When 150 marriages are solemnized in a day within 60 minutes in the same venue, the challenges are not just with the brides and grooms to stick to their own soul mates, but also to the municipal authorities to keep track and issue marriage certificates in a reasonable time frame. As many Keralites located all over the world chooses Guruvayoor Temple for their marriage, delivering their marriage certificates adds to the troubles of a small municipality with less than 10 staff in the section.
On a recent visit to Kerala as part of the World Bank supported Kerala Local Government Service Delivery Project (KLGSDP), I found that in 2010 September, Guruvayoor Municipality solved the problems with marriage certificates, and opened a window of transparency and efficiency in its service delivery to the general public, through an e-governance platform. Meeting us in his current office in the Attingal Municipality, N Vijayakumar, former Municipal Secretary of Guruvayoor, took us through the journey he and a highly committed team made for bringing an e-revolution in the Municipality.
2011 Flagship: More and Better Jobs in South Asia
Thursday, September 22, 2011 from 2:30PM to 4:30PM
- Agriculture and Rural Development
- Communities and Human Settlements
- Information and Communication Technologies
- Law and Regulation
- Macroeconomics and Economic Growth
- Private Sector Development
- Public Sector and Governance
- Science and Technology Development
- Social Development
- Labor and Social Protection
- More and Better Jobs
In 2010, under the nationwide Elementary Education Program called Sarva Siksha Abhiyan (SSA), an education committee in Bhagwan Garhi in the Aligarh district of Uttar Pradesh, India completed the construction of an eight classroom school for the cost of $80 per square meter, whereas the cost incurred for a contractor lead construction of a comparable school structure in the nearby district of Lucknow was $124 per square meter.
According to review reports, the Community Beneficiary Committee in Bhagwan Garhi had completed the work drawing labor from the community and buying the required amount of materials at a lower rate with technical guidance from the district level engineer.
How does this happen?
“My country finally owns me!" was the delighted reaction from a high level private sector official to the possibility of a national identity system in Bangladesh. A lot of brain-wracking thought went into the possible economic benefits of such a project.
The sleepless nights of complicated financial analyses and exasperatingly fruitless brainstorming sessions that reach a point when you are not willing to say anything until you find something that will make the rest of them jump on their chairs, make things very difficult sometimes! But, the answer was there, short and simple. Such a refreshing start to an interview for the purpose of identifying the probable benefits to service delivery agencies of having access to a near-immaculate database of citizens, was hardly anticipated.
Rolling out robust, digitized national ID (NID) cards to 100 million citizens over a period of five years is the daunting task ahead for Identification System for Enhancing Access to Services (IDEA) Project. One may argue about the novelty offered by this initiative when Bangladeshi citizens with voting eligibility actually have NIDs since late 2008. A solid counter argument would be the “digitized nature” of the sophisticated NIDs of ‘digital Bangladesh’, enabling machine readability of biometric citizen information embedded in the card, as a replacement of the paper based, easily faked cards with little printed information and near-alien photos that gave rise to popular groups like “I hate my NID photo” on Facebook!
Under the Bangladesh Local Governance program, social audits are being conducted in Union Parishads (UPs) for strengthening social contract between the citizens and their local governments. A weekly TV program "Amader Union" or Our Union was launched by TV Journalist Shykh Seraj, who is documenting and broadcasting these social audits. This is generating lot of interest among both rural and urban citizens. The UP functionaries are also keen to participate in these social audits, so as to showcase their good work and responsiveness to citizens.
I observed a social audit in March 2011 on a LGSP scheme (a 350 feet rural road with brick-soiling in Sarabo Mouza, Kashimpur UP, Gazipur district) conducted by the citizen group (CG). The CG conducted a social audit at the local market by this road. The CG put a large poster detailing the Community Score card (CSC), that had questions and possible responses indicated by symbols. Symbols were used as a large number of rural poor are illiterate. The scores are given over a total number of 100, so that people can distinguish bad performance (below 40%), medium (60%) and good (80% or more).
“My village is beautiful and I have lived here all my life. Even though life can be hard, I don’t want to go away.” Eight-year-old Zannati lives on the front lines of climate change in her cyclone-ravaged coastal village of Nishanbaria on the Bay of Bengal. When she speaks, you feel her determination and see the fire in her eyes.
The embankment holding back the sea, part of 480 kms of embankment repaired and reconstructed by the World Bank, is the only protection her village has from cyclones.
Shabash Bangladesh (Bravo Bangladesh) – a photo exhibition showcasing development results in Bangladesh – tells the story of Zannati and many other Bangladeshis, serving as a visual backdrop to the first Country Performance and Results Review (CPRR) in Dhaka on April 13, 2011.
The CPRR was the first high-level review to take stock of the results being achieved under the Bank’s FY11-14 Country Assistance Strategy (CAS). This event was part of wider efforts to instill a results culture across the Bangladesh program, from the project level during implementation support, to the portfolio and strategy levels. It was also an important step in enhancing the Bank’s accountability for results.
Projects supported by results-based loans—of the breed of the current projects in education in Pakistan and counterparts in the Latin American and Caribbean region—are increasingly seen as a promising way for raising the effectiveness of Bank lending. In a seminar recently organized by the South Asia region, a proposal that such projects should be set as the default choice and quickly become the lion’s share in the region’s lending portfolio resonated widely with the participants.
While, in principle, linking loan disbursements to the achievement of results seems desirable, this step by itself may not be enough for project success. In this entry, and ones to follow, learning from the Pakistan results-based projects in education, I provide some insights on considerations that may increase the likelihood that such projects succeed. Some of these insights may also be relevant for other types of projects.
The Bangladesh Non-lending Technical Assistance on Local Governance (NLTA) is a policy and technical assistance instrument of the World Bank complementing the Bangladesh Local Governance Support Project (LGSP) that has been supporting the Union Parishad (UP), the rural local government since 2006. The NLTA, supported by the Swiss Development Cooperation (SDC), Norway and AusAID, is broadening the dialog on decentralization, strengthening intergovernmental frameworks, and enhancing downward accountability and citizen’s voice in local governance.
Under the NLTA program, one journalist from each of 64 district press clubs was trained in LGSP rules and social accountability process and established a Local Governance Journalist Network (LGJN) in early 2009. This network of journalist is carrying out investigative reports as “third party monitors” on the implementation of LGSP. They are also facilitating local level dialogues between UPs and communities; facilitating citizen’s to hold the UP accountable.
The Local Governance Support Project (LGSP) is the centrepiece of a broader program to strengthen accountable forms of local governance across Bangladesh. The LGSP provided matching grants and capacity building support to Union Parishads (UPs), which is the lowest tier of rural local government bodies. The project was initiated in July 2006 and in the final year (FY11), it has covered nearly 97% of the 4500 UPs. Each year the UPs are audited, and those that receive a clean audit received an expanded block grant. The LGSP is the first project of its kind in Bangladesh that supported systemic, country-wide reforms in the system of local governance.