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Manual for Integrated District Planning - National Institute of Rural ...

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<strong>Manual</strong> <strong>for</strong> <strong>Integrated</strong> <strong>District</strong> <strong>Planning</strong><br />

Box 13: Resource-availability checklist <strong>for</strong> each local government to help prepare their plan<br />

S. No. Component Yes/No Remarks<br />

1<br />

2<br />

Has the state made arrangements <strong>for</strong> a separate budget head in<br />

which devolution <strong>of</strong> funds, pertaining to all matters devolved to local<br />

governments are separately indicated?<br />

Indicate the number <strong>of</strong> state departments whose funds are channelised<br />

through the local government sector window.<br />

3<br />

Has the state decided upon and indicated<br />

the <strong>for</strong>mula <strong>for</strong> distribution <strong>of</strong> local<br />

government components <strong>of</strong> the state plan,<br />

and indicated the broad order <strong>of</strong> resources<br />

that would be available during 2007-08<br />

from the state plan to:<br />

a<br />

b<br />

different<br />

levels <strong>of</strong> local<br />

government<br />

to each local<br />

government<br />

4<br />

Has the state indicated the resources that would be available to the<br />

local government sector during the year concerned in the green and<br />

blue <strong>for</strong>mats?<br />

5.4.4 The Checklist in Box 13 is useful to ascertain whether the steps in separation <strong>of</strong><br />

a budget at the state-level have been undertaken.<br />

5.4.5 Separation <strong>of</strong> the budget <strong>for</strong> each local government at the district level: Given<br />

that in most states fiscal decentralisation lags behind functional decentralisation, the<br />

presentation <strong>of</strong> the budget to each local government is a particularly important step<br />

at the district level. There<strong>for</strong>e, the envisioning process needs to be accompanied by<br />

a comprehensive financial-resource mapping exercise at the district, block, village<br />

and urban level, which provides a clear idea <strong>of</strong> the funds available at each level <strong>for</strong><br />

implementing a plan. There is a very close relationship between the two exercises.<br />

Envisioning can trigger:<br />

(a) achieving the maximum outcomes within the existing fund-allocation pattern,<br />

through greater vigilance and better implementation;<br />

(b) improving fund-allocation pattern based upon feedback from the visioning<br />

process, on what people really need and want; and<br />

(c) Spurring the seeking out <strong>of</strong> more sources <strong>of</strong> funds, such as improving local<br />

revenues, canvassing <strong>for</strong> contributions, promoting further investments, obtaining<br />

more credit, etc.<br />

The question <strong>of</strong>ten arises as to what precisely constitutes the budget <strong>of</strong> local<br />

governments, given that there are several parallel structures that operate above<br />

and below them. Is it necessary <strong>for</strong> a local government to know what allocations<br />

are being spent by others within its jurisdiction? What about allocations made to<br />

sub-local government-level user groups and subcommittees, some stand-alone or<br />

others <strong>for</strong>mally designated as subcommittees <strong>of</strong> the local government but designed<br />

37

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