Community-driven development decision tools for rural - IFAD

Figure 1Example of decision tree on CDD goal and objectivesThe goalPoverty reductionthroughmaking available to rural peoplemore infrastructure, more services,and creditPoverty reductionthroughempowering rural communities tosolve their own problemson a sustainable basis- Empowerment needs capacity- Poverty reduction needs maximum impact onthe local economy (at the community level)Which is more important? The trade-off determines the degree of CDDQuantity, quality and speed of delivery is moreimportant than the process of involvingcommunities in the decision about what to deliverand in the delivery process itselfCommunity involvement is essential for capacitybuilding, so it is at least as important as theinfrastructure or the services deliveredSome consequencesIf the objective is quantity, quality and speed, thePMU should centralize design and procurementto get the requested standards at the lowestcost, combine contracts for microprojects toencourage bids from large contractors and cutadministration costsCapacity building and maximum impact onlocal economy calls for CBOs to be associatedwith all stages of implementation ofmicroprojects, even if it means loweringstandards, slowing implementation andincreasing administration costsIn a decentralized administration setting, projectmanagement is at the district level(or higher)Project entry point is at the community /villagelevel and the PMU organizes direct contactwith CBOsContribution from the beneficiaries is a tokenamount, expected to generate stakeholders’commitmentContribution from the beneficiaries is a way for thecommunities to buy their stake in the microprojectas partners of the government/funding agentExpenditure on user group organization andcapacity building is limited to what is required forfuture O&M of infrastructureExpenditure on user group organization andcapacity building is at least as important asinvestment on infrastructure or servicesNo need to envisage a “domain” for the subdistrictlevel. Communities may influence the districtadministration through their electedrepresentatives in the District AssembliesThe district level is too far from the communities.An enabling environment for the CBOs requiresdefining a “domain” for the subdistrict level, andcomplementarity and competition in localgovernanceNormal government procedures are applied formicro project planning procurement and controlof use of fundsM&E concentrates on achieving physicaltargets and on 3rd level results on improvingconsumption of beneficiaries, etc.Procedures for microproject planning procurementand control of use of funds are tailored to the sizeof investment envisaged at the community levelEqually important are the quality of the partnershipsestablished with the community organizations, theemergence of new leadership and the willingness toundertake new initiatives with limited support14