Appendix E5_CDD Scaling Up_ Lessons From Global Experiences_Janmejay Singh

8/2/2019 Appendix E5_CDD Scaling Up_ Lessons From Global Experiences_Janmejay Singh

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Social DevelopmentDepartment

Scaling upCommunity

Driven

Development Lessons from Global Experience

Janmejay Singh,

CDD Coordinator

Social Development Department,The World Bank

January 31, 2012

Appendix E5


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Outline of PresentationScaling-up CDD What are we aiming for

and why?

Why Scaling up is difficult?

4 Cases of Scaling-up

Whats required for scaling-up?

Some generic steps involved


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What do we mean by scaling-up CDD?

CDD = is an approachto local development that gives control

over planning decisions and investment resources tocommunity groups and local governments


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Defining CDD5 key elements

CommunityFocus

ParticipatoryPlanning

CommunityControl ofResources

Communityinvolvement inimplementation

and O&M

ParticipatoryMonitoring

So scaling-upCDD is not about

a project

It is a political

and socialtransformation to

embed theseelements in the

way localdevelopment isdone across a

country

It aims toempower

communities andlocal governments

to control their

development


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Why is scaling-up CDD important?

Efficiency

Matching

resources toneeds

Reducingcorruption andmisuse

Better qualityand maintenance

Lower costs andgreaterrecoveries

Equity

Better targeting

Gettingresources to thepoor

Reachingexcluded groups

Empowerment

Greater voice

and choice

Enhancedaccountability,transparency andparticipation


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What we are aiming for is developing a CommunityDriven Local Development Platform

CDD Platform

InfrastructureNatural

ResourceManagement

Safety Nets andSocial Services

Livelihoods andincome

generation

Decentralization Program


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But the reality in most places looks like thisDecentralization

Program

LGUs at fairlyhigh level

Soc. Serv.& SafetyNets

NRM Liveli-hoods

Parallelline

ministryprograms

CDDProgram

Community Org.

Soc. Serv. NRM Livelihoods

CDDProgram 2


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8

There are many routes to get there

LGURepve

LGU Implementation Capacity

CDD through LGUs

Focus: LGU Capacity

(e.g., Cambodia)

Low

Low High

High

CDD through LGUs

Focus:LGU responsiveness

(e.g., Vietnam)

CDD through

parallel service delivery

Focus:

Community Development

(e.g., Indonesia)

Community DrivenCapableLocal DevelopmentCDD

Decentralization Support


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So why is scaling-up CDD so difficult? Economies of scale arent guaranteed overheads could

be too largeCost

Trade-offs between standardization and customization

How to deal with different contextsDesign Scale-up requires adequate fiscal, administrative, and

political decentralization to support itPolicies

Often local governments dont have adequate financing orrevenue raising authority

Multiple flows of funds can create confusionFinances Sector ministries may not align with scale-up => no

technical assistance/convergence of programsCoordination

Scale-up involves getting a lot of stakeholders to workwith a common vision

Needs very strong commitment from the topPolitics


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Looking at 4 Casesof Scaling-up
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Case-1: Malawis Social Fund Evolution Over past 2 decades, Malawi Social Action

Fund (MASAF) evolved from autonomous(parallel) Social Fund to Governments main

Local Development Financing mechanism

Supported by series of two 12-year AdaptableProgram Loans (APLs) for >$250 million

Moved from Ministry of Planning to Finance

Focus from Emergency Response to GeneralLocal Development and Livelihoods

Specific components on Local AuthoritySupport and Institutional Strengthening


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Case-2: Mexicos Gradual Decentralization

Since 90s a series of decentralization and ruraldevelopment programs undertaken to establish

model of municipal financing Direct disbursement to 2200 Municipalities

Formula-driven allocations depending on poverty

Direct disbursement to communities for small-scale

sub-projects with 20-40% cost-sharing Close to 1 Million projects were financed Community procurement and disbursement methods used

Now governed by separate legislation and budget

line


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Orissa

Madhya Pradesh

Case 3: Indias State-wise Expansion Total IDA investments of$ 1.5 billion in 7 States

for rural livelihoods projects over last decade

Focus of programs is establishment of institutions

of poor namely self-help groups (SHGs) of women

In July 2011, National Rural Livelihoods Mission(NRLM) was launched - $6.5 billion (with $1 billionfrom IDA)

NRLM targets 4.8 million households or 24 millionpoor people in first phase

NRLM basically provides central support for state-wise expansion of livelihoods model


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Case-4: Moroccos Bing Bang Approach Morocco had undertaken small CDD pilots and

introduced some decentralization

In 2005, King announced $1.2 billion National

Human Development Initiative (INDH) whichdevolved funds to sub-national level in one big-bang

In 1 year, INDH set up ~ 1000 tri-partite humandevelopment committees and began

implementation in all 70 provinces Most manuals/systems established after a year

22000 sub-projects financed in 5 years

Phase-2 launched in 2011 = $1.5 billion
http://www.facebook.com/photo.php?pid=3765590&id=500056945


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So what does it take to scale-up CDD?

Strong Political Will (at national and local levels)

Policies for fiscal, administrative, and political

decentralization Cadre of community professionals and qualified project

staff

Simple systems and procedures

Management incentives linked to performance Convergence/harmonization with sector programs

Social accountability, IEC, and grievance mechanisms

Patience and flexibility


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Some Generic Steps Involved

1. Diagnostics2. Creating buy-in

(national andlocal)

3. Moving ondecentralization

policies

4. Piloting5. Refining

Systems andProcedures

6. ConfirmDisbursement andAccountability

systems

7. Consolidate andexpand

8. Monitor,evaluate, and

improve


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Thank

you!Questions/Comments?


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EXTRA/

BACKGROUNDSLIDES


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The focus on institutions creates differenttrajectory for implementation arrangements

TIME

Government Ledimplementation

Community Ledimplementation

Traditional CDD programsfor rural infrastructuremay have started with

community lead but endgoal is often local govt. led

implementation

CDD programs for RuralLivelihoods end goal is to

have sustainable, self-managedcommunity organizations linkeddirectly to banks, pvt. Sector,and leveraging govt services


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World Banks CDD Portfolio

2.2

1.8 1.6 2.0 1.61.8

2.2 2.1

1.9

5.1

0

1

2

3

4

5

6

FY01

FY02

FY03

FY04

FY05

FY06

FY07

FY08

FY09

FY10

US$b

Figure 1: CDD Lending from FY01-FY10 (US$b)

7273

79

73

7172

71

76

83

78

64

66

68

70

72

74

76

78

80

82

84

FY01

FY02

FY03

FY04

FY05

FY06

FY07

FY08

FY09

FY10

Figure 2: No. of New CDD Projects Approved


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Types of CDD Projects

Social FundsSinglesector/Common

Property ResourceManagement

Local GovernmentSupport

Multi-Sector/IntegratedService Delivery

Livelihoods andMicro-credit

Emergency, Post-Conflict, and

Disaster Response

Documents

Appendix E5_CDD Scaling Up_ Lessons From Global Experiences_Janmejay Singh