Delivering the Goods: Building Local Government Capacity to by Roger Shotton; Mike Winter (Author)

By Roger Shotton; Mike Winter (Author)

A key a part of any process for poverty relief and for the success of the Millennium improvement pursuits lies in superior supply of uncomplicated public infrastructure and comparable providers. This element has been forcefully made in different worldwide boards, the place the foreign neighborhood has known as for a tremendous elevate in investment for public investments, for bad humans and in bad parts. what's wanted is the fast deployment of in the neighborhood applicable and replicable supply structures to make sure potent absorption of money for supply of this infrastructure at the scale required. The problem is to plan or to reform neighborhood infrastructure structures, to make sure that assets allotted for neighborhood public expenditure on pro-poor investments are used successfully, successfully, equitably and accountably. This advisor is meant as a modest contribution to addressing this problem. over the last decade, the UN Capital improvement Fund has outfitted up a portfolio of neighborhood improvement Programmes in the slightest degree constructed nations, basically in Africa and Asia. even if those LDPs function in very assorted nationwide contexts – and are adapted for that reason – all of them embrace a typical method: they target to advertise better, effective, equitable and in charge infrastructure and repair supply via rural neighborhood governments, through twinning options in investment mechanisms with different “capacity improvement” ideas in making plans, budgeting, supply and responsibility preparations.

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Extra resources for Delivering the Goods: Building Local Government Capacity to Achieve the Millennium Development Goals

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Where local governments are large, a major focus may often be on improving internal relations and efficiency. Ugandan district councils are an extreme example of this. Unlike local government structures in most other LDCs, they are highly complex organizations with hundreds of staff, budgets of several million dollars, a wide range of responsibilities and many departments and committees. The internal organizational constraints and capacities to be addressed here are clearly far greater than those of a rural commune in Mali with one or two employees and modest functions and resources.

They usually play a key role in land allocation and local dispute resolution, and in some countries (such as Malawi) they are actually accorded ex officio membership of local government councils. In such cases, LDP strategy will need to ensure that these authorities are appropriately co-opted, to encourage local acceptance and dissemination of the various LDP ‘messages’, and ensure the effectiveness of participatory planning or community resource mobilizing activities, etc. b. Links to other local non-state actors.

A guide to this exercise is included in the Annex to this chapter beginning on page 225. B. Policy and Policy Impact Strategy Although they are intended to provide direct benefits to the poor, LDPs are also designed to impact on decentralization policy ‘upstream’. This section and the following section on institutional strategy build on the mapping exercise described in the Annex in order to guide the strategic policy focus of the LDP. 1. Framework of Policy Domains LDP strategy seeks to maximize the leverage and national impact of what are usually relatively small projects.

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