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To implement IFADs strategy in poverty alleviation projects requires that the poorest groups are targeted and mechanisms are devised whereby they can effectively be reached under local circumstances. Two associated and proven approaches are group formation and participation. Group formation is a mechanism to allow participation and seeks to involve beneficiaries in such a way that the onus for development shifts to the poor, supported by project inputs. This not only ensures that interventions are correctly, efficiently and accountably directed at the greatest needs, but also helps to make development activities sustainable after the project. However, this approach needs to be carefully fostered and is often not the approach taken by "controlling" government departments.
In Lesotho (199 LE), group formation and participation were very successful when sponsored by a local non-government organization (NGO) for village water supply schemes; but this contrasted strongly with other group-based activities in the project that lacked support and demonstrated the failings of a "top-down" approach. At evaluation workshops, beneficiaries attributed this to poor staff attitudes and accessibility. In Mozambique (SRS 008 MZ), project inputs, purchased by large competitive bids, were supplied to small-scale fishermen and farmers: The fishery supplies were successful because there was close cooperation, discussion and involvement of the fishermen, while the farmers were not consulted and the supplies were not well accepted.
In Kenya (188 KE), the government failed to consult livestock owners when a cost recovery scheme was being introduced for dipping, resulting in serious, uncontrollable cattle diseases. This mostly affected the poorest farmers and pastoralists, the intended primary beneficiaries of the project. In Ethiopia (SRS 003 ET), water users groups were formed as a statutory requirement for the construction of small-scale irrigation schemes, without obtaining the active involvement and commitment of the farmers for scheme repayments or maintenance. The result was that only a fraction of the costs were collected, operational efficiencies deteriorated, and no funds were generated to continue the construction activities.
In
Eastern and Southern Africa, there are a number of traditional groupings
and roles within these groupings. For development purposes, group formation
must recognize these roles, even if they are not truly democratic, and
ensure that the participation sought is obtained by involving the whole
group. Great care is required where groups replace a defunct cooperative
movement because, if this was an imposed system, the top-down mentality,
including the management, could remain. Effective participation should
always be sought as a major feature of project design. A vital precursor
for this is adequate staff training or reorientation.
- Participation is an indispensable desirable feature both in the design and implementation stages. The implication is that the beneficiaries are taking responsibility for their own development processes and the "ownership" of the project has passed to the group that stands to benefit the most. Once an understanding of this is obtained, the thrust of development activities, the whole impetus of the project, will pass to the beneficiaries. It is, therefore, vital that the institutions involved, especially the designated project management, should understand this and be in agreement with the participatory approach. Care is required, in the initial stages, to ensure that communities are fully sensitized and involved; this may need a significant attitudinal change, on the part of the local field staff.
- The four steps required to implement this process, referred to as "community development engineering", are: (i) creation of awareness, (ii) needs assessment/rapid diagnostic survey, (iii) identification and prioritization of a "menu" of activities proposed by the beneficiaries (this involves some discussions so that possible investment activities are specified at the scale appropriate to the project), and (iv) a series of workshops to review implementation progress and introduce modifications, as necessary.
Select any of the following related project profiles for background information: 055 LE, 199 LE, 070 MW, 158 MW, SRS-008 MZ, SRS-003 ET.
