Community Driven Development - Community Development - Lecture Slides, Slides of Human Development

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Community-driven development (CDD)

Lessons Learnt from a stock-taking

exercise on five IFAD-financed

projects in WCA

• What is a community?
• A locus where everybody can have the opportunity to make his/her voice

heard directly on matters of public choice

• A territory where everybody (can) know(s) each other, with shared

institutions of local governance

• The projects reviewed are:
• Ghana , the Village Infrastructure Project (VIP)
• Mauritania , The Oases Development Project (ODP)
• Senegal , Village Organization & Management Project (POGV)
• Mali , Sahelian Development Fund, FODESA
• Cape Verde , Rural Poverty Alleviation Project (PLPR)

Lessons learned on “reaching communities

through civil society, private sector &

public administration”

Partnerships that join CBOs, CSOs, private sector and government:

• Provide access to a wider horizon and more sources than just the government
• Facilitate transparency of operations and accountability to their members
• Ensure the single allegiance of CBO leaders to the membership
• Can adopt community-friendly procedures
• Force the CBOs to devise the instruments of their own sustainability and growth
• Establish centers of pluralistic governance and promote autonomous advocacy of community interests

There is a need to agree on key principles:

• The definition of roles, functions, and responsibilities of the partners
• Their relationships with the local government with respect to the five components of service provision (regulation, planning, production, delivery and financing)
• Options involving “civil society / private sector” and “public administration” are not mutually exclusive but complementary, provided that the CDD approach focuses on changes in the institutions which requires effective and continuous policy dialogue

Lessons learned on “policy dialogue”

• It is essential to :
  • reach understanding and agreement with government on the project

CDD approach before projects start

• keep projects on the right track during implementation
• consider projects as transitional and learning arrangements for

building institutions

• It needs to be rooted in the operational experience: projects need to be

articulated to the policy arena and to include clear policy objectives

• Policy dialogue should be based on partnership and knowledge from the

ground;

• Policy dialogue is about setting and discussing the rules of the game, i.e.

the institutions. The right forum and partnership arrangements for

policy dialogue are important

CDD addresses key issues of local

governance

• In order to achieve:
  • The quality of good governance in rural areas (responsiveness to

citizens’ demand , transparency, and accountability);

• The objectives of good governance (equity, stability and growth),

and

• A more efficient use of public and private resources used to those

ends…

The building blocks to achieve those objectives are sustainable community-

organizations (CBOs) and empowering and sustainable linkages

established between them and the public administration, the private

sector and the civil society

• Remark : Being part of a formal government structure does not mean that an organization is sustainable. An organization is sustainable if it “stands on its own feet” , i.e. if its authority rests on the consensus of its members, not on external patronage, and if it is capable to raise, from within and from outside the membership, the resources needed to exercise its functions

Working on institutional systems

within and around the

community

• Understand better the current community institutional system
• Acquire insights on the main factors of endogenous change
• Identify key factors that govern reactions to external stimuli
• Understand better the factors that determine community preferences and effective demand
• Monitor the reactions to project conditions of “inclusiveness”

Facilitating equitable distribution of benefits within a community

• Understanding the mechanisms that exist in the traditional institutions and using them to better help the poor
• Selecting self-targeting instruments to complement a reasonably equitable pattern of demand spontaneously emerging from the communities
• Advocating specific project conditions to secure “inclusiveness” in the CBOs and in their decision making bodies,
• Encouraging women and poor HHs participation through functional literacy training

Promoting enabling institutions around the communities, identify enabling

and disabling agencies, actors and procedures

Implications for designing,

implementing and evaluating

• Should the process start with better defining the expectedprojects?

impact at the level of the CBOs?

• How to better design the project exit arrangements? (i.e.

sustainable CBOs and enabling institutions). How to make

activities more clearly oriented to achieving the expected exit

arrangements?

• What tools to analyze the institutional system, to better

identify enabling and disabling factors, agencies and agents?

What tools to help streamlining O&M arrangements?

• Should Implementation Manuals be produced at appraisal

and in a participatory way?

How could M&E systems better

capture the impact of CDD?

• More focus on the quality of the partnership established,

assessed by:

• the relationships between the CBOs and the different levels of the public administration, the civil society, the private sector
• the transparency and accountability processes envisaged
• the inclusiveness and representation in the CBOs decision making bodies
• Sustainability and growth potential achieved by the CBOs
• Quality and role of the emerging CBO leaders (within their

communities and beyond the community: political arena, civil society organizations, etc.)

• Influence of the CBOs in decision-making about provision of

public services (effectiveness of advocacy to improve on government failures)

• The success of the CBOs and of unions of CBOs on reducing

the impact of market failures