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Report On

LGSP-LIC: Innovations in Local Government


Submitted To: Dr. Mobasser Monem Professor Dept. of Public Administration University of Dhaka.

Submitted By: Md. Rajvi Hasan Roll- MM-98 4th Year; 8th Semester Session: 2007-2008 Dept. of Public Administration University of Dhaka.

Submission Date: 18.12.2011

A day Long Dissemination Workshop on-LGSP-LIC: Innovations in Local Government We the students of public administration attend a workshop in Nardhingdi about LIC .From the workshop we get enough information about LIC. About LICIntroduction: Union Parishad is the lowest tier in Local Government system. There is no alternative of Union Parishad in order to deliver services to the people directly and ensure peoples participation at the local level. Strong Union Parishad can ensure the development process of any country. But it is a matter great sorrow that Union Parishad of our country is not strong enough. They are now like toothless tiger. They are failing to provide services. As a result the govt. of our country sometimes takes many initiatives to strengthen local govt. with the help of other institutions of the world. LGSP-LIC project is one of them. The Local Governance Support Project Learning and Innovation Component (LGSP-LIC) Joint Programme is implemented jointly by the United Nations Capital Development Fund (UNCDF) and the United Nations Development Programme (UNDP) using a passthrough funding modality. The LGSP is the first project of its kind in Bangladesh that supported systemic, country-wide reforms in the system of local governance The Learning and Innovation Component is an integral part of the wider national Local Governance Support Joint Programme to promote better local governance and local service delivery. In particular, the Learning and Innovation Component builds the service delivery capacities of Union Parishads. LGSP-LIC project: The Local Governance Support Project (LGSP) is the centerpiece of a broader program to strengthen accountable forms of local governance across Bangladesh.

The LGSP provided matching grants and capacity building support to Union Parishads (UPs). This programme aims to enhance decentralization and local governance, and reduce poverty in the Peoples Republic of Bangladesh. The Local Governance Support Project Learning and Innovation Component (LGSP-LIC) Joint Programme introduced an incentive framework in 388 elected Union Parishads in the six districts of the People's Republic of Bangladesh, and is currently strengthening existing mechanisms for accountability and participation. The LGSP-LIC Joint Programme aims to build upon, and go beyond, the lessons learned from the Sirajganj Local Governance Development Project completed in 2006. The main expected outcome is to improve the capacity of Union Parishads for effective, efficient, and accountable delivery of pro-poor infrastructure and services. The Learning and Innovation Component (LIC) of the Local Governance Support Project (LGSP) aims to promote poverty reduction and MDG achievement through building the basic service delivery capacities of Union Parishads (UPs). LGSP-LIC is an integral part of the wider LGSP a national project to promote better local governance and local service delivery to be supported by a World Bank/IDA loan. LGSP will provide substantive support in five main areas: (i) UP performance-linked financing arrangements; (ii) local public expenditure management procedures; (iii) local accountability institutions; (iv) institutional framework for UP human resource development & training; and (v) national policy development and coordination. LGSP-LIC will field test in more realistic conditions the successful innovations already pioneered in the UNCDF/UNDP Sirajganj project and feed these second generation innovations into the national LGSP. The Local Government Division of the MLGRD&C will execute the LIC as part of the LGSP. District facilitator will work under the technical guidance of the Project Manager/PMA and supervision of Deputy Director Local Government (DDLG) and will be deployed to each of the six districts as the title suggests their role will be very much to facilitate activities to be managed by others namely government staff and UPs in the District. They will work within the District administration, attached to the DDLG.

Duties and Responsibilities: Functions / Key Results Expected


Introduce and explain the various LGSP-LIC innovations to key District and Upazila staff and to UPs themselves; Work with DDLG coordinating with Deputy Commissioner, the UNOs, UCOs and other key District and Upazila personnel in planning and implementation of LGSP-LIC activities; Regular travel to all Upazilas and UPs in the District and communication of LGSP-LIC strategies and actives to UPZ staff and to UP chairs, members and secretaries; Monitoring the activities and their effectiveness and impact and reporting back to the NPD / Focal Point through the Project manager and the M&E Adviser; Act as secretary to District Technical Committee meetings (and/or to District Development & Coordination meetings), prepare agenda and inputs as regards LGSP-LIC activities, and recording agreements and decisions on behalf of the DC; Organize periodic exchange meetings between UPs and government staff in the District; Guide UPs in organizing the open budget meetings, participatory planning meetings and other meetings relevant to LGSP-LIC; Participate in LGSP-LIC annual and periodic work-planning exercises;

Measurable Outputs and Performance Indicators


Guide UPs in organizing participatory planning meetings, open budget meetings; Write monthly reports on UP activities; Provide training to Ward Development Committee ( WDC) and Scheme Supervision Committee ( SIC); Guide formation of UP elected women members forum - Women Development Forum ( WDF); Guide WDF in organizing monthly meetings, preparing budget, AGM;

Provide input to Project Manager in preparing monthly and quarterly and other relevant reports; Provide input to Project Manager in the preparation of reports on the findings and lessons learned from project innovations;

Competencies Corporate Competencies:


Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability Treats all people fairly without favouritism Have positive gender balance attitude

Functional Competencies:

Excellent inter-personal, training, and communications skills; Have working IT skills ( ms word, Power point, excel) Have strong training & facilitation skills. Have a proven track record of being able to work in a team; Ability to travel in rural areas driving motor cycles

Knowledge Management and Learning:


Sound knowledge of rural local government in Bangladesh Knowledge on planning and budgeting ; Excellent communication skills (written and oral): Sensitivity to and responsiveness to all partners, Respectful and helpful relations with UP chair, Ward members, Upazila level officials and project staff. Ability to support implementation and monitoring of the Learning and Innovation Component of LGSP Ability to lead implementation of new systems (business side), and affect staff behavioural/ attitudinal change

Duties and Responsibilities Functions / Key Results Expected

Introduce and explain the various LGSP-LIC innovations to key District and Upazila staff and to UPs themselves; Work with DDLG coordinating with Deputy Commissioner, the UNOs, UCOs and other key District and Upazila personnel in planning and implementation of LGSP-LIC activities; Regular travel to all Upazilas and UPs in the District and communication of LGSP-LIC strategies and actives to UPZ staff and to UP chairs, members and secretaries; Monitoring the activities and their effectiveness and impact and reporting back to the NPD / Focal Point through the Project manager and the M&E Adviser; Act as secretary to District Technical Committee meetings (and/or to District Development & Coordination meetings), prepare agenda and inputs as regards LGSP-LIC activities, and recording agreements and decisions on behalf of the DC; Organize periodic exchange meetings between UPs and government staff in the District; Guide UPs in organizing the open budget meetings, participatory planning meetings and other meetings relevant to LGSP-LIC; Participate in LGSP-LIC annual and periodic work-planning exercises;

Measurable Outputs and Performance Indicators


Guide UPs in organizing participatory planning meetings, open budget meetings; Write monthly reports on UP activities; Provide training to Ward Development Committee ( WDC) and Scheme Supervision Committee ( SIC); Guide formation of UP elected women members forum - Women Development Forum ( WDF); Guide WDF in organizing monthly meetings, preparing budget, AGM; Provide input to Project Manager in preparing monthly and quarterly and other relevant reports; Provide input to Project Manager in the preparation of reports on the findings and lessons learned from project innovations;

Competencies Corporate Competencies:


Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability Treats all people fairly without favouritism Have positive gender balance attitude

Functional Competencies:

Excellent inter-personal, training, and communications skills; Have working IT skills ( ms word, Power point, excel) Have strong training & facilitation skills. Have a proven track record of being able to work in a team; Ability to travel in rural areas driving motor cycles

Knowledge Management and Learning:


Sound knowledge of rural local government in Bangladesh Knowledge on planning and budgeting ; Excellent communication skills (written and oral): Sensitivity to and responsiveness to all partners, Respectful and helpful relations with UP chair, Ward members, Upazila level officials and project staff. Ability to support implementation and monitoring of the Learning and Innovation Component of LGSP Ability to lead implementation of new systems (business side), and affect staff behavioural/ attitudinal change

Conclusions: The LIC is clearly the descendent of the earlier SLGDP project in Sirajganj. The core reforms promoted within LIC bear a close resemblance to those pursued in the earlier project. Perhaps unsurprisingly, there is a close similarity between the lessons identified here from LIC

and the lessons identified earlier at the completion of SLGDP and quoted at the beginning of this study. In a sense this could be interpreted negatively. In fact LIC has expanded the range of interventions and refined them. More importantly though, it has demonstrated the relevance of these lessons across a broad range of UPs showing for example that absorptive capacity is high across the country. It has also demonstrated that the relatively intensive facilitation inputs adopted in Sirajganj (which were probably unrealistic at a national level) are not required to get significant achievements. LIC is not the only project working in these areas and reaching a robust understanding of the attribution of different effects is probably impossible in the fluid context of Bangladesh governance. But, subject to this caveat, LIC does appear to have produced significant gains in accountability and transparency and to have made modest but important improvements to the welfare of local citizens. These gains are transferable and there are already clear signs of lessons from LIC being transmitted to national policy through the planning for the next stage of the LGSP. However the scale of local grants remains limited with a policy dialogue on governance at UP level remaining one focused on a narrow set of functions to be delivered by UPs themselves. LIC has demonstrated a mechanism for determining and implementing local spending that appears capable of dealing with much larger responsibilities and of doing it in a way which is much more effective and accountable than at higher levels of government where ownership of resource allocation and management remains low. Ultimately the value of lessons from learning projects depends as much on the audience for those lessons as on those directly involved in the reforms being tested. In this case the key domestic audience in the GoB national policy community for whom LIC provides lessons which challenge the conventional centralist domination of Bangladeshi governance. The eventual future value of those lessons will depend on the willingness to reform within Bangladesh itself.