Community-driven development decision tools for rural - IFAD

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Table of contentsLIST OF ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5FOREWORD. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9What is CDD? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Definition of a community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10CDD objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Definition of empowerment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Degrees of CDD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13PART A. POLICY AND CROSS-CUTTING ISSUES.. . . . . . . . . . . . . . . . . . . . . . . . . . . . 15I. CDD’S emphasis on communities and CBOS . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Focusing on the communities or on CBOs . . . . . . . . . . . . . . . . . . . . . . . . . . 16Roles for CBOs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Communities and autonomy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Building capacity.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Costs of building capacity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18II. CDD and local governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Definition of governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20The quality of governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20CDD and governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21The importance of institutional analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21III. Poverty focus of CDD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24IFAD’s special poverty focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Selecting poor villages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Assessing community needs and assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Community effective demand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Dealing with excess demand.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Deepening the focus within a poor community: exclusion vs. non-exclusion .... 27Risk of elite capture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Elite capture by agents outside the communities . . . . . . . . . . . . . . . . . . . . . . 29CDD and proactive inclusiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Lessons learned about targeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31IV. Poverty, fragile states and CDD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33The fragility of the modern state in poor countries. . . . . . . . . . . . . . . . . . . . . . 33Poverty and poor resilience against shocks . . . . . . . . . . . . . . . . . . . . . . . . . . 34The influence of non-income poverty factors . . . . . . . . . . . . . . . . . . . . . . . . . 34V. CDD and local development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36The demand for goods and services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36The delivery system. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Key actors and their roles in the delivery system. . . . . . . . . . . . . . . . . . . . . . . 37Assigning roles through devolution and delegation . . . . . . . . . . . . . . . . . . . . . 39District master plans and community plans . . . . . . . . . . . . . . . . . . . . . . . . . . 40Funding channels for different levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Community involvement in setting standards . . . . . . . . . . . . . . . . . . . . . . . . . 42VI. Government procedures, processes and CDD . . . . . . . . . . . . . . . . . . . . . . . . . . 43Government procedures and CDD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Analysing procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Analysing processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443
PART B. CDD PROJECT DESIGN DECISIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45VII. The scope of CDD projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Key decisions about components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46CDD and technology innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Demand-driven vs. project-led activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Open-menu vs. limited-menu projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48CDD and social infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48CDD and production and marketing infrastructure. . . . . . . . . . . . . . . . . . . . . . 49CDD, rural financial services and microenterprise development . . . . . . . . . . . . . 49Degrees of CDD in microcredit and rural financial services projects . . . . . . . . . . 50Impact on the local economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Scaling-up CDD projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52VIII. Partnership issues in CDD projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Definition of partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Two approaches for CDD projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Issues in the partnership with the central government . . . . . . . . . . . . . . . . . . . 55Developing consensus about the project approach . . . . . . . . . . . . . . . . . . . . . 57Relationship with the district administration . . . . . . . . . . . . . . . . . . . . . . . . . . 58Integrating the CBOs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Partnerships for sustainable financial services in rural communities . . . . . . . . . . 60Venue for policy dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61IX. Implementation arrangements for CDD projects . . . . . . . . . . . . . . . . . . . . . . . . . 63Decisions in designing implementation arrangements . . . . . . . . . . . . . . . . . . . 63Identifying subprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63Prioritizing subprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Approving subprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Coordinating community plans and district master plans . . . . . . . . . . . . . . . . . 67Implementing subprojects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Project exit arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70X. Sustainable arrangements to finance CDD projects . . . . . . . . . . . . . . . . . . . . . . . 71Common project funding mechanisms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Designing funding mechanisms for long-term sustainability. . . . . . . . . . . . . . . . 71The flow of funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Using private funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Financing projects through the district government budget. . . . . . . . . . . . . . . . 74Financing projects through CSOs of public utility . . . . . . . . . . . . . . . . . . . . . . 75Control ex ante vs. control ex post on using public funds. . . . . . . . . . . . . . . . . 76XI. Managing CDD projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77Most common difficulties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77Determining commitment to CDD objectives . . . . . . . . . . . . . . . . . . . . . . . . . 78Managing expectations about pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79Managing expectations of performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79The need for special indicators of CDD project performance. . . . . . . . . . . . . . . 79M&E systems’ ability to monitor progress on CDD objectives . . . . . . . . . . . . . . 80Evaluating the quality of a partnership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81Local partners’ perceptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81Yardsticks to evaluate CDD project management . . . . . . . . . . . . . . . . . . . . . . 83Appendix 1: A note on fiscal decentralization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Appendix 2: Participation of the rural poor in decision making: findings from IFAD CDDprojects in Mauritania, Mali, Guinea Conakry and Cape Verde . . . . . . . . . . . . . . 92Selected documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 964
Page 1 and 2: Community-driven developmentdecisio
Page 3: The opinions expressed in this publ
Page 8: ForewordThe CDD Decision Tools is t
Page 11 and 12: What is CDD?A definition of communi
Page 13 and 14: mechanisms on a list of priority ne
Page 15 and 16: Figure 1Example of decision tree on
Page 17 and 18: ICDD’s emphasis on communitiesand
Page 19 and 20: The answer to the second question i
Page 21 and 22: IICDD and local governanceDefinitio
Page 23 and 24: communities and local governance in
Page 25 and 26: IIIPoverty focus of CDDIFAD’s spe
Page 27 and 28: The way that partnership is negotia
Page 29 and 30: Risk of elite captureNon-exclusion
Page 31 and 32: Elite capture by local, professiona
Page 33 and 34: Box 17Lessons learned about targeti
Page 35: Poverty and poor resilience against
Page 38 and 39: espect. For the political setting t
Page 40 and 41: IFAD’s CDD projects do not need g
Page 42 and 43: domain of a community or a small cl
Page 44 and 45: Government procedures andprocesses
Page 46 and 47: Part B.CDD project design decisions
Page 48 and 49: To link community development and t
Page 50 and 51: CDD and production and marketing in
Page 52 and 53: Table 2Degrees of CDD in rural fina
Page 54 and 55:
Partnership issues in CDD projectsV
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eduction when there is government d
Page 58 and 59:
The government ideally should inclu
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the CBOs (i.e. VDCs and different t
Page 62 and 63:
territory that may include several
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Implementation arrangementsfor CDD
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• conformance with conditions imp
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A larger CDD content is achieved by
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Sustainable arrangements tofinance
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contribution to building a sustaina
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Financing projects through CSOs of
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Managing CDD projectsXIMost common
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Managing expectations about paceDur
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management. In many cases, the meth
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political or project management int
Page 87 and 88:
A note on fiscal decentralization1.
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to use the money in the way it deci
Page 92 and 93:
Appendix 291
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targeting around 30 per cent of the
Page 96 and 97:
In both Mali and Guinea, the interv
Page 98 and 99:
25. Mansuri, G.; Vijayendra Rao. 20
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CONTACTSMohamed ManssouriCountry Pr
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Community-driven development decision tools for rural - IFAD

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