Decentralisation strategies
Why
When a country embarks upon decentralisation it is important that an overall strategy is formulated so
that initiatives can be planned and progress measured.
Key elements in such a strategy are traditionally:
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A comprehensive legal framework for decentralisation
Division of roles and responsibilities between the central government, local governments,
NGOs, private sector etc.
Tasks and responsibilities to be devolved to local governments and the speed of devolution
A comprehensive legal framework for decentralisation
Division of roles and responsibilities between the central government, local governments,
NGOs, private sector etc.
Tasks and responsibilities to be devolved to local governments and the speed of devolution.
Financing of decentralised responsibilities and tasks
Institutional set-up for local government
Capacity building in local governments
Optimal administrative-territorial structure
Election system to local governments
Supervision and monitoring of local governments, including legal supervision and financial audit
Accountability of local governments
Local government information and data system
Degree of decentralisation over time
Monitoring and evaluation of the decentralisation process
What
LGDK can offer advice on how to elaborate such a strategy but also carry out a survey of the situation
with a view to giving recommendations on appropriate steps of decentralisation. Such a survey should
preferably be carried out in close cooperation with the Government and relevant ministries and local
government associations and local authorities in order to pave the way for subsequent consensus on
the appropriate steps ahead.
The strategies to be elaborated can address the overall decentralisation reform, but can also focus on
key aspects with this reform, cf. the list of questions above. Most prevalent of these key aspects are
normally the future division of tasks, fiscal decentralisation, staffing questions and training and capacity building in relation hereto, as well as administrative-territorial reform.
How
In the ideal situation, a decentralisation committee with representation from Government and ministries, Parliament, local government associations and donors is established to steer and manage the
process.
This committee can formulate the task and ensure a proper coordination and cooperation so that later
consensus can be facilitated.
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The committee should formulate an overall time bound implementation plan for the decentralisation
reform. This plan should address the following questions:
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Which elements of reform should be carried out at what time?
How does the decentralisation reform match the overall public administration reform in the
country?
Who are responsible for the different elements of reform (preparation, implementation, and follow up)?
How do the different elements of reform fit into the international demands/wishes for the
development in the country (the World Bank, EU, UN etc.)?
How should the preparation and implementation of the different reform elements be financed?
How should the decentralisation reform be monitored?
How should the key actors and central stakeholders be actively involved in the process
(decentralisation ministry, local authorities, local government associations, training institutes
etc.)?
A brief illustration
In Latvia, LGDK in the period 1991-96 assisted with design and implementation of local government
reform. This assistance touched upon all the vital elements of reform mentioned above, like legislation,
establishment of local government financial systems, administrative-territorial reform, support for the
local government association, training (incl. establishment of local government training institute),
implementation of local government elections, and development of instruments for regulation of central
government – local government relations.
In 1993, a local government reform strategy was designed by the Ministry of State Reform and coordinated with the local government association and Parliament. A special local government department
was established in the Ministry to oversee and instigate reform, and working groups was set up within
the different fields of reform with representation of the key stakeholders. LGDK took part in most of
these working groups in an advisory capacity with inputs for design of time and implementation plans,
inter-linkages between different reform components, development of legislation and training packages,
institutional development (association and training institutes), adaptation of reform to EU demands.
Study tours were arranged to Denmark to learn from how similar reforms had been implemented in
Denmark in the 1960-70s.
At the end of 1996, all elements of reform had been carried out, except administrative-territorial reform. This implementation was strongly facilitated by the work of the Ministry of State Reform. After
this Ministry was disbanded in 1996, the further reform process was severely handicapped as central
government focus on local government reform was somewhat lost.
In Yemen, LGDK implemented a fundamental analysis of the local government system in 2005 and on
the basis of this analysis and consultation with sector ministries and sector analyses, the Ministry of
Local Authorities (MOLA) drafted a decentralisation strategy. LGDK provided oral and written comments to this and implemented a seminar to go through core reform questions. The strategy was
adopted by the Government in October 2008.
In Jordan, LGDK in 2008-09 assisted with design of a Vision for Decentralisation in Jordan. This Vision defined the core elements that should be addressed in such a decentralisation reform and also
outlined which introductory steps should be implemented in the first five years in municipalities and
governorates, respectively.
In Uganda, LGDK in 2004 drafted a National Strategy for LG Training and Capacity Building, being
one of the vital elements in implementation of a decentralisation reform. A strategy was later adopted
by the Government in 2005.