Good Practices and Innovations in Public Governance 2003-2011

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Good Practices and InnovATIONS in Public Governance tional, maintenance, information and coordination costs is completed can citizens engage in a problem solving process. This sustainability test ensures that citizens craft local problem solving institutions that they truly own. This includes environmental concerns that can plague the management of common pool resources. There are several elements that have contributed to the evolving success of the Ubudehe initiative. • Ensuring inclusive participation: A firm belief in the principle of real participation and opportunities, and the demonstration of what this participation looks like in practice, have visually demonstrated and encouraged greater support from others. • Starting small and scaling up was a core strategy: Recognizing that any long term change process takes time, and persisting with long term processes has ensured that Ubudehe makes small but gradualy inroads into national acceptance; • Minimizing expenses: Keeping overheads low and ensuring over 80% of resources are controlled by citizens themselves has been central in ensuring Ubudehe’s success. The Ubudehe secretariat comprises of a small team of no more than five people nationally, and there are no intermediaries in ensuring resources flows between the central government and cellules; • Buidling awareness about people’s ability to govern themselves: This initiative helped people to come together to develop a common understanding of a problem and experience problem solving through direct engagement. People have developed a sense of how to implement and manage their affairs. In the process, citizens debate, negotiate and reach an agreement, which contains details about a commonly agreed purpose, budget and rules of association that will bind citizens. All of this increases local pools of knowledge. By default this initiative has increased the accountability and transparency in the management of their collective action leading to wider calls for accountability and transparency. And this approach now provides for the next phase of Ubudehe – a basis for planning longer term and larger scale support to citizens at the district level; and • Ability of donors to embrace innovative development approaches: The ability of donors, such as the European Union, to take initial risks and experiment with the process has given much boost to this type of cooperation and has also demonstrated that donors need to move beyond traditional development strategies and try out new approaches that may be more relevant to specific contexts. Speaking at the award-giving ceremony in Rwanda, President Kagame said that Ubudehe is “a clear indication of how Rwandan people have managed to solve their own problems by listing their priorities, needs and making decisions by themselves”. “Poverty is a mindset and getting out of it is by making just a simple decision. If we continue with this success record, the country will develop quickly,” he noted. 200
2008 Category 1: India Asia and the Pacific India 2008 Category 1 Finalist District Lokvani Society Sitapur Sitapur District of Uttar Pradesh (UP), India Description Providing online government services and channels for redressing citizens’ grievances in rural areas through an online portal made accessible by internet kiosks and public-private partnerships. Summary The District Lokvani Society of Sitapur in Uttar Pradesh (UP) was selected as a Finalist for providing information about government services in rural areas and for opening a channel for redressing citizens’ grievances through an online portal. The Problem Before Lokvani was established, there was no formal system of providing information to citizens about government services. Being a backward district with only 38% literacy, extremely poor and unaware citizens, the government officers acted as rulers rather than public servants. Citizens had no option other than personally visit the District headquarter/Tehsil for government related services/information and/or getting their grievances addressed. In Sitapur, citizens had only two hours a day to interact with the District Magistrate (DM) (administrative head). This caused a great strain on the system and resulted in very few grievances being addressed satisfactorily. Moreover, once a person had met the DM and provided him with his grievance in writing, he received no receipt or number to track the status of his grievance. Also, the absence of checks on public servants’ performance encouraged a lackadaisical approach and delays in solving citizens’ problems. Both the officers and citizens were used to this system – repeated physical visits, long queues to meet officers, paper applications and affidavits, files, and babus (clerks). The entire back-end functioning of the system was shrouded in secrecy, and lacked transparency. The system was, generally, not accessible to a common citizen, who typically had to seek the support of either a local political leader, or influential people to represent his case/grievance. This system led to the exploitation of illiterate and uninitiated (to the government’s way of functioning) citizens by touts at various stages. This was no doubt a source of corruption. Officers were also over-burdened by excessive paperwork without proper filing systems (including file tracking systems) and red-tape (bureaucratic hassles). Generally district administration officials in In- 201
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This publication provides an overvi
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