Community-driven development decision tools for rural - IFAD

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Implementation arrangementsfor CDD projectsIXDecisions in designing implementation arrangementsProject implementation arrangements may greatly affect the CDD content of a ruraldevelopment project. In this regard, the most critical decisions concern• who is expected to do what;• the design of the instruments for resource transfer;• the procedures for actions that involve the CBOs.A good way to check whether the operational arrangements of a project are consistent with theCDD approach is to answer the questions shown in Box 29. These questions refer more specificallyto CDD projects concerned with developing social and production infrastructure at the communitylevel, but they can easily be adjusted to fit other components or types of CDD projects.Identifying subprojectsIdentifying subprojects of interest to the communities is a key function of community governanceorganizations. However, the communities’ options are limited by the information they have aboutinvestment opportunities and by the activities that the projects are prepared to support.CDD projects may offer a wide or more limited range of investment opportunities. Theinterventions envisaged are determined based on the Participatory Rural Appraisal (PRAs)conducted during project design to assess the likely pattern of demand from different socialstrata in the communities. In repeat projects, the PRA information is complemented by theexperience of predecessor projects. A good PRA is essential to design the project components,but it can only indicate people’s needs at the time it is carried out rather than their effectivedemand during project implementation.During implementation, the implementation mechanisms, if adequately designed, become theinstruments for assessing the evolution of the community’s effective demand, which may differfrom the expectations of the PRA. The project design must include an adequate process for elicitingthe community’s effective demands, specifically indicating how this will be done and under whoseresponsibility. Project supervisors must then ensure that the process is effectively followed.In order for a community to formulate its effective demand, it must be able to assess theneeds of its members, formulate project ideas that satisfy those needs, debate what resources thecommunity is able and willing to mobilize to undertake the projects and prioritize them into alist of concrete action plans. This means having four key ingredients for direct democracy:• a Village Development Committee (VDC);• a Village Assembly (VA), where all resident households have a voice about commondevelopment action;Box 29Designing CDD implementationarrangements for a community-level socialand economic infrastructure project• Who identifies the community subprojects?• Who prioritizes the subprojects?• Who approves the subprojects?• Who implements the subprojects?• How do community plans and districtmaster plans interact?• Who contracts with the service providers?• To whom are service providersaccountable?• How is the implementation manualformulated?63
• regulations that govern decisions of the VA (including the election of the VDC);• procedures that must be followed to identify and prioritize the projects of interest to the VA.For CDD projects, work at the community level starts with the animation needed to establish therequired organizations and institutional setting.Organizations do not thrive in an operational vacuum. They only survive and develop if theyhave something to do which is useful for their members and if they can mobilize sufficientresources to actually do it. Externally funded projects that focus exclusively on building thecommunities’ “capacity to plan”, while relying on other sources for the resources to implementthe plans, are generally ineffective. Only very few plans get funded and so the capability andenergy mobilized around a plan are quickly lost.Accordingly, a CDD project must begin by communicating about what it can do for thecommunities and about the conditions the communities have to meet to establish a partnershipwith the project. To avoid losing momentum, the project should also be able to respond tocommunity requests without excessive delay.These are major undertakings that require the right calibre of animators and sufficient time forthem to spend with their village partners. IFAD’s experience points to the need for• sufficient time and resources budgeted by the project for the initial animation work;• precise terms of reference (TORs) for the animation service providers that specify their tasksand objectives.For first-time CDD projects in an area, it is advisable to start with an initial phase of about 3years, during which the implementation arrangements, institutional setting and performance ofservice providers are tested and fine-tuned. This can be followed by a “scaling up” phase to coverthe entire area ultimately envisaged for the project. 37Prioritizing subprojectsIn an open-menu project, the communities’ demand is only limited by the list of activities thatthe project will not support and by the project’s specific criteria (e.g. the share of costs borneby the community, ceilings on the investment per community and per direct beneficiary,evidence of the community’s commitment and its willingness and capacity to supportoperations and maintenance). Projects with a lower CDD content direct the communities’demand towards predetermined areas of priority by restricting the menu of interventions fromwhich the communities may choose (e.g. irrigation, NRM and water supply, but not education,healthcare, marketing or transport infrastructure).In CDD projects, the animation service encourages the VDCsBox 30to implement the actions that do not require external resourcesThe risk of “excess”and to proceed in order of priority with the actions that doplanningrequire resources from the project. Initially, most VDCs submit a“Excess” planning generates long wish list and bargain with the project staff. This process lastsbureaucracy, even at theuntil the concept of effective demand is fully understood by thecommunity level, andcommunity. At that point, most communities realize that theybureaucrats always presenttheir bill for payment, in onecannot mobilize sufficient resources to undertake more than onecurrency or another,microproject every year. If people wish to conduct a project forincreasing the risk of local more than one community (e.g. a local small water supplyelite capture.network or a minor irrigation scheme), the VDCs are encouragedto submit a joint request.37 This is an important lesson drawn from two projects: in the IFAD Umutara project in Rwanda, this initial phase of testing was notplanned and in a similar IFAD project in Cape Verde, the initial phase was planned and successfully conducted.64
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Community-driven developmentdecisio
Page 3 and 4:
The opinions expressed in this publ
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PART B. CDD PROJECT DESIGN DECISION
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
Page 56 and 57: eduction when there is government d
Page 58 and 59: The government ideally should inclu
Page 60 and 61: the CBOs (i.e. VDCs and different t
Page 62 and 63: territory that may include several
Page 68 and 69: • conformance with conditions imp
Page 70 and 71: A larger CDD content is achieved by
Page 72 and 73: Sustainable arrangements tofinance
Page 74 and 75: contribution to building a sustaina
Page 76 and 77: Financing projects through CSOs of
Page 78 and 79: Managing CDD projectsXIMost common
Page 80 and 81: Managing expectations about paceDur
Page 82 and 83: management. In many cases, the meth
Page 84: political or project management int
Page 87 and 88: A note on fiscal decentralization1.
Page 89 and 90: to use the money in the way it deci
Page 92 and 93: Appendix 291
Page 94 and 95: 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
Page 101 and 102: CONTACTSMohamed ManssouriCountry Pr
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Community-driven development decision tools for rural - IFAD

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