Casals & Associates, Inc. The International Consortium on Governmental Financial Management and...

Casals & Associates, Inc.

The International Consortium on Governmental Financial Management

andCasals & Associates

“Reducing Poverty and Corruption:An Integrated Approach to Good Governance”

AMERICAS ANTI CORRUPTION ACCOUNTABILITY PROJECT (AAA)

THE CASALS EXPERIENCE


CONTEXT AND OVERVIEW – AMERICAS’ ACCOUNTABILITY, ANTI –CORRUPTION PROJECT (AAA) (Patricio Maldonado)

THE CIBAO REGION EXPERIENCE IN THE DOMINICAN REPUBLIC - WORKING WITH CIVIL SOCIETY IN PLANNING AND IMPLEMENTATION (Olga Nazario)

LATIN AMERICA REGION - EXPERIENCES IN CIVIL SOCIETY OVERSIGHT AT THE MUNICIPAL LEVEL (Gerardo Berthin)

Contents


The AAA Project as a result of Countries’ positions vis-à-vis corruption and USAID’s strategy.

Promote democracy and good governance, support

central and local government efforts.

Increase transparency and reduce corruption at all levels.

USAID, as most of the donor community, has clearly

stated that it is convinced that corruption is the single most important factor that undermines the ability of countries to meet the social and economic development needs of their people.

AAA Project Context


As such, the fight against corruption is critical because it is pervasive and affects a wide variety of key elements in the development of any given society:

It curtails the ability of central and local governments to finance and provide social services - education, health, water, sanitation, etc.It increases poverty and social unrest.

It negatively affects trade and investments.

It erodes the effectiveness and reliability of the rule of law and the judicial system.

It undermines democratic institutions

It prevents the participation of civil society in the oversight of how public resources are utilized.

AAA Project Context


Casals & Associates (C&A) compliance with needs expressed by Countries and USAID’s strategy.

Corruption and lack of transparency are structural problems in our societies.

The fight against corruption is not an event but rather a long term process.

It requires the unwavering commitment, determination, perseverance and a permanent partisan and active participation of many actors.

AAA Project Context (cont’d…)


C&A is committed to the fight against corruption.

Under the AAA Project, as designed by USAID, and started in 1989, C&A has undertaken activities to improve transparency, at the present time principally at the local level.

As originally conceived, the Project will also maintain activities at the central level, particularly in the area of integrated financial management systems.

AAA Project Context (cont’d…)


A. AAA PROJECT PURPOSETo improve public sector accountability and transparency in Latin America and the Caribbean.

B. EXPECTED PROJECT OUTCOMESGovernments able to make operative the principles of transparency and accountability by

undertaking specific institutional strengthening efforts; and

Civil society empowered to play a greater role in reducing corruption through citizen oversight activities and advocacy for reform.

AAA Project Overview


C. AAA PROJECT COMPONENTSImprove Government Policies and Practices to Reduce Corruption

Through the assessment and dissemination of successful policies and practices with demonstrable impacts on corruption.



C. AAA PROJECT COMPONENTS (cont’d…)Enhanced Support for USAID Missions’ Anti- Corruption Strategies and Activities

Through the establishment of linkages with USAID Missions to identify and implement activities to assist Missions develop anti-corruption strategies and projects.



C. AAA PROJECT COMPONENTS (cont’d…)Facilitate Donor Coordination

The objective of this component is to make the Donor Consultative Group (DCG) more actively engaged in coordinating anti-corruption strategies and planning and implementing anti-corruption/accountability activities in the Region.



C. AAA PROJECT COMPONENTS (cont’d…)Develop a Plan for Sustainability of ResponDanet, the Anti-Corruption Without Borders Electronic Mailing List and the Electronic Newsletters

This component of the Project provides a way to link individuals, organizations and government officials involved in the fight against corruption.

It is aimed at maintaining reform momentum by information sharing, and networking with groups advocating anti- corruption/accountability measures.



D. AAA IMPLEMENTATION STRATEGYThe development of Technical Assistance Modules (TAMs) designed to derive, document, promote and disseminate lessons learned on successful central and local level participatory transparency and accountability practices; and,

The provision of technical assistance to USAID Missions, local governments and civil society organizations, designed to support expanded and more focused anti-corruption programming, particularly at the local level.



D. AAA IMPLEMENTATION STRATEGY (cont’d…)

The development of a specific plan for the sustainability of the ResponDanet web site in the years to come; and,

The institutionalization of the Donor Consultative Group as a means for maintaining the level of discussion and attention of the donor community in anti-corruption issues and activities.



AAA3: Snapshot of Activities, Components Inputs, Outputs & Beneficiaries

(October 2002-September 2004)

+ +1) MainActivities

2) MainOutcomes/Outputs

3) MainBeneficiaries& Stakeholders(Target Audience) Government, Civil Society & Practitioners

•Workshops•Documenting•Analyzing•Case Studies

•Designing•Replicating•Following-up•Assessments

•ResponDanet•e-newsletter•DCG

7 TAMs2 I-TAMs3 R-TAMs2 CC TAMs

SustainabilityStrategy

USAIDMissions

Donors

MissionSupport


CONTEXT AND OVERVIEW – AMERICAS’ ACCOUNTABILITY, ANTI –CORRUPTION PROJECT (AAA)

THE CIBAO REGION EXPERIENCE IN THE DOMINICAN REPUBLIC - WORKING WITH CIVIL SOCIETY IN PLANNING AND IMPLEMENTATION LATIN AMERICA REGION - EXPERIENCES IN CIVIL SOCIETY OVERSIGHT AT THE MUNICIPAL LEVEL

Contents


CITIZENS PARTICIPATIONFOR TRANSPARENCY

AND ACCOUNTABILITY

CIBAO REGION,DOMINICAN REPUBLIC


Central part of the country; covers 40 percent national territory and population

Has 5 of the 14 cities with over 50,000 inhabitants

Tobacco growing region; economically prosperous in comparison to rest of country

Concentrates 40 percent of local decentralization initiatives in DR (2001)

Regional Traits


Central Government

Dominican Municipal League

Mayors(Sindico)

Municipal Council (Sala Capitular)

FEDOMU

Municipal Structure


High level of CentralizationDepend on central government for funding (4-5% national budget); distributed through the Dominican Municipal League (Liga Municipal Dominicana)

Local authorities tied to political partiesNepotism and favoritismResponding to political bosses rather than to

community needsCentral government and DML manipulate budget distributing along party lines

Lack of civil service career and oversight mechanisms

Corruption Indicators


Keys to Reform Initiatives

More resources available after 1% budget increase in

2001-2002

Mayors react to over-centralization and

corruption of Municipal League and create own organization: FEDOMU

Citizens more concerned on having a role on how

resources are used

International Cooperation: technical assistance, awareness,

leadership training, democratic processes


Communities in Action

Santiago de los Caballeros: Strategic Planning

Villa Gonzalez: Participatory Budget Citizens making proposals and working closely with local government

Esperanza: Towards Strategic PlanningDeveloped by the

local municipal council has motivated Mayor to reach out to citizens

Constanza: PartnershipsCitizens and local governments collaborate on

making decisions affecting the community

Cevicos: Dialogue and ConsultationBegan by citizens mediating in conflict within the municipal council, led to a process of consultation

to define priorities


Key Enabling Factors

Community closer to municipal and local officials

Citizens mobilization for participating in elections continues on for decentralization and then into transparency and accountability

International Donors assistance on leadership training, participation, technical assistance, etc.

Improved levels of education

A dynamic civil society (such as traditional neighboring boards)

New local leaders understand participatory processes and willing to promote them

Community consensus around a common project


Key Obstacles

Lack of political will and political conflicts

Citizens manipulation and lack of information

Lack of legal framework for citizens participation

High dependency on funding from central government

Local authorities lack plans and vision

Unskilled local authorities

Existence of an authoritarian culture and a culture of

corruption

Few civil society organizations with proposal capacity


The Local Agenda

Application of civil service career at municipal level

Citizenship training for local authorities

Access to information participation mechanisms

The legal framework for citizens (oversight, open forums, participatory budget, social auditing) to monitor local government spending (particularly public works)

Educate on ethics and meaning of electing public officials


USAID/AAA in the Cibao Region

Assessment of the anti-corruption initiatives in the region

Workshop brought together local officials and citizens representatives from 16 neighboring communities

Exchange of experiences and establishment of tiesIdentified common obstacles to transparency and accountabilityFormulated agenda for transparency

Technical assistance and transfer of know-how across borders based on their own lessons learned (Medellin-Santiago de los Caballeros)

Generate synergies and motivate local actors to work toward more transparent communities


CONTEXT AND OVERVIEW – AMERICAS’ ACCOUNTABILITY, ANTI –CORRUPTION PROJECT (AAA)

THE CIBAO REGION EXPERIENCE IN THE DOMINICAN REPUBLIC - WORKING WITH CIVIL SOCIETY IN PLANNING AND IMPLEMENTATION LATIN AMERICA REGION - EXPERIENCES IN CIVIL SOCIETY OVERSIGHT AT THE MUNICIPAL LEVEL

Contents


Lessons from theInternational Workshop on

“Strengthening Transparency in Local Governments through Citizen Participation

Mechanisms”

Tela/Honduras onFebruary 10-11, 2003

Transparency & Participation


International Workshop on “Strengthening Transparency in Local Governments through Citizen

Participation Mechanisms,” Tela, Honduras, February 10-11, 2003.

17 diverse experiences (8 from Honduras, 9 from throughout Central and South America), ranging from bottom-up to top-down approaches.

Workshop was intended as a means, a key activity to the generation of lessons and possible future technical assistance initiatives (TAM).

Workshop generated a set of findings about participation and transparency at the local level,as well as lessons.

Background


Meaningful, growing and active participation & genuine desire Several participatory methodologies and techniques Transparency was mainly linked to increased flow of

timely and reliable fiscal, social, and political information.

Ownership and active citizens’ participation in policy development

Building effective government/citizens’ partnerships

General Findings


Honest transparent and effective management at the local level is essential Local level approaches can have two key advantages: 1) being closer to the citizen and 2) higher levels of political will of elected officials.

An overwhelming majority of initiatives are donor- driven.

Citizen participation is no magic potion

There is no single technique to increase participation and transparency at the local level

General Findings (cont’d…)


Strategic Planning (Sabanagrande/Honduras, Santiago de los Caballeros/DR, Medellin/Colombia, Santa Elena/El Salvador)

Citizen-based monitoring and evaluation (Guatemala/Acción Ciudadana, Santa Elena/El Salvador)

Transparency Committees (Tela/Honduras, Jutipalca/Honduras)

Government-sponsored institutional mechanisms (Municipal Commissions/Honduras)

Veedurias (Medellin/Colombia, Rumiñahu-Ecuador)

Structured public hearings or meetings usually called by the municipality (Tela/Honduras)

Integrated financial management systems with software (FUNDEMUN/Honduras, Santa Rosa de Copan/Honduras)

Cabildos Abiertos (Honduras, Santa Elena/El Salvador)

Wide Spectrum of Mechanisms/Techniques


Governmental Social Auditors (Villanueva/Honduras, Cotacachi/Ecuador, Guamote-Ecuador, Choluteca/Honduras)

Local Development Committees/Agencies (Santa Elena/El Salvador, Villa Gonzalez/DR, Otavalo/Ecuador)

Awareness-raising and building capacity to mobilize (Asociación Civil Transparencia/Peru, Villa Gonzalez/DR)

Electoral Auditing & Legislative Monitoring (B. Oriental/ Honduras, Guatemala/Acción Ciudadana, Peru/Asociación Civil Transparencia)

Citizenship Auditing (Costa Rica)

Vigilance Committees (Bolivia, Peru)

Budget hearings and dissemination (Tela/Honduras)

Accessible government/information and services (Guatemala/Acción Ciudadana, Santa Rosa de Copan/Honduras)

Wide Spectrum of Mechanisms/Techniques (cont’d…)


Lack of integrated and coordinated efforts.

Lack of strategic planning and integrated financial management systems.

Lack of follow-up and monitoring and evaluation systems (indicators).

Diverse opinions and conflicts among citizens and between citizens and governments

Confusion and lack of knowledge about 1) laws regarding issues of control, accountability, enforcement and 2) about the scope and depth of responsibilities assigned to actors and institutions.

Unclear sustainability strategies

Resistance to change (both government and citizenship)

Key Obstacles Limiting Transparency & Participation


Proactive role of citizens’ participation and capacity to mobilize support and resources

Donor support and technical assistance (projects)

Increased flow and access of timely and reliable fiscal, social and political information, including use of latest technology and software applications.

Increased understanding of local government and legal frameworks

Shared vision and strategic planning involving key sectors

Explicit recognition (legal, judicial, in practice) of citizen participation

Establishing key partnerships

Key Factors Enabling/SupportingTransparency & Participation


Strategic Planning & Strategic and/or Development Plans

Social auditing

Active involvement of citizens, CSOs & NGOs

Creation of deliberation spaces (forums, dialogue, consultations).

Advocacy efforts

Productive partnerships

New stakeholders

Growing political will

Some institutional innovations

Impact and Results


Impact and Results

THANK YOU

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