Annex 2: Design Elements and Tools for Large Scale CODD Programs Table 2A: Community Design Elements and Tools

|**)esign**Element/Tool|MainReasonforuse|Impacton Econoniic<br>and/orFiscalCost-<br>Effectiveness|
|---|---|---|
|1.Atearliest opportunityconductinitial<br>stakeholder/institutionalanalyses[theseare<br>periodically reviewed/upgraded byallkey<br>stakeholders]-fordetailssee theWorld<br>Bank'sParticipationand SocialAssessment:<br>ToolsandTechnigues.|Determinewho aretheoperations'<br>primary andkeystakeholders,identify<br>stakeholders'interests**in,**importanceto,<br>andinfluenceovertheoperation;<br>identify/assess institutionsatlocal,<br>regional, andnationallevels and<br>processesupon whichto build;providea<br>foundationandactionplan/strategyfor<br>participation|Avoidfaultydesignand<br>inefficientimplementation<br>bygarneringlocal<br>knowledge,skillsand<br>commitment;lower<br>targetingcosts,lowerlosses<br>frommis-targeting|
|2.ParticipatoryPlanningandAppraisal<br>(PP&A)includessuchtoolsandparticipatory<br>methodologies/techniquesas:<br>**o**<br>TEAM-UP/ZOPPapproaches for<br>participatorypreparationoflogframe<br>**o**<br>Focusgroups/participatoryplanningand<br>PMEworkshops(e.g.Participatory<br>LearningandAction[PLA],participatory<br>strategicplanning[ICA,AIC<br>techniques]46,socialassessment, gender<br>analysis,andsoforth)|Developcommoninformationbase,<br>values andapproaches;designa<br>communitydevelopmentplanandlistof<br>immediate priorities plusPME<br>mechanisms;buildsownershipand<br>commonvalues necessaryfor sustainable<br>partnerships amongpublicandcivil<br>society stakeholders|Yieldsshortandlong-term<br>gainsviauseoflocal<br>knowledge,skillsand<br>commitmentforplanning,<br>implementing,monitoring/<br>maintaining,andevaluating<br>impactsofpoverty<br>reductionefforts.|
|3.Community DevelopmentCommitteeand<br>Sub-Committeestomanagecommunity<br>programandprojects<br>See2above|Mobilize latent managementand<br>technicalcapacities, buildsownershipand<br>commonvalues,approaches,in<br>community, promotesempowermentof<br>previouslyexcludedgroups|Reducescostsandimproves<br>effectivenessandefficiency<br>oftheoperationby<br>narrowingthegapbetween<br>deliveryofgoods/services<br>anddecision-making/<br>correctiveaction;<br>maximizesvolunteerlabor<br>andskills|
|3.MoneyintheHandsofCommunities|Empowerment,provideincentivesfor<br>resourcemobilization,forcostsavings,<br>accountability tomembers|Average40percent<br>reduction inproject costs|

46 The choice of participatory tools/techruques/methodologies will vary according to the specific needs of the initiative and the local availability or training needs in the country/region. Facilitators skilled **in** participatory approaches may or may not be available - the ideal **is** to team local facilitators with an intemational participatory development specialist to get the best of both perspectives. The approaches mentioned here which are by no means exhaustive include: TEAMUP/ZOPP, the former was developed by the World Bank's Economic Development Institute based on ZOPP, the Objectives-Onented Project Planning of GTZ; the Institute of Cultural Affairs (ICA) and the Appreciation-InfluenceControl (AIC) methods; and Participatory Learning & Action (PLA, a.k.a. PRA, RRA). For further details, see the World Bank Participation Sourcebook, Participation and Social Assessment: Tools and Techniques, and Spencer, 1989.

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