Local Governments as Keys to Poverty Alleviation and Development

(November 23– 30, 2007)
by Manuel P. Mejorada

Manuel Mejorada

INTRODUCTION:

Over the last decade or two, a growing number of countries have shifted to a decentralized form of government as a way of achieving better efficiency and effectiveness in the delivery of basic services to constituents. This arose from a realization that the over-concentration of resources and powers in central governments resulted in cumbersome and sluggish bureaucracies that performed poorly. Inefficiency became a trademark of government. The term “red tape” became part of the daily vocabulary. It is used to describe the slow and overlapping manner by which government transactions and decisions took place.

As populations grew and the demand for services increased, it became clear that a different path had to be taken. This path is the decentralization of powers and functions to local governments. A concept long adopted by more progressive nations in Europe as well as the United States.

THE SEMINAR:

The author attended the week-long seminar: “Local Government and Civil Society” of the International Academy of Leadership on 23-30 November 2007 as one of 22 participants chosen from all over the world. The seminar was the culmination of a three-phase process of learning and discussion. Phases I and II consisted of online discussions on focal issues concerning decentralization, effective public service delivery, privatization and civil society.

The preliminary online stages made it possible for the participants to gain a deeper understanding of the concepts of decentralization, privatization, new public management and civil society. For over three weeks, about 80 participants in the online phase contributed their ideas on these issues. Guide questions were posted, to which the participants expressed their views and opinions on whether, for instance, it was better to privatize certain basic services.

During the online discussions, it became apparent to the author that the era for central governments wielding all the powers and functions is over. It was also apparent that private businesses can better undertake certain services in terms of improved efficiency and reduced costs. Based on actual experience, most of the participants reached the conclusion that the participation of civil society in the planning and decision-making process makes local governments more effective in carrying out their mandates.

The use of modern technology to conduct learning activities was certainly novel. It allowed the participants to crystallize the issues and gain a deeper understanding of concepts that would have required the one-week seminar in Gummersbach to stretch to two or three weeks. It also enabled us to know the other participants and learn from their unique perspectives and experiences. A bonding process, a getting-to-know-each-other, had taken place. When we got to the seminar, the participants regarded each other as close friends. We respected each other’s opinions and ideas.
The seminar proper in Gummersbach rates an over-all mark of “excellent.” The venue for the seminar is ideal in terms of location and facilities. The Theodor-Heuss-Akademie, with its location on top of a hill, provides a peaceful and quiet atmosphere that is ideal for learning. The surrounding hills and trees provide a conducive backdrop for serious thinking and reflection. For discussions that spill out of the seminar rooms, there is always the bar where participants can continue to argue their points of view.

The use of discussion groups and role-playing activities allowed the participants to crystallize their views on the subject of local governments and civil society. The moderators did an outstanding job in drawing out experiences and perspectives from the participants. This enabled the participants to form a broader understanding of the situation of local governance around the world.

The program content was certainly relevant to the work I am doing as provincial administrator of Iloilo province. It sharpened my understanding of the important role local governments play in bringing about development and attacking the roots of poverty. Decentralization is relatively new in the Philippines. It was only in 1992 that local governments were given broader powers to handle basic services. The pool of knowledge and experience is relatively shallow, and the seminar enabled me to take giant steps to understanding the potentials of local governments.

The exposure to the local government structures and operations in Germany gave the participants models that they can seek to replicate in their own countries. There is no better way to propagate an idea than to demonstrate that it really works. The structure of local governments in Germany can become templates for decentralization in less developed and developing nations. Personally, the visit to the municipal government of Huckeswagen was like a trip to dreamland. It showed what good leadership and management can achieve in bringing about good governance. The practical experience shared by Mayor Eric Weik of Wermelskirchen gave deep insights about making local governments financially sound and attractive to business.

The most useful module for me was the session on funding for local governments. I have come to realize that local governments can only be as strong as they are financially sound. It needs money to run its programs and projects. This is the major challenge for local governments around the world. In the Philippines, most local governments survive on their share of the national tax collections. Less than one-fourth of the municipalities earn enough revenues to pursue development projects. Iloilo province derives about 80 percent of its annual budget from the national tax sharing system. Ideally, the proportion should be a minimum of 40 percent from local income.

The group discussions enabled the participants to dig into the treasure mines of ideas found in the knowledge and experience of each other. If there was one idea that had the biggest impact on me, it was the conversation I had with Antonin Oumar Gning from Senegal. We shared the view that the biggest stumbling block to any effort to fight poverty is the lack of education. How can we ensure that every citizen, every child, is able to go to school? In his country, how can citizens know about the services to which they are entitled when they remain ignorant about their rights? How can they articulate their wants and needs if they don’t know how to express themselves?

At that juncture, Aviel Abramovitz of Israel jumped into the discussion and used his coaching skills to guide us into what really needed to be done. What are the reasons governments cannot provide education? “Money, the lack of money,” we said. There is never enough money for school buildings, books and teachers. We then realized that this is where local governments can provide the solution to the problem.

Local governments can act with immediacy and deal with problems faster than the cumbersome bureaucracy of the national government. In every municipality, local governments can rapidly determine the most pressing problems and channel resources to address them. This can be applied to education.

With enough resources, local governments can build the schools and hire teachers so that citizens are able to read, write and understand. Each unique problem can be given unique solutions. The allocation of resources is better managed. There would be less wastage of scarce resources. More importantly citizens, through a strong civil society, can have a say on where those resources ought to go, and what problems need to be addressed first.

The seminar has unlocked hidden passions to give more and do more to achieve effective local governance. After I have seen what can be done, I am going back to my work with a stronger commitment to utilize the full potential of local governments and make a difference in the lives of our people. No matter how difficult the journey, I am determined to fight poverty and ignorance with the knowledge gained from this seminar.