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Community-Driven Development (CDD) or Community-Driven Reconstruction (CDR) programmes

This model gives control over planning decisions and investment resources for local development projects to community groups. Through CDD or CDR, poor citizens get organised to identify community priorities and address local problems by working in partnership with local governments and other supportive institutions. CARE has extensive experience to support the establishment of Community or Village Development Councils (CDCs or VDCs) as platforms for marginalised citizens to plan and implement their own development priorities, with funding from the central government and or external donors.

In DRC the Tufaidike Wote project is an example.

The Tufaidike Wote project (« working together for everyone’s benefit ») is funded by USAID and implemented by a consortium led by CARE International with International Alert and the Food and Agriculture Organisation of the United Nations (FAO). The project seeks to bring a combined response to the problems of poverty and instability in the east of the Democratic Republic of Congo, by strengthening socio-economic stability in 15 communities in the provinces of North and South Kivu. The project’s theory of change is that peace and stability are promoted by the creation of spaces, capacities and opportunities for community members to participate in a range of reconciliation and community-driven recovery activities. The project uses a combined community-driven approach, which has three pillars: peacebuilding, governance and livelihoods support. The project applies cross-cutting themes on women’s participation, conflict sensitivity and good governance.

care_int_tufaidike_wote_project_brief.pdf

drc_conflictdynamicskivus_en_2015.pdf

In DRC the Tuungane CDR project is an example.

Tuungane I was a governance and community driven development project that ran from 2007-2010 in three provinces of the DRC, reaching 1,251 communities and over 1.7million people. Its key elements were the creation of Community Development Committees, normally based on the groupings of a number of villages so that each CDC represented a similarly sized population. The elected CDCs were then responsible for developing development plans for their area, prioritising which projects should be financed and then managing the new resource (school, road, water project) in a transparent and equitable manner. Tuungane had a learning by doing approach, with each stage of a five stage process intended to embody values of good governance. The CDCs were voted on, and became accountable to the people for their decisions at general assemblies. CDC decisions were informed by public vote, and CDC members were responsible for the delivery of promised projects. The project sought to embed these principles of good governance at the community level as well as contribute to a growing stability of the region.

Tuungane II built on the first phase, with the addition of North Kivu. New focus areas include, an emphasis on the role of women (50% of committees need to be women); the engagement of the state as the provider of services through three levels of coordination from community, to sector to chefferie level; and a focus on change at village level rather than by grouping several villages into communities. The new key structure is the Village Development Committee (VDC). 5% of the budget is set aside for ‘good governance’ activities, and 10% held back in reserve. This will allow the VDCs to engage with the state beyond the construction element of the project, and indeed the aim is for the VDCs to seek funding for additional development priorities from other INGO and development donors.

progress_report_-_april_to_september_2012.pdf

community_driven_development_community_driven_reconstruction.txt · Last modified: 2019/01/31 18:48 by 5.10.149.110