Without a doubt, Decentralisation has a conflicting taste in our mouths today. Institutionally and legally we already have decentralisation, with examples like the District Development Authorities (DDA's). Yet we are anything but decentralised in decision making, and principally in how budgets and government finances are operated.
Within the flavours of Decentralisation I wanted to expand a little on the concept of 𝗦𝘂𝗯𝘀𝗶𝗱𝗶𝗮𝗿𝗶𝘁𝘆 which is touched on at 01:06:00 of the video.
Any large organisation needs control to make it run efficiently. In today's world, there is absolutely no reason why organisations cannot be decentralised because of the technologies we have today. The overwhelming majority of Papua New Guineans have a mobile phone now so there is no excuse. On a global scale the rise of cryptocurrencies like Bitcoin exemplifies the spirit and practical application of decentralised systems where control of the whole is placed at the tips of the network. In other words, many individuals operate in their own interests but with a common belief in the value of the network that serves everyone.
But Decentralisation is still a human system and the discipline to practice it to extract value out of an organisation is still evident with or without modern ICT. How else did the British East India Company rule and operate in India for 300 years? How else did the Catholic Church become the world's first multi-national?
In fact, Subsidiarity is a management concept that was developed by the Catholic Church by Pope Pius XI in 1931. The concept, however, has broader philosophical roots in the idea that matters should be handled by the smallest, least centralised competent authority, like a Parish Priest. Meaning that higher levels of authority like the Arch Diocese should only intervene when issues cannot be effectively managed at a more local level.
Subsidiarity therefore promotes decentralisation by advocating that decisions be made as close to the affected individuals or communities as possible to empower lower levels of society—such as individuals, families, and local communities—by allowing them to address their own needs and problems, thereby fostering greater engagement, responsiveness, and efficiency in governance and organizational management.
As a concept in Government, Subsidiarity aims to strike a balance between autonomy and support, ensuring that local governing authorities can operate independently while receiving necessary assistance from higher authorities when required. This approach not only respects local capabilities and knowledge but also prevents unnecessary centralisation, encouraging a more participatory and effective governance structure. One particular aspect that I like personally about it is that it promotes local communities to do as much as they can themselves until they absolutely need assistance from higher authorities.
Now to be clear, Decentralisation involves the redistribution of authority and resources, including government budgets, from central to local levels to improve efficiency and governance through structural reforms. Subsidiarity, on the other hand, is a principle stating that decisions, including budgetary ones, should be made at the lowest competent level, with higher authorities intervening only when necessary. So while decentralisation focuses on the broader transfer of power and financial resources, subsidiarity emphasises the appropriateness of the decision-making level to enhance local autonomy and participation.
You may then ask, well what does it actually look like in practice? Well, let's take for example our beloved Con-Act PNG program spending billions for roadworks. How do we spend public funds in a way that builds local capacity at all levels of government, that maximises the use of our money and minimises corruption?
I'll explain in this way assuming that Allan Bird's "Block Grants" have been fairly and efficiently delivered to each Province already.
Local Level
A village community identifies that their local roads are deteriorating, affecting daily life and access to essential services. The local government, understanding the immediate and specific needs of the village, allocates part of its budget to repair and maintain these local roads. They employ local workers and use local resources, ensuring that the project is managed efficiently and in a way that suits the community's specific requirements.
District Level
For more substantial road projects, such as connecting multiple villages or improving major local routes, the district government steps in. Recognizing that such projects require more resources and technical expertise, the district government allocates funds and oversees the project. They coordinate with local governments to ensure the needs of each community are met and manage the logistics and technical aspects of the project.
National Level
When it comes to large-scale infrastructure projects, such as building highways that connect different regions of the country, the national government takes responsibility. These projects require significant funding, advanced technology, and comprehensive planning that goes beyond the capacity of local and district authorities. The national government ensures these projects align with broader economic and development goals, providing the necessary resources and expertise.
Example in Action
In the Highlands region, a local village council uses its budget to repair local roads damaged by seasonal rains, employing local labour and materials. For a larger project to pave and expand a road connecting several villages, the district government intervenes, providing additional funding and technical support. For the construction of a new highway connecting the Highlands to the coastal cities, the national government takes charge, coordinating efforts, securing funding, and employing advanced construction firms.
What we see here is that if the funding by Government isn't hoarded and controlled in Waigani and fair budget distributions as the proposed "Block Grants" are given to each Province, then the concept of Subsidiarity will ensure that roadworks are handled at the most appropriate level, promoting efficiency, local engagement, and effective use of resources.
PNG has all the money, laws and institutions to finally provide equal participation and benefits to everyone. It's obvious that our current centralised decision-making is glaringly flawed, yet we still love the taste of failure whilst a few in power continue to benefit from the sweetness of corruption.
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Disclaimer: The article and accompanying video presented herein have been republished by PNG Insight for the benefit of our readership. The original article, authored by Immanuel Narokobi, and the video, produced by Ganjiki D Wayne for his Tokaut Tokstret Podcast, offer insights of such significance that we believe it is imperative for the current and future generations of this nation to be aware of them. Please note that all credit for the original content goes to the respective author and producer.
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