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Policy paper DDLG 2016 english

This document outlines the SDC's policy on democratization, decentralization, and local governance (DDLG). It discusses the importance of good governance and DDLG for achieving development outcomes. The policy emphasizes that DDLG is relevant in all contexts but priorities differ depending on the political and social situation. While progress has been made in some areas of democratic reform and decentralization, many challenges remain. The SDC is well positioned to work on DDLG given its mandate, experience in Switzerland's federalist system, and history of work in this area through bilateral cooperation programs.

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SDC Policy Democratisation, Decentralisation and Local Governance
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3 Contents 1 Purpose of this policy 5 2 Significance for the SDC 7 Good governance is key for achieving development outcomes and DDLG is a core element 7 Relevant in all contexts but with differentiated priorities 9 Global governance reform trends require further push 9 Switzerland is well positioned 11 3 Global Development Agenda 13 4 Strategic Principles 15 5 Thematic priorities 17 Overall goal and expected results 17 Democratisation 18 Decentralisation 21 Local governance 24 ANNEX 1 Governance Principles and DDLG Definitions 28 ANNEX 2 International collaborative platforms 29
4 Awareness raising of the electorate in Mali in view of the presidential elections 2013. © Swiss Cooperation Office Mali
5 1 Purpose of this policy The purpose of this policy paper is to define the SDC’s orientation and scope in the area of democ- ratisation, decentralisation and local govern- ance (DDLG). It is a normative document for the SDC and will serve as a reference for partner organ- isations, but also for relevant departments of the Federal Administration and the wider development community. It describes the SDC’s underlying devel- opment vision and positioning in this thematic area. It explains the principles that guide our work and spells out main thematic priorities and strategic ap- proaches. A series of subsequent topic papers will provide more in-depth information on selected sub- themes in these categories. The policy paper does not have the ambition to de- fine the overall approach of the SDC in the broader thematic area of governance. Nor does it attempt to explain the SDC’s approach in mainstreaming governance which is a compulsory transversal topic and will be dealt with in a separate guidance note. The policy is in line with Parliament’s bills regarding development cooperation with the South and the East and is consistent with major trends in the global development community.
6 In Bangladesh, disadvantaged citizens in rural community engaged in planning. © Helvetas Swiss Intercooperation/Jens Engeli
7 Good governance is key for achieving development outcomes and DDLG is a core element The SDC shares the conviction of many other de- velopment partners that development outcomes in a country are strongly influenced by the way it is governed, or in other words, the way public affairs are managed and authority is exercised. It there- fore supports countries in making further progress in good governance, which means improving the quality of governance processes. Quality is de- fined by a set of normative principles guiding the SDC’s work: effectiveness and efficiency, transparency and accountability, participation, equality and non-discrimination, and the rule of law (see Annex 1). They apply to national as well as subnational levels (i.e. local good governance). Applying a governance lense implies a contextu- alised systemic view of the political system: state institutions (essentially the executive, legislative, and judiciary) and relevant political actors, including the private sector, their interplay and relations, and po- litical-administrative processes. DDLG is at the heart of good governance and includes the following important dimensions: i) empowered citizens and political actors, func- tioning institutions and processes of democracy at subnational and national levels (e.g. citizen initia- tives, civil society organisations, media, parliaments, judiciary, independent oversight bodies, elections and other spaces of public participation, account- ability mechanisms); ii) adequate and coherent transfer of tasks, responsibilities, resources and de- cision-making authority to subnational1 state levels; iii) effective, efficient and democratic government authorities at subnational levels; iv) inclusive and constructive, non-violent interaction between the state and civil society and within civil society. ›› Democratic governance allows sharing and control of power: Strong governments are important to effectively fulfil their public duties and responsibilities. At the same time public con- trol and power sharing are essential to ensure a certain counter-balance and to reduce the risk of power abuse and corruption (concept of checks and balances). Only if people can hold their lead- ers to account and are protected against arbitrary measures are their fundamental human rights and freedoms ensured. ›› Having a voice and participation are intrin- sic to people’s well-being: Beyond the devel- opment efficiency argument, democratic values constitute a normative goal and a rationale of their own. They stand for a life in dignity and the advancement of fundamental human rights as they are defined in the international human rights treaties, especially in the covenant on civ- il and political rights.2 Having a voice and being part of public decision-making is a sign of dignity and essentially contributes to people’s well-be- ing. ›› Local governance provides a space condu- cive to participatory decision-making: Local- ised initiatives are often the origin and playing field for active civic engagement. People more easily assemble around issues affecting every- day life in their neighbourhood, and for them it is usually more convenient to interact with local officials. State officials on the other hand are usu- ally more embedded in the “social fabric” of their communities, especially at the lowest levels. As a consequence they are more immediately exposed to public concerns and more likely to engage in public dialogue and deliberation. ›› More accessible and responsive state insti- tutions (including governments, parliaments and judiciary) at decentralised levels: Decen- tralised state institutions can play an essential role in promoting local development and engag- ing citizens in improved state-society relations through stronger participation and partnerships. They are likely to have a better understanding of local needs because of their proximity to citizens, and they are able to adjust national development strategies to the realities of their territories. Cit- izens on the other hand can more directly voice their concerns and hold their governments and other state representatives accountable. From a gender perspective this is a convenient entry point, because local institutions and processes tend to be less formal, closer to many women’s lives and more accessible to them. 2 Significance for the SDC
8 ›› Effective multilevel governance enables better outreach and anchoring of national development policies: Sound national poli- cies are a necessary but not sufficient condition for development. Without the effective involve- ment of subnational stakeholders there is a sig- nificant risk that they will not land on fertile soil. Decentralisation can essentially help enhance ownership and effectiveness of public adminis- tration throughout different government tiers, on condition that responsibilities, resources and decision-making power are balanced and well coordinated. But decentralisation per se does not necessarily lead to better development outcomes; it must be linked to improving good governance at multiple levels. ›› DDLG provides favourable conditions to pre- vent and overcome situations of fragility and conflict: The concept of democratic govern- ance allows for non-violent articulation, peaceful negotiation and balancing of interests, which can prevent violent confrontations and strengthen states’ and societies’ resilience in times of crisis. Entry point is often the subnational or communi- ty level. Subnational state institutions are at the frontline of most pressing challenges and they are vital in establishing a relationship of trust with the population and enhancing state legit- imacy. In decentralised systems the concept of vertical power-sharing offers space for self-deter- mination at the level of subnational units, which in turn can strengthen their loyalty and integra- tion into the state. ›› Weak governance as a barrier to achieving the global development goals: In the past decades developing countries across the world experienced substantial transformation and eco- nomic growth, but these processes stand in stark contrast to trends of growing inequality and per- sistent poverty and violence. The progress of the millennium development goals (MDGs) shows an enormous variation among countries and is highly uneven for the different goals. Few targets have been met at the global level, while sever- al key MDGs are lagging.3 Governance deficits have been identified as a critical factor for further acceleration towards these goals. Findings from 30 MDG country assessments in 2010 outline that “without effective and accountable institu- tions, systems, processes and political will, eco- nomic gains are not automatically translated into development outcomes or registered as MDG achievement.” 4 Governance is clearly seen as the “missing link” between anti-poverty efforts and effective poverty reduction. These findings are particularly relevant for contexts marked by con- flict and fragility, which continue to lag behind other developing countries in achieving the MDGs. “According to World Bank projections, nearly two-thirds of currently fragile countries will fail to halve poverty by 2015. (…) All these countries have weak institutions in common or, in some cases, strong but abusive institutions.5 ” Finally, these conclusions were reconfirmed at the 2012 UN Conference on Sustainable Devel- opment (Rio+20) and taken up by the UN Open Working Group on Sustainable Development Goals 2030. Public consultation in Cuba © SDC Cooperation Office Cuba
9 Relevant in all contexts but with differentiated priorities DDLG is at the core of inclusive and sustainable de- velopment and of peacebuilding and state-building. But contextual parameters differ considerably. This certainly requires nuanced analysis and a solid un- derstanding of the political context, which is the key reference and starting point for all activities. It is es- sential to understand the administrative structures at different government levels, the political institu- tions in place and how these relate to each other. It is necessary to know who the key political actors are and how they interact, how power is negotiated and legitimacy is conferred. Visible power structures and formally recognised actors are not necessarily the most influential and hence the most important to change. We also have to look for hidden forces (e.g. informal institutions) and invisible powers (e.g. socialised norms) shaping different actors’ behav- iour. 6 This implies a solid context analysis from dif- ferent perspectives, and in particular a citizen-cen- tred comprehension. The SDC recognises that working in DDLG is inher- ently political because it influences the power dy- namics and structures within a society. It is aware that it needs to reflect carefully on its own role in given systems, its space and legitimacy to address power imbalances and gender inequalities, or to contribute to changing governance patterns, as well as the possible negative side effects it can create. The SDC acknowledges that its own principles and values are not undisputed and that different coun- tries take different political and institutional paths. Political transformation is subject to long-term en- dogenous processes taking place within societies and driven by political negotiations and struggles among a multitude of actors. Hence, the SDC does not attempt to promote a “Swiss” or any other “ultimate model” of demo- cratic governance, but tries to build upon existing dynamics, improve available structures and facilitate inclusive and non-violent debate and decision-mak- ing. Particularly in situations of violent conflict and humanitarian crisis the SDC should pay attention to strengthening domestic capacities and institutions instead of creating parallel systems. It is important to address the root causes of conflict, i.e. dysfunc- tional state institutions, power abuse and exclusion, and to build trust between state and society – and within society. Global governance reform trends require further push Progress in democratisation: After impressive ac- celeration in the 90s and aspirations for democratic freedoms during the Arab Spring, trends in recent years imply a standstill or backsliding. In 2014, the Freedom House Index for the eighth consecutive year recorded “more declines in democracy world- wide than gains.”7 According to the Democracy In- dex for the year 2012 half of the world’s countries can be considered to be democracies of some sort, but the score of “full democracies” is reported to be low at only 15%, whereas 32% are rated as “flawed democracies”, (gap between formal and substantive democracy), 31% are authoritarian and 22% are considered to be “hybrid regimes”.8 A positive development is that people worldwide are increasingly demanding the fulfilment of their democratic rights, despite all difficulties, contradic- tions and setbacks. “People want to have a say, hold their governments accountable and monitor in real time the progress made in their countries.”9 Citizen protests demanding accountability from those in power and adherence to the rule of law were on the increase globally from 2006-2013.10 And year-long research concluded that participation of citizens can lead to important change: “Citizens, when organ- ised and empowered, can make a difference in the achievement of development goals, they can make states more democratic and responsive, and they are invaluable in making human rights a reality.”11 Progress in decentralisation: Over the last two decades the significance of subnational govern- ments has been growing. Most countries have de- veloped a core set of municipal functions and the share of spending is increasing. Citizens are more and more involved in decision-making processes. But serious limitations remain: the often under- staffed, underpaid, and poorly qualified local ad- ministrations, the tendency of central governments to impose spending responsibilities on local govern- ments without adequately addressing their income constraints and the often unclear and ambiguous assignment of functions at different government levels.12 Hence, challenges are still huge and decen- tralisation has not always led to commensurate im- provements in service delivery.
10 Women use the desk for decentralized municipal services in Bushat, Albania, © SDC
11 Progress in governance: A cross-country compar- ison between 1996 and 2008 concludes that about one third of countries have experienced substantial positive changes in at least one dimension of gov- ernance, even over relatively short periods of time.13 However, improvements in governance in some countries are often offset by declines in others and global indices point at several enduring challenges: still low levels of government effectiveness (at 18% in LICs, 33% in MICs), low levels of voice and ac- countability (at 23% in LICs, 40% in MICs), still lim- ited budget information and independent oversight, and a considerable number of people (53%) who believe that corruption has increased.14 The question of positive correlation between DDLG reforms and development outcomes: In general, research about positive impact of DDLG reforms on development outcomes is still in its in- cipient phase and the evidence base to date is lim- ited and inconclusive. Findings support evidence of positive as well as non-positive effects. It large- ly depends on the given political, institutional and socio-economic context and the design and imple- mentation modalities of support programmes.15 Switzerland is well positioned DDLG as important priority: DDLG topics are re- flected in many country cooperation strategies and programmes. More than 30% of SDC’s overall bilat- eral budget is spent on governance-related activities of which DDLG represents an important priority. In 2014, spending on bilateral cooperation on the theme “state reform, local administration and citi- zen participation” was the second highest among the nine SDC priority themes, slightly behind agri- culture and food security.16 DDLG is a sector of its own and it is an integral part of many other sector strategies. The SDC has been working in this field and accumulating proven experience for decades. The SDC’s mandate: The promotion of democracy and human rights is listed as an important objective in the Federal Constitution17 and is a major priority of Swiss foreign policy. One of the strategic goals in the Federal Council’s dispatch on International Co- operation 2013-2016 reads “support to states un- dergoing a transition to democratic market based systems”, and among the listed nine priority themes, one is “State reform, local administration and citi- zen participation”.18 The new dispatch (2017-2020) under preparation defines governance as a themat- ic priority and transversal theme and confirms the SDC’s current positioning on DDLG. Swiss history and authentic experience: Switzer- land’s approach to DDLG is deeply rooted in its own history, political system and practice. Federalism, the rule of law and direct democracy are perceived as important factors contributing to economic success and peaceful management of cultural, religious and linguistic diversity. Switzerland has long experience in negotiating functional assignments between mul- tiple administrative tiers, and the principles of sub- sidiarity and municipal authority are recognised in the constitution.19 Democracy is not an abstract ide- ology but based on Switzerland’s actual experience and belief in democratic values. The concepts of a pluralistic society and the protection of minorities are fundamental beliefs and proven practice. Traditional Swiss local citizen assembly © Lionel Scheepmans
12 Annual Democracy Forum 2015 discussing the Agenda 2030 on Sustainable Development © SDC
13 Sustainable Development Goals 2030: The High Level Panel on the Post-2015 Development Agenda agreed that good governance and effective institu- tions are central for sustainable growth and poverty reduction. More effective and inclusive institutions build public trust through transparency and integ- rity, and allow citizens’ voices to be heard. While the Millennium Development Goals (MDGs) did not include clear targets for good governance, the rule of law and inclusion, these have been put on the agenda of the 2030 negotiations. At the same time the international debate on “Fragile States” has highlighted a need to more explicitly address the re- duction of violence, conflict and fragility. “Making progress in reducing poverty and supporting human development will require targets for substantial de- creases in violence, improvements in access to jus- tice and fundamentally stronger institutions.20 ” Extensive consultations with a large number of civil society organisations and negotiations among UN member states led to the drafting of seventeen Sus- tainable Development Goals (SDGs). Good Govern- ance, Peace and State building are reflected in goal 16: “To promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels.”21 DDLG essentially helps im- plement this goal and related targets, namely to de- velop effective, accountable and transparent institu- tions at all levels and to ensure responsive, inclusive, participatory and representative decision-making at all levels, to substantially reduce corruption, to pro- mote the rule of law and to ensure equal access to justice for all. But also for goal 17, “to strengthen means of implementation”, DDLG is important in view of improving domestic resource mobilisation at subnational levels (Target 17.1: capacity for tax and other revenue collection). The Aid Effectiveness Agenda: During the 4th High Level Forum on Aid Effectiveness in Busan (2011), the “Busan Partnership for Effective Devel- opment Cooperation” highlighted the importance of promoting human rights, democracy and good governance as an integral part of all development efforts.22 And it recognised the critical role of local governments, parliaments and civil society organi- sations for improving service delivery and enhanc- ing participation, to oversee development processes and to anchor the countries’ development agendas in broad-based democratic ownership. The New Deal for Engagement in Fragile States: A new approach on the nexus of peace, hu- man rights and development was reached when the OECD/DAC Ministers in 2007 endorsed the 10 Frag- ile States Principles; and again with the endorsement of the “New Deal for Engagement in Fragile States” (New Deal) at the OECD High Level Forum on Aid Ef- fectiveness in Busan in 2011.23 The New Deal is a key agreement between fragile and conflict-affected states, international development partners and civil society to improve current development policy and practice in fragile states and situations of conflict. It is guided by five Peacebuilding and Statebuild- ing Goals (PSGs): 1) Legitimate and inclusive poli- tics, 2) Security, 3) Justice, 4) Economic foundations, 5) Revenue and services. DDLG essentially contrib- utes to the achievement of the PSGs, particularly to the goals 1–3 and more indirectly to goals 4 and 5. With these commitments, support to countries in their efforts to overcome fragility and violent con- flict has become a policy priority of international co- operation.24 Switzerland currently holds the chair of the International Network on Conflict and Fragility (INCAF) and is very engaged in promoting the imple- mentation of these commitments. The PSGs are an important building block for the new 2030 Agenda. The 2030 goals will also be crucial for the realisation of the PSGs, particularly goal 16 on peaceful and inclusive societies, but also the goals on basic social services (health, education, water and sanitation), on food security, economic growth, employment and decent work, and on reducing inequality and achieving gender equality. International collaborative platforms: A variety of international platforms, networks or country-led initiatives are working to improve governance sys- tems. They are either driven by development part- ners (e.g. OECD DAC GovNet or the Development Partners Working Group on Decentralization and Local Governance), or representing local govern- ment associations, (e.g. the United Cities and Local Governments Network), or they are joint govern- ment-civil society initiatives, e.g. the Open Gov- ernance Partnership. (For a selective overview see Annex 2). 3 Global Development Agenda
14 Roma students asking for anti-discrimination legislation in Skopje, Macedonia © SDC/Harald Schenker
15 4 Strategic principles Political engagement: DDLG interventions are highly political because they aim at changing po- litical systems, institutions and processes, and they address the sensitive issue of deep-rooted power structures and relations. Political systems are based on laws and formal institutions but also on hidden powers exercised by informal leaders or shaped by customs, social and cultural norms. The SDC is committed to consciously engaging in such complex and sensitive systemic change processes, while tak- ing into consideration the associated risks. This too applies to situations of conflict and violence where it is particularly important to find political solutions addressing the underlying root causes of exclusion, inequality and power abuse. Starting from context: A sound context analysis must be the starting point of any intervention to un- derstand the complexity of political systems and ac- tors, the prevailing mechanisms of power and exclu- sion, interests and belief systems as well as capacity gaps. Each context is different, shaped by the specif- ic historical and political background and subject to different stages of “maturity” in DDLG. Negotiation processes between political stakeholders are not the same everywhere and vary in time. Consequently, the SDC has invested in the development of a set of analytical tools and continues to refine them: polit- ical economy and power analysis as well as gender analysis are a must in every context, conflict analysis and fragility assessments are compulsory particular- ly in situations of fragility and conflict, and local gov- ernance assessments are strongly recommended to capture relevant information at subnational levels.25 Applying a systemic perspective and linking operations with policy reforms: Working in DDLG implies a systemic approach, which means addressing multiple government levels, state institu- tions and non-state actors, and combining assistance for regulatory reforms, capacity development and behavioural change. Hence, the SDC tries to iden- tify multiple entry points for working on the system which are complementary and mutually reinforcing. In view of reaching scale and maximising impact and sustainability, the SDC connects operational “grass- roots” experience with policy advocacy and policy dialogue. It promotes measures to capitalise on and share good practice, actively participates in donor coordination and policy dialogue and supports do- mestic advocacy initiatives and platforms. Principled but adapted approach: The SDC per- ceives good governance and democratic values as essential enablers for sustainable development. However, the realities of a country’s economy, policy and society, and the level of fragility and conflict re- quire cautious, adjusted and sequenced approach- es. The SDC believes in “best-fit solutions” rather than “standard models” and aims to build upon ex- isting structures and dynamics. Engagement with a long-term perspective: Working on political systems and transformation is never a linear process, but mostly cyclical and some- times contradictory. It does not allow for quick-fix solutions, but requires long-term and sustained en- gagement. Building relationships of trust is essential and takes time. Particular consideration for gender equality: Given the different stereotypes about women and men and their roles in the public sphere, DDLG is ex- tremely gender-oriented. Access to public resources and services is most often governed by men, and responding to needs perceived by men. Managing public affairs is often seen as a men’s issue, and women’s participation in decision-making every- where is far from equal to men’s. In many contexts, gender roles are perceived as part of “culture” and “tradition” that should be preserved in a rapidly changing world. Women’s equal access to services and resources, decision-making and legal protection are part of the principle of non-discrimination that should govern the behaviour of state institutions at central and local level. Women’s full and effective participation and equal opportunities for leadership at all levels is also one of the key demands of the gender goal in the 2030 Agenda and a clear priority for the SDC. Results orientation: The SDC aims to achieve both tangible results for the benefit of the people and in- stitutional systemic change. It is aware that change processes in DDLG are complex; they are influenced by many factors and the way they impact on each other is not always straightforward and easy to cap- ture. Instead of measuring and aggregating only iso- lated quantifiable targets it is important to capture a comprehensive picture of occurred change (fields of observation) and to include as well quality dimen- sions and behavioural change processes. Multiple perspectives of involved stakeholders will be used in the monitoring and analysis of results to better understand how change happens and what matters for people.
16 Ambitions should be realistic, and at the same time it is important to achieve some quick results, par- ticularly in post-conflict settings, where the win- dow of opportunity for establishing people’s trust in new political systems is short. To identify some “low-hanging fruit in governance” can be crucial.26 While reporting on results, one should pay attention to qualify achievements against a reference value for appraising the significance of achievements. Collaborative approach: To make best use of synergies and promote coherence, the SDC strives for coordination and collaboration within the Fed- eral Department of Foreign Affairs (namely with the Division of Human Security), within the SDC and with other concerned Federal Departments (name- ly with the State Secretariat for Economic Affairs). It engages with an array of competence centres in Switzerland and globally. This involves universities, specialised institutes, representatives of Swiss polit- ical institutions and SDC implementing partners, as well as collaborative platforms of the international development community. The corresponding SDC thematic network DDLGN has a specific mandate to contribute to the thematic quality of SDC operations and to enhance thematic knowledge and joint learn- ing. Currently the network comprises approximately 230 members worldwide, including SDC staff, im- plementing partners and associated experts. Working Group at DDLGN Face-to-Face Meeting in Mozambique, June 2015 © SDC Network of Democratisation, Decentralisation and Local Governance (DDLGN)/Benoît Meyer-Bisch
17 The SDC has developed considerable experience in DDLG over the years. Typical entry point is the subnational level where it assists state institutions in their democratic transformation and helps to render them capable, better resourced and more effective in fulfilling public duties. This goes together with long experience in civil society empowerment and a strong commitment to promoting citizen initiatives. The constructive interaction between the state and citizens is very important and the SDC places par- ticular emphasis on promoting gender equality and the inclusion and empowerment of disadvantaged groups, including internally displaced persons and refugees. During the past years the SDC made sub- stantial efforts to better connect field experience at subnational levels to the central policy level, and contributed to the design of evidence-based state reforms. Currently it is shifting to a more systemic approach and is opening up its perspective to include a wider range of political actors and state institutions. This includes for example parliaments, justice and the role of political parties which are essential drivers or restrainers of reforms. Hierarchical party struc- tures and confrontational inter-party relations are a direct cause of dysfunctionalgovernance. Also the dimension of informal leaders and power structures is gaining importance. Particularly in fragile and con- flict settings, informal or extra-legal institutions (e.g. traditional or religious groups) may play strong roles in either competing with or rebuilding trust in polit- ical state institutions. Overall goal and expected results The overall goal in DDLG is to strengthen legal frameworks, state institutions, political actors and processes that promote peaceful and inclusive de- velopment for all people. Substantial contributions to this overall goal are most likely if (change hy- pothesis): i) subnational governments operating in decentralised political-administrative settings, with adequate capacities and resources, perform their public duties more effectively and are ready to apply more participatory, inclusive and accountable gov- ernance practices (change of behaviour); ii) well-functioning accountability systems and pro- cesses are providing for the necessary counterbal- ance, oversight and sanctioning of abusive practice; iii) governments and parliaments introduce required legal reforms and support strategies; and iv) well-in- formed and empowered citizens voice their con- cerns and claim for public space for participation, engage around issues that matter to them and hold their governments and political representatives ac- countable. This presumes that all people, including powerless and disadvantaged groups, are aware of their rights, relate to their society and feel confident and responsible enough to engage. The change hypothesis describes an ideal scenar- io and as such it applies in different ways to dif- ferent contexts. For example in authoritarian or post-authoritarian systems the objectives typ- ically consist in strengthening effectiveness and minimum transparency of the still centralised multi- level government structures in providing responsive and inclusive public services and at best, in creating or maintaining certain space for citizen engagement and public consultation. In situations affected by violent conflict, expectations should be modest. Typically it is realistic at first to expect improvements in trust-building between conflicting parties, inter- personal relations, and accessibility of basic services (e.g. protection of vulnerable groups, reduction of vulnerabilities), and to maintain institutional con- tinuity instead of institutional improvements. In post-conflict settings, building effective state in- stitutions and people’s confidence in them, ensuring the rule of law, equal access to justice and reducing violence is particularly important and certainly ad- dresses the key dimension of the fragility agenda. In more advanced systems of decentralisation and democratic governance the aim might be to further refine and consolidate multi-level govern- ment arrangements, make better use of existing space for public debate and participation, or en- hance the effectiveness of accountability systems. But in all contexts the inclusion of vulnerable and disadvantaged groups and improvements in gender equality remain a challenge which requires targeted measures. 5 Thematic priorities
18 Democratisation Definition: Democracy comes in multiple forms, and there is no single universally applicable mod- el and no end-point in improving democracy. The SDC’s approach to democratisation is guided by a set of values, not by standard settings and proce- dures. In democratic systems the legitimacy of polit- ical institutions is based on people’s consent, either by direct vote or through representation. Democratic systems are believed to be less prone to concentrate power among elites, since decisions require compro- mise and inclusion, and elections offer the possibili- ty of change. This is usually backed by constitutional guarantees for equal rights to vote, the liberty of opinion and free media, equality before the law, the separation and control of powers and the principle of the rule of law, which binds state authority to a constitutional framework and legal norms. Some of the challenges: In many SDC partner countries, democracies are only emerging and still in the making. Frequently they are under immense pressure to quickly meet new expectations and de- liver a better standard of living. Otherwise the risk is high that people may lose interest or become sus- ceptible to populism. “Democracy scepticism” is one of the actual headwords. New forms of “modern authoritarianism” are another challenge to democ- ratisation, when those in power keep up a façade of democracy while in reality weakening competition, closing space for participation and undermining the rule of law. In traditional societies and their predomi- nantly loyalty-based clan structures, democracy is of- ten questioned as an imposed western system which is opposed to existing cultural norms and values. Again, this requires adapted approaches and a com- bination of reforms with home-grown ways of pub- lic consultation, debate or reconciliation and, as far as possible, working with all relevant actors, includ- ing those who might oppose. And it certainly needs a combination with efforts offering quick gains for better livelihoods. Transparency and accountability in the approach, the focus on results and the bias on partnership and participation enhance the chances of ownership and sustainability. In contexts of con- flict and violence it is important to understand how citizens deal with this situation, how they expe- rience their citizenship in such contexts, and how they confer legitimacy to – or withhold it from – the various forms of leadership and authority in their en- vironment, and what this all means from a gender perspective.27 SDC priorities in this area: Following a system- ic approach, the SDC recognises that successful democratisation implies comprehensive support to different pillars of democracy (e.g. parliaments, media, judiciary) and new ways of engaging with a wider range of relevant actors, including for exam- ple social and political movements, political parties, informal and extra-legal leaders, the private sec- tor and trade unions. The SDC is ready to explore “new terrain”, while being aware that this can be challenging and politically sensitive. It is important to renew efforts which contribute to more inclu- sive political processes and power structures. This is particularly important in contexts of fragility and conflicts. The political empowerment of women and vulnerable groups is imperative. Switzerland is supporting the Serbian National Assembly in its oversight function and in its efforts to ensure transparency. © UNDP/Rea Mucovic
19 Democratic accountability and oversight: Ac- countability describes the relation between state in- stitutions and people affected by their decisions and actions. It is about the obligation of state institutions with assigned public duties to inform the public, to explain and justify their decisions and actions to the citizens (information, answerability). And it is about the right and responsibility of the citizens to access information, get explanations, to check, and to pass judgement on the conduct of those with public re- sponsibilities. For this a solid system of checks and balances needs to be in place, providing space for citizen participation and consultation, an independ- ent, pluralistic media, effective parliaments and in- dependent oversight bodies. And it needs mecha- nisms for sanctioning misbehaviour (enforceability), e.g. with an independent, impartial and accessible justice system. The SDC promotes a systemic per- spective to accountability which includes vertical dimensions of accountability (state institutions being accountable to citizens, private sector) as well as horizontal dimensions (inter-state checks and balances). It applies to national as well as subnation- al levels, which need to be connected. It is impor- tant to work with multiple actors and institutions (balanced support) and to facilitate linkage building among them, for greater leverage of their claims. Complementary to these efforts, targeted measures to prevent and combat corruption are necessary.28 The SDC has gained long experience with vertical accountability relations (social accountability) but is increasingly applying a more systemic approach. For example in Macedonia the SDC is supporting the oversight function of local parliaments and in- stitutional capacities of the national parliament, in combination with establishing forums for public deliberations and strengthening the effectiveness, outreach and credibility of civil society organisations in defending the interests of their constituency. In East and Southern Africa the support to civil socie- ty oversight is linked to media initiatives and to as- sisting parliamentary commissions control function. Targeted anti-corruption programs for example in Kosovo, Bangladesh, Bhutan and Tanzania try to ad- dress corruption from different angles. The SDC will continue in this direction and expand knowledge and experience (e.g. on available expertise in com- bating corruption). Transparent and inclusive elections: The SDC promotes inclusive and transparent elections and is substantially engaged in election assistance, at na- tional and subnational levels. It believes that elec- tions are important because they offer the possibil- ity to hold political representatives accountable and provide a mechanism for redistributing access to power. Poorly designed electoral systems however can also sustain the rule of a single party and lead to artificial democracies. The SDC is aware of the risk that elections may stir up violent conflicts and can be more divisive than unifying if partisan electoral campaigns are shaped along ethnic, regional or po- litical lines. Consequently, election assistance must start with careful political risk analysis and strength- en domestic capacities in preventing and mitigating electoral violence. This is particularly important in post-conflict scenarios. Other internationally agreed principles to which the SDC adheres are: i) to view elections not as “one-shot events” but engage with a long-term perspective along the whole electoral cycle; ii) to understand elections as important but not the only means for democratic transformation. Electoral as- sistance needs complementary activities and to be connected with other good governance or democ- ratisation programmes; iii) to strengthen domestic Woman as election official, man voting in Kabul, Afghanistan © SDC/Susanne Schmeidl
20 ownership and capacities; iv) to diversify collab- oration modalities in order to minimize risks.29 In keeping with these principles, SDC support typically includes: assistance to domestic election bodies for preparing and holding elections, help to domestic civil society organisations for independent election observation and monitoring, support to media for impartial information and hate-free reporting, or di- verse initiatives for civic education, public debates, and the promotion of women’s participation in elec- tions. For example in Myanmar the SDC supported the electoral commission in organising the elections and civil society organisations in civic education, preven- tion of electoral violence and election observation. As a complement to that, the HSD facilitated a pro- cess between political parties to sign a joint code of conduct for the election period. Myanmar is a good example of a collaborative Swiss approach to assisting a country in a decisive moment of political transformation. In the future the SDC will continue this engagement and further exchange gained ex- perience. It will develop its knowledge of how to improve electoral systems that allow for more bal- anced and inclusive representation. Effective citizen participation: The SDC supports citizens to claim and use spaces for participation and to take ownership of and co-responsibility for public matters. The aim is that better informed and organised citizens voice their interests, hold govern- ments accountable, influence policy agendas and decision-making for their good. The SDC recognises that this usually requires time and many intermedi- ary steps, as well as targeted measures to empower women and marginalised groups. Blueprint partic- ipatory designs with standard project implementa- tion modalities are usually less successful and leave the door open to elite capture. For example in Bolivia, the SDC has been contribut- ing since 1996 to the implementation of the “law on popular participation,” by informing people (particularly women, minorities, youth) about their entitlements and responsibilities and by strength- ening their organisational capacities and inclusive participation in public decision-making. With small competitive grants it supports initiatives for an ac- tive citizenry, for example a powerful campaign for combating violence against women. In the Western Balkans, the SDC has been supporting civil society organisations since the 90s in defending the inter- ests of their members, from the local level up to the national level. The SDC learned that it has to invest more in strengthening the sincere ownership (legiti- macy) of these organisations and the connectivity to their members. In future the SDC wants to identify innovative ways of better reaching out to genuine and inclusive forms of civic engagement. An independent, pluralistic media: The media play an important intermediary role in the develop- ment of a democratic society. They are a vector of information and an agent in their own right. The SDC supports the media in fulfilling the following core functions: disseminating information on rele- vant topics that enables people to form opinions, giving a voice to different parts of society, providing a forum for exchange of diverse views, fulfilling a watchdog function by observing political processes, and providing channels to political actors to commu- nicate and interact with the people.30 In Tunisia for example, since 2011 the SDC has been supporting the work of radio Gafsa, one of five re- gional branches of the national “Radio Tunisienne”. The aim is to improve access to good-quality infor- mation for the inhabitants of the neglected Gafsa region, where the uprising against former president Ben Ali had its origins. The SDC helps with train- ing for regional journalists and design of new pro- grammes which provide more independent and relevant information. Another example is Tanzania where the SDC is connecting media assistance to social accountability initiatives and helped establish- ing a strong media umbrella organisation for policy advocacy and capacity building of its members. In the near future the SDC will prepare an overview and analysis of its experience in media assistance in order to facilitate cross-learning and cross-fertilisa- tion. The potential of electronic communication and social media is yet to be explored. Representative and effective parliaments: In parliamentary assistance the SDC aims to improve the performance of parliamentarians in assuming their core functions, i.e. lawmaking, representa- tion and oversight, and to strengthen the institu- tions of Parliament, for example the Secretariat, or Presidency, or parliamentary services. To this end it offers support in the following areas: improving the knowledge base of parliamentarians on key aspects Campaign to stop violence against women in Bolivia © SDC Cooperation Office Bolivia
21 of the domestic development agenda (training, coaching, documentation), assisting them in policy analysis, in drafting legislation and launching inves- tigations, enhancing outreach and communication with their constituency, and facilitating constructive dialogue and collaboration between different polit- ical parties. In Serbia, for example, the SDC supports the nation- al parliamentarians to better assume their financial oversight responsibility and to engage in dialogue with their constituencies at subnational levels. In Mongolia the SDC assists a national capacity-build- ing programme for newly elected local councillors, and in Southern Africa the SDC will help strengthen the accountability of parliamentary committees in selected public sectors. In Macedonia and Cambo- dia the SDC supports the establishment of parlia- mentary institutes which will provide the necessary support base for parliamentarians. Parliament assis- tance is still a relatively new but growing work area for the SDC, and in the coming years it will continue to expand its knowledge and experience. Confron- tational and obstructive party politics is one of the key challenges and risks to think about. Independent, impartial and accessible justice: A functioning judicial system is important to sanc- tion abusive practices of state authorities, to protect peoples’ rights and combat gender-based violence. At the core of the SDC’s commitment are people’s legal empowerment and the improvement of legal services (e.g. judicial procedures), accessible to all. Typically SDC programmes support capacity-build- ing of judges, notaries and lawyers, but they can also include work with informal justice providers, for example traditional authorities. And crucially, the SDC supports initiatives raising people’s awareness about legal rights and the provision of legal aid. For example in Tajikistan, the SDC supports a com- prehensive access to justice programme to increase legal awareness and improve legal aid services for people, including marginalised groups and women, to improve legal information by the government, and to promote policy reforms. In Pakistan the SDC is engaged in improving the dysfunctional justice system in the Malakand division in the Provincially Administered Tribal Areas, which was one of the root causes of violent conflict between militants and the Pakistani security forces. It helps improve skills and performance of courts and access to justice particularly for vulnerable groups (mobile courts). At the same time it promotes informal mechanisms for alternative dispute resolution. In this area the SDC intends to sharpen its strategic orientation and pos- sibly expand its engagement. Independent oversight bodies: In many coun- tries these institutions play an important role for professional and independent public oversight. They can provide for complaints and redress mechanisms for people who are affected by officials’ wrongdo- ings, and they can play an important role in advising on and initiating legal or policy reform processes. They can be instrumental in enhancing participation as well as trust by the people in state institutions. The SDC is supporting different types of institutions, for example independent national human rights commissions (Afghanistan, Bangladesh) or anti-cor- ruption commissions (Bhutan) and ombudsperson (Bolivia, Burundi). This shall be continued and con- nected more strategically to other types of oversight institutions and accountability relations. Decentralisation Definition: The SDC’s approach is guided by international standards and good practice.31 It distinguishes three dimensions of decentralisation with different characteristics and policy implications:32 Political Decentralisation Transfer of political power and decision‐making authority to subnational levels, such as for example elected village councils, district or provincial councils (Allowing for democratic structures at subnational levels). Fiscal Decentralisation Intergovernmental fiscal transfers to subnational governments which allow them to function properly. The fiscal decentralisation policy also addresses such issues as revenue assignments (assignment of local taxes and revenue‐ sharing), subnational government borrowing and debt, and the assignment of expenditure responsibilities. Administrative Decentralisation Transfer of decision-making authority, resources and responsibilities for the delivery of selected public services from the central government to other lower levels of government. The strongest form is devolution, with local governments having full responsibility for financial and human resources and for carrying out tasks. Deconcentration is the transfer of authority and responsibility from one level of central government to another, with the local unit accountable to the central government ministry or agency. Delegation is the redistribution of decision competencies and operational responsibility to authorities which maintain a certain degree of independence from the central government and yet have to report to it.
22 Assignment of responsibilities, finances and deci- sion-making power can follow different types of logic, for example the subsidiarity principle (alloca- tion to the lowest possible government level, closest to the people), or the principle of economies of scale (to government levels which can perform assigned duties in the most effective and cost-efficient way), among others. An alternative concept of decentralised government which is sometimes put on the reform agenda is federalism. It describes a system of government in which powers are divided between a central gov- erning authority and constituent political units with substantial autonomy (at least two tiers of govern- ment). The central governing authority has certain exclusive federal powers, the constituent political units have certain rights, and they both share cer- tain concurrent powers. In federations the right to self-government of the political units is constitu- tionally entrenched. They often possess their own constitutions which they may amend as they see fit. Movements associated with the establishment or development of federations can exhibit either centralising trends (formation of a stronger central government, as was the case in Switzerland), or decentralising trends (transfer of power from cen- tral authorities to local units, as for example in SDC partner countries). There are many different federal experiences and various design options may apply. Most important is the identification of solutions adapted to the specific context. Often critical is the delimitation of federal units, for example when the autonomy of ethnic minorities is at stake. Some of the challenges: In many SDC partner countries decentralisation is a mix of devolution and autonomy at some levels plus de-concentration or even strong centralisation at others. And sometimes, for example in Bolivia, a legally acknowledged and defined parallel system exists for indigenous auton- omy with different rights. This is an indication of the complexity of reform challenges and the inconsisten- cy of decentralisation processes. The development of functional spaces or economic areas at subnational levels (also termed as regional development) can pro- vide an entry point to promote better articulation be- tween co-existing forms of government. Other challenges are the dichotomy between nation- al macro-economic stability and fiscal decentralisa- tion, and to build linkages between decentralisation and other sector policies. Interference of politics is in many cases one of the main obstacles undermin- ing de facto power-sharing. Ruling elites fear losing control and privileges; ruling parties often perceive subnational governments as being subjected to their party control and prefer to have them dependent on them. Sound analysis, sequenced approaches with a longer-term vision, flexibility to identify emerging opportunities and to be well versed with power dy- namics increases the prospects of success. In contexts of conflict or post-conflict, decentralisa- tion can provide a mechanism of power sharing that may help to ease tensions. Sensitive decisions that are important for regional or local identity can be left to the lower levels of government so that they will not divide at the centre. When communities can take important decisions on their own, without ma- jor interference by the centre, this can strengthen their loyalty and integration into the state that pro- vides this degree of self-rule. But the SDC is aware that this can also produce negative connotations of state dissolution – justified or not. Decentralisation is a competitive process, which in certain contexts might lead to further conflict as stakeholders en- deavour to access a share of public resources. Me- diation and appropriate institutional arrangements can mitigate such risks, alongside efforts to clearly define responsibilities and act transparently. SDC priorities in this area: The SDC promotes a comprehensive and coherent approach to de- centralisation reforms where assigned functions at subnational levels ideally are in congruence with allocation of finances, human resources and deci- sion-making power. This requires a clear vision of multilevel governance systems with shared functions between different tiers according to dif- ferent subfunctions. Horizontal cooperation among subnational units is also important, for example in managing natural resources or infrastructure de- velopment. The SDC supports partner countries in making informed choices for different dimensions and forms of decentralisation. It aims to strength- en domestic capacities for designing, implement- ing and adjusting reforms and uses “bottom-up lessons” from its numerous local governance pro- grammes to inform reform processes. Particularly in the area of fiscal decentralisation it has expanded its knowledge and engagement, and it will continue to do so, because it is critical to strengthening subna- tional governance. Domestic capacities and initiative for design- ing and implementing decentralisation re- forms: The SDC provides access to information and technical advice, training and coaching to central government representatives to design, steer and su- pervise policies, regulations and minimal implemen- tation standards. It further contributes to strength- ening national training systems with the aim of enhancing implementation capacities of subnational governments. In Mongolia and Bangladesh for example, the SDC supports the design of decentralisation reforms with analytical studies and by testing and adjusting new modalities on the ground. In Bangladesh it also es- sentially contributed to the development of a na- tional training system for subnational governments, based on a bottom-up horizontal peer learning ap- proach which is complementary to the top-down courses of the national institute for local govern-
23 ance. In Albania the SDC played an important role in shaping a territorial and administrative reform that resulted in a substantial decrease in subnational government units for more efficient public adminis- tration. Swiss expertise helped to provide statistical data and demonstrated in 5 regions how to optimise subnational government borders. The SDC will con- tinue supporting national reform agendas. Adequate, predictable and transparent in- tergovernmental fiscal transfers: Budget allo- cations from the central government are the most important source of revenue for many subnational governments, particularly in poor and remote areas. For them it is important that such transfers match their tasks (fiscal equivalence) and happen in a predictable and transparent manner. Transfers can serve different purposes: i) to address the fiscal gap resulting from the allocation of revenue and expenditure responsibilities across different levels of government, ii) to ensure equity in resource distri- bution, (also termed as financial equalisation, guar- anteeing similar standards of services by subnational governments and ensuring equal redistribution of incomes from commodities), and iii) to subsidise subnational service provision as compensation for cross-boundary or spillover effects. They apply different design options, namely: conditional versus unconditional transfers, formu- la-based versus ad hoc assignments and non-match- ing versus matching grants. Sometimes the allocation of resources is linked to social inclusion criteria and explicitly supporting poverty criteria. Increasing- ly the instrument of performance-based transfers is applied. There is no magic formula for a transfer scheme. Foremost the design must be adapted to the context and purpose. The decision on formulas will always remain a political one; however it needs to be underpinned by robust technical analysis. From a technical point of view formulas should not be over- loaded and kept simple, with transparent criteria.33 In fragile and conflict-affected situations the role of transfers varies considerably. They often serve the purpose of fiscal appeasement or preserving the union, or avoiding migration. A frequently used de- sign element is “equal shares” (each subnational gov- ernment receiving the same amount) which facilitate political agreements however lead to high per capita inequities. The SDC is increasingly engaged and will continue to assist the design and co-financing of fiscal transfer schemes. For example in Bangladesh it is pioneer- ing the set-up of fiscal transfers to the sub-district level, with formula as well as performance-based allocation criteria. In Mali it contributes to transfer schemes in selected sectors, and in Benin, Burkina Faso and Burundi the SDC contributes to partially earmarked national grant schemes for the imple- mentation of local development plans, known as “local development funds”. If well managed, these funds one day may serve as the national transfer scheme that can be used for all transfers. In the fragile context of Somalia, the SDC together with other donors is helping to pilot a simple transfer scheme as an important element of the state-build- ing process (“global compact for Somalia”), and to ensure buy-in into peace settlements. Broad-based reform dialogue and protection of interests of subnational governments: The SDC promotes and facilitates public dialogue and de- bate during reform processes with the aim of keep- ing up advocacy pressure for reforms, broadening domestic ownership and ensuring representation of diverse interest groups. One particular approach is for example the support to local government asso- ciations, which is proving to have a major impact in the Western Balkan region. In year-long cooperation since 2007 for example in Serbia, the national asso- ciation became a powerful player which successfully defends the interests of its members (e.g. stopping the decrease of budget transfers from central gov- ernment). The regional umbrella organisation of national associations provides useful information to its members and is backing the push for domestic reforms in various countries.34 This is a field with proven SDC experience that will be continued. In Bangladesh, citizens enquiring about tax assessment results. © Helvetas Swiss Intercooperation/Jens Engeli
24 Local governance Definition: Local governance describes a set of institutions, actors, mechanisms and processes through which local state institutions exercise their duties, citizens and private sector can articulate their interests and needs, mediate the differences and exercise their rights and obligations. From the per- spective of local authorities this includes the fol- lowing: how local authorities manage the provision of public goods and services; how they stimulate and concert local development processes; how they generate own revenues and manage public financ- es; how they consult and inform the public about their decisions and account for their results; how they behave and interact with citizens and who they include or exclude. On the other hand a citizen’s perspective, including that of the private sector, looks at the following questions: how informed are they about public processes and decision-making? Are they aware about decisions affecting their lives, or business prospects? For what and how do they engage in their community and interact with local authorities? How well are they organised to voice their concerns and are they able to influence public decision making? Can they elect representatives of political institutions and do they feel represented? To what extent are women and disadvantaged or vulnerable groups part of the “game”? Beyond this citizen-government relationship, a range of other state institutions and political actors are im- portant foundations of local governance or local democracy (see 5.2). The subnational level is usu- ally a convenient entry point to build trust in state institutions and social cohesion within communities. Particularly in situations of conflict and violence this is important. Local authorities and political leaders can play a decisive role in mediating conflicts peace- fully and offering safe spaces for public deliberation. Some of the challenges: Local authorities are never independent but part of a complex system of relationships and interactions, involving a variety of state institutions, political processes and actors. Depending on the context, different formal and/or informal power structures may exist in parallel. The performance of local authorities depends very much on a national enabling framework which is often characterised by the slow pace and inconsistencies of decentralisation policies. Conflicting mandates, blurred responsibilities, lacking resources and ca- pacities are some of the key obstacles subnational governments face. This also concerns other pillars of democratic state institutions, such as for example parliaments or the judiciary which usually are weak at subnational levels. Elite capture and persistent traditional power relations are challenges encoun- tered at all levels and always come hand in hand with a more or less developed system of patronage. At subnational level this can be observed particularly where state capacities and resources are weak, and civic awareness and engagement are limited. Local political leaders have few incentives to change gov- ernance patterns if they are mainly accountable to their political party hierarchy and less to their con- stituency. Economic potentials at lower state levels are often limited or underdeveloped, which con- strains their own revenue base and keeps them de- pendent from central level. Developing “functional areas” and “economic regions” in concertation with the private sector could be a productive approach. As far as local state representatives are concerned, people’s daily interactions and coping strategies are shaped by a complex web of institutions, actors and power relations, particular traditions and culture. These can be either supporting or restraining their active participation. The exclusion of disadvantaged groups, based on gender, age, ethnicity or religion, is still a reality. In Mali, the SDC supports the development of local market infrastructure. © Urbaplan/François Laurent
25 SDC priorities in this area: For the SDC the aim is to strengthen good governance and democratic practices at subnational levels. Typically the SDC provides support to subnational governments in better assuming their tasks and promotes enabling conditions for the participation of citizens. The con- structive interactions between state actors and civil society are crucial elements of this approach, as well as the emphasis on strengthening accountability re- lations, combating corruption and promoting inclu- sive societies. The SDC has longstanding and proven experience in doing this with many programmes in several countries. It is currently shifting to a more systemic perspective and works with a broader range of state institutions, actors and processes of local democracy (see also chapter 5.2). Although its focus is on the subnational level, linkages to policy reforms are important, and the SDC simultaneously supports different types of associations, civil society platforms, or media in assuming this “intermediary” role. Inclusive provision of good-quality services at subnational levels, and enabling conditions for local development: SDC support addresses the broad range of required institutional capacities for managing public resources in most effective way, leading to good-quality public services for all and stimulating local economic development. It is an area with long years of commitment and of high importance for the SDC. Typically this starts with the strategic planning of priorities, based on par- ticipatory needs assessments, and the budgeting of financial resources, including gender-responsive and socially inclusive budgeting. Further steps are the implementation of plans and budgets, with sound financial management and procurement pro- cedures, and the appropriate steering, and control with regular public information and consultation. It also includes support to multi-level articulation and horizontal collaboration among subnational units. For example the SDC has been promoting the concept of “road corridors” in Nepal (local develop- ment spaces along road corridors, including more than one single district), or regional development initiatives in Bolivia and Rwanda. This is an area of support in a multitude of pro- grammes worldwide and will be continued as a pri- ority. With Switzerland’s determination to increase its support in fragile and conflict-affected contexts, it will increasingly feed in this broad experience to ongoing peacebuilding and state-building initia- tives and further expand its expertise in fragile and post-conflict settings. Aligned with the New Deal in Somalia, for example, the SDC together with other donors is helping to establish functional and legit- imate institutions at the municipal level. The aim is to strengthen basic capacities of municipal staff in public planning, expenditure management and public works investment, e.g. for social services and economic infrastructure development. Anoth- er important goal is confidence building by citizen participation in decision-making and strengthening accountability relations between municipal authori- ties and citizens. Own revenue sources for subnational gov- ernments: In several countries the SDC supports subnational governments in raising different types of taxes or user fees through three types of in- tervention: i) enhancing governments’ capacities in tax administration and collection (information sys- tems; taxpayer registration; collection processes), ii) strengthening tax compliance of citizens and the private sector (information to the public, incentives to pay taxes) and by iii) promotion and support to policy reforms and legislation. Taxes are instrumen- tal to securing the revenue base of subnational gov- ernments and increasing their independence. And they are essential to strengthening accountability relations towards citizens. People are willing to pay taxes but only if they can see a concrete benefit and if they know how their money has been invest- ed.35 Recent discussions also showed that taxation matters substantively for gender equality. Gender impacts often come to bear precisely in those few taxes which are managed by local governments, particularly in the property tax, or other own-source revenues like market fees. This underscores the need that gender-relevant impacts need to be analysed in an integral fashion, from the design of the tax code, to the setting-up of tax administration processes, and the application in each locality.36 Another SDC support modality is the provision of “on-budget support” to subnational govern- ments (while using country systems whenever possi- ble). But this should be limited to a clearly bounded time period to avoid eternal substitution of lacking intergovernmental budget transfers. Very often the SDC applies a combination of formula and perfor- mance-based allocation criteria, while performance indicators ideally should focus on governance out- comes and not exclusively on hardware outputs.37 The SDC is for example providing on-budget sup- port in Central America, Benin, Burkina Faso and increasingly in the Western Balkans. It assists local governments in generating own revenues (taxes, fees) in the Western Balkans, Central America, West, East and Southern Africa. In Mali, Burkina Faso and Benin, but also in Somalia, this is closely linked to supporting subnational governments in economic infrastructure development in order to “create a tax base”. In Somalia the SDC supported the introduc- tion of simple bookkeeping systems and contributed to GIS (geographic information systems) mapping and property taxation systems. In Nicaragua and Honduras the SDC provides capacity development
26 to establish land registries, censuses and registra- tion of taxpayers. All these initiatives have led to a considerable increase in tax revenues. For more con- stant tax collection by subnational governments, the SDC promotes competition and performance bonus systems, for example in Burundi and Serbia. And it supports awareness campaigns for citizens about the importance of paying taxes and user fees, for example in Albania, Bangladesh and Burkina Faso. The SDC is committed to continuing its efforts in this important area and will expand its knowledge and experience. Effective citizen participation and democratic accountability and oversight: Over the years, the SDC has gained much experience in promoting ac- countability of local governments towards citizens (social accountability), for example with social au- dits, citizen score cards, public hearings, or open budgeting. To become more effective in its actions, the SDC seeks to strengthen the broader system of accountability relations, including subnational parliaments or assemblies, and the judiciary etc. (see chapter 5.2). It applies a comprehensive sup- port strategy for citizen participation, as described earlier. This entails the trajectory from aware- ness-raising, confidence-building and spontaneous grassroots initiatives to organised participation and alliance-building up to national levels. In addition to previously described examples, the SDC also supports specific programmes for the political empowerment of women and disadvan- taged groups. For example in Bangladesh the SDC facilitates a platform of civil society organisations to strengthen women’s organisational capacities in their communities, encourage female leaders to run for local elections and build their capacities to as- sume public functions. Or in Nepal the SDC contrib- utes to a network of social mobilisers which helps marginalised people to develop their self-confi- dence for asserting their rights. In the conflict-prone Federally Administered Tribal Areas in Pakistan, SDC helps informing community members about their rights and responsibilities and promotes an inclu- sive, ransparent dialogue among different commu- nity actors, and with local authorities. It supports informal conflict resolution approaches to mediate and overcome conflicts, for example via tribal lead- ers or elderly people. The Gaza post-war context is an example where the SDC is facing the problem of internally displaced persons (IDPs), which has added to many other problems related to civic engagement and inclusive local governance. As a consequence of this reality and in response to the IDPs’ needs, the SDC has increased its focus on participatory pro- cesses in reconstruction and re-planning. The SDC will continue to work in this area and try to enhance its knowledge of targeted measures for disadvan- taged groups, including women, and it will continue to strive for adequate responses in different context settings. Citizens assessing the state of Local Governance in Bangladesh © Helvetas Swiss Intercooperation/Jens Engeli
27 Empowerment of local actors (Women Dyers’ Association, Koudougou town) © SDC Division West Africa
28 ANNEX 1 Governance Principles and DDLG Definitions38 Effectiveness and Efficiency: Implies results-orientated performance of state institutions in assuming their public duties which should serve the well-being of people. It further implies that financial and human resources are used in an optimal fashion, without waste, corruption, or delays. Participation: Implies that all population segments need to be connected to the social and political processes that affect them. This means that public spaces exist where different groups can express dissenting opinions and personal interests, and where these view- points are treated as serious input in the decision-making process. Transparency: Implies that the public in general, or at least those directly affected, should obtain information from the state about the rationale underlying decisions, decision-making criteria, the intended manner of implementing a decision, and any insight into its effects. Accountability: Accountability refers to the control of the power exercised within state and society at the national as well as subna- tional level. It is about the right of people to access information, to check and pass judgement on the performance of those assigned with public duties, and it is about the obligation for the people holding power to explain their decisions. In addition, it concerns the duty of the controlling agencies to reward good performance and to sanction abuses of power. Accountability presupposes clear definitions of the functions, duties, and rules for the scope of action of public and private institutions. The rule of law: Key elements of the rule of law generally include: non-discrimination and equality before the law, the hierarchy of norms, and substantive coherence of the legal framework, the government is bound by the law, the separation of powers, the inde- pendence and impartiality of the judiciary, and respect for human rights.39 Equality and Non-Discrimination: Means that no group may be excluded from power and resources. This implies that proactive public integration policies for excluded or marginalised groups need to be implemented. Non-discrimination policies have to be applied for the expressed purpose of reducing inequalities between men and women, urban and rural populations, and between different ethnic or religious groups. Definitions of DDLG Democratisation: At its core, democracy is a system in which the government is controlled by the people and in which citizens are considered equals in the exercise of that control.40 The legitimacy of political institutions is based on people’s consent, either by direct vote or through representation. This is usually backed by constitutional guarantees for equal rights to vote, the liberty of opinion and free media, equality before the law, the separation and control of powers and the principle of the rule of law, which binds state author- ity to a constitutional framework and legal norms. Decentralisation: ›› Political Decentralisation: Transfer of political power and decision‐making authority to subnational levels, such as for example elected village councils, district or provincial councils. It allows for structures of subnational democracy. ›› Fiscal Decentralisation: Intergovernmental fiscal transfers to subnational governments which allows them to function properly. The fiscal decentralisation policy also addresses such issues as revenue assignments (assignment of local taxes and revenue‐sharing), subnational government borrowing and debt, and the assignment of expenditure responsibilities. ›› Administrative Decentralisation: Transfer of decision‐making authority, resources and responsibilities for the delivery of selected public services from the central government to other lower levels of government. Local governance: Local governance describes a set of institutions, actors, mechanisms and processes through which local state in- stitutions (including the executive, legislative and judiciary) exercise their duties, citizens and private sector can articulate their interests and needs, mediate the differences and exercise their rights and obligations.
29 ANNEX 2 International collaborative platforms OECD DAC GovNet: The Network on Governance (GovNet), is a subsidiary body of the OECD Development Assistance Committee (DAC), which is comprised of experts and practitioners from development cooperation agencies from DAC countries, as well as multilat- eral agencies. GovNet looks at ways of making governance support in developing countries more effective by exchanging experiences and lessons, and by identifying and disseminating good practice. GovNet has what it calls a “soft normative power” to develop policy, analytical tools and operational approaches, offering guidance and promoting behavioural change for development cooperation prac- titioners. DAC processes such as work on fragile states, political economy analysis, accountability and democratic governance, or work on anti-corruption were created by GovNet, where SDC is an active member. Development Partners Working Group on Decentralisation & Local Governance (DeLoG): In order to make support to decen- tralisation and local governance more effective, development partners in 2006 formed an informal network called DeLoG and jointly elaborated a set of guiding principles on aid effectiveness in this thematic area.41 It serves as a platform for practitioners to share, discuss and disseminate knowledge, experience and ideas. DeLoG also contributes to define common approaches and facilitates the organi- sation of joint training. It conducts relevant studies and advocates for the advancement of the decentralisation agenda, namely in the 2030 agenda and the Busan partnership processes. The SDC is actively contributing to DeLoG activities. The Effective Institutions Platform (EIP): This is one of the building blocks of the Global Partnership for Effective Development Cooperation. It was created in 2012 with the purpose of supporting public sector reform initiatives for the delivery of better public services in member countries. It consists of over 60 countries and organisations, including development agencies, think tanks and civil society stakeholders. It facilitates dialogue, peer learning and exchanges in the area of public sector reform. Switzerland and the SDC in particular takes an active role in the Busan Partnership and EIP processes. These can play an important role in reinforcing the com- mitments of the 2030 Agenda. The Open Governance Partnership (OGP): This partnership was launched in 2011 to provide an international platform for domestic reformers committed to making their governments more open, accountable, and responsive to citizens. The OGP, which now counts 65 participating countries, is open to all meeting a set of eligibility criteria, and in all of these countries government and civil society are working together to develop and implement ambitious open-government reforms. The OGP’s vision is that “more governments become more transparent, more accountable, and more responsive to their own citizens, with the ultimate goal of improving the quality of governance, as well as the quality of services that citizens receive.”42 Interestingly, developed and developing countries are put on the same level and acknowledge that they face many of the same core problems. The United Cities and Local Governments network (UCLG): This global network represents and defends the interests of local governments on the world stage. It has a decentralised structure composed of 7 regional sections, 1 metropolitan section and 1 section for regional governments. It supports international cooperation between cities and their associations, and facilitates programmes, net- works and partnerships to build the capacities of local governments. It is a gateway to relevant information on local government across the world and aims to increase the role and influence of local governments and its representative organisations in global governance.43
30 Endnotes 1 The term ‘subnational’ stand for different types of administrative tiers below the central level, e.g. municipalities, districts, provinc- es etc. 2 International Covenant on Civil and Political Rights, adopted by the UN General Assembly resolution 2200A (XXI), with entry into force 23 March 1976. It defines for example: all persons are equal before the law, the freedom of thought and the freedom of expression, the freedom of assembly and association, the right to participate in public affairs, to vote and to be elected, and to access public services. 3 Global Monitoring Report 2014, WB-IMF. 4 Beyond the Midpoint: Achieving the Millennium Development Goals, UNDP, January 2010, p.xiii. 5 States of Fragility 2015, Meeting Post-2015 Ambitions, OECD/DAC 2015, p. 33 & 35. 6 See also: Power Above and Below the Waterline: Bridging Political Economy and Power Analysis, Jethro Pettit and Andrés Mejía Acosta, IDS Bulletin Volume 45, Number 5, September 2014. 7 Freedom in the World 2015, Freedom House’s annual country-by-country report on global political rights and civil liberties. (Cover- ing 195 countries). https://freedomhouse.org/report/freedom-world/freedom-world-2014. 8 Democracy index 2014. https://www.eiu.com/public/topical_report.aspx?campaignid=Democracy0115. The Democracy index is based on five categories: electoral process and pluralism; civil liberties; the functioning of government; political participation; and political culture. 9 WorldWeWant2015: One million voices report. UN Development Group, 2013. Global consultations on the post-2015 develop- ment agenda involving more than 1 million people across all countries and from all backgrounds. 10 Isabel Ortiz: World Protests 2006-2013. Initiative for Policy Dialogue & Friedrich Ebert Stiftung. New York, 2013. 11 Blurring the boundaries: citizen action across states and societies, (Meta Evaluation of 100 cases in 20 countries over ten years), p.7. The Development research centre on citizenship, participation, accountability, Brighton 2011. 12 Decentralization & Local Democracy in the World, First global report by United Cities and Local Governments (UCLG), 2008. 13 Governance Matters VIII, Aggregate and Individual Governance Indicators 1996-2008, Daniel Kaufmann, Aart Kraay, Massimo Mastruzzi, World Bank Development Research Group, Policy Research Working Paper 4978, June 2009. Indicators are: Voice and Accountability, Political Stability and Absence of Violence/Terrorism, Government, Effectiveness, Regulatory Quality, Rule of Law, and Control of Corruption. They cover 212 countries and territories for 1996, 1998, 2000, and annually between 2002-2008. 14 Sources: World-Wide Governance Indicators: http://info.worldbank.org/governance/wgi/index.aspx#reports. And: Global Cor- ruption Barometer 2013, page 6. www.transparency.org/GCB2013/report. And: Open Budget Survey 2015. www.international- budget.org 15 Accountability, Transparency, Participation, and Inclusion, A new Development Consensu? Th. Carothers & S. Brechenmacher, Car- negie Endowment for International Peace, Washington DC, 2014, p. 18ff. Or: The Role of Decentralization/Devolution in Improv- ing Development Outcomes at the Local Level: Review of the Literature and Selected Cases, by Paul Smoke, Local Development International, New York, for DFID, November 2013. Or: Localising the Post 2015 Development Agenda: The Local Public Sector’s Role in achieving Development Goals in Health and Education, by Jamie Boex, for Urban Institute, Washington D.C. and The Devel- opment Partners Working Group on Decentralisation and Local Governance, January 2015. 16 Annual report 2014 of Switzerland’s international Development Cooperation 17 Federal Constitution of the Swiss Confederation, Art. 54, Paragraph 2. 18 The Federal Council’s Dispatch to Parliament 2013-2016, 15.02.2012. 19 Federal Constitution of the Swiss Confederation, Art. 42-135. 20 States of Fragility 2015, Meeting Post-2015 Ambitions, OECD/DAC 2015, p. 40. 21 Resolution adopted by the General Assembly on 25 September 2015; 70/1. Transforming our world: the 2030 Agenda for Sustain- able Development. 22 See: http://www.oecd.org/dac/effectiveness/fourthhighlevelforumonaideffectiveness.htm. 23 See: http://www.oecd.org/dac/governance-peace/conflictandfragility/iefs.htm. 24 The International Dialogue on Peacebuilding and Statebuilding (International Dialogue) supports the implementation of the New Deal. It is a forum for political dialogue to bring together countries affected by conflict and fragility, development partners, and civil society. The International Dialogue is composed of members of the International Network on Conflict and Fragility (INCAF), the g7+ group of fragile and conflict-affected states, and member organizations of the Civil Society Plat- form for Peacebuilding and Statebuilding (CSPPS). 25 Political economy and development, three basic tools, SDC 2011. SDC how to note stakeholder analysis, May 2013. Gender in practice, a toolkit for SDC and its partners, SDC 2003, sheet 3. SDC how to note context analysis in fragile and conflict affected contexts, June 2013. SDC guidelines and toolkit for local governance assessments, DDLGN, January 2012. 26 See also: Frauke de Weijer and Volker Hauck, Release the pressure on governance practitioners, in: A governance practitioners notebook, alternative ideas and approaches, OECD 2015. 27 See: Power, Violence, Citizenship and Agency, Action research project by IDS, Jan. 2013 to Dec. 2014.
31 28 Fighting corruption, SDC strategy, SDC 2006. 29 OECD/DAC Principles for International Election Assistance, 2013. UNO Resolution 66/163, on strengthening the role of the United Nations in enhancing periodic and genuine elections and the promotion of democratization, 2012. 30 See: Media - a key player for realizing social accountability, orientation guide, SDC 2007. 31 The SDC adheres to international standards and good practice elaborated in the Development Partners Working Group on Decen- tralization and Local Governance (DeLoG): i) Specific Guiding Principles for Enhancing Alignment and Harmonization on Local Governance and Decentralization, adapted version of December 2009; ii) DeLoG training kit: Enhancing development and effec- tiveness for decentralization and local governance, adapted version of March 2014. 32 See also: Guide to decentralization, SDC 2001, and: Decentralization and Local Governance, Concepts and Definitions, by Hans Bjørn Olsen, for the SDC, November 2007. 33 Inputs and debates during the DDLGN f2f in 2015, http://f2f-ddlgn.net. And: DDLGN learning book on SDC support for sustaina- ble local government finances, 2010. 34 See for example: Fiscal Decentralization Indicators for South East Europe: 2006-2013, Network of Associations of Local Authorities of South East Europe (NALAS), January 2015. 35 Synthesis of e-discussion on sustainable local government financing, November 2014, SDC DDLGN. 36 E-discussion on Gender and taxation, 15th and 16th September 2015, SDC-DDLGN and Gendernet. 37 Quality Assurance Workshop on Performance Based Budget Support in the Western Balkans, Macedonia, 19./20.11. 2014. DDLGN learning book on SDC support for sustainable local government finances, 2010. 38 Refers to the 5 good governance principles of the SDC, but partially complemented, amongst others by elements of the SDC’s human rights principles. See: Governance as a transversal theme: An implementation guide, SDC, 2007, p.12. And: SDC’s human rights policy: towards a life in dignity, realizing rights for poor people, SDC, 2006, p.12. 39 See: Rule of Law, Justice Sector Reforms and Development Cooperation, SDC concept paper, 2008. 40 See also: Declaration of the Council of Member States of the International Institute for Democracy and Electoral Assistance (Inter- national IDEA) on the occasion of the International Day of Democracy 2015, IDEA, Stockholm, 15th September 2015. 41 General and specific guiding principles for Enhancing Alignment and Harmonization on Local Governance and Decentralization, The Informal Development Partners Working Group on Local Governance and Decentralisation, August and December 2009. 42 See more at: http://www.opengovpartnership.org. 43 See more at: http://www.uclg.org
Imprint Editor Federal Department of Foreign Affairs FDFA Swiss Agency for Development and Cooperation SDC 3003 Bern www.sdc.admin.ch Design Elena Tankovski Cover Photograph © Swiss Cooperation Office Bhutan/Melam Zangpo. The consultation process in Bhutan allows citizens to express their opinions. Orders FDFA Information info@eda.admin.ch Specialist contact Swiss Agency for Development and Cooperation SDC Democratisation, Decentralisation and Local Governance Tel: +41 (0)58 462 12 01 ddlgn@eda.admin.ch. This publication is also available in German, French, Spanish and Italian. It can be downloaded from www.sdc.admin.ch/publications. Bern, 2016

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Policy paper DDLG 2016 english

  • 1.
  • 2.
  • 3.
    3 Contents 1 Purpose ofthis policy 5 2 Significance for the SDC 7 Good governance is key for achieving development outcomes and DDLG is a core element 7 Relevant in all contexts but with differentiated priorities 9 Global governance reform trends require further push 9 Switzerland is well positioned 11 3 Global Development Agenda 13 4 Strategic Principles 15 5 Thematic priorities 17 Overall goal and expected results 17 Democratisation 18 Decentralisation 21 Local governance 24 ANNEX 1 Governance Principles and DDLG Definitions 28 ANNEX 2 International collaborative platforms 29
  • 4.
    4 Awareness raising ofthe electorate in Mali in view of the presidential elections 2013. © Swiss Cooperation Office Mali
  • 5.
    5 1 Purpose ofthis policy The purpose of this policy paper is to define the SDC’s orientation and scope in the area of democ- ratisation, decentralisation and local govern- ance (DDLG). It is a normative document for the SDC and will serve as a reference for partner organ- isations, but also for relevant departments of the Federal Administration and the wider development community. It describes the SDC’s underlying devel- opment vision and positioning in this thematic area. It explains the principles that guide our work and spells out main thematic priorities and strategic ap- proaches. A series of subsequent topic papers will provide more in-depth information on selected sub- themes in these categories. The policy paper does not have the ambition to de- fine the overall approach of the SDC in the broader thematic area of governance. Nor does it attempt to explain the SDC’s approach in mainstreaming governance which is a compulsory transversal topic and will be dealt with in a separate guidance note. The policy is in line with Parliament’s bills regarding development cooperation with the South and the East and is consistent with major trends in the global development community.
  • 6.
    6 In Bangladesh, disadvantagedcitizens in rural community engaged in planning. © Helvetas Swiss Intercooperation/Jens Engeli
  • 7.
    7 Good governance iskey for achieving development outcomes and DDLG is a core element The SDC shares the conviction of many other de- velopment partners that development outcomes in a country are strongly influenced by the way it is governed, or in other words, the way public affairs are managed and authority is exercised. It there- fore supports countries in making further progress in good governance, which means improving the quality of governance processes. Quality is de- fined by a set of normative principles guiding the SDC’s work: effectiveness and efficiency, transparency and accountability, participation, equality and non-discrimination, and the rule of law (see Annex 1). They apply to national as well as subnational levels (i.e. local good governance). Applying a governance lense implies a contextu- alised systemic view of the political system: state institutions (essentially the executive, legislative, and judiciary) and relevant political actors, including the private sector, their interplay and relations, and po- litical-administrative processes. DDLG is at the heart of good governance and includes the following important dimensions: i) empowered citizens and political actors, func- tioning institutions and processes of democracy at subnational and national levels (e.g. citizen initia- tives, civil society organisations, media, parliaments, judiciary, independent oversight bodies, elections and other spaces of public participation, account- ability mechanisms); ii) adequate and coherent transfer of tasks, responsibilities, resources and de- cision-making authority to subnational1 state levels; iii) effective, efficient and democratic government authorities at subnational levels; iv) inclusive and constructive, non-violent interaction between the state and civil society and within civil society. ›› Democratic governance allows sharing and control of power: Strong governments are important to effectively fulfil their public duties and responsibilities. At the same time public con- trol and power sharing are essential to ensure a certain counter-balance and to reduce the risk of power abuse and corruption (concept of checks and balances). Only if people can hold their lead- ers to account and are protected against arbitrary measures are their fundamental human rights and freedoms ensured. ›› Having a voice and participation are intrin- sic to people’s well-being: Beyond the devel- opment efficiency argument, democratic values constitute a normative goal and a rationale of their own. They stand for a life in dignity and the advancement of fundamental human rights as they are defined in the international human rights treaties, especially in the covenant on civ- il and political rights.2 Having a voice and being part of public decision-making is a sign of dignity and essentially contributes to people’s well-be- ing. ›› Local governance provides a space condu- cive to participatory decision-making: Local- ised initiatives are often the origin and playing field for active civic engagement. People more easily assemble around issues affecting every- day life in their neighbourhood, and for them it is usually more convenient to interact with local officials. State officials on the other hand are usu- ally more embedded in the “social fabric” of their communities, especially at the lowest levels. As a consequence they are more immediately exposed to public concerns and more likely to engage in public dialogue and deliberation. ›› More accessible and responsive state insti- tutions (including governments, parliaments and judiciary) at decentralised levels: Decen- tralised state institutions can play an essential role in promoting local development and engag- ing citizens in improved state-society relations through stronger participation and partnerships. They are likely to have a better understanding of local needs because of their proximity to citizens, and they are able to adjust national development strategies to the realities of their territories. Cit- izens on the other hand can more directly voice their concerns and hold their governments and other state representatives accountable. From a gender perspective this is a convenient entry point, because local institutions and processes tend to be less formal, closer to many women’s lives and more accessible to them. 2 Significance for the SDC
  • 8.
    8 ›› Effective multilevelgovernance enables better outreach and anchoring of national development policies: Sound national poli- cies are a necessary but not sufficient condition for development. Without the effective involve- ment of subnational stakeholders there is a sig- nificant risk that they will not land on fertile soil. Decentralisation can essentially help enhance ownership and effectiveness of public adminis- tration throughout different government tiers, on condition that responsibilities, resources and decision-making power are balanced and well coordinated. But decentralisation per se does not necessarily lead to better development outcomes; it must be linked to improving good governance at multiple levels. ›› DDLG provides favourable conditions to pre- vent and overcome situations of fragility and conflict: The concept of democratic govern- ance allows for non-violent articulation, peaceful negotiation and balancing of interests, which can prevent violent confrontations and strengthen states’ and societies’ resilience in times of crisis. Entry point is often the subnational or communi- ty level. Subnational state institutions are at the frontline of most pressing challenges and they are vital in establishing a relationship of trust with the population and enhancing state legit- imacy. In decentralised systems the concept of vertical power-sharing offers space for self-deter- mination at the level of subnational units, which in turn can strengthen their loyalty and integra- tion into the state. ›› Weak governance as a barrier to achieving the global development goals: In the past decades developing countries across the world experienced substantial transformation and eco- nomic growth, but these processes stand in stark contrast to trends of growing inequality and per- sistent poverty and violence. The progress of the millennium development goals (MDGs) shows an enormous variation among countries and is highly uneven for the different goals. Few targets have been met at the global level, while sever- al key MDGs are lagging.3 Governance deficits have been identified as a critical factor for further acceleration towards these goals. Findings from 30 MDG country assessments in 2010 outline that “without effective and accountable institu- tions, systems, processes and political will, eco- nomic gains are not automatically translated into development outcomes or registered as MDG achievement.” 4 Governance is clearly seen as the “missing link” between anti-poverty efforts and effective poverty reduction. These findings are particularly relevant for contexts marked by con- flict and fragility, which continue to lag behind other developing countries in achieving the MDGs. “According to World Bank projections, nearly two-thirds of currently fragile countries will fail to halve poverty by 2015. (…) All these countries have weak institutions in common or, in some cases, strong but abusive institutions.5 ” Finally, these conclusions were reconfirmed at the 2012 UN Conference on Sustainable Devel- opment (Rio+20) and taken up by the UN Open Working Group on Sustainable Development Goals 2030. Public consultation in Cuba © SDC Cooperation Office Cuba
  • 9.
    9 Relevant in allcontexts but with differentiated priorities DDLG is at the core of inclusive and sustainable de- velopment and of peacebuilding and state-building. But contextual parameters differ considerably. This certainly requires nuanced analysis and a solid un- derstanding of the political context, which is the key reference and starting point for all activities. It is es- sential to understand the administrative structures at different government levels, the political institu- tions in place and how these relate to each other. It is necessary to know who the key political actors are and how they interact, how power is negotiated and legitimacy is conferred. Visible power structures and formally recognised actors are not necessarily the most influential and hence the most important to change. We also have to look for hidden forces (e.g. informal institutions) and invisible powers (e.g. socialised norms) shaping different actors’ behav- iour. 6 This implies a solid context analysis from dif- ferent perspectives, and in particular a citizen-cen- tred comprehension. The SDC recognises that working in DDLG is inher- ently political because it influences the power dy- namics and structures within a society. It is aware that it needs to reflect carefully on its own role in given systems, its space and legitimacy to address power imbalances and gender inequalities, or to contribute to changing governance patterns, as well as the possible negative side effects it can create. The SDC acknowledges that its own principles and values are not undisputed and that different coun- tries take different political and institutional paths. Political transformation is subject to long-term en- dogenous processes taking place within societies and driven by political negotiations and struggles among a multitude of actors. Hence, the SDC does not attempt to promote a “Swiss” or any other “ultimate model” of demo- cratic governance, but tries to build upon existing dynamics, improve available structures and facilitate inclusive and non-violent debate and decision-mak- ing. Particularly in situations of violent conflict and humanitarian crisis the SDC should pay attention to strengthening domestic capacities and institutions instead of creating parallel systems. It is important to address the root causes of conflict, i.e. dysfunc- tional state institutions, power abuse and exclusion, and to build trust between state and society – and within society. Global governance reform trends require further push Progress in democratisation: After impressive ac- celeration in the 90s and aspirations for democratic freedoms during the Arab Spring, trends in recent years imply a standstill or backsliding. In 2014, the Freedom House Index for the eighth consecutive year recorded “more declines in democracy world- wide than gains.”7 According to the Democracy In- dex for the year 2012 half of the world’s countries can be considered to be democracies of some sort, but the score of “full democracies” is reported to be low at only 15%, whereas 32% are rated as “flawed democracies”, (gap between formal and substantive democracy), 31% are authoritarian and 22% are considered to be “hybrid regimes”.8 A positive development is that people worldwide are increasingly demanding the fulfilment of their democratic rights, despite all difficulties, contradic- tions and setbacks. “People want to have a say, hold their governments accountable and monitor in real time the progress made in their countries.”9 Citizen protests demanding accountability from those in power and adherence to the rule of law were on the increase globally from 2006-2013.10 And year-long research concluded that participation of citizens can lead to important change: “Citizens, when organ- ised and empowered, can make a difference in the achievement of development goals, they can make states more democratic and responsive, and they are invaluable in making human rights a reality.”11 Progress in decentralisation: Over the last two decades the significance of subnational govern- ments has been growing. Most countries have de- veloped a core set of municipal functions and the share of spending is increasing. Citizens are more and more involved in decision-making processes. But serious limitations remain: the often under- staffed, underpaid, and poorly qualified local ad- ministrations, the tendency of central governments to impose spending responsibilities on local govern- ments without adequately addressing their income constraints and the often unclear and ambiguous assignment of functions at different government levels.12 Hence, challenges are still huge and decen- tralisation has not always led to commensurate im- provements in service delivery.
  • 10.
    10 Women use thedesk for decentralized municipal services in Bushat, Albania, © SDC
  • 11.
    11 Progress in governance:A cross-country compar- ison between 1996 and 2008 concludes that about one third of countries have experienced substantial positive changes in at least one dimension of gov- ernance, even over relatively short periods of time.13 However, improvements in governance in some countries are often offset by declines in others and global indices point at several enduring challenges: still low levels of government effectiveness (at 18% in LICs, 33% in MICs), low levels of voice and ac- countability (at 23% in LICs, 40% in MICs), still lim- ited budget information and independent oversight, and a considerable number of people (53%) who believe that corruption has increased.14 The question of positive correlation between DDLG reforms and development outcomes: In general, research about positive impact of DDLG reforms on development outcomes is still in its in- cipient phase and the evidence base to date is lim- ited and inconclusive. Findings support evidence of positive as well as non-positive effects. It large- ly depends on the given political, institutional and socio-economic context and the design and imple- mentation modalities of support programmes.15 Switzerland is well positioned DDLG as important priority: DDLG topics are re- flected in many country cooperation strategies and programmes. More than 30% of SDC’s overall bilat- eral budget is spent on governance-related activities of which DDLG represents an important priority. In 2014, spending on bilateral cooperation on the theme “state reform, local administration and citi- zen participation” was the second highest among the nine SDC priority themes, slightly behind agri- culture and food security.16 DDLG is a sector of its own and it is an integral part of many other sector strategies. The SDC has been working in this field and accumulating proven experience for decades. The SDC’s mandate: The promotion of democracy and human rights is listed as an important objective in the Federal Constitution17 and is a major priority of Swiss foreign policy. One of the strategic goals in the Federal Council’s dispatch on International Co- operation 2013-2016 reads “support to states un- dergoing a transition to democratic market based systems”, and among the listed nine priority themes, one is “State reform, local administration and citi- zen participation”.18 The new dispatch (2017-2020) under preparation defines governance as a themat- ic priority and transversal theme and confirms the SDC’s current positioning on DDLG. Swiss history and authentic experience: Switzer- land’s approach to DDLG is deeply rooted in its own history, political system and practice. Federalism, the rule of law and direct democracy are perceived as important factors contributing to economic success and peaceful management of cultural, religious and linguistic diversity. Switzerland has long experience in negotiating functional assignments between mul- tiple administrative tiers, and the principles of sub- sidiarity and municipal authority are recognised in the constitution.19 Democracy is not an abstract ide- ology but based on Switzerland’s actual experience and belief in democratic values. The concepts of a pluralistic society and the protection of minorities are fundamental beliefs and proven practice. Traditional Swiss local citizen assembly © Lionel Scheepmans
  • 12.
    12 Annual Democracy Forum2015 discussing the Agenda 2030 on Sustainable Development © SDC
  • 13.
    13 Sustainable Development Goals2030: The High Level Panel on the Post-2015 Development Agenda agreed that good governance and effective institu- tions are central for sustainable growth and poverty reduction. More effective and inclusive institutions build public trust through transparency and integ- rity, and allow citizens’ voices to be heard. While the Millennium Development Goals (MDGs) did not include clear targets for good governance, the rule of law and inclusion, these have been put on the agenda of the 2030 negotiations. At the same time the international debate on “Fragile States” has highlighted a need to more explicitly address the re- duction of violence, conflict and fragility. “Making progress in reducing poverty and supporting human development will require targets for substantial de- creases in violence, improvements in access to jus- tice and fundamentally stronger institutions.20 ” Extensive consultations with a large number of civil society organisations and negotiations among UN member states led to the drafting of seventeen Sus- tainable Development Goals (SDGs). Good Govern- ance, Peace and State building are reflected in goal 16: “To promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels.”21 DDLG essentially helps im- plement this goal and related targets, namely to de- velop effective, accountable and transparent institu- tions at all levels and to ensure responsive, inclusive, participatory and representative decision-making at all levels, to substantially reduce corruption, to pro- mote the rule of law and to ensure equal access to justice for all. But also for goal 17, “to strengthen means of implementation”, DDLG is important in view of improving domestic resource mobilisation at subnational levels (Target 17.1: capacity for tax and other revenue collection). The Aid Effectiveness Agenda: During the 4th High Level Forum on Aid Effectiveness in Busan (2011), the “Busan Partnership for Effective Devel- opment Cooperation” highlighted the importance of promoting human rights, democracy and good governance as an integral part of all development efforts.22 And it recognised the critical role of local governments, parliaments and civil society organi- sations for improving service delivery and enhanc- ing participation, to oversee development processes and to anchor the countries’ development agendas in broad-based democratic ownership. The New Deal for Engagement in Fragile States: A new approach on the nexus of peace, hu- man rights and development was reached when the OECD/DAC Ministers in 2007 endorsed the 10 Frag- ile States Principles; and again with the endorsement of the “New Deal for Engagement in Fragile States” (New Deal) at the OECD High Level Forum on Aid Ef- fectiveness in Busan in 2011.23 The New Deal is a key agreement between fragile and conflict-affected states, international development partners and civil society to improve current development policy and practice in fragile states and situations of conflict. It is guided by five Peacebuilding and Statebuild- ing Goals (PSGs): 1) Legitimate and inclusive poli- tics, 2) Security, 3) Justice, 4) Economic foundations, 5) Revenue and services. DDLG essentially contrib- utes to the achievement of the PSGs, particularly to the goals 1–3 and more indirectly to goals 4 and 5. With these commitments, support to countries in their efforts to overcome fragility and violent con- flict has become a policy priority of international co- operation.24 Switzerland currently holds the chair of the International Network on Conflict and Fragility (INCAF) and is very engaged in promoting the imple- mentation of these commitments. The PSGs are an important building block for the new 2030 Agenda. The 2030 goals will also be crucial for the realisation of the PSGs, particularly goal 16 on peaceful and inclusive societies, but also the goals on basic social services (health, education, water and sanitation), on food security, economic growth, employment and decent work, and on reducing inequality and achieving gender equality. International collaborative platforms: A variety of international platforms, networks or country-led initiatives are working to improve governance sys- tems. They are either driven by development part- ners (e.g. OECD DAC GovNet or the Development Partners Working Group on Decentralization and Local Governance), or representing local govern- ment associations, (e.g. the United Cities and Local Governments Network), or they are joint govern- ment-civil society initiatives, e.g. the Open Gov- ernance Partnership. (For a selective overview see Annex 2). 3 Global Development Agenda
  • 14.
    14 Roma students askingfor anti-discrimination legislation in Skopje, Macedonia © SDC/Harald Schenker
  • 15.
    15 4 Strategic principles Politicalengagement: DDLG interventions are highly political because they aim at changing po- litical systems, institutions and processes, and they address the sensitive issue of deep-rooted power structures and relations. Political systems are based on laws and formal institutions but also on hidden powers exercised by informal leaders or shaped by customs, social and cultural norms. The SDC is committed to consciously engaging in such complex and sensitive systemic change processes, while tak- ing into consideration the associated risks. This too applies to situations of conflict and violence where it is particularly important to find political solutions addressing the underlying root causes of exclusion, inequality and power abuse. Starting from context: A sound context analysis must be the starting point of any intervention to un- derstand the complexity of political systems and ac- tors, the prevailing mechanisms of power and exclu- sion, interests and belief systems as well as capacity gaps. Each context is different, shaped by the specif- ic historical and political background and subject to different stages of “maturity” in DDLG. Negotiation processes between political stakeholders are not the same everywhere and vary in time. Consequently, the SDC has invested in the development of a set of analytical tools and continues to refine them: polit- ical economy and power analysis as well as gender analysis are a must in every context, conflict analysis and fragility assessments are compulsory particular- ly in situations of fragility and conflict, and local gov- ernance assessments are strongly recommended to capture relevant information at subnational levels.25 Applying a systemic perspective and linking operations with policy reforms: Working in DDLG implies a systemic approach, which means addressing multiple government levels, state institu- tions and non-state actors, and combining assistance for regulatory reforms, capacity development and behavioural change. Hence, the SDC tries to iden- tify multiple entry points for working on the system which are complementary and mutually reinforcing. In view of reaching scale and maximising impact and sustainability, the SDC connects operational “grass- roots” experience with policy advocacy and policy dialogue. It promotes measures to capitalise on and share good practice, actively participates in donor coordination and policy dialogue and supports do- mestic advocacy initiatives and platforms. Principled but adapted approach: The SDC per- ceives good governance and democratic values as essential enablers for sustainable development. However, the realities of a country’s economy, policy and society, and the level of fragility and conflict re- quire cautious, adjusted and sequenced approach- es. The SDC believes in “best-fit solutions” rather than “standard models” and aims to build upon ex- isting structures and dynamics. Engagement with a long-term perspective: Working on political systems and transformation is never a linear process, but mostly cyclical and some- times contradictory. It does not allow for quick-fix solutions, but requires long-term and sustained en- gagement. Building relationships of trust is essential and takes time. Particular consideration for gender equality: Given the different stereotypes about women and men and their roles in the public sphere, DDLG is ex- tremely gender-oriented. Access to public resources and services is most often governed by men, and responding to needs perceived by men. Managing public affairs is often seen as a men’s issue, and women’s participation in decision-making every- where is far from equal to men’s. In many contexts, gender roles are perceived as part of “culture” and “tradition” that should be preserved in a rapidly changing world. Women’s equal access to services and resources, decision-making and legal protection are part of the principle of non-discrimination that should govern the behaviour of state institutions at central and local level. Women’s full and effective participation and equal opportunities for leadership at all levels is also one of the key demands of the gender goal in the 2030 Agenda and a clear priority for the SDC. Results orientation: The SDC aims to achieve both tangible results for the benefit of the people and in- stitutional systemic change. It is aware that change processes in DDLG are complex; they are influenced by many factors and the way they impact on each other is not always straightforward and easy to cap- ture. Instead of measuring and aggregating only iso- lated quantifiable targets it is important to capture a comprehensive picture of occurred change (fields of observation) and to include as well quality dimen- sions and behavioural change processes. Multiple perspectives of involved stakeholders will be used in the monitoring and analysis of results to better understand how change happens and what matters for people.
  • 16.
    16 Ambitions should berealistic, and at the same time it is important to achieve some quick results, par- ticularly in post-conflict settings, where the win- dow of opportunity for establishing people’s trust in new political systems is short. To identify some “low-hanging fruit in governance” can be crucial.26 While reporting on results, one should pay attention to qualify achievements against a reference value for appraising the significance of achievements. Collaborative approach: To make best use of synergies and promote coherence, the SDC strives for coordination and collaboration within the Fed- eral Department of Foreign Affairs (namely with the Division of Human Security), within the SDC and with other concerned Federal Departments (name- ly with the State Secretariat for Economic Affairs). It engages with an array of competence centres in Switzerland and globally. This involves universities, specialised institutes, representatives of Swiss polit- ical institutions and SDC implementing partners, as well as collaborative platforms of the international development community. The corresponding SDC thematic network DDLGN has a specific mandate to contribute to the thematic quality of SDC operations and to enhance thematic knowledge and joint learn- ing. Currently the network comprises approximately 230 members worldwide, including SDC staff, im- plementing partners and associated experts. Working Group at DDLGN Face-to-Face Meeting in Mozambique, June 2015 © SDC Network of Democratisation, Decentralisation and Local Governance (DDLGN)/Benoît Meyer-Bisch
  • 17.
    17 The SDC hasdeveloped considerable experience in DDLG over the years. Typical entry point is the subnational level where it assists state institutions in their democratic transformation and helps to render them capable, better resourced and more effective in fulfilling public duties. This goes together with long experience in civil society empowerment and a strong commitment to promoting citizen initiatives. The constructive interaction between the state and citizens is very important and the SDC places par- ticular emphasis on promoting gender equality and the inclusion and empowerment of disadvantaged groups, including internally displaced persons and refugees. During the past years the SDC made sub- stantial efforts to better connect field experience at subnational levels to the central policy level, and contributed to the design of evidence-based state reforms. Currently it is shifting to a more systemic approach and is opening up its perspective to include a wider range of political actors and state institutions. This includes for example parliaments, justice and the role of political parties which are essential drivers or restrainers of reforms. Hierarchical party struc- tures and confrontational inter-party relations are a direct cause of dysfunctionalgovernance. Also the dimension of informal leaders and power structures is gaining importance. Particularly in fragile and con- flict settings, informal or extra-legal institutions (e.g. traditional or religious groups) may play strong roles in either competing with or rebuilding trust in polit- ical state institutions. Overall goal and expected results The overall goal in DDLG is to strengthen legal frameworks, state institutions, political actors and processes that promote peaceful and inclusive de- velopment for all people. Substantial contributions to this overall goal are most likely if (change hy- pothesis): i) subnational governments operating in decentralised political-administrative settings, with adequate capacities and resources, perform their public duties more effectively and are ready to apply more participatory, inclusive and accountable gov- ernance practices (change of behaviour); ii) well-functioning accountability systems and pro- cesses are providing for the necessary counterbal- ance, oversight and sanctioning of abusive practice; iii) governments and parliaments introduce required legal reforms and support strategies; and iv) well-in- formed and empowered citizens voice their con- cerns and claim for public space for participation, engage around issues that matter to them and hold their governments and political representatives ac- countable. This presumes that all people, including powerless and disadvantaged groups, are aware of their rights, relate to their society and feel confident and responsible enough to engage. The change hypothesis describes an ideal scenar- io and as such it applies in different ways to dif- ferent contexts. For example in authoritarian or post-authoritarian systems the objectives typ- ically consist in strengthening effectiveness and minimum transparency of the still centralised multi- level government structures in providing responsive and inclusive public services and at best, in creating or maintaining certain space for citizen engagement and public consultation. In situations affected by violent conflict, expectations should be modest. Typically it is realistic at first to expect improvements in trust-building between conflicting parties, inter- personal relations, and accessibility of basic services (e.g. protection of vulnerable groups, reduction of vulnerabilities), and to maintain institutional con- tinuity instead of institutional improvements. In post-conflict settings, building effective state in- stitutions and people’s confidence in them, ensuring the rule of law, equal access to justice and reducing violence is particularly important and certainly ad- dresses the key dimension of the fragility agenda. In more advanced systems of decentralisation and democratic governance the aim might be to further refine and consolidate multi-level govern- ment arrangements, make better use of existing space for public debate and participation, or en- hance the effectiveness of accountability systems. But in all contexts the inclusion of vulnerable and disadvantaged groups and improvements in gender equality remain a challenge which requires targeted measures. 5 Thematic priorities
  • 18.
    18 Democratisation Definition: Democracy comesin multiple forms, and there is no single universally applicable mod- el and no end-point in improving democracy. The SDC’s approach to democratisation is guided by a set of values, not by standard settings and proce- dures. In democratic systems the legitimacy of polit- ical institutions is based on people’s consent, either by direct vote or through representation. Democratic systems are believed to be less prone to concentrate power among elites, since decisions require compro- mise and inclusion, and elections offer the possibili- ty of change. This is usually backed by constitutional guarantees for equal rights to vote, the liberty of opinion and free media, equality before the law, the separation and control of powers and the principle of the rule of law, which binds state authority to a constitutional framework and legal norms. Some of the challenges: In many SDC partner countries, democracies are only emerging and still in the making. Frequently they are under immense pressure to quickly meet new expectations and de- liver a better standard of living. Otherwise the risk is high that people may lose interest or become sus- ceptible to populism. “Democracy scepticism” is one of the actual headwords. New forms of “modern authoritarianism” are another challenge to democ- ratisation, when those in power keep up a façade of democracy while in reality weakening competition, closing space for participation and undermining the rule of law. In traditional societies and their predomi- nantly loyalty-based clan structures, democracy is of- ten questioned as an imposed western system which is opposed to existing cultural norms and values. Again, this requires adapted approaches and a com- bination of reforms with home-grown ways of pub- lic consultation, debate or reconciliation and, as far as possible, working with all relevant actors, includ- ing those who might oppose. And it certainly needs a combination with efforts offering quick gains for better livelihoods. Transparency and accountability in the approach, the focus on results and the bias on partnership and participation enhance the chances of ownership and sustainability. In contexts of con- flict and violence it is important to understand how citizens deal with this situation, how they expe- rience their citizenship in such contexts, and how they confer legitimacy to – or withhold it from – the various forms of leadership and authority in their en- vironment, and what this all means from a gender perspective.27 SDC priorities in this area: Following a system- ic approach, the SDC recognises that successful democratisation implies comprehensive support to different pillars of democracy (e.g. parliaments, media, judiciary) and new ways of engaging with a wider range of relevant actors, including for exam- ple social and political movements, political parties, informal and extra-legal leaders, the private sec- tor and trade unions. The SDC is ready to explore “new terrain”, while being aware that this can be challenging and politically sensitive. It is important to renew efforts which contribute to more inclu- sive political processes and power structures. This is particularly important in contexts of fragility and conflicts. The political empowerment of women and vulnerable groups is imperative. Switzerland is supporting the Serbian National Assembly in its oversight function and in its efforts to ensure transparency. © UNDP/Rea Mucovic
  • 19.
    19 Democratic accountability andoversight: Ac- countability describes the relation between state in- stitutions and people affected by their decisions and actions. It is about the obligation of state institutions with assigned public duties to inform the public, to explain and justify their decisions and actions to the citizens (information, answerability). And it is about the right and responsibility of the citizens to access information, get explanations, to check, and to pass judgement on the conduct of those with public re- sponsibilities. For this a solid system of checks and balances needs to be in place, providing space for citizen participation and consultation, an independ- ent, pluralistic media, effective parliaments and in- dependent oversight bodies. And it needs mecha- nisms for sanctioning misbehaviour (enforceability), e.g. with an independent, impartial and accessible justice system. The SDC promotes a systemic per- spective to accountability which includes vertical dimensions of accountability (state institutions being accountable to citizens, private sector) as well as horizontal dimensions (inter-state checks and balances). It applies to national as well as subnation- al levels, which need to be connected. It is impor- tant to work with multiple actors and institutions (balanced support) and to facilitate linkage building among them, for greater leverage of their claims. Complementary to these efforts, targeted measures to prevent and combat corruption are necessary.28 The SDC has gained long experience with vertical accountability relations (social accountability) but is increasingly applying a more systemic approach. For example in Macedonia the SDC is supporting the oversight function of local parliaments and in- stitutional capacities of the national parliament, in combination with establishing forums for public deliberations and strengthening the effectiveness, outreach and credibility of civil society organisations in defending the interests of their constituency. In East and Southern Africa the support to civil socie- ty oversight is linked to media initiatives and to as- sisting parliamentary commissions control function. Targeted anti-corruption programs for example in Kosovo, Bangladesh, Bhutan and Tanzania try to ad- dress corruption from different angles. The SDC will continue in this direction and expand knowledge and experience (e.g. on available expertise in com- bating corruption). Transparent and inclusive elections: The SDC promotes inclusive and transparent elections and is substantially engaged in election assistance, at na- tional and subnational levels. It believes that elec- tions are important because they offer the possibil- ity to hold political representatives accountable and provide a mechanism for redistributing access to power. Poorly designed electoral systems however can also sustain the rule of a single party and lead to artificial democracies. The SDC is aware of the risk that elections may stir up violent conflicts and can be more divisive than unifying if partisan electoral campaigns are shaped along ethnic, regional or po- litical lines. Consequently, election assistance must start with careful political risk analysis and strength- en domestic capacities in preventing and mitigating electoral violence. This is particularly important in post-conflict scenarios. Other internationally agreed principles to which the SDC adheres are: i) to view elections not as “one-shot events” but engage with a long-term perspective along the whole electoral cycle; ii) to understand elections as important but not the only means for democratic transformation. Electoral as- sistance needs complementary activities and to be connected with other good governance or democ- ratisation programmes; iii) to strengthen domestic Woman as election official, man voting in Kabul, Afghanistan © SDC/Susanne Schmeidl
  • 20.
    20 ownership and capacities;iv) to diversify collab- oration modalities in order to minimize risks.29 In keeping with these principles, SDC support typically includes: assistance to domestic election bodies for preparing and holding elections, help to domestic civil society organisations for independent election observation and monitoring, support to media for impartial information and hate-free reporting, or di- verse initiatives for civic education, public debates, and the promotion of women’s participation in elec- tions. For example in Myanmar the SDC supported the electoral commission in organising the elections and civil society organisations in civic education, preven- tion of electoral violence and election observation. As a complement to that, the HSD facilitated a pro- cess between political parties to sign a joint code of conduct for the election period. Myanmar is a good example of a collaborative Swiss approach to assisting a country in a decisive moment of political transformation. In the future the SDC will continue this engagement and further exchange gained ex- perience. It will develop its knowledge of how to improve electoral systems that allow for more bal- anced and inclusive representation. Effective citizen participation: The SDC supports citizens to claim and use spaces for participation and to take ownership of and co-responsibility for public matters. The aim is that better informed and organised citizens voice their interests, hold govern- ments accountable, influence policy agendas and decision-making for their good. The SDC recognises that this usually requires time and many intermedi- ary steps, as well as targeted measures to empower women and marginalised groups. Blueprint partic- ipatory designs with standard project implementa- tion modalities are usually less successful and leave the door open to elite capture. For example in Bolivia, the SDC has been contribut- ing since 1996 to the implementation of the “law on popular participation,” by informing people (particularly women, minorities, youth) about their entitlements and responsibilities and by strength- ening their organisational capacities and inclusive participation in public decision-making. With small competitive grants it supports initiatives for an ac- tive citizenry, for example a powerful campaign for combating violence against women. In the Western Balkans, the SDC has been supporting civil society organisations since the 90s in defending the inter- ests of their members, from the local level up to the national level. The SDC learned that it has to invest more in strengthening the sincere ownership (legiti- macy) of these organisations and the connectivity to their members. In future the SDC wants to identify innovative ways of better reaching out to genuine and inclusive forms of civic engagement. An independent, pluralistic media: The media play an important intermediary role in the develop- ment of a democratic society. They are a vector of information and an agent in their own right. The SDC supports the media in fulfilling the following core functions: disseminating information on rele- vant topics that enables people to form opinions, giving a voice to different parts of society, providing a forum for exchange of diverse views, fulfilling a watchdog function by observing political processes, and providing channels to political actors to commu- nicate and interact with the people.30 In Tunisia for example, since 2011 the SDC has been supporting the work of radio Gafsa, one of five re- gional branches of the national “Radio Tunisienne”. The aim is to improve access to good-quality infor- mation for the inhabitants of the neglected Gafsa region, where the uprising against former president Ben Ali had its origins. The SDC helps with train- ing for regional journalists and design of new pro- grammes which provide more independent and relevant information. Another example is Tanzania where the SDC is connecting media assistance to social accountability initiatives and helped establish- ing a strong media umbrella organisation for policy advocacy and capacity building of its members. In the near future the SDC will prepare an overview and analysis of its experience in media assistance in order to facilitate cross-learning and cross-fertilisa- tion. The potential of electronic communication and social media is yet to be explored. Representative and effective parliaments: In parliamentary assistance the SDC aims to improve the performance of parliamentarians in assuming their core functions, i.e. lawmaking, representa- tion and oversight, and to strengthen the institu- tions of Parliament, for example the Secretariat, or Presidency, or parliamentary services. To this end it offers support in the following areas: improving the knowledge base of parliamentarians on key aspects Campaign to stop violence against women in Bolivia © SDC Cooperation Office Bolivia
  • 21.
    21 of the domesticdevelopment agenda (training, coaching, documentation), assisting them in policy analysis, in drafting legislation and launching inves- tigations, enhancing outreach and communication with their constituency, and facilitating constructive dialogue and collaboration between different polit- ical parties. In Serbia, for example, the SDC supports the nation- al parliamentarians to better assume their financial oversight responsibility and to engage in dialogue with their constituencies at subnational levels. In Mongolia the SDC assists a national capacity-build- ing programme for newly elected local councillors, and in Southern Africa the SDC will help strengthen the accountability of parliamentary committees in selected public sectors. In Macedonia and Cambo- dia the SDC supports the establishment of parlia- mentary institutes which will provide the necessary support base for parliamentarians. Parliament assis- tance is still a relatively new but growing work area for the SDC, and in the coming years it will continue to expand its knowledge and experience. Confron- tational and obstructive party politics is one of the key challenges and risks to think about. Independent, impartial and accessible justice: A functioning judicial system is important to sanc- tion abusive practices of state authorities, to protect peoples’ rights and combat gender-based violence. At the core of the SDC’s commitment are people’s legal empowerment and the improvement of legal services (e.g. judicial procedures), accessible to all. Typically SDC programmes support capacity-build- ing of judges, notaries and lawyers, but they can also include work with informal justice providers, for example traditional authorities. And crucially, the SDC supports initiatives raising people’s awareness about legal rights and the provision of legal aid. For example in Tajikistan, the SDC supports a com- prehensive access to justice programme to increase legal awareness and improve legal aid services for people, including marginalised groups and women, to improve legal information by the government, and to promote policy reforms. In Pakistan the SDC is engaged in improving the dysfunctional justice system in the Malakand division in the Provincially Administered Tribal Areas, which was one of the root causes of violent conflict between militants and the Pakistani security forces. It helps improve skills and performance of courts and access to justice particularly for vulnerable groups (mobile courts). At the same time it promotes informal mechanisms for alternative dispute resolution. In this area the SDC intends to sharpen its strategic orientation and pos- sibly expand its engagement. Independent oversight bodies: In many coun- tries these institutions play an important role for professional and independent public oversight. They can provide for complaints and redress mechanisms for people who are affected by officials’ wrongdo- ings, and they can play an important role in advising on and initiating legal or policy reform processes. They can be instrumental in enhancing participation as well as trust by the people in state institutions. The SDC is supporting different types of institutions, for example independent national human rights commissions (Afghanistan, Bangladesh) or anti-cor- ruption commissions (Bhutan) and ombudsperson (Bolivia, Burundi). This shall be continued and con- nected more strategically to other types of oversight institutions and accountability relations. Decentralisation Definition: The SDC’s approach is guided by international standards and good practice.31 It distinguishes three dimensions of decentralisation with different characteristics and policy implications:32 Political Decentralisation Transfer of political power and decision‐making authority to subnational levels, such as for example elected village councils, district or provincial councils (Allowing for democratic structures at subnational levels). Fiscal Decentralisation Intergovernmental fiscal transfers to subnational governments which allow them to function properly. The fiscal decentralisation policy also addresses such issues as revenue assignments (assignment of local taxes and revenue‐ sharing), subnational government borrowing and debt, and the assignment of expenditure responsibilities. Administrative Decentralisation Transfer of decision-making authority, resources and responsibilities for the delivery of selected public services from the central government to other lower levels of government. The strongest form is devolution, with local governments having full responsibility for financial and human resources and for carrying out tasks. Deconcentration is the transfer of authority and responsibility from one level of central government to another, with the local unit accountable to the central government ministry or agency. Delegation is the redistribution of decision competencies and operational responsibility to authorities which maintain a certain degree of independence from the central government and yet have to report to it.
  • 22.
    22 Assignment of responsibilities,finances and deci- sion-making power can follow different types of logic, for example the subsidiarity principle (alloca- tion to the lowest possible government level, closest to the people), or the principle of economies of scale (to government levels which can perform assigned duties in the most effective and cost-efficient way), among others. An alternative concept of decentralised government which is sometimes put on the reform agenda is federalism. It describes a system of government in which powers are divided between a central gov- erning authority and constituent political units with substantial autonomy (at least two tiers of govern- ment). The central governing authority has certain exclusive federal powers, the constituent political units have certain rights, and they both share cer- tain concurrent powers. In federations the right to self-government of the political units is constitu- tionally entrenched. They often possess their own constitutions which they may amend as they see fit. Movements associated with the establishment or development of federations can exhibit either centralising trends (formation of a stronger central government, as was the case in Switzerland), or decentralising trends (transfer of power from cen- tral authorities to local units, as for example in SDC partner countries). There are many different federal experiences and various design options may apply. Most important is the identification of solutions adapted to the specific context. Often critical is the delimitation of federal units, for example when the autonomy of ethnic minorities is at stake. Some of the challenges: In many SDC partner countries decentralisation is a mix of devolution and autonomy at some levels plus de-concentration or even strong centralisation at others. And sometimes, for example in Bolivia, a legally acknowledged and defined parallel system exists for indigenous auton- omy with different rights. This is an indication of the complexity of reform challenges and the inconsisten- cy of decentralisation processes. The development of functional spaces or economic areas at subnational levels (also termed as regional development) can pro- vide an entry point to promote better articulation be- tween co-existing forms of government. Other challenges are the dichotomy between nation- al macro-economic stability and fiscal decentralisa- tion, and to build linkages between decentralisation and other sector policies. Interference of politics is in many cases one of the main obstacles undermin- ing de facto power-sharing. Ruling elites fear losing control and privileges; ruling parties often perceive subnational governments as being subjected to their party control and prefer to have them dependent on them. Sound analysis, sequenced approaches with a longer-term vision, flexibility to identify emerging opportunities and to be well versed with power dy- namics increases the prospects of success. In contexts of conflict or post-conflict, decentralisa- tion can provide a mechanism of power sharing that may help to ease tensions. Sensitive decisions that are important for regional or local identity can be left to the lower levels of government so that they will not divide at the centre. When communities can take important decisions on their own, without ma- jor interference by the centre, this can strengthen their loyalty and integration into the state that pro- vides this degree of self-rule. But the SDC is aware that this can also produce negative connotations of state dissolution – justified or not. Decentralisation is a competitive process, which in certain contexts might lead to further conflict as stakeholders en- deavour to access a share of public resources. Me- diation and appropriate institutional arrangements can mitigate such risks, alongside efforts to clearly define responsibilities and act transparently. SDC priorities in this area: The SDC promotes a comprehensive and coherent approach to de- centralisation reforms where assigned functions at subnational levels ideally are in congruence with allocation of finances, human resources and deci- sion-making power. This requires a clear vision of multilevel governance systems with shared functions between different tiers according to dif- ferent subfunctions. Horizontal cooperation among subnational units is also important, for example in managing natural resources or infrastructure de- velopment. The SDC supports partner countries in making informed choices for different dimensions and forms of decentralisation. It aims to strength- en domestic capacities for designing, implement- ing and adjusting reforms and uses “bottom-up lessons” from its numerous local governance pro- grammes to inform reform processes. Particularly in the area of fiscal decentralisation it has expanded its knowledge and engagement, and it will continue to do so, because it is critical to strengthening subna- tional governance. Domestic capacities and initiative for design- ing and implementing decentralisation re- forms: The SDC provides access to information and technical advice, training and coaching to central government representatives to design, steer and su- pervise policies, regulations and minimal implemen- tation standards. It further contributes to strength- ening national training systems with the aim of enhancing implementation capacities of subnational governments. In Mongolia and Bangladesh for example, the SDC supports the design of decentralisation reforms with analytical studies and by testing and adjusting new modalities on the ground. In Bangladesh it also es- sentially contributed to the development of a na- tional training system for subnational governments, based on a bottom-up horizontal peer learning ap- proach which is complementary to the top-down courses of the national institute for local govern-
  • 23.
    23 ance. In Albaniathe SDC played an important role in shaping a territorial and administrative reform that resulted in a substantial decrease in subnational government units for more efficient public adminis- tration. Swiss expertise helped to provide statistical data and demonstrated in 5 regions how to optimise subnational government borders. The SDC will con- tinue supporting national reform agendas. Adequate, predictable and transparent in- tergovernmental fiscal transfers: Budget allo- cations from the central government are the most important source of revenue for many subnational governments, particularly in poor and remote areas. For them it is important that such transfers match their tasks (fiscal equivalence) and happen in a predictable and transparent manner. Transfers can serve different purposes: i) to address the fiscal gap resulting from the allocation of revenue and expenditure responsibilities across different levels of government, ii) to ensure equity in resource distri- bution, (also termed as financial equalisation, guar- anteeing similar standards of services by subnational governments and ensuring equal redistribution of incomes from commodities), and iii) to subsidise subnational service provision as compensation for cross-boundary or spillover effects. They apply different design options, namely: conditional versus unconditional transfers, formu- la-based versus ad hoc assignments and non-match- ing versus matching grants. Sometimes the allocation of resources is linked to social inclusion criteria and explicitly supporting poverty criteria. Increasing- ly the instrument of performance-based transfers is applied. There is no magic formula for a transfer scheme. Foremost the design must be adapted to the context and purpose. The decision on formulas will always remain a political one; however it needs to be underpinned by robust technical analysis. From a technical point of view formulas should not be over- loaded and kept simple, with transparent criteria.33 In fragile and conflict-affected situations the role of transfers varies considerably. They often serve the purpose of fiscal appeasement or preserving the union, or avoiding migration. A frequently used de- sign element is “equal shares” (each subnational gov- ernment receiving the same amount) which facilitate political agreements however lead to high per capita inequities. The SDC is increasingly engaged and will continue to assist the design and co-financing of fiscal transfer schemes. For example in Bangladesh it is pioneer- ing the set-up of fiscal transfers to the sub-district level, with formula as well as performance-based allocation criteria. In Mali it contributes to transfer schemes in selected sectors, and in Benin, Burkina Faso and Burundi the SDC contributes to partially earmarked national grant schemes for the imple- mentation of local development plans, known as “local development funds”. If well managed, these funds one day may serve as the national transfer scheme that can be used for all transfers. In the fragile context of Somalia, the SDC together with other donors is helping to pilot a simple transfer scheme as an important element of the state-build- ing process (“global compact for Somalia”), and to ensure buy-in into peace settlements. Broad-based reform dialogue and protection of interests of subnational governments: The SDC promotes and facilitates public dialogue and de- bate during reform processes with the aim of keep- ing up advocacy pressure for reforms, broadening domestic ownership and ensuring representation of diverse interest groups. One particular approach is for example the support to local government asso- ciations, which is proving to have a major impact in the Western Balkan region. In year-long cooperation since 2007 for example in Serbia, the national asso- ciation became a powerful player which successfully defends the interests of its members (e.g. stopping the decrease of budget transfers from central gov- ernment). The regional umbrella organisation of national associations provides useful information to its members and is backing the push for domestic reforms in various countries.34 This is a field with proven SDC experience that will be continued. In Bangladesh, citizens enquiring about tax assessment results. © Helvetas Swiss Intercooperation/Jens Engeli
  • 24.
    24 Local governance Definition: Localgovernance describes a set of institutions, actors, mechanisms and processes through which local state institutions exercise their duties, citizens and private sector can articulate their interests and needs, mediate the differences and exercise their rights and obligations. From the per- spective of local authorities this includes the fol- lowing: how local authorities manage the provision of public goods and services; how they stimulate and concert local development processes; how they generate own revenues and manage public financ- es; how they consult and inform the public about their decisions and account for their results; how they behave and interact with citizens and who they include or exclude. On the other hand a citizen’s perspective, including that of the private sector, looks at the following questions: how informed are they about public processes and decision-making? Are they aware about decisions affecting their lives, or business prospects? For what and how do they engage in their community and interact with local authorities? How well are they organised to voice their concerns and are they able to influence public decision making? Can they elect representatives of political institutions and do they feel represented? To what extent are women and disadvantaged or vulnerable groups part of the “game”? Beyond this citizen-government relationship, a range of other state institutions and political actors are im- portant foundations of local governance or local democracy (see 5.2). The subnational level is usu- ally a convenient entry point to build trust in state institutions and social cohesion within communities. Particularly in situations of conflict and violence this is important. Local authorities and political leaders can play a decisive role in mediating conflicts peace- fully and offering safe spaces for public deliberation. Some of the challenges: Local authorities are never independent but part of a complex system of relationships and interactions, involving a variety of state institutions, political processes and actors. Depending on the context, different formal and/or informal power structures may exist in parallel. The performance of local authorities depends very much on a national enabling framework which is often characterised by the slow pace and inconsistencies of decentralisation policies. Conflicting mandates, blurred responsibilities, lacking resources and ca- pacities are some of the key obstacles subnational governments face. This also concerns other pillars of democratic state institutions, such as for example parliaments or the judiciary which usually are weak at subnational levels. Elite capture and persistent traditional power relations are challenges encoun- tered at all levels and always come hand in hand with a more or less developed system of patronage. At subnational level this can be observed particularly where state capacities and resources are weak, and civic awareness and engagement are limited. Local political leaders have few incentives to change gov- ernance patterns if they are mainly accountable to their political party hierarchy and less to their con- stituency. Economic potentials at lower state levels are often limited or underdeveloped, which con- strains their own revenue base and keeps them de- pendent from central level. Developing “functional areas” and “economic regions” in concertation with the private sector could be a productive approach. As far as local state representatives are concerned, people’s daily interactions and coping strategies are shaped by a complex web of institutions, actors and power relations, particular traditions and culture. These can be either supporting or restraining their active participation. The exclusion of disadvantaged groups, based on gender, age, ethnicity or religion, is still a reality. In Mali, the SDC supports the development of local market infrastructure. © Urbaplan/François Laurent
  • 25.
    25 SDC priorities inthis area: For the SDC the aim is to strengthen good governance and democratic practices at subnational levels. Typically the SDC provides support to subnational governments in better assuming their tasks and promotes enabling conditions for the participation of citizens. The con- structive interactions between state actors and civil society are crucial elements of this approach, as well as the emphasis on strengthening accountability re- lations, combating corruption and promoting inclu- sive societies. The SDC has longstanding and proven experience in doing this with many programmes in several countries. It is currently shifting to a more systemic perspective and works with a broader range of state institutions, actors and processes of local democracy (see also chapter 5.2). Although its focus is on the subnational level, linkages to policy reforms are important, and the SDC simultaneously supports different types of associations, civil society platforms, or media in assuming this “intermediary” role. Inclusive provision of good-quality services at subnational levels, and enabling conditions for local development: SDC support addresses the broad range of required institutional capacities for managing public resources in most effective way, leading to good-quality public services for all and stimulating local economic development. It is an area with long years of commitment and of high importance for the SDC. Typically this starts with the strategic planning of priorities, based on par- ticipatory needs assessments, and the budgeting of financial resources, including gender-responsive and socially inclusive budgeting. Further steps are the implementation of plans and budgets, with sound financial management and procurement pro- cedures, and the appropriate steering, and control with regular public information and consultation. It also includes support to multi-level articulation and horizontal collaboration among subnational units. For example the SDC has been promoting the concept of “road corridors” in Nepal (local develop- ment spaces along road corridors, including more than one single district), or regional development initiatives in Bolivia and Rwanda. This is an area of support in a multitude of pro- grammes worldwide and will be continued as a pri- ority. With Switzerland’s determination to increase its support in fragile and conflict-affected contexts, it will increasingly feed in this broad experience to ongoing peacebuilding and state-building initia- tives and further expand its expertise in fragile and post-conflict settings. Aligned with the New Deal in Somalia, for example, the SDC together with other donors is helping to establish functional and legit- imate institutions at the municipal level. The aim is to strengthen basic capacities of municipal staff in public planning, expenditure management and public works investment, e.g. for social services and economic infrastructure development. Anoth- er important goal is confidence building by citizen participation in decision-making and strengthening accountability relations between municipal authori- ties and citizens. Own revenue sources for subnational gov- ernments: In several countries the SDC supports subnational governments in raising different types of taxes or user fees through three types of in- tervention: i) enhancing governments’ capacities in tax administration and collection (information sys- tems; taxpayer registration; collection processes), ii) strengthening tax compliance of citizens and the private sector (information to the public, incentives to pay taxes) and by iii) promotion and support to policy reforms and legislation. Taxes are instrumen- tal to securing the revenue base of subnational gov- ernments and increasing their independence. And they are essential to strengthening accountability relations towards citizens. People are willing to pay taxes but only if they can see a concrete benefit and if they know how their money has been invest- ed.35 Recent discussions also showed that taxation matters substantively for gender equality. Gender impacts often come to bear precisely in those few taxes which are managed by local governments, particularly in the property tax, or other own-source revenues like market fees. This underscores the need that gender-relevant impacts need to be analysed in an integral fashion, from the design of the tax code, to the setting-up of tax administration processes, and the application in each locality.36 Another SDC support modality is the provision of “on-budget support” to subnational govern- ments (while using country systems whenever possi- ble). But this should be limited to a clearly bounded time period to avoid eternal substitution of lacking intergovernmental budget transfers. Very often the SDC applies a combination of formula and perfor- mance-based allocation criteria, while performance indicators ideally should focus on governance out- comes and not exclusively on hardware outputs.37 The SDC is for example providing on-budget sup- port in Central America, Benin, Burkina Faso and increasingly in the Western Balkans. It assists local governments in generating own revenues (taxes, fees) in the Western Balkans, Central America, West, East and Southern Africa. In Mali, Burkina Faso and Benin, but also in Somalia, this is closely linked to supporting subnational governments in economic infrastructure development in order to “create a tax base”. In Somalia the SDC supported the introduc- tion of simple bookkeeping systems and contributed to GIS (geographic information systems) mapping and property taxation systems. In Nicaragua and Honduras the SDC provides capacity development
  • 26.
    26 to establish landregistries, censuses and registra- tion of taxpayers. All these initiatives have led to a considerable increase in tax revenues. For more con- stant tax collection by subnational governments, the SDC promotes competition and performance bonus systems, for example in Burundi and Serbia. And it supports awareness campaigns for citizens about the importance of paying taxes and user fees, for example in Albania, Bangladesh and Burkina Faso. The SDC is committed to continuing its efforts in this important area and will expand its knowledge and experience. Effective citizen participation and democratic accountability and oversight: Over the years, the SDC has gained much experience in promoting ac- countability of local governments towards citizens (social accountability), for example with social au- dits, citizen score cards, public hearings, or open budgeting. To become more effective in its actions, the SDC seeks to strengthen the broader system of accountability relations, including subnational parliaments or assemblies, and the judiciary etc. (see chapter 5.2). It applies a comprehensive sup- port strategy for citizen participation, as described earlier. This entails the trajectory from aware- ness-raising, confidence-building and spontaneous grassroots initiatives to organised participation and alliance-building up to national levels. In addition to previously described examples, the SDC also supports specific programmes for the political empowerment of women and disadvan- taged groups. For example in Bangladesh the SDC facilitates a platform of civil society organisations to strengthen women’s organisational capacities in their communities, encourage female leaders to run for local elections and build their capacities to as- sume public functions. Or in Nepal the SDC contrib- utes to a network of social mobilisers which helps marginalised people to develop their self-confi- dence for asserting their rights. In the conflict-prone Federally Administered Tribal Areas in Pakistan, SDC helps informing community members about their rights and responsibilities and promotes an inclu- sive, ransparent dialogue among different commu- nity actors, and with local authorities. It supports informal conflict resolution approaches to mediate and overcome conflicts, for example via tribal lead- ers or elderly people. The Gaza post-war context is an example where the SDC is facing the problem of internally displaced persons (IDPs), which has added to many other problems related to civic engagement and inclusive local governance. As a consequence of this reality and in response to the IDPs’ needs, the SDC has increased its focus on participatory pro- cesses in reconstruction and re-planning. The SDC will continue to work in this area and try to enhance its knowledge of targeted measures for disadvan- taged groups, including women, and it will continue to strive for adequate responses in different context settings. Citizens assessing the state of Local Governance in Bangladesh © Helvetas Swiss Intercooperation/Jens Engeli
  • 27.
    27 Empowerment of localactors (Women Dyers’ Association, Koudougou town) © SDC Division West Africa
  • 28.
    28 ANNEX 1 Governance Principlesand DDLG Definitions38 Effectiveness and Efficiency: Implies results-orientated performance of state institutions in assuming their public duties which should serve the well-being of people. It further implies that financial and human resources are used in an optimal fashion, without waste, corruption, or delays. Participation: Implies that all population segments need to be connected to the social and political processes that affect them. This means that public spaces exist where different groups can express dissenting opinions and personal interests, and where these view- points are treated as serious input in the decision-making process. Transparency: Implies that the public in general, or at least those directly affected, should obtain information from the state about the rationale underlying decisions, decision-making criteria, the intended manner of implementing a decision, and any insight into its effects. Accountability: Accountability refers to the control of the power exercised within state and society at the national as well as subna- tional level. It is about the right of people to access information, to check and pass judgement on the performance of those assigned with public duties, and it is about the obligation for the people holding power to explain their decisions. In addition, it concerns the duty of the controlling agencies to reward good performance and to sanction abuses of power. Accountability presupposes clear definitions of the functions, duties, and rules for the scope of action of public and private institutions. The rule of law: Key elements of the rule of law generally include: non-discrimination and equality before the law, the hierarchy of norms, and substantive coherence of the legal framework, the government is bound by the law, the separation of powers, the inde- pendence and impartiality of the judiciary, and respect for human rights.39 Equality and Non-Discrimination: Means that no group may be excluded from power and resources. This implies that proactive public integration policies for excluded or marginalised groups need to be implemented. Non-discrimination policies have to be applied for the expressed purpose of reducing inequalities between men and women, urban and rural populations, and between different ethnic or religious groups. Definitions of DDLG Democratisation: At its core, democracy is a system in which the government is controlled by the people and in which citizens are considered equals in the exercise of that control.40 The legitimacy of political institutions is based on people’s consent, either by direct vote or through representation. This is usually backed by constitutional guarantees for equal rights to vote, the liberty of opinion and free media, equality before the law, the separation and control of powers and the principle of the rule of law, which binds state author- ity to a constitutional framework and legal norms. Decentralisation: ›› Political Decentralisation: Transfer of political power and decision‐making authority to subnational levels, such as for example elected village councils, district or provincial councils. It allows for structures of subnational democracy. ›› Fiscal Decentralisation: Intergovernmental fiscal transfers to subnational governments which allows them to function properly. The fiscal decentralisation policy also addresses such issues as revenue assignments (assignment of local taxes and revenue‐sharing), subnational government borrowing and debt, and the assignment of expenditure responsibilities. ›› Administrative Decentralisation: Transfer of decision‐making authority, resources and responsibilities for the delivery of selected public services from the central government to other lower levels of government. Local governance: Local governance describes a set of institutions, actors, mechanisms and processes through which local state in- stitutions (including the executive, legislative and judiciary) exercise their duties, citizens and private sector can articulate their interests and needs, mediate the differences and exercise their rights and obligations.
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    29 ANNEX 2 International collaborativeplatforms OECD DAC GovNet: The Network on Governance (GovNet), is a subsidiary body of the OECD Development Assistance Committee (DAC), which is comprised of experts and practitioners from development cooperation agencies from DAC countries, as well as multilat- eral agencies. GovNet looks at ways of making governance support in developing countries more effective by exchanging experiences and lessons, and by identifying and disseminating good practice. GovNet has what it calls a “soft normative power” to develop policy, analytical tools and operational approaches, offering guidance and promoting behavioural change for development cooperation prac- titioners. DAC processes such as work on fragile states, political economy analysis, accountability and democratic governance, or work on anti-corruption were created by GovNet, where SDC is an active member. Development Partners Working Group on Decentralisation & Local Governance (DeLoG): In order to make support to decen- tralisation and local governance more effective, development partners in 2006 formed an informal network called DeLoG and jointly elaborated a set of guiding principles on aid effectiveness in this thematic area.41 It serves as a platform for practitioners to share, discuss and disseminate knowledge, experience and ideas. DeLoG also contributes to define common approaches and facilitates the organi- sation of joint training. It conducts relevant studies and advocates for the advancement of the decentralisation agenda, namely in the 2030 agenda and the Busan partnership processes. The SDC is actively contributing to DeLoG activities. The Effective Institutions Platform (EIP): This is one of the building blocks of the Global Partnership for Effective Development Cooperation. It was created in 2012 with the purpose of supporting public sector reform initiatives for the delivery of better public services in member countries. It consists of over 60 countries and organisations, including development agencies, think tanks and civil society stakeholders. It facilitates dialogue, peer learning and exchanges in the area of public sector reform. Switzerland and the SDC in particular takes an active role in the Busan Partnership and EIP processes. These can play an important role in reinforcing the com- mitments of the 2030 Agenda. The Open Governance Partnership (OGP): This partnership was launched in 2011 to provide an international platform for domestic reformers committed to making their governments more open, accountable, and responsive to citizens. The OGP, which now counts 65 participating countries, is open to all meeting a set of eligibility criteria, and in all of these countries government and civil society are working together to develop and implement ambitious open-government reforms. The OGP’s vision is that “more governments become more transparent, more accountable, and more responsive to their own citizens, with the ultimate goal of improving the quality of governance, as well as the quality of services that citizens receive.”42 Interestingly, developed and developing countries are put on the same level and acknowledge that they face many of the same core problems. The United Cities and Local Governments network (UCLG): This global network represents and defends the interests of local governments on the world stage. It has a decentralised structure composed of 7 regional sections, 1 metropolitan section and 1 section for regional governments. It supports international cooperation between cities and their associations, and facilitates programmes, net- works and partnerships to build the capacities of local governments. It is a gateway to relevant information on local government across the world and aims to increase the role and influence of local governments and its representative organisations in global governance.43
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    30 Endnotes 1 The term ‘subnational’stand for different types of administrative tiers below the central level, e.g. municipalities, districts, provinc- es etc. 2 International Covenant on Civil and Political Rights, adopted by the UN General Assembly resolution 2200A (XXI), with entry into force 23 March 1976. It defines for example: all persons are equal before the law, the freedom of thought and the freedom of expression, the freedom of assembly and association, the right to participate in public affairs, to vote and to be elected, and to access public services. 3 Global Monitoring Report 2014, WB-IMF. 4 Beyond the Midpoint: Achieving the Millennium Development Goals, UNDP, January 2010, p.xiii. 5 States of Fragility 2015, Meeting Post-2015 Ambitions, OECD/DAC 2015, p. 33 & 35. 6 See also: Power Above and Below the Waterline: Bridging Political Economy and Power Analysis, Jethro Pettit and Andrés Mejía Acosta, IDS Bulletin Volume 45, Number 5, September 2014. 7 Freedom in the World 2015, Freedom House’s annual country-by-country report on global political rights and civil liberties. (Cover- ing 195 countries). https://freedomhouse.org/report/freedom-world/freedom-world-2014. 8 Democracy index 2014. https://www.eiu.com/public/topical_report.aspx?campaignid=Democracy0115. The Democracy index is based on five categories: electoral process and pluralism; civil liberties; the functioning of government; political participation; and political culture. 9 WorldWeWant2015: One million voices report. UN Development Group, 2013. Global consultations on the post-2015 develop- ment agenda involving more than 1 million people across all countries and from all backgrounds. 10 Isabel Ortiz: World Protests 2006-2013. Initiative for Policy Dialogue & Friedrich Ebert Stiftung. New York, 2013. 11 Blurring the boundaries: citizen action across states and societies, (Meta Evaluation of 100 cases in 20 countries over ten years), p.7. The Development research centre on citizenship, participation, accountability, Brighton 2011. 12 Decentralization & Local Democracy in the World, First global report by United Cities and Local Governments (UCLG), 2008. 13 Governance Matters VIII, Aggregate and Individual Governance Indicators 1996-2008, Daniel Kaufmann, Aart Kraay, Massimo Mastruzzi, World Bank Development Research Group, Policy Research Working Paper 4978, June 2009. Indicators are: Voice and Accountability, Political Stability and Absence of Violence/Terrorism, Government, Effectiveness, Regulatory Quality, Rule of Law, and Control of Corruption. They cover 212 countries and territories for 1996, 1998, 2000, and annually between 2002-2008. 14 Sources: World-Wide Governance Indicators: http://info.worldbank.org/governance/wgi/index.aspx#reports. And: Global Cor- ruption Barometer 2013, page 6. www.transparency.org/GCB2013/report. And: Open Budget Survey 2015. www.international- budget.org 15 Accountability, Transparency, Participation, and Inclusion, A new Development Consensu? Th. Carothers & S. Brechenmacher, Car- negie Endowment for International Peace, Washington DC, 2014, p. 18ff. Or: The Role of Decentralization/Devolution in Improv- ing Development Outcomes at the Local Level: Review of the Literature and Selected Cases, by Paul Smoke, Local Development International, New York, for DFID, November 2013. Or: Localising the Post 2015 Development Agenda: The Local Public Sector’s Role in achieving Development Goals in Health and Education, by Jamie Boex, for Urban Institute, Washington D.C. and The Devel- opment Partners Working Group on Decentralisation and Local Governance, January 2015. 16 Annual report 2014 of Switzerland’s international Development Cooperation 17 Federal Constitution of the Swiss Confederation, Art. 54, Paragraph 2. 18 The Federal Council’s Dispatch to Parliament 2013-2016, 15.02.2012. 19 Federal Constitution of the Swiss Confederation, Art. 42-135. 20 States of Fragility 2015, Meeting Post-2015 Ambitions, OECD/DAC 2015, p. 40. 21 Resolution adopted by the General Assembly on 25 September 2015; 70/1. Transforming our world: the 2030 Agenda for Sustain- able Development. 22 See: http://www.oecd.org/dac/effectiveness/fourthhighlevelforumonaideffectiveness.htm. 23 See: http://www.oecd.org/dac/governance-peace/conflictandfragility/iefs.htm. 24 The International Dialogue on Peacebuilding and Statebuilding (International Dialogue) supports the implementation of the New Deal. It is a forum for political dialogue to bring together countries affected by conflict and fragility, development partners, and civil society. The International Dialogue is composed of members of the International Network on Conflict and Fragility (INCAF), the g7+ group of fragile and conflict-affected states, and member organizations of the Civil Society Plat- form for Peacebuilding and Statebuilding (CSPPS). 25 Political economy and development, three basic tools, SDC 2011. SDC how to note stakeholder analysis, May 2013. Gender in practice, a toolkit for SDC and its partners, SDC 2003, sheet 3. SDC how to note context analysis in fragile and conflict affected contexts, June 2013. SDC guidelines and toolkit for local governance assessments, DDLGN, January 2012. 26 See also: Frauke de Weijer and Volker Hauck, Release the pressure on governance practitioners, in: A governance practitioners notebook, alternative ideas and approaches, OECD 2015. 27 See: Power, Violence, Citizenship and Agency, Action research project by IDS, Jan. 2013 to Dec. 2014.
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    31 28 Fighting corruption,SDC strategy, SDC 2006. 29 OECD/DAC Principles for International Election Assistance, 2013. UNO Resolution 66/163, on strengthening the role of the United Nations in enhancing periodic and genuine elections and the promotion of democratization, 2012. 30 See: Media - a key player for realizing social accountability, orientation guide, SDC 2007. 31 The SDC adheres to international standards and good practice elaborated in the Development Partners Working Group on Decen- tralization and Local Governance (DeLoG): i) Specific Guiding Principles for Enhancing Alignment and Harmonization on Local Governance and Decentralization, adapted version of December 2009; ii) DeLoG training kit: Enhancing development and effec- tiveness for decentralization and local governance, adapted version of March 2014. 32 See also: Guide to decentralization, SDC 2001, and: Decentralization and Local Governance, Concepts and Definitions, by Hans Bjørn Olsen, for the SDC, November 2007. 33 Inputs and debates during the DDLGN f2f in 2015, http://f2f-ddlgn.net. And: DDLGN learning book on SDC support for sustaina- ble local government finances, 2010. 34 See for example: Fiscal Decentralization Indicators for South East Europe: 2006-2013, Network of Associations of Local Authorities of South East Europe (NALAS), January 2015. 35 Synthesis of e-discussion on sustainable local government financing, November 2014, SDC DDLGN. 36 E-discussion on Gender and taxation, 15th and 16th September 2015, SDC-DDLGN and Gendernet. 37 Quality Assurance Workshop on Performance Based Budget Support in the Western Balkans, Macedonia, 19./20.11. 2014. DDLGN learning book on SDC support for sustainable local government finances, 2010. 38 Refers to the 5 good governance principles of the SDC, but partially complemented, amongst others by elements of the SDC’s human rights principles. See: Governance as a transversal theme: An implementation guide, SDC, 2007, p.12. And: SDC’s human rights policy: towards a life in dignity, realizing rights for poor people, SDC, 2006, p.12. 39 See: Rule of Law, Justice Sector Reforms and Development Cooperation, SDC concept paper, 2008. 40 See also: Declaration of the Council of Member States of the International Institute for Democracy and Electoral Assistance (Inter- national IDEA) on the occasion of the International Day of Democracy 2015, IDEA, Stockholm, 15th September 2015. 41 General and specific guiding principles for Enhancing Alignment and Harmonization on Local Governance and Decentralization, The Informal Development Partners Working Group on Local Governance and Decentralisation, August and December 2009. 42 See more at: http://www.opengovpartnership.org. 43 See more at: http://www.uclg.org
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    Imprint Editor Federal Department ofForeign Affairs FDFA Swiss Agency for Development and Cooperation SDC 3003 Bern www.sdc.admin.ch Design Elena Tankovski Cover Photograph © Swiss Cooperation Office Bhutan/Melam Zangpo. The consultation process in Bhutan allows citizens to express their opinions. Orders FDFA Information [email protected] Specialist contact Swiss Agency for Development and Cooperation SDC Democratisation, Decentralisation and Local Governance Tel: +41 (0)58 462 12 01 [email protected]. This publication is also available in German, French, Spanish and Italian. It can be downloaded from www.sdc.admin.ch/publications. Bern, 2016