga is also the Financial Advisor to the Council. He is one of the Directors of Finance in Zambia who have benefited from the Local Finance Management. MDP-ESA (MDP) caught up with Felix Mutale Mulenga (FMM) and held the following one-on-one interview. MDP: You participated in one of the local finance management courses, what is your impression of the course and the delivery methods? What would you like to recommend for future interventions? FMM:The content was very relevant and responded to some of the challenges that we as finance officers face. I appreciate the idea of incorporating non financial managers like the District Planning Officers. More importantly was the training team. The trainers being local, it was easy to understand the local environment in which Councils operate. The future courses should also include other non financial managers such as buyers for them to appreciate the MTEF budgeting process. MDP: As Director of Finance and Financial Advisor to Council, what are the skills that you feel you still need to enhance your performance? FMM: Considering the challenges and dynamism of my job, I need to get more skills in:- (i) Managerial skills for managing both the human labour and reporting skills; and (ii) Changing of mindset by the employees of the Council from being bosses to agents of positive change by delivering quality services for the communities we are serving. MDP: What have been your major accomplishments to date in your current position? FMM: My major accomplishments to date in my current position include:- (i) Local resource mobilization skills for the Council. These include preparation and updating both the 2004 Supplementary and 2007 Main Valuation Rolls, resulting into the putting up street lights, constructing refuse bays for cabbage collection. These services resulted into the Council being awarded with a certificate of best service delivery in the Council by the Local Government Association in 2008/09; (ii) Preparing and producing statements of affairs for the year ending 2007/2008/2009 which have not been done since 1999; and (iii) Preparation of quarterly budget variance analysis which are for use during the budgetary control meetings. MDP: What have you failed to accomplish in your position? FMM: The significant failure has been to produce final accounts for the Council which could result into having accounts being unqualified by the Auditors. This has been so due to lack of Council not having a Fixed Asset Register. MDP: What areas of your work do you like most? FMM:The areas I like most include: (i) Budgeting process; (ii) Being the major player in the advisory role to both the Management and the Council; (iii) Creating operating systems for various sections; (iv) Developing debt collection strategies; and (v) Operating project management for various projects. The content was very relevant and responded to some of the challenges that we as finance officers face. The content was very relevant and responded to some of the challenges that we as finance officers face. continued on page Municipal Development Partnership East and Southern Africa Participatory Budgeting page 5

8 The Workshop in Pictures Working Groups - Team analysis Programme Structure for the Workshop Team Building - Blind Communication SWOT Analysis regarding contents, participants, methods, regional networking and organisational challenges Country groups working on a work plan for the next training cycle Participatory Budgeting page 6 Municipal Development Partnership East and Southern Africa

9 The Workshop in Pictures Working Group - Participants explore geographical information system (GIS) software Team Building - Crossing the river Evaluation questionnaires and a quick measurement of success and fun Field Excursion to Salima District and Lake Malami Municipal Development Partnership East and Southern Africa Participatory Budgeting page 7

10 Global Campus 21 e-learning Platform on Participatory Budgeting he GC21 e-learning course on Participatory Budgeting is set to be launched in September 2012 by GIZ and MDP-ESA. The training will be conducted as a Tblended learning program that will mix the online with face-to-face learning. After a 2 week period of tutored online training, facilitated through the GIZ e-learning platform Global Campus 21, participants will apply the online course content to create individual projects which will then be presented in a regional face-to-face workshop (3-4 days). It is envisaged that the workshop will increase the networking effect of the online training as participants from different countries will be invited. During the classroom session, the participants will get direct feedback on their projects which should strengthen the learning experience. The course will be access through both GIZ and MDP-ESA websites. Participants will be advised of the links in the coming weeks. Where necessary, the internet based learning will be offered as an off-line version on CD-ROM. Delivery methods will include: lectures, peer learning, case studies, group work, role plays (where practicable), and field tours to relevant situations. By and large, the training will be based on the Training Companion for Participatory Budgeting in Africa which was prepared by MDP-ESA with financial support from the World Bank Institute. At the ministers conference that took place in Maseru, Lesotho in 2006, Ministers responsible for d e c e n t r a l i s a t i o n a n d l o c a l government in Eastern and Southern Africa adopted participatory budgeting as a model to be followed in local government budgeting. According the final Communiqué, Ministers recognized the need for strengthening of competencies for p a r t i c i p a t o r y p l a n n i n g a n d budgeting for effective local level delivery of services. Originating from the City of Porta Alegre, Brazil in 1989, participatory budgeting has now spread to well over 1,400 cities and towns around the world including Africa. Currently participatory budgeting is seen as a powerful tool to address inequality, the lack of government transparency, and low levels of public participation at municipal level. In places such as Ilala Municipal Council in Dar es Salaam, Tanzania, Nansana Town Council in Uganda and Mutoko Rural District Council in Zimbabwe, it is reported that participatory budgeting has resulted in, amongst others: Improved transparency of public administration and efficiency in public expenditure Improved response to community needs Improved revenue generation Greater disclosure of information which enhanced community awareness and understanding how local governments work and the constraints they face in public service provision Genuine collective prioritization and co-management of resources Empowered citizens to participate in decision-making and monitor the use of public funds Empowered citizens and stakeholders to demand accountability of public leaders and managers Increased participation of women and youth in decisionmaking and council resource allocation Increased trust between the government and the population A stronger democratic culture within the community and strengthens the social solidarity Empowered and active citizenary One of the advantages of participatory budgeting is to strengthen the voice of local citizens, especially the traditionally marginalized groups in development planning, resource allocation and monitoring. In various studies conducted by MDP-ESA, very few community members have ever seen a municipal budget nor do they know how their money (taxes) is being used. and investments. Unlike in strategic planning where the outcome is more of a wish list, participatory budgeting is seen a process to where communities work together with elected representatives (councillors) and management to develop budgets that meet their needs. The process provides a platform whereby stakeholders can debate, analyze, prioritize and monitor decisions regarding public expenditure It is against this background that GIZ working closely with MDP-ESA, has agreed to support an on-line course in participatory budgeting. The principal objective of the proposed training program is to strengthen the capacity of local governments and civic organizations to promote participatory budgeting as a campaign tool for strengthening local finance management and good governance. Participatory Budgeting page 8 Municipal Development Partnership East and Southern Africa

11 The training impact will be targeted at three levels outlined below: Individual Level: To enable individuals embark on a continuous process of learning to build on existing knowledge and skills and extending this to joint action in participatory budgeting. Institutional Level: To strengthen the capacity of key organizations/institutions (local authorities, national associations of local government, Universities and training institutions) to promote and popularize participatory budgeting. This will involve training of trainers, curriculum development and research. Society Level: To facilitate community awareness and empowerment, particularly among the poor and traditionally marginalised groups, regarding the potential of PB in promoting transparency and holding local officials accountable and thereby strengthening social accountability, improve service delivery, and fighting poverty The course will benefit, among others: Mayors and Councillors especially those responsible for chairing finance committees Budget officers and officers who are involved in local government budgets Finance officers and treasurers Local government associations Discussion Forum oin the Urban Management and Local Governance Forum. The objective of this forum is to establish a Jdialogue of professionals and institutions that are interested in sharing knowledge and experiences on local governance issues such as finance and management. This forum seeks enhance networking of emerging good practices in accountability, and transparency as well as promoting dialogue and exchange of knowledge and experience. Steps on how to access the Urban Management and Local Governance Discussion Forum Community level organizations that interface with local authorities Local media Trainers in local governance and finance Researchers and related academics The training will cover the following areas: Introduction to participatory budgeting (what it is, and why it is important). Who initiates participatory budgeting, who participates and where it is practiced in Africa Dimensions of participatory budgeting Pre-conditions for participatory budgeting The process and stages for participatory budgeting Monitoring and evaluation Country experiences Potential impact of participatory budgeting Challenges and constraints the influence participatory budgeting in Africa. The e-learning phase will be 2 weeks followed by a 4 days classroom session. Certificates of attendance will be issued to participants who will have participated for the whole duration of the training program. Here you see that we have a discussion topic To what extent has Fiscal Decentralization contributed to improvement of service delivery and local development. Click on it to be able to participate, post and answer question there. NOTE: To be able to post or reply, you MUST first register by creating a user name and password in the forum, click on Create New Profile as shown below: You get the screen below, fill the details: 1) First login to the MDP website Under the main menu, on the left, you will find a link called Forum, click on the link and you will be taken to the forum. Alternatively, on the homepage, there is a red banner in the middle of the page, clicking it takes you to the forum OR You can just go straight to the following link 2) The Forum front page like: This is the area where we have our discussions. This forum Urban Management and Local Governance has discussion topics inside it, which you see on clicking it like below: After creating an account for the forum, a verification e- mail is sent to address. Follow the instruction in the to activate your account. Do not hesitate to for any enquires/help to region@mdpafrica.org.zw Then proceed to login as below and post Municipal Development Partnership East and Southern Africa Participatory Budgeting page 9

12 INNOVATION: Cell Phones for Citizen Engagement in the DRC A new trend is that mobile phones are helping increase citizen participation and positively transforming the relationship between citizens and their government. the participatory budgeting assemblies through geo-targeted SMS messages. These messages reach all the phones receiving signals from a particular tower and announce the date, time, and location of the assemblies. The second is to vote on the priorities citizens would like to see addressed in their community. Citizens can use their cell phones to send a text with the priorities of their choosing. Thirdly, mobile phones are used to announce the voted decision, making the process more transparent and inclusive than ever before. ICT4Gov Team. A budget voting assembly in South Kivu. he Democratic Republic of Congo (DRC) is located in the heart of Africa with nearly 70 million people and the Tsecond largest land-mass on the continent. Citizens of the DRC have experienced a series of armed conflict through the 1990s and have been recovering since Much of the DRC s infrastructure is still weak and most of the country has poor access to electricity and utilizes portable generators and charging stations. As the country rebuilds itself, citizens need a voice and a larger role in helping the government provide bridges, roads, electricity, and water in the places with most need as efficiently as possible. A new trend is that mobile phones are helping increase citizen participation and positively transforming the relationship between citizens and their government. The usage of mobile phones has been estimated to reach 47% in Also, 55% of the country s population resides in areas currently covered by mobile networks, including most rural areas from the Eastern province of South Kivu. Our realities are African realities, said Thomas Maketa, a DRCbased member of the World Bank Institute s (WBI's) ICT4Gov team. While many citizens in the province don t have access to water or electricity in their homes, they do have mobile phones. Engaged in the Budget Process WBI's ICT4Gov program is introducing mobile technology to enhance participatory budgeting processes in DRC s South Kivu province. Using mobile technology, citizens can now vote on the priorities that are most pressing for their communities. When they have reached an agreement the local government devotes a percentage of the local investment budget to the project selected by the citizens. In South Kivu, citizens are now empowered to participate in the decisions that impact their community through processes that are more transparent, more inclusive and more effective than ever before. Boris Weber, ICT4Gov Team LeadThe program uses mobile phones for four purposes. The first is to invite citizens to Finally, mobile phones are being used to ask citizens about the projects that are chosen. Citizens are able to offer feedback and monitor the projects through text messages. More than 250,000 text messages have already been sent throughout the different stages of this initiative. An Approach Leading to Results Beyond creating a more inclusive environment, the beauty of the ICT4Gov project in South Kivu is that citizen participation translates into demonstrated and measurable results on mobilizing more public funds for services for the poor, said Boris Weber, team leader for WBI s ICT4Gov program. Since the program began, communities involved have already seen an increase in the transfer of funds from the provincial to the local level. The preliminary results of an external evaluation suggest a reduction in tax evasion at the local level. Citizens are now more willing to pay taxes as they link government spending to improvement in the delivery of services. For the first time, communities such as the one in Ibanda have gone from not having any investment budget to having 40% of their budget devoted to investments, said Maketa. In 2011, the Ministry of the Budget started the institutionalization of participatory budgeting in South Kivu province. The increase in the transfer of funds from the provincial to the local level has benefited communities, which now have more resources to deliver public services to the poor. For example, the process has allowed to begin repairing 54 classrooms and a bridge in Luhindja, creating a health center and repairing the sewage system in Bagira, and building a water fountain, as well as toilets, in local markets in Ibanda. In South Kivu, citizens are now empowered to participate in the decisions that impact their community through processes that are more transparent, more inclusive, and more effective than ever before, Weber said. Through the use of mobile phones, citizens in the Democratic Republic of the Congo are changing the way they engage with their governments, with their communities, and with one another. Participatory Budgeting page 10 Municipal Development Partnership East and Southern Africa

13 Decentralization, Democratization, and Professional Municipal Management shift toward democratic governance, together with unprecedented decentralization, has had a Aprofound impact on local governments worldwide in the past few decades. It was not so long ago that many cities and towns around the world were administered as part of a larger, centralized political system, often with little or no participation from citizens. Within a centralized system, leaders often responded to the social and economic needs that they saw and experienced directly, and people living in the capital benefitted from those efforts. But people living farther out were less likely to benefit from government programs and development efforts. As democratization and decentralization have spread, local governments in many countries have assumed greater decision-making powers and responsibilities than ever before. And in accordance with the principle of subsidiarity that each level of government retains the resources, functions and power to provide the programs and services that can be most effectively and efficiently handled at that level increased responsibility at the local level has the potential to lead to increased accountability, better services, and an improved quality of life for residents. But globally, professional management of local governments is still in its infancy. In newly decentralized countries, government leaders and citizens are often slow to recognize the kind of expertise needed to undertake their new responsibilities. Moreover, they often lack information about how to acquire such expertise for several reasons: A limited tradition of independent governance An acceptance of poor services by citizens due to years of negligence by the central government Lack of previous access to decision making. Politics, political favoritism, and policy decisions at the central level by the government or the party often dominate local government, retarding the development, emergence, or application of needed skills. And even at the local level, the perception may exist that local politicians can, by virtue of being elected, handle the responsibilities of service delivery on their own. But despite the honest efforts of dedicated elected officials and their teams, political or other pressures make it difficult to succeed in the absence of professional skills and management experience. Clearly, as local and regional governments gain autonomy, they must grow stronger institutionally to meet the challenges that autonomy brings. If they are not able to respond effectively, they not only risk failing citizens by not improving services but also stand to lose their increased independence. The answer lies in skilled human resources, continuity within staff and services, continual learning, and proven practices. These are the tools that local governments need in order to fully exploit the principle of subsidiarity, demonstrate their capacity to serve their communities, and improve their citizens' quality of life. These are the tools of professional local government management. The profession of municipal management Professional municipal management was introduced in the United States at a time when industrial growth, increasing migration to urban areas, unreliable basic services (water, roads, electricity), and growing citizen frustration with local corruption pointed to the need for innovation at the local level. Specifically, the Progressive Movement called for reforms that would improve the living conditions for millions of urban poor, eliminate corrupt voting practices at the local level, and increase citizens' influence on government. One result was the emergence of a distinct profession of municipal management. The purpose was not to displace elected officials, but to increase local government capacity in service delivery. By using managers with professional qualifications and skills, local governments could improve services and increase citizens' trust in government. Such successes eventually led to increased recognition and respect for professional management. Today, career professionals are found at all levels in local government and have expertise in many specialized areas, including service delivery, financial management, performance measurement, economic development, community outreach, and solid waste management. Through professional associations and relationships, they have access to a worldwide network for sharing information and tools to increase local government performance and build institutional capacity. Professional management worldwide Although the United States was a world leader in the creation of the municipal management profession, many other countries have since followed suit. In the 1960s England redefined the role and position of the city clerk into that of the chief executive officer, or city manager. The city Municipal Development Partnership East and Southern Africa Participatory Budgeting page 11

14 management profession is well established throughout Australia and New Zealand. In Germany, professionals trained in local government management and public administration serve their communities as chief executives. In the 1990s, as local governments gained control of more resources and were able to manage services more directly, the position of a professional manager or administrator was explored in many countries and often adopted. Throughout the world, the role of a professional manager with skills to handle the important services provided by local government is increasingly recognized as crucial to success. In emerging and transitional democracies that are undergoing decentralization, the introduction of professional management must be approached within the larger country context: Its degree of decentralization Its local government decision-making authority Its local government revenue-generating power Its responsibilities for service delivery. Introduction of professional management must consider the health of the entire local government sector. That sector includes local governments, citizens (individuals and organizations, including the business community), the legal framework, academia, and service providers. Each component and its connection to the other components have a profound impact on the ability of the local government as an institution to operate as a service provider, which is its primary responsibility. Local governments have increasingly recognized the importance of citizen involvement beyond the vote, promoting participatory methods that allow citizens to contribute productively to decision making. Similarly, citizen participation practices such as citizen surveys, budget hearings, and focus groups must be introduced in the context of the overall local environment. Challenges Today, countries throughout the world increasingly recognize the autonomy of local government and rely on local officials and managers to develop policies, provide quality services, facilitate economic development, meet citizen needs and expectations, and effectively and efficiently manage the public's funds. This means that increased capacity at the local level is essential. But developing and transitional countries encounter many problems and challenges as they work to improve their system of governance and service delivery: They must clarify newly acquired responsibilities within a legal framework that is often inconsistent and illdefined. They must tackle structural problems for example, government salaries, low education, poverty that impinge on the ability of local government leaders and others to make progress. They must provide services despite limited resources, environmental obstacles, and other challenges. They must help whole populations including leaders, citizens, and organizations adjust to new definitions and roles wherein citizens are expected to participate and leaders are expected not only to lead but also to facilitate and listen. They must identify and define how transparency and accountability contribute to service delivery if the society has a tradition that requires corrupt practices as a matter of getting business done. The twenty-first century promises to be the century of local self-government throughout the world. But in order for local governments to be able to take advantage of their more independent position, they themselves must be prepared, and the other elements of the local government sector have to support them. Source: Adapted and updated from ICMA International and Professional Local Government Worldwide (Washington, D.C.: ICMA, 2006).... continued from page 5 Exclusive interview with Mr. Felix Mutale Mulenga MDP: What areas do you hate? FMM:The areas I hate include:- (i) When there is too much political interference in the Council to the extent of one compromising one's professionalism; (ii) When a Council cannot raise enough funds to pay its own staff and Suppliers; and (iii) When a Council cannot deliver quality services despite having resources and structures on the ground. highly manual; (e) Low motivation of staff as they go for several months without salaries. In order to address these challenges various measures have been taken for example in:- (a) Introduction of new revenue sources such as Cell site masts and upgrading of valuation rolls; (b) Introducing of new by laws on financial mobilization such as egg/bird levy by laws; and (c) Encourage members of staff to upgrade themselves professionally. MDP: What kind of challenges have you encountered in your current position and what solutions did you design to overcome them? FMM:The challenges are many and these include:- (a) Low Income base of the Councils as the major revenue sources have been taken away; (b) Outdated by laws which have been difficult to enforce; (c) Lack of trained personnel in Local Authorities; (d) Poor record keeping as the system is MDP: What are the basic finance capacity gaps faced by municipalities in your country? How can they be addressed? FMM:Introducing record keeping workshops for members of staff to appreciate the importance of good record management and also sustain the integrated financial management system (IFMS). Participatory Budgeting page 12 Municipal Development Partnership East and Southern Africa

15 UPCOMING EVENTS UGANDA TO HOST THE COMMONWEALTH LOCAL GOVERNMENT FORUM (CLGF) CONFERENCE IN MAY The Vice President of Uganda, His Excellency Edward Ssekandi launched the preparations for the Commonwealth Local Government F o r u m ( C L G F ) C o n f e r e n c e o n Decentralisation and Development in Kampala, Uganda on 29th June The event which was attended by various stakeholders including: development agencies, the private sector, local councils and the diplomatic community. The conference will take place in Kampala from 14th 17th May 2013, and will be hosted by Government of Uganda, through the Ministry of Local Government and in cooperation with the Uganda Local Governments Association (ULGA). The theme for the Conference is Developmental local government. What is developmental local government and what issues should be addressed? 6TH EDITION OF AFRICITIES SUMMIT O N L O C A L GOVERNANCE IN AFRICA, DAKAR, SENEGAL, FROM 4 T H - 8 T H DECEMBER 2012 Building Africa from its Territories: Which Challenges for the Local governments? Dakar, Senegal Capital City, will host the 6th edition of the Africities Summit, the most important meeting on decentralization management and City management on the continent, from the 4th to the 8th of december, The theme of the summit will be: Building Africa from its Territories: Which Challenges for the Local governments? The oneweek event will be organised by the United Cities and Local Governments of Africa (UCLGA) in collaboration with the City of Dakar and the Association of Mayors of Senegal. The Summit architectures comprises three segments: the thematic sessions during which the theme of the Summit is analyzed and discussed (December 4th and 5th) ; special sessions organized at the request of institutions, agencies or networks wishing to work with local governments of Africa (December 6th) ; the last two days are reserved to political meetings (December 7th and 8th). H.E Ssekandi officially launching the Conference The conference is expected to attract some 600 high-level politicians, policy-makers and practitioners including ministers responsible for local government, mayors and councillors and other senior decision-makers and practitioners in local government from Africa, Europe, the Pacific and the Caribbean to meet and learn about new ideas, approaches, and practice that can support their councils to deliver better services. It will also attended by partners from the private sector, development agencies and civil society. CLGF Secretary-General, Carl Wright, said, This conference is CLGF's flagship event that brings together some 600 delegates who are key decision-makers in local government at both national and local level, members, from across the Commonwealth. The conference is held every two years and 2013 will be the first time it has been held in East Africa. The launch provided an opportunity for the wider community in Uganda including relevant donor, diplomatic, research and community organisations, the private sector and the media to learn about the conference and associated events. to provide a high level forum for the discussion of the status of decentralisation around the world with a view to identifying good practice and international knowledge-sharing build on the existing political commitment to enable local government, especially in developing countries, to deliver the MDGs, reduce poverty and ensure efficient provision of local services position local government to be an active partner in the post-2015 debate, notably as regards issues of well-being and social inclusion engage directly with international development partners in respect of enhanced support for CLGF members. The conference will be opened by Uganda President Yoweri Museveni on 14th May For more information about the conference, see: The whole week long, a Local Governments Business Exhibition (Africities Business Exhibition) contiguous to the space of the conference will offer the opportunity to public and private sector companies, public and private institutions, to civil society and international solidarity organizations, as well as to local governments and their associations to showcase their products, tools, methods and experiments at the service of local communities and populations. The AfricitiesBusiness Exhibition will host between 400 and 500 exhibitors. Several big events of great importance will punctuate Africities 6. Among them are the following: the UCLGA (United Cities and Local Governments of Africa) general assembly during which the leadership of the organization will be renewed; the meeting of AMCOD (All Africa Ministerial Conference on Decentralization and local development); tripartite meeting of the local authorities, the African ministers in charge of decentralization and African institutions; and a quadripartite meeting, widening the tripartite meeting to the cooperation partners; a roundtable of the Nobel Prize winners on the place of Africa in the world during the official opening of the Summit on December 4th; a roundtable of the former African Heads of State who supported Africities and the unity of the African local government movement, and that will debate on the itinerary to unity and integration of Africa; a series of special events organized around the meeting of African local governments with the local governments of Brazil, China and Turkey; the signing of partnership agreements between African local governments. The Africities Summits organized every three years alternately in the different regions of Africa are a World Event. They constitute a highlight of the impetus given to the decentralization process in Africa, and to the reflection on the place and role of local governments in the governance and development of African countries. For on-line registration or more information, contact the following address: secretariat@africites.org. of send a fax to Municipal Development Partnership East and Southern Africa Participatory Budgeting page 13

16 MDP M unicipal D evelopment Partnership East and Southern Africa Municipal Development Partnership 7th Floor Hurudza House Nelson Mandela Avenue Harare, Zimbabwe Tel: /6 Fax: region@mdpafrica.org.zw Website: