ABSTRACT
It is argued that excessive focus on technology/capital investments in provision of WASH services is not necessarily leading to sustainable and equitable services (Reddy et al. 2009). There is also growing evidence (WASHCost (India) Project case studies) on the ground as well as in literature on the influence of good governance practices on WASH service levels. UNESCAP argues that earlier strategies,
… are not sufficient to ensure that all people have access to the services they need and are entitled to. The reason is that they do not address the underlying cause of the problem: the political barrier, the poverty of power. This barrier prevents the poor from influencing decision making, from claiming access to basic services and from holding the government and the service provider accountable for the service provided. It thereby excludes them from sharing the benefits of development.
(UNESCAP/UNDP/ADB 2007) Hence, the role of good governance is imperative for access to better services, particularly for the poor. Further, it is argued that ‘inclusiveness and equity; participation; transparency; efficiency and effectiveness; responsiveness; subsidiarity; adherence to rule of law; accountability and sustainability’ could indicate the quality of governance. Decentralisation principles and practices in India also broadly reflect similar sentiments about good governance. The Government of India consciously promoted participatory and decentralised governance in the WASH sector (Box 12.1) (GoI, 2010). Panchayati Raj Institutions (PRIs) 1 are made central to all developmental initiatives, including WASH, as part of its decentralisation of power (through 73rd and 74th amendments of the Indian Constitution). Decentralisation is also expected to be cost-effective in implementing development programmes. This could be possible with the active participation of elected members, local organisations and people (GoI 2001). Key policy provisions for Transparency, Accountability and Participation in WASH sector in India – guidelines of Rajiv Gandhi National Drinking Water Mission (April 2010)… To provide access to information through online reporting mechanism with information placed in public domain to bring in transparency, accountability, and informed decision making. [page 14]
… Community-based monitoring should preferably fulfil the following objectives: It should provide regular and systematic information about community needs, which would guide related planning; It should provide feedback according to the locally developed yardsticks for monitoring as well as key indicators for measuring the consumer’s satisfaction. [page 14]
… A social audit helps to narrow the gap between the perception of the line department’s definition of services provided and the beneficiaries’ level of satisfaction of the service provided. Social auditing also enhances the performance of the local self government, particularly for strengthening accountability and transparency in local bodies. [page 44]
Transparency: It is very critical that people are fully informed about the plan, schemes and investments proposed to be made in their areas. In fact, they should have a major role in deciding on the appropriate option. The village committee should display details of funds received and utilised at a prominent place in such a manner that people can see and understand it. This should be updated on a regular basis. [page 67]
A Village Water and Sanitation Committee (VWSC) is to be set up as a standing committee in each Gram Panchayat for planning, monitoring, implementation, and operation and maintenance of their Water Supply Scheme to ensure active participation of the villagers. … The membership of a VWSC may consist of about 6 to 12 persons, comprising elected members of the panchayat, women with due representation to the SCs, STs and poorer sections of the village. … The composition and functions of the VWSCs can be regulated by a set of by-laws under the State Panchayati Raj Act. [page 20]
Source: GoI 2010