Download - Local and Community-Driven Development
Building on the energy of our people
Promoting local and community-driven development
Dr Ian Goldman
Key message• Rethink the model - The current development model does not work – benefits the
few – inequality rising, even if now includes black people• Development happens inch by inch, person by person – and it happens in the
community, not in offices - 60-70% of our population is at the bottom of the pyramid (BoP) – that is the reality we have to understand and work with for our unique contribution to be made
• Listen to our people systematically - Need to rethink our models to build on the BoP – listen and allow their voice to be heard, rethink service models, business models
• For bottom level services to work needs support – redesign from the bottom not the top – supportive policies, services and infrastructure must support this action in the community
• Our complexity is killing us and creates systems that cannot work at community level – just keeps the bureaucrats in jobs
• We have to trust communities (and more so than the institutions)• We have models and systems to build on that have been piloted• Let’s do it
Some positive signs – even the Economist (12 June p78)
• 2000-8 Africa’s annual output grew by 4.9% (at purchasing power parity)• FDI increased from $10bn to $88bn (more than India $42bn)• Inflation rate reduced from 22% in 1990s to 8% since 2000• World Bank’s annual “Doing Business” report rated Rwanda as top reformer in 2009• Natural resource sector only 1/3 of growth• Due to rising living standards, 200m Africans will enter the market for consumer
goods, and external companies pouring in• Benefits emerging from “frugal innovation” – targeting the BoP eg M-PESA,
retailing, Jiko portable charcoal stove reducing fuel consumption by 30%• Where government reduced its control of the telecoms market mobile phones
ubiquitous, eg SA/Kenya, vs Ethiopia only 2% penetration• BUT in SA the dualistic economy makes this very difficult
– 5m tax payers, 13m grant recipients, 12.5m people employed– 40,8% of adults in South Africa are employed, compared with 83% in Uganda, 80% in
Rwanda and 78% in Tanzania and Malawi (2010 Uasa South African employment report)
Benefits struggle to reach the bottom
Benefits
Incomes
Citizens
state
state
constipated
Trickle down does not work• Trickle down does not work – benefits are very sticky• The central state can never drive development – providing 80% of the energy with 20%
from below - need to provide the 20% which releases the 80%• Have to find a way to build from the base – the BoP (Prahalad)• Allow spontaneous development to happen – provide the right environment for that to
happen• Be careful of our formalised systems which are not adapted to the reality of most of
our society– 20 agricultural extension officers in N Cape, 1 for Botshabelo with 150 000 people – Court system and its delays– High expenditure on health and education but very poor outcomes– Professional-based services which are too expensive and don’t reach into communities– Land titling which is so expensive and slow to do– Labour legislation which makes it difficult to be flexible
• We invest so much in the institutions but most does not reach the people (constipation)
• In 2008 25% of people in rural nodes showing alienation (I can’t make a difference) and anomie (no-one cares about me)
Great strides can happen
• China increased life expectancy from 38 to 58 in just 5 years from 1960-65, way before the economic reforms– barefoot doctors (over 1 million) reaching into all
communities– Increase in local food supply
• Our resources are not insignificant – how can we turn these into better outcomes?
The need for multiple roles – and so hybrid organisation or partnerships to support
meaningful livelihoods
Research funded by Ford Foundation in Latin America, Africa, US and India
New forms of organisation and
partnerships
So what are some of the elements we can build on
• Treat the BoP as an opportunity not a problem – as the reality we have to understand and build on
• Explore what we can do to release energy and creativity at community level, BoP• Allow people’s voice and choice to emerge• Rethink processes to see what is best done locally, and what is best done at
higher levels– More context specific, frequently needed, requires local coordination, not technically
complex, the better done locally (eg home-based care, agric extension, maintenance of local water points)
– The more complex, significant economies of scale, covers large areas, the more to handle at higher levels (eg building tarred roads, dams)
• Setting up the decentralised structures, systems which can support that, and the incentives for coordination and integration
• Appropriate use of state resources and institutions to create the right enabling environment – but removing some of the blocks
Building from the bottom - Key governance issues for promoting sustainable livelihoods
Empowered communities
2 A responsive, active and accessible network of local service providers (community-based, private sector or government)• eg HBC workers, paravets, voluntary savings and loan groups
1 People active and involved in managing their own development (claiming their rights and exercising their responsibilities) (and what about poor people)?• eg Community-based planning, School Gov Bodies, CPFs
Developed in research funded by DFID on Institutional Support for Sustainable Livelihoods in Southern Africa
Governance issues (2)
Strengthened local government level
3 At local government level services facilitated, provided or promoted effectively and responsively, coordinated and held accountable• improving LG delivery with clear plans and budgets (IDPs and service delivery and budget implementation plans• Building capacity, improving accountability• improving inputs from communities to guide (CBP, PMS..)
4 The province/district supportive and supervising local gov
Governance issues (3)
Realigning the centre5 The centre providing strategic direction, redistribution and oversight, and responsive to community and LG/provincial level realities
• focusing on outcomes not outputs• improving policy, eg promoting CBP, stipends for community-based workers……• increasing distribution to communities (eg R50k discretionary funds in CBP going to wards)• strengthened M&E and feedback
1 People active and involved in managing their own development (claiming their rights and exercising their responsibilities) (and what about poor people)?• eg Community-based planning, School Gov Bodies, CPFs
Empowered communities (ie with sense of agency)
2 A responsive, active and accessible network of local service providers (community-based, private sector or government)• eg HBC workers, paravets, voluntary savings and loan groups
Communities expressing their voice and choice
• Examples of local level planning – community-based planning – international good practice
• Applied in over 12 municipalities in SA including large ones like Ekurhuleni, eThekwini, Mangaung, as well as small rural
Situationanalysis
Consolidated outcome
Stated by group Where group comes from
Reduced risk of HIV/AIDS
Youth Village X
Single mothers Village Y
Improving agricultural production and sustainability
Farmers All over the ward
Elderly etc
Mothers
Improved safety and security for children
Children
etc
Funding communities to take forward community action
• in Mangaung (R50k per ward, evaluation showed 98% spent correctly), in eThekwini (R200k), in ekurhuleni (R100k)
• Internationally examples from Brazil, Mexico, Indonesia – and nearer home, Tanzania, Zambia, Malawi, Burkina Faso…..typically R1m/ward in places far more corrupt than SA eg KDP in Indonesia (now R10 billion per year)
MASAF in MalawiElement Zambia (ZAMSIF)
Grant handled where
CMP and CMSIP - the communities open their own bank account and manage the funds. The MASAF transferred funds directly into these bank accounts that had control mechanisms put in place. For the SSP projects, funds were transferred into the bank accounts of a Project Implementation Agency i.e. NGO/FBO/CBO, which accounted for the funds to MASAF.
Role of local government
LGs played a leading role in processing and supervision of all projects in their jurisdiction. LGs were also responsible for ensuring that a development plan was developed and updated from where projects were funded (see Planning process above).
Key lessons The autonomous nature of MASAF was attractive in that it delivered outputs within agreed timeframes thus providing a service to the community when most needed.
In early phases of MASAF, participatory rural appraisal (PRA) was not adequately implemented due to lack of capacity in the communities and LG. The skills in PRA were part of the capacity building for MASAF 3.
There was disjointed collaboration between community projects funded and the sectors which affected the recurrent support to newly constructed infrastructure. Increased participation of sector departments was a key feature in MASAF 3.
Key elements of KDPStructure funded
Villages each of between 1000 and 3000 people. The funds are managed by a team selected by the village assembly at large.
Type of plan In beginning only sub-projects, but now the villages are preparing multi-year development plans and lists of priority investments for more than one year and for funding other than the block grant they themselves control.
Grant covers what
“Open menu" with a small negative list, mostly for basic village infrastructure (lots of access roads and bridges), social infra. and facilities (health facilities, schools, scholarships etc.) and up to 25% can be used as capital for women's savings and loan groups, for revolving funds.
Size of grant Grant $6k to $22k per village, depending on location, population and % of poor. On average there are about 12 to 20 villages per sub-district and a population of 12 000 to 50 000 for a subdistrict. Each sub-district was guaranteed at least 3 years, which was quickly increased to 5 years.
Grant handled how
Villages open a joint account at the sub-district, where banks located. Sub-district financial management unit, set up as part of the project, and staffed totally by villagers, elected in open village assembly meetings and then again decided on at a inter-village meeting (by the 6 reps from each village).
Role of local gov
Unearmarked block grant at sub-district level (division of district). No money used at the sub-district level. They sign off on list of selected projects (agree or reject but NO line item veto), sign off all disbursements from local branch of national treasury, monitor planning and project construction and call monthly or biweekly coordination meetings to review progress and problems and help to resolve problems that arise. LG oversees and pays consultants
Evaluation of KDP in Indonesia• real per capita consumption gains were 11% higher among poor
households in KDP2 areas compared with control areas. • poorest quintile of kecamatans saw similar positive impacts of 5% in
comparison with control areas.• The proportion of households moving out of poverty in poor kecamatan
was 9.2% higher in KDP2 areas compared with control areas. • Households in less poor kecamatans see either no benefit or negative
impacts. • The proportion of household heads gaining access to outpatient care was
11.5% higher in KDP2 areas compared with control areas• KDP2 reduces unemployment by 1.5% in comparison with control areas.
Proposal for a Community
Development Grant for South Africa
21 September 2009
Proposal to Treasury from COGTA for R200k/ward, plus support for CBP, capacity building of local government
Total cost if covered all wards only R1.3bn – just imagine how much social capital that would generate!
Current example happening in Richtersveld
• Developing trust relationships and understanding community dynamics
• Community-based planning to develop a coherent plan to which all commit
• Work on local organisational development and leadership with the community property association
• CPA as implementing agent for Community Works Programme (650 jobs)
• Whole range of projects identified to take forward building on local assets, and people’s preferred outcomes (not needs) – see next slide
• They have their own money from restitution – but in other places could be community development grant as proposed by COGTA
• Contact [email protected]
Objective1: Health and Safety & social ResponsibilityEksteenfontein Lekkersing Kuboes Sanddrift
Se
c
Strengthen the policing forum through an awareness day (for children, by police)
Consult with the closest police station to submit needs/problems
Sa
fety
Upgrade and extend the clinic
Appoint health staff: nurse, councillors and cleaner
Make a list of shortcomings in the clinic
Identify current weaknesses in the emergency service
Monitor health condition of the community
Improve the delivery of health service
Employ a full-time nurse and a local AIDS councillor
Build an extra room for AIDS counselling
Equip health workers better (better qualified)
Identify local experts in field medicine
He
alt
h s
erv
ice
Make emergency services available
Provide first aid training up to the highest level of ambulance operators
Make a local ambulance service available
Em
erg
en
cie
s
Create an umbrella sport body
Lay out a quad bike course
Improve sport and recreational facilities
Organise regular sporting events
Initiate physical and/or sport activities for women, to promote health and self confidence
Promote increased physical activities and sport participation under the whole community
Establish a gym in Sanddrift
Organise a sports day for the whole community
Organise fun walk for middle age and old people
Ex
erc
ise
Investigate opportunities to improve the quality of water, e.g. by obtaining desalting equipment
Promote better eating habits and access to healthy food
Conduct a series of workshops on healthy food and preparation of food
Give training in the making of vegetable gardens in own yards
Have a vegetable garden competition
Write up the knowledge on the field and the medicine
Die
t
2 A responsive, active and accessible network of local service providers (community-based, private sector or government)• eg HBC workers, paravets, voluntary savings and loan groups
1 People active and involved in managing their own development (claiming their rights and exercising their responsibilities) (and what about poor people)?• eg Community-based planning, School Gov Bodies, CPFs
Empowered communities
Venn Diagram from BelaBela 2003
Expanding local services - as China• Potential of massive expansion of value-added services using community-based
and paraprofessional models without increased budgets• People trained to provide narrow but value-added services
– Farmer-based extension specialised on animal health, vegetables, forestry……– Home-based care– Community health workers– Community-based water and sanitation– Urban rangers– Adult literacy volunteers
• Potential for many in each community• Can use EPWP and Community Works Programme to fund stipends for these
services• Improving people’s livelihoods through the stipends, training, increasing
confidence, potential career pathing• Providing wide expansion of services• Some directly supported by government, some by NGOs such as Hospice for HBC
Community-based worker model
Vision of a community with widespread services
HBCHBC
HBCHBC
CAHW
VCT
Forestry
Veg
wastewaste
wastewaste
wastewaste
wastePump attendants
SGB/PTA
Police volunteers
Peer educators
Community
Trad court
TBA
VHW
Police
ParaextensionistsCoordinators
Paralegal
AHTs
Water Techs
Principal
Forestry Techs
Justice Midwife Clinic
Literacy
Paraprofessionals providing support
Community-based workers/structures
Health at home/Kenya• $5.4m• Door-to-door pilot with 210 000 households, where testing teams
welcomed into 95% of homes and 80% agreed to be tested• Community mobilisers inform that doctors coming to do home
testing• Counsellor then does pre-test counselling and the test• Post test counselling provided for all• Trained health workers provide TB screening, malaria bednets and
de-worming• Counsellors carry PDA and GPS devices to collect and enter data
on family health, record test results and identify the location of the household for follow-up
An example in SA
• SACLA South African Christian Leadership Assembly • teams of carers are responsible for a catchment area of
houses [families]• they then visit these houses to flag health issues (manage
minor ailments/basic first aid/referrals for more serious issues) and assist with development concerns such as early childhood development/access to services etc
• They promote health and development education and community mobilisation teams are linked to professional health workers/facilitators for supervision and coordination
• Many others, especially in the health field
Examples of local construction, maintenance and operation of infrastructure
• Labour-based road maintenance – Zibambele in KZN– The maintenance need of the road is based on a maximum of sixty working
hours per month– A Zibambele contract is awarded for twelve months and is renewed annually.– Contracts target the poorest of the poor, who are identified and selected by
their own community, focuses on woman headed households who make up the majority of the poorest families
– Training includes technical skills on road maintenance and social development and life skills.
– Support services include assisting contractors to, obtain identity documents, open bank accounts, organize themselves collectively into credit unions, and invest savings in other productive activities.
• Mvula Trust’s work on community-based water and sanitation• Mobilising local volunteers – FBOs, HBC etc• Pilots of the Community Works Programme
M-Pesa mobile money in Kenya• Set up by Safaricom• 100 000 small retailers who sell airtime in the form of scratch cards can
register to be agents, taking in and paying out cash – 17600 done so compared to 840 bank branches
• People build up e-float which can the be transferred by mobile phone – cash deposited for e-float in an affiliated bank and middlemen who ferry cash around the country
• Rural areas tend to withdraw, urban areas deposit• Used by 9.5m people, 23% of population• Transfers equivalent of 11% of Kenya’s GDP per year• Inspired more than 60 schemes across the world• MTN rolling out mobile money in several African countries and now has 890
000 users in Uganda since launch in March 2009(Economist 12 June p 87)
Building on local assets• Using local land for food production, both homestead gardens, and
on fields• Mobilising local labour eg through Community Works Programme,
home-based care etc• Support for local markets for local produce, eg purchasing for
primary school nutrition, local supermarkets (thoyandou Spar)• Building peoples self-organisation – ie social capital - CBOs, coops,
ward committees, project groups, village water committees…..• Enhancing mobilisation and recycling of local capital – eg through
voluntary savings and loan schemes, building on capital transfers through social grants
• But needs massive expansion of support to local CBOs, and support to civil society which is insignificant at the moment
Strengthened local government level
3 At local government level services facilitated, provided or promoted effectively and responsively, coordinated and held accountable• improving LG delivery with clear plans and budgets (IDPs and service delivery and budget implementation plans• Building capacity, improving accountability• improving inputs from communities to guide (CBP, PMS..)
4 The province/district supportive and supervising local gov
Improving quality of local services
• Integrated planning (but our IDP has no carrots and sticks to encourage integration – just exhortation)
• Coordination and integration of services eg linking home-based care organsations with clinics, hospice…
• Enhancing accountability – and making service providers accountable to their clients – need for innovation
• Long route of accountability– Leg 1 is about citizen’s voice – political accountability– Leg 2 is about the compact – state capacity and accountability
• Short route of accountability, leg 3, is about citizen power• Both extremely weak
From WDR 2004 Making Services Work for Poor people
Realigning the centre5 The centre providing strategic direction, redistribution and oversight, and responsive to community and LG/provincial level realities
• improving policy, eg promoting CBP, stipends for community-based workers……• increasing distribution to communities (eg R200k discretionary funds going to wards)•National Community Development Policy Framework
Moving beyond the silos – from rhetoric of participation to action
• Commitment to empower communities and move away from the paternalistic “we will do for people” (which doesn’t work)
• We have to build communities’ agency, their assets and change the rules of the game (eg community development grants)
• Each dept trying to reinvent wheels (COGTA, DSD, DRDLR….) – learn from the current models and agree standard systems (CBP already approved by SETA)
• Common policy to which all committed (eg Community Development Policy Framework, 12 outcomes which cross depts)
• Putting the ingredients into a working system and developing the upscaling modalities (manuals, run training…)
• Upscaling it (proposal gone to Treasury from COGTA)• Mainstream funding underlying it
Building leadership at all levels
• “leaders who could broaden horizons, uplift the spirit, mobilise the necessary resources and empower others to act in the best interests of their own organisations and larger society are sorely needed…a crisis of leadership pervades every level of society…broad civil society…must be in the vanguard of developing a new cadre of leadership solidly embedded in a collective morality and democratic institutions and having as its defining features the respect for human life and human rights…fairness and justice, responsibility and compassion”, Jairam Reddy, M&G 25 June 2010, Getting Ahead p1
Summary• Accept the current model is not working for the poor (60-70% of population)• Listen and allow communities to express their voice and choice (and plan)• Fund them to take responsibility and take local action • Support local service provision in communities so covers the whole country (use
community-based models and paraprofessional including in private sector)• Rethink government functions to support front-line service delivery and increase
proportion of funding going to the front-line• Support citizens to express citizen power and hold service providers to account
(need to develop models) - will strengthen compact between politicians, services providers and citizens
• Strengthen local leadership and local organisational development• Many other countries have taken this route – why not SA – so many of the
ingredients are in place – take the plunge - experience internationally is that communities are far more accountable than local government
• Move beyond service delivery from above to a compact between responsible citizens and a responsive state