Delusory Transformations

Many policy experts have pointed out that the lack of capacity in urban local bodies resulted in poor implementation of projects under the Jawaharlal Nehru National Urban Renewal Mission. This paper presents findings from case studies of two transport infrastructure projects in Dehradun city to demonstrate that the reasons for the unexpected outcomes were of a more complex nature. Instead of local governments, all proposals were drawn up by consultants operating under unrealistic deadlines. Project proposals were prepared with an excessive focus on target expenditure and infrastructure creation. The paper emphasises that implementing such programmes requires an effective institutional design that bridges the gap between local governments in small cities and grant-making agencies at higher levels.