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ABSTRACTS

Sharing Knowledge on Community-Driven Development:The Community-Driven Development Pilot Project

in the Peoples Republic of China

Zhuang Kongshao

A community- driven development (CDD) pilot project took place in the Peoples Republic of China (PRC) from 2006 to 2009. This report summarizes the experience and the lessonslearned and analyzes the impact of the pilot project, using mainly secondary data and casestudies.

The pilot project had its greatest impact on individual and community well-being and on the

provision of local government services. It was also effective in reducing poverty in the PRC,given the countrys political, economic, and cultu ral circumstances.

Government and nongovernment organizations, innovative project implementationmechanisms, capacity building, and the specific targeting of vulnerable groups all wereinstrumental in the success of the pilot project.

The wider implementation of the CDD approach in the PRC, and elsewhere in Asia and thePacific, is the obvious next step. But for that to happen, the challenges and difficulties thatsurfaced during the pilot project will have to be dealt with.

Sharing Knowledge on Community-Driven Development:The Saemaul Undung Movement in the Republic of Korea

Djun Kil Kim

This study describes the Saemaul Undong movement, a South Korean community-driven development (CDD) program in the 1970s. The SU movement contributed toimproving community well-being in rural communities through agricultural production,household income, village life, communal empowerment and regeneration, and womens

participation. The strengths and weaknesses of the SU movement are examined withanalysis of contributing factors: institutional arrangements, leadership influence, genderconsideration, ideological guidance, and financing. A desk review refers to existing studiesand government data on the SU movement, and interviews are given with key personsengaged in the movement. Lessons for CDD in developing countries are: 1) introduction of the Saemaul Spirit, 2) male-female pair leadership, 3) Saemaul bank microfinancing, 4)cultural heritage preservation, 5) avoidance of top-down government guidance, 6)abstention of bureaucratic demonstration effect, 7) strong national-level political

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leadership, 8) qualifications of local CDD leadership, and 9) avoiding the standard CDDblueprint.

Sharing Knowledge on Community-Driven Development:The Neighborhood Upgrading and Shelter Sector Project

in Indonesia

Muhammad Syukri and M. Sulton Mawardi

The purpose of the study on which this report is based was to identify lessons fromimplementation of the Neighborhood Upgrading Shelter Sector Project (NUSSP) that wouldallow the success of this community-driven urban development initiative in Indonesia to bereplicated elsewhere. In general, the study examined the extent to which the projectcontributed to improvements in service delivery and governance in the beneficiarycommunities. More specifically, the study's objectives were to assess (1) the quality andsustainability of infrastructure services delivered, (2) the extent to which subprojectinvestment decisions corresponded to beneficiary needs and expressed demand, (3) theextent to which study-area residents were able to influence the behavior of their leadersand exact accountability from them, and (4) whether or not participation in community-driven development (CDD) subprojects influenced the nature of institutional arrangementsfor local service delivery lying outside the scope of the project.

The study adopted a qualitative approach to performing these assessments in thatthe primary information-gathering vehicle was a household survey supported by focus

group discussions, survey interviews, in-depth interviews, and direct consultantobservation. The research for the study was conducted in six communities in all, three of these in Lamongan District in East Java Province, and three in the municipality of Yogyakartain Yogyakarta Province.

In general, the study found that despite problems in targeting beneficiaries, theNUSSP subprojects included in the research sample were well implemented, a commonfeature of these programs being development of small-scale infrastructure in slumneighborhoods. The quality of subproject outputs was likewise excellent. Similarly, projectplanning and implementation were also judged to be transparent and accountable. Thelevel of community participation in planning, implementation, and monitoring of thesubprojects surveyed particularly those implemented by the beneficiaries themselves was also judged to be high. That said, participation by women and poor villagers was judgedto be relatively low. Finally, the impact of the subprojects surveyed on the quality of institutional arrangements for local service delivery lying outside the scope of the projectwas not significant.

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Sharing Knowledge on Community-Driven Development:The KALAHI-CIDSS Project in the Philippines

Raul P. Gonzalez

An assessment was conducted on the Philippine Governments KALAHI -CIDSS CDD Projectto determine the extent of its contribution towards improved service delivery andgovernance in the beneficiary villages and municipalities. The assessment focused on fourmajor areas community participation, sub-project utility and sustainability, accountabilityand transparency and institutional impacts on participating village and municipalgovernments. The CDD Assessment found KALAHI-CIDSS to be an effective and well-managed Project, with positive effects on the income and non-income dimensions of poverty. It is valued highly by recipient communities, participating local governments anddevelopment partners. KALAHI-CIDSS has been especially effective in: (a) facilitating broad-based participation of community residents, including special groups, by establishing and/or

re-invigorating grassroots institutions that promote inclusive decision-making and effectiveaction; (b) enabling communities to implement quality sub-projects that address localpriority needs and deliver basic services to their intended beneficiaries; (c) providingcommunity residents with valuable experience in sub-project management that enablesthem to exercise voice, hold their leaders accountable and deal effectively with attempts tomisappropriate CDD funds; and (d) creating space for local government officials tocollaborate with community residents in sub-project management, thereby leading to theinstitutionalization of more participatory, transparent, accountable and responsiveprinciples and practices into LGU planning and budgeting processes.