🔊 Listen to this article

Public goods and services are characterised by non-rivalry in consumption and non-excludability in provision. Hence, it is very difficult to ascertain the effectiveness of public provisioning using any tool or method, which can measure effectiveness of public expenditure. However, effective monitoring of the implementation of development programmes, particularly the social sector programmes can lead to better outcomes of public expenditure. Further, the mechanisms and framework of monitoring have to be robust and adequately provisioned with skilled human resources and technology.  In this context, it is crucial to note the effectiveness of the DISHA committee meetings happening at the level of districts and actions needed to strengthen this monitoring mechanism.

With the clarity on its objectives- e.g. streamlining mechanism of monitoring of the implementation of development schemes, bringing convergence across programmes, agencies and institutions, and making the development process more participatory at the level of districts, the formation of DISHA committees by the Ministry of Rural Development, government of India seem promising for more transparent and accountable governance.  However, it is crucial to underscore the extent of information provided on various schemes on a real-time basis as inputs to the members of DISHA committees, quality of discussions happening (including engagement from various stakeholders) and follow up actions taken  to make the system transparent and accountable.

As is seen from the available data that the number of DISHA committee meetings that reportedly happened during the last three-four years, fall short of expected numbers of meetings. Also, with respect to coverage of DISHA committee meetings and the required documents to be produced for quality discussion making in these meetings as well as processes to be followed for conducting such meetings are far from satisfactory.

Nonetheless, the efforts made by various quarters to generate minimum required content for the use of the public in general and for the policy makers in particular for quick and time-bound implementation of corrective measures, seem laudable. The information, reports and documents made available in public domain on the designated web portal have gained traction by the policy analysts not only to understand how schemes are being implemented at the level of districts, but also to identify gaps and challenges, and possible solutions for a better public financial management at the levels of districts and below.

Positive developments seen through DISHA:

There are a number of improvements seen, especially on the front of making data available in public domain and in strengthening the monitoring of development programmes that are being implemented in the districts. These are discussed as under.

1.Due to technology interface, proceedings of the DISHA meetings are available in the public domain. Availability of these proceedings would help aware the public about the discussions and the policy actions that emerged from these discussions at the level of districts. Similarly, the agenda for the meetings and members who were present in these meetings are made available so that public can reach out to their elected representative and can share their expectations and concerns for action.

2.Regular happening of DISHA meetings make the district level officials cautious about their role and responsibility and the mechanisms of accountability have been strengthened. Also, regularity of these meetings has activated the system of reporting on the performance of schemes from the ground. This has created a sense of competitiveness among the line departments and officials who are implementing the schemes for better performance in order to get appreciation and recognition from the administration.

3.This has also led to revival of the monitoring mechanisms at the level of districts, by which better outcomes of public provisioning can be expected. Further, needs and expectations of the districts have been better integrated through the approach of convergence and a platform of better coordination created through these meetings.

4.An interface has been created through these DISHA meetings. Elected representatives, representatives from local NGOs and local people’s representatives along with district officials have created a forum for interface in discussing local issues and policy actions have emerged from these interfaces to be solved locally. It has been rightly noted that DISHA meetings can bring together multiple views with different insights to the problem for policy action.

5.Nobody would dispute that bringing all the concerned officials together at the level of districts and in a single platform has always been a major challenge. DISHA meetings have been successful in bringing these stakeholders together to discuss on local issues and find the solutions for the problems faced locally, and vertically link it to the level of state and union government.

However, a lot more is needed towards improving governance at the level of districts. The following steps can help in this direction.

1.Information collated for reporting on scheme performance in the form of monthly and quarterly progress reports should be made available in public domain. This will enable public to have meaningful discussions with their local representatives and the elected representatives can participate in these meeting more prepared, else these meetings will end up discussing political issues and the true spirit of DISHA would be defeated. Further, along with the notification, agenda for the upcoming DISHA committee meetings, physical and financial performance progress reports should be made available well in advance.

2.Standardised formats / tamplets should be developed for those schemes which are implemented pan India for bringing data consistency and providing comparable analytics to feed into the policy action. To begin with formats for the Centrally Sponsored Schemes should be developed and implemented to collate relevant information for each quarter, components and across various sub-districts for quick policy action. Developing standard formats for collating relevant physical and financial performance data, across schemes would help synthesise data and evidence, which can be used for policy actions at state and national level as well.

3.Availability and accessibility of relevant information can improve effective public engagement, which in turn can enhance budget transparency. Hence, priority should be given to the use of advanced technology to collate and make relevant information available in public domain. In order to make the relevant data real-time available to the policy makers and to strengthen the monitoring of programmes effective, DISHA meetings should be the starting point at the level of districts. Further, while making information collated for these meetings available in the public domain, opinions can be sought from the public for further improvement. In order to deepen the quality of discussions in the DISHA meetings, online platforms should be created whereby public can share their feedback.

4.There is a need for imparting training to newly elected members of Parliament to play effective oversight role. Further, knowledge supports would be required for elected representatives in order to make them well-grounded and evidence based policy decision for better implementation of schemes on the ground.

5.Last but not the least, infrastructural shortages, shortages of technical staff and programme staff at the level of districts and below should be plugged urgently in order to strengthen institutions of accountability at the district level.

Evidence supported through data for decision making would always result in better outcomes.  Appropriate and reliable data can help improve the system of governance. A good governance system demands effective participation in the policy discourse. To make DISHA framework work effectively, a robust architecture at the level of districts should be created in close collaboration with local knowledge and technology partners.

 

The views expressed in this piece are those of the authors, and don’t necessarily reflect the position of CBGA. You can reach Nilachala Acharya at nilachala@cbgaindia.org.