RESEARCH and EVALUATION Decision-Making

RESEARCH and EVALUATION Decision-making processes in Sylhet City Corporation: who plays the dominant role? Commonwealth Journal of Local Governance Issue 20: December 2017 https://cjlg.epress.lib.uts.edu.au Muhammad Mustofa Kamal Department of Public Administration Shahjalal University of Science and Technology Bangladesh Email: [email protected] [email protected] Anwara Begum Department of Public Administration Shahjalal University of Science and Technology Bangladesh Email: [email protected] [email protected] Chowdhury Abdullah Al-Hossienie Department of Public Administration Shahjalal University of Science and Technology Bangladesh Email: [email protected] [email protected] Abstract A rational decision-making process is essential for municipal governments, as it promotes progressive development and makes them more democratic and service-oriented. This study explores the decision- making process in Bangladesh’s Sylhet City Corporation (SCC). Both primary data via a survey of relevant respondents and secondary data were collected. The study found that, although both the mayor and councillors participate in making decisions at the SCC, it is the mayor who plays the dominant and vital role, exercising power by convincing councillors of his leadership qualities. For these reasons, the decision-making process of the SCC is not fully democratic. If councillors were able to play a greater role, the decisions of the SCC would be more collective. Keywords: Decision-making, urban local government, city corporation, mayor, councillor DOI: https://doi.org/10.5130/cjlg.v0i20.6468 Article History: Received 18/05/16; Accepted 23/02/18; Published 13/03/2019 Citation: Commonwealth Journal of Local Governance 2017, 20: 6468, - https://doi.org/10.5130/cjlg.v0i20.6468 © 2019 Muhammad Mustofa Kamal, Anwara Begum and Chowdhury Abdullah Al-Hossienie. This is an Open Access article distributed under the terms of the Creative Commons Attribution 4.0 Unported (CC BY 4.0) License (https://creativecommons.org/licenses/by/4.0/), allowing third parties to copy and redistribute the material in any medium or format and to remix, transform, and build upon the material for any purpose, even commercially, provided the original work is properly cited and states its license. 146 Kamal, Begum & Al-Hossienie Decision-making in Sylhet City Corporation Introduction As with most democracies, local government plays an important role in the development of Bangladesh. Over 250 years ago Jean-Jacques Rousseau identified local government as the training ground for democratic culture, and Alexis de Tocqueville during his 1830s visit to the USA noted the importance of local citizens and local governments in keeping democracy in that country afloat (UN 1996). Local government is thus usually viewed as the basis of national government (Khan 2009). In Bangladesh, rapid population growth, coupled with the limited availability of agricultural land, has resulted in a steady shift of population from rural to urban areas (Siddiqui 2005). City corporations, which form the most important tier of urban local government, have therefore assumed considerable importance. They are responsible for various development activities and service provision for citizens, and are tasked to ensure good governance in administration and to exercise democracy in all their activities. However, there are several problems in the functioning of city corporations. Among these the most substantial one is the decision-making process. This study explores the approach to decision-making in Sylhet City Corporation (SCC). In theory, the general public’s participation is important, and citizens can submit proposals identifying problems at the meetings of the city corporation. Unfortunately, however, in practice the participation of both local people and local councillors (elected at ward level1) appears to be often ignored in SCC decision-making processes. Good practice suggests that, for development to progress, a rational and transparent decision-making process is essential. Although some studies have been conducted on city corporations, there is limited work on their decision-making processes, so this study is highly relevant. It examines who are the dominant players in the decision-making process at SCC, in an attempt to analyse problems and propose strategies to address them. The study draws on structured interviews with the mayor, councillors, officials and members of the general public, and a review of SCC documents. Literature review Bangladesh inherited a colonial local government structure, first under the British Raj for about 200 years and then under Pakistan for about 24 years (Panday 2011). Local government was established at independence in 1971, with different rural and urban local government structures. In rural areas, three tiers of local government legally exist: union parishad, upazila parishad and zila parishad. In urban areas, meanwhile, there are two distinct categories of local government body: pourashavas (municipalities) in small towns and city corporations in large cities (Ahmed and Panday 2013). The first municipal corporation was set up in Madras in 1687, and in Bengal the Dhaka pourashava was established in 1864. Under Pakistan’s rule, the 1960 Municipal Administration Ordinance 1 A ward is a local government subdivision. CJLG December 2017 147 Kamal, Begum & Al-Hossienie Decision-making in Sylhet City Corporation brought the municipalities in line with basic principles of democracy (Rahman 1988). After independence, the legal basis of local government, and its democratic basis, was established in Articles 59 and 60 of the 1972 Constitution, with a number of later amendments. At present, there are 320 pourashavas and 12 city corporations in Bangladesh. The mayor and the councillors of a city corporation are directly elected, and one-third of the total number of councillor seats are reserved for women (Government of Bangladesh (GoB) 2009), although women representatives rarely participate strongly in decision-making, due to the domination of their male counterparts. Gender discrimination remains prevalent in Bangladesh (Begum 2007). The reserved seats for women in local government bodies are aimed at securing their active involvement and support in socio-economic development (Prasad 2014). Reserved seats are an imperative, as in the normal process women are: “reluctant to contest elections because of both the murkiness and the violence that often characterise electoral politics” (Prasad 2014, p. 431). Sometimes there are allegations of irregularities, including ballot papers being seized or force being used to cast votes, creating chaos in polling stations at city corporation elections in Bangladesh (The Daily Star 2018). One of the election officials after a recently held city corporation poll stated: “Voting was suspended [at some polling centres] over allegations of ballot stuffing, attempts to occupy the centres and clashes between supporters of rival candidates” (Mamun et al. 2018). In a male-dominated society women’s voices also tend to get drowned out in the din created by men (Prasad 2014). Furthermore, women councillors sometimes face gender-based harassment and discrimination from the public, colleagues, the police and other government officials. During its two and a half year tenure, a city corporation will form standing committees in a number of different areas including finance and establishment of the city corporation; waste management; education, health and family planning; city planning and development; audit and accounts; city infrastructure, construction and conservation; water and electricity; social welfare and community centres; environmental development; sports and culture; birth-death registrations; communication; market price observations, monitoring and evaluation; and disaster management (GoB 2009). The chairmen and members of the standing committees of the city corporation are elected from the councillors. A standing committee may be formed for a specific issue, excluding the above mentioned areas, on the basis of decisions taken by the corporation. According to the Local Government (City Corporation) Act 2009, the recommendations of the standing committees would be considered at the following general meeting of the corporation (GoB 2009). In an overview study of council structures in 14 countries, Mouritzen and Svara (2002) found wide divergences. Some countries had strong executive committees within the city councils, while other countries had no executive committees at all. “In some countries, standing committees had decision- making powers, in other countries they played an advisory role only, and in others standing CJLG December 2017 148 Kamal, Begum & Al-Hossienie Decision-making in Sylhet City Corporation committees were not necessarily used” (Mouritzen and Svara 2002, p. 50). Among the 14 countries, they found Ireland to be at one extreme: council meetings are rare and tend to focus on general policies, and councils have neither an executive committee nor empowered standing committees. At the other extreme, Sweden had councils with an executive committee that worked closely with the CEO, and standing committees that were heavily engaged in the day-to-day execution of policies (Mouritzen and Svara 2002). Good governance and decision-making are directly interrelated. According to the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP), good governance embodies processes that are participatory,

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