Sustainability of Democratic Decentralization and Efforts for Monitoring and
Evaluation of Capacity Building: Experience of Designing and Implementation
the M&E system for the Large Scale Training for Newly Elected Representatives
of Local Governments in Kerala
Prof. N. Ramakantan
Director, Kerala Institute of Local Administration (KILA),Kerala, India
remakantan@hotmail.com
Abstract
Kerala has been initiated massive efforts for democratic decentralization and empowerment local
governments through various administrative reforms and massive capacity building. Along with
the decision for devolution of functions, functionaries and funds to local governments, a
comprehensive capacity building strategy was also designed and implemented for ensuring the
success and sustainability of decentralization in Kerala. The Constitutional Acts and the state
conformity legislation stipulate for conducting regular elections to local governments in every five
years and a new team of elected representatives assume office after the election. Therefore,
designing and implementing induction training for the newly elected representatives is an entry
point for sensitizing and empowering them in to the decentralized system of governance and local
development. The sustainability of decentralization largely depends on the continuous efforts for
capacity building of local governments and to translate the principles laid down by the state
government such as, subsidiarity, autonomy, role clarity, complementarity, people’s participation,
accountability, transparency, effectiveness in service delivery etc in to action. Kerala Institute of
Local administration (KILA) is the designated nodal institution for capacity building and training for
local government functionaries in Kerala. KILA has designed a systematic and innovative
approach and strategy for monitoring and evaluation (M& E) of the learning effectiveness and to
transform local governments as genuine self- governing institutions.
The present paper discuss the experience of the M& E efforts of KILA for building the capacity of
the newly elected representatives of local governments who have assumed office in November
2010. KILA has designed a unique approach and strategy for M&E as part of planning and
implementation of the induction training of 21682 elected representatives of different levels of
local governments within a period of hundred days after assuming office in November 2010. A
decentralized cascading system was set up by KILA for training implementation and effective
delivery at different venues within the state. The M&E system developed as part of this
decentralized training system is quite unique and provide new lessons for large scale capacity
building and training. The present paper is intended to provide information on the following focus
areas;
•
The approach and strategy adopted in Kerala for M&E of large scale decentralized capacity
building and training of elected representatives of local governments.
Sustainability of Democratic Decentralization and Efforts for M&E _Abstract Paper
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•
The system and procedures of M&E of designing and implementing the training and
capacity building programme for the newly elected representatives of local governments in Kerala
•
The institutional innovations for M&E of capacity building and training programmes for
elected representatives at the decentralized level
•
The usefulness and validity of the M&E system for ensuring the learning effectiveness and
transforming the local government system with the objective of making the decentralization
process sustainable
•
The critical flaws and challenges faced in M&E during the time of designing and
implementing the capacity building and training programmes
•
The suggestions and recommendations for further improving M&E of the capacity building
and training initiatives for ensuring the effectiveness of decentralized governance and ensure the
sustainability of democratic decentralization in Kerala
Approaches and Strategy to Strengthen M&E
•
Continuous and concurrent efforts for M&E during the course of every activity of the training
and capacity building function such as, Training Need Assessment, Curriculum Design,
Handbook/ Tool kit Development, Identification of Trainers, Training of Trainers’ Programme,
Training Implementation, Training Administration and Validation of the Training Programme etc.
•
Participatory approach in M&E and the involvement of all potential stakeholders in the M&E
process
•
Institutional innovations suited for M&E of the decentralized cascading training system and
effective mechanism for continuous correction and improvement in designing and implementing
the training programme
•
Involvement of policy makers as participant observers in the M&E system and make use of
their inputs for improving learning effectiveness
•
Extending M&E to different components during the time of planning and implementing
training programme
Methodology for M&E
The M&E of the training and capacity building of the induction training for newly elected
representatives of local governments cover both qualitative and quantitative methods. Qualitative
data like, faculty feedback, trainee feedback, inputs from policy makers and members of the
District Planning Committee members, District Training Advisory Committee, leaders of Local
Government Associations etc. have been extremely valuable in M&E of the training programmes.
Quantitative methods like, analysing the extent and coverage of participation of trainees,
questionnaire on the performance of the faculty and programme effectiveness pre-test and Posttest score to measure the learning impact, number of internal committee meeting etc. have been
n used in the M&E of the training programme.
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Strengths and Weaknesses of M&E
This paper also discuss the strengths and weaknesses of the practice in the M&E system
developed at different levels in Kerala as part of designing and implementing the large scale
capacity building and training for elected representatives of local governments .This part also
discuss some of the real challenges associated with the M&E of capacity building and training for
elected representatives.
Conclusion
In the concluding part of this paper gives a policy framework as a way forward for M&E to ensure
the sustainability of large scale capacity building and the sustainability of democratic
decentralization in Kerala which would be a model for all the developing societies of the world.
The M&E of capacity building and training provide some new lessons for strengthening the
institutional capacity of KILA as a lead learning and development organization in the area of local
governance and decentralization.
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