The name may not ring a bell in the anglophone world, perhaps at in Latin America dominated for dominated centureis by people of mixed race. But what Alberto Coles, an indegenous Mayor of Guaranda Canton, has succeeded in doing, others mayor dare not tread that path for fear of antagonizing the voters. Peoples participation in the decision-making has created a sense of partnership among the indigenous people. When he assumed office in 2002, roughly90 percent of the municipal budged was earmarked for people living in urban sector and only 10 percent went to the village people. Today the villagers and indigenous people receive nearly 50 percent of the budgetary allocation. Alberto Coles, Mayor of Guaranda Canton, Ecuador, talks to Angel Madina of the Fundacion Q'ellkj on his novel experience.

What are the challenges that you have faced in bringing about change in the predominantly Western model of governance to accomodate indigenous practices and aspirations?
We have demonstrated to the people of mixed race that we, the indigenous people, have the political capability and that we have created political space through our struggles and movements. We deserve an honourable place in the system and our customs, practices and values must be respected. I was a councillor before I was elected Mayor of Guaranda Canton. Today I can afford the luxury of addressing the solemn session in our own language. This clearly shows that we are politically competent to govern not only at the local level but also at regional, provincial and national levels.

How do you achieve consensus in the municipal council?
It has indeed been difficult to motivate the people living in the urban sector. Fortunately, we count on a myriad of indigenous organizations and the indigenous people who are favourably disposed towards our policies and programmes. We believe in ruling in partnership with the people and planning the ways to govern. We take all decisions in full consultation with the 85,000 people of Guaranda. I give full credit to the people for all the change we proclaim today.

What strategies do you follow to mobilise peoples's support on the vital question of governance?
I first mobilise the active community organisations in support of my decisions. They, in turn, put pressure on the community and educate the people about the policies and programmes. What I do is to invite the council members to jointly visit the villages, community people, parish church and localities where development work is to be initiated. We organise meetings in these localities where the people take decisions and chalk out plans for development. Right there the elected council members commit themselves before the people how they are going to implement a certain plan or what they are going to do to solve a given problem.

This way, the villagers don’t have to visit the town council or wait outside the assembly to know what is being discussed or deliberated upon. They don’t need to attend the meeting only to have lunch or to visit the mayor’s office only to shout slogans. What we have tried to show is that the work should be transparent and the policy decisions must ensure equity, fair justice and accountability. One needs to work not merely for the salaries and perks. The spirit of service to the community is equally important. The indigenous people have suffered long on account of hunger, deprivation and isolation. Their leaders must establish an empathy with people on the margins.