_ _App 12A-1, Chy v 113 CLASSIFICATION (TM 3:43) 9-30-82 PROJECT EVALUATION SUMMARY (PES) - PART I Report Symbol U-447 1.PROJECT TITLE 2.PROJECT NUMBER 3.MISSION/AID/W OFFICE Integrated Rural Development (IRD) Evalua- NA - See Box 1. OAR/BANJUL tion with special reference to Save the '. EVALUATION NUMBER (Enter tho number malntalnod by the Children's (SCF) community-based IRD Project reporting unit e.g., Country or AID/W Administrative Code, (635-0217) Fiscal Year, Serial No. beginnir gwith No. 1 each FY)

[0 REGULAR EVALUATION 0 SPECIAL EVALUATION 5. KEY PROJECT IMPLEMENTATION DATES 6. ESTIMATED PROJECT 7. PERIOD COVERED BY EVALUATION A. FIrt B. Final C. Final FUNDING From imonth/yr.) . _-­ PRO-AG a, Obligation Input A. Total $ To (month/yr. Equivalent Expected Delivery To (month/yr.) ______Fy NA FYNA FY B. "RIetviow NA U.S. $ - I~ReviewOat@ of Evaluationvluto B. ACTION DECISIONS APPROVED BY MISSION OR AID/V OFFICE DIRECTOR A. Laz ¢ cllonlII0 't. . NAME OF A. List rejcislonso O13.AME O C.DATE ACTION (NOTE: Mission decisions which anticipate AID/W or regional office action should RESPONSIBLEOFFICEBL COPLETETO BE tNmA IfY ypQ of document, e.g., airgram, SPAR, PIOwhlch will present detailed request.) FOR ACTION COMPLETED

1. The Mission is satisfied that the SCF's IRD Project NA NA has met its major objectives. It believes continued assistance to rural development through SCF could result in further improvement of government and village rural development operations by expanding current efforts to wider areas. However, continued strengthening of the rural development program per se is peripheral to CDSS objectives. Therefore, the Mission has decided not to entertain SCF proposals for further bilateral OPG funds. The Mission does not object to SCF's use in-country of funds that do not require Mission involvement, for example, matching grant funds.

2. The Mission recognizes the importance of the role of All Mission NA women, the Tesito-based village development movement, and staff. (Continuing) voluntary agency operations to its assistance program. It will use the findings of this evaluation in conjuncti n with information gathered in other ways to ensure that i s projects, Agricultural Research and Diversification in particular, are sensitive to the role of women and take advantage of PVO resources and village organizations for development.

96INVENTORY OF DOCUMENTS TO BE REVISED PER ABOVE DECISIONS 10. ALTERNATIVE DECiSIONS ON FUTURE None. OF PROJECT ElProject Paper EImplementation' Plon riE eg., CPI Network Other ISpiclty) A. Continue Project Without Change Financial EJ Plan El PIO/T B. Ch rge Project Design and/or

El Logical Framework El PIO/C Other ISpecIfy) Change implementation Pln ElProjject Agriiament ElPlO/P C. EjJ Discontinue Project 11. PROJECT OFFICER AND HOST COUNTRY OR OTHER RANKING PARTICIPANTS 12. Mislon/AID/W Office Director Approval AS APPROPRIATE (Name"and Titles) Signsture _ _ i .__ J, Meri Ames .)_ Typed Nama Byron H. ahl Date 1B A~ID 1330 (3.79) : : 1. Project Title and Number

Integrated Rural Development Evaluation with special reference to Save the Children Federation's (SCF) Community-based Integrated Rural Development Project (635-0217).

2. Development Problem and Project Description

Rural to urban migration is a major development problem for The Gambia. Rural development, the first priority of the Government of The Gambia's (GOTG) Second Five-Year Development Plan, is part of a strategy designed to curb growing urban migration by making life more attractive and profitable for the small farmer. To be effective, this strategy must include the coordinated development of appropriate economic, agricultural and community services. Community development services have existed in The Gambia for over 15 years. However, it was the implementation of the govern­ ment sponsored "TeSito" (self-help) program in the late '70's that helped define and .trengthen community development in rural areas. In the "TeSito" program villagers, through their Village Development Committees (VDCs) cooperatively assess their needs and then identify and employ local resources which will improve rural living standards with minimal technical and/or financial assistance from GOTG or non-government organizations (NGOs).

Community Development Assistants (CDAs) and Home Craft Assistants (HCAs) are GOTG extension agents responsible for providing tech­ mical assistance and supervision to VDCs implemeuting "TeSito" projects. To enhance the performance of CDAs and HCAs (and, therefore, the TeSito program), SCF has conducted In-Service Training programs for CDAs and HCAs since 1982. It has also funded community-identified projects which are used as training activities for VDCs, CDAs and HCAs. The VDCs learn how to identify, implement and evaluate community development projects while CDAs and HCAs learn how to provide technical assistance and supervision to the VDCs.

3. Purpose of Evaluation

The majority of PVOs within AID/The Gambia's portfolio are in­ volved in rural development activities. However, their approaches vary and for future programming purposes the Mission needs to un­ derstand which approaches are effective. In order to strengthen its overall assistance program to The Gambia, the Mission decided to review rural development activities in general (especially the roles of women in the community) and evaluate Save the Children Federation's (SCF) Community-based Integrated Rural Development project in particular.

4. Evaluation Methodology

An integrated rural development (IRD) evaluation was conducted between August 1 - 31, 1984. Through interviews, documentation review and site visits, a team of evaluators examined GOTG and NGO rural development activities, assessed the socioeconomic status of rural women and conducted a case study evaluation of SCF's project. Phase I Assessment of IRD in The 'ambia (Supervised by Ms. Nancy Torrey, Evaluation Team Leader) A) "TeSito" within GOTG's National Development Plan B) IRD within GOTG departments C) NGO methodologies in IRD D) village participation in IRD

Phase II - Assessment of How IRD Programs Address the Roles and Needs Of Rural Women (Supervised by Ms. Fatmatta Sise Chairperson, the Gambia Women's Council) A) traditional roles and responsibilities of Gambian women B) the impact on women of IRD projects designed for the general community and projects specifically for women C) the needs of women that deserve priority consi­ deration In IRD programming

Phase III- Case Study Evaluation of SCF's Approach (Supervised by Tricia Caffrey, SCF/Westport, Connecticut) A) evaluation of SCF project design B) ability to integrate model with other inputs in target area C) appropriateness of model in the context of GOIG rural development goals D) needs of women addressed through project activi­ ties

5. Findings

Phase I - Assessment of IRD in The Gambia A) "TeSito" is a successful technique of village level community development which depends on cooperative inputs (e.g. planning funding, labor, supplies, etc) from villagers. B) Field extension workers in various GOTG Departments work closely with villagers and Village Development Committees (VDCs) but implement rather than design activities. Villages consider projects they initiate on a TeSito basis more appropriate and beneficial than government-designed activities implemented under nationwide rural development programs. C) GOTG and NGO field staff consider program coordination strong at the village level but weak at the District (county) and Division (province) levels. These field workers cite lake of resources and coordination as major constraints to their pro­ ductivity at the village level. D) Among NGO's in The Gambia, there are many approaches to com­ munity development. Some NGOs work in conjunction with GOTG extension workers and CDAs while others select and support their own field representatives. Further, many NGO projects focus on increased food production while others aim to strengthen institutional capabilities. E) TeSito projects cannot compete with project activities that offer food-for-work or supplemental feedings. 3..

Phase II - Assessment of How IRD Programs Address the Roles and Needs of Rural Women A) Women's groups, who organize themselves with or without VDC assistance, are actively implementing TeSito pro­ jects. B) Women consider traditional income generating projects such as tie-dying, soap-making and vegetable gardening as most beneficial. C) Women's groups are growing stronger and demand more sophisticated assistance (such as access to financial, technical and agriculture resources) from GOTG and NGOs. D) Land tenure, financial control and community planning are issues already affected by women's increased participa­ tion in rural development programs.

Phase III - Case Study Evaluation of SCF's CBIRD Approach A) CDAs and HCAs working on the SCF project are meeting their job objectives more rapidly and with greater success than their peers in non-SCF target areas. B) CDAs and VDCs in SCF target areas coordinate most GOTG and NGO communitydevelopment inputs in their villages. C) SCF's operating methodology of in-service and on-the-job training for CDAs, HCAs and VDCs supports GOTG's National Development Plan D) Several SCF-funded projects such as vegetable gardens, poultry and small ruminant raising etc. directly bene­ fit rural women.

6. Lessons Learned A) NGO's must work with the central VDC in each village. Too fre­ quently NGO's either create their own specific development com­ mittees (health, education, agriculture, etc.) or they work with a civil servant because she/he is literate. VDCs represent the interests of the entire village and VDC members are not likely to be transferred out of a village. A major SCF objective is to strengthen the projer.t management capabilities of VDCs. Fundamen­ tal skills learned b- VDC members through formal and informal SCF training sessions are appropriate for the design, implementation and evaluation of any village development project and these skills remain in the village. B) NGO field extension agents must receive in-service and on-the-job training in project management, organization and technical skills. While CDAs and HCAs receive up to two years of formal pre-service training at Gambia's Rural Development Institute, these extension agents need regular in-service training in how.. t-iapy: ith0 1kcills in the villages. SCF offers CDAs and HCAs constant training in pro­ ject development processes. These CDAs and HCAs are more organized and consequently better monitor projects than their peers outside of SCF's target area. C) The community development system can be used to extend solutions to certain basic development problems where implementation requires a combination of a new technology and cormunity action. One example is the introduction and extension of new types of maize storage bins. This is true, however, only for certain geographic 4..

areas where the community development staff have been given in-service and on-the-job training to convert their theore­ tical understanding into practical ability and where viable village development committees have been established.

7. RECOMMENDATIONS

A. GOTG and NGOs should strive to work within the framework of the National Development Plan.

B. Villagers should select their own VDC members to ensure maximum representation. CDAs should work to formalize VDCs, especially in non-SCF impact areas. In villages where VDCs are operating, GOTG and NGO extension agents should work with the CDA and VDC to coordinate activities. Divisional Development Committees should coordinate re­ gional rural development projects.

C. GOTG and NGO field staff should receive in-service train­ ing and on-the-job supervision in project management and various technical skills such as first aid.

D. GOTC and NGOs should continue their efforts to design their programs to meet the real needs of women, especially in the agricultural sector. These needs include training in appropriate technology (grain storage, solar drying, mud stoves), non-formal education, etc. Traditional women's groups should be represented on VDCs to legitimize their roles in participatory de -:lopment planning. SAVE THE CHILDREN FEDERATION

I. Country: The Gambia

ii. ProjectTitle: Integrated Rural Development Project

III. Project'Number: 635-0217

IV. Life of Project: A) December 1981 - November 1983 (Original OPG)

B) November 1983 - December 1984 (13-month extension)

V. Life of Project Funding: U.S. $300,000 VI. Mode of Implementation:

A) implementing Agency: Save The Children Federation

B) Field Representatives: Jay Gould, Ph.D 1982-1984

Mark Rand (interim) 1984

Tricia Caffrey (designate) 1984 VII. Responsible Mission Officials during LOP in Chronological Order 1982 - present

Mission Directors: Thomas A. Moser 1979-1982 Byron H. Bahl 1982-Present Program Officers: Anthony A. Funicello 1979-1983 Thomas R. Mahoney 1983-Present Project Officers: Keith E. Simmons 1981-1983 Stephen T. Norton 1983-Present Meri C. Ames 1982-Present

VIII. Project Purpose: to develop and strengthen the supervisory and technical capabilities of Department of Com­ munity Development field staff who provide technical and administrative assistance to rural Village Development (self-help) Committees. Table of Contents

Executive Summary

I. Glossary of Terms

II. Objectives and Scope of Work

III. Evaluation Methodology

IV. Phase I: Assessment of Rural Development Programs in The Gambia - Objectives - "Tesito" and Development in The Gambia - GOTG National Development Plan and Strategy - GOTG Rural Development Activities - NGO Presence in The Gambia - NGO Participation in Rural Development - Effective Approaches to Rural Development

V. Phase II: Development Activities of Rural Gambian Women - Introduction - Women's Council and Bureau - Education and Training of Rural Women in The Gambia - Non-Formal Education Opportunities for Women - Traditional Roles of Rural Women in The Gambia - Traditional Village Organization - Problems of Rural Women - How NGOS and GOTG Agencies Work to Address these Problems - Recommendations

VI. Phase III: Case Study Evaluation of Save the Children's IRD Model Approach in the North Bank Division of The Ganthia - Introduction - General Observations - The Original OPG, from September 1981-December 1983 - Post-OPG Amendment, January 1984-December 1984 - Conclusions - The SCF/The Gambia Three Year Plan, 1985-1987

VII. Summary

VIII. Annexes A. List of PVO and GOTG Interviewers B. Bibliography C. Chronology of Evaluation Team Activities D. Interview Schedule for NGO Key Personnel E. Village Development Committees Interviewed F. Department of Community Develo; fent Field Staff Interviewees G. Interview Schedule for Village Development Committees H. General Discussion with CDAs - Questions I. CDA Questionnaire J. SCF Nature of Projects K. SCF Training Workshops L. Project Application Forms (FORS-03) M. Viisage Development Committees EXECUTIVE SUMMARY

APPROACHES TO RURAL DEVELOPMENT IN THE GAMBIA: AN ANALYSIS OF NGO AND GOTG ACTIVITIES, THEIR IMPACT ON WOMEN AND A CASE STUDY OF THE SCF/THE GAMBIA'S CBIRD PROGRAM IN THE NORTH BANK DIVISION

INTRODUCTION AND OBJECTIVES,

The Government of The Gambia (GOTG) has a National Development Plan (NDP) and strategy as put forward in its Five Year Plan. The conceptual basis of the NDP is "tesito" or "self-help" which is expressed at the national level through belt-tightening economic policies and an emphasis on food production to reduce dependency on imports. At the local level, villagers are urged to cooperatively assess their own needs and organize efforts and resources to resolve problems with the minimal necessary technical and financial assistance from external GOTG and non-governmen­ tal organization (NG) agencies.

In application, the NDP presents a decentralized strategy for rural development: a hierarchy of committees composed of government appointees and popularly chosen representatives assess needs and plan and implement development efforts at their own level. The Department of Community Deve­ lopment (DCD) facilitates this two-way flow of information through the provision of technical and community development management advisory ser­ vices. DCD field staff are charged to coordinate and monitor NGO and GOTG projects and programs at each level of the hierarchy.

Although the NDP and its strategy are well-documented, little has been known about the various methodologies and approaches that are actually em­ ployed by the many GOTG and NGO agencies working at the local level to gain the support and cooperation of villagers for development activities. To what extent do NGO and GOTG agencies model their work on the NDP stragegy? How do these approaches vary? How do these efforts affect and are they affected by the socio-cultural and economic status of rural women? Which of these approaches are most appropriate and effective and how can that model be replicated and maintained?

USAID supports many self-help activities in The Gambia. The Women's Council and Bureau of The Gambia research and monitor the status of women in order to advise on policies, programs and projects involving women. Save the Children Federation (SCF) has been operatiny for three years in The Gambia with the assistance of USAID under a model that proposes to integrate with and support the NDP strategy, especially at the village level.

This study is a combination research report on the history, philoso­ phy, policies, programs and processes of rural development administered by government and non-governmental agencies in The Gambia; a socio-cultural audience profile of rural women as they affect and are affected by rural development plans and programs; and, a case study evaluation of Save the Children Federation's Community Based Integrated Development (CBIRD) model as it is applied in the North Bank Division of The Gambia.

MAJOR FINDINGS AND CONCLUTONS:

There are many inteprotations among GOTG and NGO agencies of what con­ -2­

stitutes a "self-help" rural development effort. The varying methodo­ logies employed by these agencies and lack of regular communication between the agencies hinders effective coordination at all levels. Coordination i; strongest at the local and district levels and weakest at the divisional level. At the national level, many agencies work at some degree of integration with GOTG agencies and a new association non-governmental organizations of (TANGO) was recently initiated to encou­ rage cooperation. Nevertheless, the lack of effective national and sional coordination divi­ and integration of efforts results in inefficient use of material and human resources at the local level.

The NDP calls for decision-making inputs regarding plans from development all levels of the hierarchy. In reality, decision-making is concentrated at the national level of most GOTG and NGO agencies and district level civil servants and extension workers are implementors more than initiators of projects. The NDP promotes the formation of Village Development Committees (VDCs). Community Development Assistants (CDAs), the grass-roots level DCD staff, are charged with formalizing a central VDC in each key vil­ lage. The VDC system has been instituted in The North Bank Division (NBD) through SCF's CBIRD methodology which does in fact dovetail with the GOTG development strategy. The Western Division (WD) CDAs are not supported by SCF's in-service training programs and also have not evi­ denced notable progress in the formation of VDCs. Villages that are organized under a VDC are successfully coordinating NGO and GOTG community development activities. Projects initiated villagers by on a tesito basis rather than in response to gram a nationwide pro­ are deemed the most satisfactory by village beneficiaries. the growing Despite success of coordinated efforts at the village level, i1icting methodologies con­ of agencies cause conflicts, especially when food and/or cash incentives are offered. Gambian women have a secondary role to men in terms of decision-making and have less access to material and financial resources and educational opportunities. Women are actively involved in the production, processing and marketing of subsistence and some cash crops in addition to bearing responsibility for domestic chores and child-rearing. Despite their par­ ticipation in major economic activities, most technical assistance in culture and appropriate agri­ technology is directed towards men. Regardless of the absence or presence of a formal VDC in a community, women's groups are organized and are actively implementing development projects in all of the communities surveyed.

RECOMMENDATIONS:

The evaluation team recommends that GOTG and NGO agencies strive work within the to framework of the NDP and its strategy of decentralized committees. TANGO should meet more regularly and the Divisional Develop­ ment Committees should actively coordinate regional planning, policy and projects.

At the local level, both NGO personnel and CDAs should work to for­ malize central VDCs, especially in non-SCF impact areas. Villagers should select their own VDC members to ensure maximum representation -3­

and support in the village. In villages where VDCs are operating, NGO and GOTG extension workers should work with the CDA and VDC to coordi­ nate their efforts.

At the village level, villagers had problems distinguishin help" projects 9 "self­ from those that provided food-for-work incentives supplementary or feeding services. So that true "self-help" programs be not impeded by this confusion it is important to differentiate community between self-help projects and such projects as supplementary feeding programs. Some public works projects have benefits that extend beyond the village level and subsidize government infrastructural deve­ lopment. These could be considered, and a national policy should be determined, for food and or cash awards. It is recommended that GOTG and NGO field extension agents receive service training in­ and on-the-job supervision and guidance in management, organizational and technical skills so that they may more effectively carry out their function as field agents. One suggestion would the Rural Development be for Institute (RDI) to incorporate more practical on­ the-job training such as the training programs that SCF implements on the NBD. Finally, because Gambian women continue to be dominated by men in decision-making matters, it is imperative that agencies continue their efforts to design their programs to meet the real needs of women, pecially in es­ the agricultural sector. It is also important to groups link women's to the VDC to further legitimize their role in participatory development planning. This is possible as proven in the villages where VDCs have been formalized by SCF trained CDAs. I. GLOSqARY OF TERMS

CBIRD Community Based Integrated Rural Development % SCF's program model CCF Christian Children's Fund CDA Community Development Assistant, DCD extension worker. In this report, CDA is the generic reference to DCD Field Staff including CDOs and HCAs. CDO Community Development Officer. Field Office Supervisor of CDAs and HCAs. CLUSA Cooperative League of the U.S.A. CPS Crop Protection Services CRS Catholic Relief Services CUSO Canadian University Service Overseas DCD Department of Community Development DOC Department of Cooperatives FFHC Freedom From Hunger Campaign GOTG Government of The Gambia HCA Home Craft Assistant, DCD extension worker IBAS Indigenous Business Advisory Service IOGT International Organization of Good Templers Kabilo Section of a village comprised of a large family groupin, Kafo Age group of men or women within a village LRD Lower River Division of The Gambia MFP Mixed Farming Project NBD North Bank Division of The Gambia NDP National Development Plan NGO Non-Governmental Organization (aka NGO) PCI Project Concern International PHC Primary Health Care PVO Private Voluntary Organization (aka NGO) RDI Rural Development and Training Institute. Under the DCD. SCF Save the Children Federation TANGO The Association of Non-Governmental Organizations, a volun­ tary membership association to increase cooperation among NGOs and between NGOs and GOTG Tesito "Self-Reliance" VDC Village Development Council WD Western Division of The Gambia WHO World Health Organization II. OBJECTIVES AND SCOPE OF WORK I The information from this assessment will be utilized by AID/Banjul in planningI sectorially based programs and projects that are affected by and may integrate with appropriate village organizational systems. It will also enable AID/Banjul to adapt their projects to the socio-cultural and economic roles of women, thereby increasing total program effectiveness as more appropriate designs address the roles of both men and women.

The National Women's Council and The Women's Bureau of The Gambia combine their efforts to study the status and needs of Gambian women and report their findings in terms of advice and recommenda­ tions to appropriate government and non-governmental policy makers and program administrators. Their participation in this study is part of their on-going effort to uncover the real needs and strengths of women in order to ensure that women accrue the maximum potential benefits from appropriate development activities.

Save the Children/Banjul will benefit from this assessment by gaining a better understanding of their CBIRD model as it is imple­ mented in The Gambia, especially in relation to other NGO and GOTG rural development activities.

The SOW includes three phases which address the following:

Phase I: The history and philosophy of GOTG and NGO development efforts that require popular, village level support and cooperation. The characteristics of the various approaches employed by these agencies to encourage and support rural self-help activities are examined for their appropriateness and effectiveness in the light of national development objectives and traditional village organiza­ tional structures. Recommendations for a viable model of village participation are summarized.

Phase II: The status of rural women as they affect and are affected by rural development activities - the traditional and current roles of women are described with specific reference to development policies and projects that incorporate and/or impact upon women. Concluding comments include characteristics of and issues regarding NGO agencies and projects that incorporate and/or impact upon women, characteristics of development models that are appropriate for women, and, programmatic areas deserving input from GOTG and NGO agencies.

Phase III: Case study of Save the Children's Community Based inte­ grated Rural Development model and its application in The Gambia with respect to Phases I and II. SCF's NBD projects and field staff are evaluated according to SCF project objectives and for their ability to integrate with other GOTG and NGO activities in the context of

\, - 2 ­ national development goals and philosophy. Conclusions address the necessity, appropriateness and effectiveness of this model for ex­ pansion and replication in The Gambia.

This study is the joint product of a team effort though specific responsibility for each phase was designated as follows:

Phase I: Nancy Torrey, Independent Contractor and Evaluation Team Leader

Phase II: Fatmatta Sise, Chairperson of the National Women's Council of The Gambia

Phase III: Patricia Caffrey, Program Evaluator, Save The Child­ ren Federation, Westport, CI.

K) II. EVALUATION METHODOLOGY

The team began with a review of documentation from AID/Banjul, SCF/Westport and GOTG. This review was followed by a series of seventeen interviews with key personnel of GO'TG and NGC aqencies in Banjul and Mansakonko which sponsor rural development acti­ vities. (See Annex A.). An interview schedule guided these dis­ cussions though additional information was requested from each respondent as appropriate. (See annex D).

The team chose to interview representatives from those NGOs that conduct programs of rural community development activities. The list of agencies interviewed was not comprehensive but, rather, representative of the major agencies and their current dctivities. During a two-day trek to Mansakonko, the location of GOTG field offices, the team visited the Rural Development and Training Institute where DCD field staff attend long and shoit term educa­ tion and training programs. DCD local staff accompanied the team to six villages in the ar:ea to survey women's projects and to meet women's organization leaders. (See an.ex F.).

The team designed a series of interview schedules and a ques­ tionnaire to administer on a four-day trek to the North Bank Division, SCF's target area of activities. The team administered the questionnaire to ten CDAs in the NBD and conducted a group discussion/interview with eight CDA's. (Se- annex H.).

Five SCF Key villages were selected for site visits; the team also conducted interviews of the VDC and project par.i-pants in three of those villages. The three focus - villages were not selected at random from all SCF key villages in the NBD. Random selection was prohibited because many CDAs are on leave during the month of August. the height of the rainy and planting season in which most non-.agricultural development activities are sus­ pended; scveral SCF Key villages that have received SCF support for less than six months were eliminated from consideration as well. These two constraints, coupled with our time limitations, restric­ ted village selection options. (See annex E.).

The original research design included a comparison of SCF and non- SCF villages. However, time constraints prohibited an extended trek to implement the methodology in three non-SCF focus villages. To compensate for this lack of comparison between SCF and non-SCF village leadership organizations, the team administered the CDA questionnaire and conducted a group discussion/interview with seven non-SCF CDAs in the Western Division. The questionnaire was modified to eliminate SCF--:-ecific questions.

All GCTG, NGO and CDA interviews were conducted in English. The questionnaire also was written and responded to in English. In­ terviews of the VDCs and project participants were conducted with translation assistance from one of the team members and the Senior CDA based in Kerewan. -2-

Extensive review of SCF documents was completed with assistance from SCF field office personnel.

The methodology was designed to obtain information about national, regional and grassroots development activities from the perspectives of both GCTG and NGO personnel. The methodology was successful with the exception of the following problems:

- Timina: the wet season is the typical season for civil servants in both Banjul and the rural areas to take holiday leaves. The team had some difficulty arranging interviews with GOTG personnel. This issue also restricted site selection of the three focus ­ villages for Phase III as previously stated.

- Questionnaire design: due to time constraints, the questionnaire administered to CDAs in the NBD and WD was not pre-tested. This resulted in some confusion among the respondents regarding inter­ pretation of the questions. In general, the SCF/CDAs, for whom the questionnaire was originally designed, were able to respond to the questions with relative facility. The non-SC' CDAs, for whom the questionnaire was slightly modified, experienced greater difficulty in both comprehension and completion of the instrument. Although comprehensive statistical analysis was hindered by the high degree of response error, the information gleaned was useful to­ wards an understanding of the differences between CDAs in SCF and non-SCF impact areas.

Time permitting, the questionnaire could have been pre-tested and administered to CDAs from each administrative division of The Gambia. This would have permitted a more scientific comparison of CDAs and the identification of dependent variables affecting the performance of SCF and non-SCF CDAs.

(See annex C , for a detailed Chronology of Evaluation Team Activi­ ties). IV. PHASE I : ASSESSMENT OF RURAL DEVELOPMENT PROGRAMS IN THE GAMBIA

Objectives

The first phase of this study was designed to determine the various approaches taken by GOTG and NGO agencies to secure the cooperation and support of villagers in the planning and imple­ mentation of development activities. The findings are organized to address the following:

1 - The meaning of "Tesito" and how it has influenced the history of rural development in The Gambia; 2 - The activities and methodologies of GOTG agencies engaged in rural development efforts;

3 - The activities and methodologies of NGOs sponsoring rural self­ help projects in The Gambia; and 4 - The characteristics of the various approaches that make them more or less effective and appropriate.

"Tesito" and Development in The Gambia

"Tesito means self-reliance where villagers have to try and organize their own development activities without relyin; on government help alone." (CDA in the Western Division)

The Gambian government emphasizes the concept of "tesito", or "self-help" as the guiding philosophy for development at national, regional and local levels. The Second Five Year Plan for Econo­ mic and Social Development 1981/82-,1985/86 states that: "Tesito" should meai not only individual efforts for individual gain, but political mobilisation and direction of our traditional sys­ tems of mutual aid and collective work, supported by governmental financial and technical inputs for the benefit of The Community as a whole. (Chap. I, p.2).

The plan further stipulates tesito measures that must be taken at the national level such as careful monitoring and control of imports, a sustained effort to increase exports and the maximum utilization of local resources to increase food production. The concept of tesito ha! its foundation at the grassroots level of traditional village organizational structures. Family groups ("Kabilos") and age-se-c groups ("Kafos"), are the village social sectors that are called upon by the council of elders to perform cooperative tasks for the benefit of the village self-help develop­ ment. Tesito is more than a government slogan to inspire action at the village level; it was derived from the socio-cultural roots of the nation and transformed into - iationa. scheme for coordinating deve­ lopment efforts under the Department of Community Development (DCD), part of the Ministry of Economic Planning and Industrial Development (MEPID). This scheme will be described in a subsequent ection of this study. 2...

The evaluation team found tl, consensual understanding of tesito to be self-reliance and self-determination at the grassrocts level. It commonly connotes cooperation among and between various levels of the government hierarchy to facilitate efforts of villagers to con­ duct development projects that they have deemed appropriate and desirable for their own village. This conceptual understanding can be linked with the theory of community development which states that when villagers can be certain that the benefits of their efforts will accrue back to them as individuals or a community, they will participate in self-help, community development activities. 1

In its purest form, in the Gambian context, tesito does not in­ clude any exchange of cash; rather GOTG and/or NGO agencies provide technical advice and appropriate material resources to be utilized in conjunction with village human and material resources. Tesito always connotes cooperative inputs from villagers from decision-making to funding to labor to supplies.

GOTG National Development Plan and Strategy

The National Development Plan "...will help promote effective popular participation of the people in development process and needs assessments, problem identification through project preparation, implementation, monitoring and evaluation. Such participation is vital and a cornerstone of the Government Development Strategy of Tesito." (Secretary General Dr. J. Ayo-Langley 1983). As a strategy tesito promotes a two-way flow of information and services: villa­ gers, civil servants and ministers alike can influence rural deve­ lopment policies, plans and projects. The Department of Community Development was established in 1977 to guide and coordinate national, regional and local development efforts. It was formed as a depart­ ment of MEPID with the assistance of the United Nations Development Program (JNDP) and the Commonwealth Institute of Economic Development. The recognition of the need to institutionalize a coordinating body for development activities came after the first decade of assistance from external donors. Foreign assistance for infrastructural deve­ lopment first came in the form of Dutch aid in 1963. The first socially-oriented programs for community development began in the late sixties. In 1975, an integrated set of policies and plans were signed which resulted in the creation of the first community deve­ lopment extension worker (CDA) training program among other programs. Since that time, the DCD has established a coordinated active bureau­ cracy, (see organogram below) with such units as a women's health programme, an appropriate technology research and development cen­ ter, the Rural Development and Training Institute (RDI), Rural Health Care Cuntres and a Water Sanitation Unit.

A national scheme for integrated rural development has been de­ vised and well documented by the GOTG. This National Development Plan (NDP) is based on tesito and expressed in a decentralized struc­ ture of development committees that extend from the national to

I/ Holdcroft, Lane E. "The Rise and Fall of Community Development in Developi:ng Countries, 1950-65: A Critical Analysis and Annotated Bibliography" 3 . . village level. It promotes a two-way flow of information to achieve collaboration and communication among GOTG agencies and between agen­t cies and the citizenry.

DIAGRAM SHOWING THE HIERARCHY OF RURAL DEVELOPMENT ORGANS:

National Planning Committee

Divisional Development Committees

1- Sub-Divisional DeveIlopment Committees [ or (medium-size Growth Centres) or District Development Committees

(One Hundred) Key-Village Development Committees]

00 (One Thousand) VillageI­ Development Committees

The National Planning Committee is chaired by the Director of DCD with the representation from The Ministries of Agriculture, Education and Medical and Health among others and Divisional Development Com­ mittees. This format is replicated at each of the remaining four levels to include a broad range of inputs from various interest groups and GOTG agencies. This scheme also lays the framework for infrastructural development and planning. The committees each represent a certain population ment that requires seg­ inputs of public works and technical and social ser­ vices. Village Development Committees (VDCs) should actually coordinate and GOrG NGO development efforts at the village level; the approximately 100 key-Village Development Committees should coordinate the activities and services for their constituency. Each step up the hierarchy moves further away from the populace but, in theory, transmits the concerns of each committee up to the top. GOTG agencies are structured to coor­ dinate with this scheme and urged to work with DCD staff at each level.

DCD field staff extension workers are trained in community ment theories develop­ and skills in addition to the technical skills necessary to facilitate development at their corresponding level of responsibility. The RDI conducts training for Community Development Officers (CDOs), Assistants (CDAS) and Homecraft Assistants (HCAs). These extension workers function at the village and divisional levels to facilitate formalization of the RDP for Integrated Rural Development. Towards that goal, they should organize VDCs where they do not already exist, and strengthen them by transmitting organization and management skills to the membership. The objective is to base all coordination of local NGO GOTG agency and inputs within the VDC. The CDA acts as a liaison between the VDC and outside agencies when the agencies themselves do not have direct contact with or representation on the VDC.

'I 4...

To date, the RDI has graduated 81 CDAs and 18 HCAs from its pro­ grams. Although the RDI is open to enrollment by extension workers from other GOTG agencies, this opportunity has not been exploited. No other GOTG agencies provide their workers with management and planning skills other than rural sociology as part of their respec­ tive training programs. (See Phase III for elaboration on RDI training).

The system ultimately places primary responsibility for develop­ ment with the citizenry, with GOTG assistance as a support mecha­ nism. The Second Five-Year Plan emphasizes the need for increasing food production to decrease imports and for narrowing the income gap between rural and urban areas. The rural sector produces 80% of the GDP while their per capita income is only one quarter of that of urban dwellers. It also promotes the importance of Divisional Development Committees as the backbone of GOTG support. It assigns to the Commissioners the responsibility and authority for coordination and monitoring of all GOTG agencies working within a given region. It also mandates activities of NGOs be monitored and when possible integrated with appropriate GOTG agencies at the Divisional level.

GOTG civil servants should support and assist one another across agencies as appropriate especially at the district level. DCD, CDOs and CDAs should be recognized as the pivotal personnel to faci­ litate interagency development efforts.

GOTG Rural Development Activities

In the rural areas, the following GOIG agencies among others con­ duct development projects on a tesito basis:

Department of Agriculture Department of Forestry Department of Community Development Mixed Farming Centers Department of Cooperatives Non-Formal Education Department of Education Primary Health Care

Each department is based in Banjul and works through divisional and/or district field offices and their extension workers. As a guideline for tesito projects, agencies should consider whether or not the target audience is receptive to an input, has the resources to contribute to the project, can sustain and/or maintain the input as appropriate and whether or not the input is appropriate for the context. The most prevelant types of GOTG rural tesito activities are described in Phases II and III. 0 GA 0A -2 I NA L ST7,11CURE­

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C.) jC.D.A'sC.D.A.'s C.fl.A.'s .. ' NGO Presence in The Gambia

Non-governmental organizations and their programs make an important contribution to rural development efforts in The Gambia. The of their contributions results are evidenced in public infrastructural develop­ ment, the provision of social and medical services, technical assistance, training and education and in institution building. NGOs support the goals of the NDP concentrating on food production and income generation through a variety of technical services and material projects. Major efforts have also been directed towards uplifting the quality of life in terms of medical services and education. The Association of Non-Governmental Organizations (TANGO) was tiated ini­ in 1983 to facilitate the "mutual consultation, cooperation and collaboration of NGOs in The Gambia. It has an executive committee of five members that represent the cuxrent membership of 21 NGOs to the National Council for the Coordination of NGOs. The Council is chaired by the Director of the DCD and the membership is comprised of represen­ tatives from the Ministries of Medical and Health, Agriculture, Finance, Water Resources and Economic Planning and Industrial Development. TANGO is scheduled to meet quarterly, the Executive Council twice yearly. Membership is voluntary at present although officially encouraged GOTG. In by addition to promoting interagency and GOTG/NGO communication, TANGO exists to conduct programs for its membership and other appropriate audiences. The first such program (an NGO information fair) is presently in the planning stage. TANGO is already well known among NGOs and government officials. Some comments noted during this study were that an association of this nature was long overdue and has tremendous potential to increase cies in efficien­ funds distribution and project implementation, especially local at the level. More critical observations included that TANGO organize divisional should committees to promote more collaboration in the field; that TANGO must strive to remain vital rather than become a paper tiger; and, that workshops should be sponsored to strengthen the program de­ sign, planning, implementation and evaluation skills of NGO expatriate and national staff members. At less than one year old, it is premature to draw conclusions about the effectiveness of such an organization. TANGO's objective, however, dovetailswith the need for increased coor­ dination at all levels between and among NGO and GOTG agencies as ex­ pressed in part IV of this section.

NGO ricipation in Rural Development

The team interviewed key personnel from eight NGO's sponsoring rural self-help projects in The Gambia and the American Embassy Self-Help Fund: Action Aid Gambia Family Planning Association Cooperative League of the USA(CLUSA) Mixed Farming Project (MFP) Catholic Relief Services (CRS) Project Concern International (PCI) Freedom From Hunger Campaign(FFHC) Feve the Children Federation (SCF) (For a more complete listing of NGOs working in The Gambia, see Cashman, 1982). There are various interpretations among them regarding self-help development which are manifested in a variety of approaches to program design and project implementation. A descriptive listing of the distinctive and common characteristics among these NGOs follows:

A, Orientation and GOTG Inteqration:

Some NGOs focus on physical inputs and technical services to up­ grade community infrastructure and teach skills with only informal affiliation with GOTG departments. This applies also to agricultural inputs. FFHC has constructed wells, built roads and causeways and provided agricultural inputs such as seeds and fertilizers. Action Aid constructs Community Learning Centers and provides garden tools. CRS has provided womens organizations with grain and cereal grinders and oilseed presses.

Other NGOs focus their efforts on institution building and there­ fore work in close integration with GOTG agencies. CLUSA has trained and supplied equipment to extension agents and developed extensive training curricula and materials for Department of Cooperatives extension agents to utilize in the field. PCI, SCF and MFP each work closely with Primary Health Care, DCD and Agriculture respective­ ly to develop their community-based programs and extension services.

B. VDCs:

All NGOs sampled, with the exception of the Embassy Self-Help Fund and Action Aid claim to work with the VDC at the village level. Only a portion of them report regular communication with divisional level GOTG personnel. SCF and PCI have worked successfully to ini­ tiate or organize formal VDCs (as interpreted by the NDP) in their impact areas. In areas where central VDCs do not exist, there is a traditional village organizational structure based on "Kafos" or "Kabilos" and a council of elders led by a chief. The team found that the traditional council of elders was often interpreted to be a formal VDC by many extension workers and NGO personnel. The two divi­ sional commissioners interviewed, confirmed the finding that few NGOs advise their offices of activities. FFHC is a notable exception to this rule!, although they do not work directly with VDCs at the village level.

C,Villaqe Project Management Selection;

Some NGOs encourage villagers to select their own project leaders or managers and VDC membership. SCF and FFHC work on the basis that leaders selected by their village peers will be more accountable, appropriate and reliable for a given project. The Embassy Self-Help Fund, PCI and CRS each impose criteria for the selection of a leader or the VDC membership. They stipilate that the leader be a civil servant or, in the case of VDC membership, that members be a business person, school teacher, civil servant, etc. This link to a government agency is believed to provide a safety net against misuse of funds and/or implies functional literacy to these NGOs.

D.Food and Cash Incentives:

FFHC and CRS offer food and/or cash incentives in exchange for work on and participation in their projects. In the case of FFHC, incentives are provided on a project-per-project basis with the philosophy that their labor intensive construction Projects/subsidize government public works projects and, therefore, should be paid. CR offers food for participation in the on-going nutrition education programs.

The other NGOs work on a purely tesito basis offering material and technical inputs or advice for in-kind contributions of labor and local resources. GOTG agencies also do not offer incentives. (The food incentives discussed here are to be distinguished from emergency food relief offered by many agencies os a one-time-only basis under "emergency" conditions.)

E. Tarqet Areas:

Some NGOs work in specific target areas while others have nation­ wide programs. PCI works nationwide but only in villages with cer­ tain, specific needs. SCF focuses its program in the NBD due to its orientation of integrated rural development. The Embassy Self- Help Fund and Family Planning work nationwide according to the ex­ pressed needs of villages. cLUS de facto,has a nationwide impact through its close affiliation with the Department of Cooperatives.

F. The Use of CDAs:

CDAs often provide village contacts to GOTG and NGO extension workers. In some cases, the CDA actually represents an NGO in a village. SCF works most closely with CDAs, but CRS is soliciting their regular services more and more. Action Aid does not work with

CDAs nor does PCI, both appointing their own representatives in the community.

Effective Approaches to Rural Development Given the wide range of GOTG and NGO agencies supporting rural self-help activities, the evaluation team has made an assessment of the characteristics of each approach that appear to be more or less effective towards gaining the ppperation and support of villagers. The circumstances of each project implementation site will differ, and therefore, methodologies must be adaptable and appropriate for each context. The following assessment is primarily based on infor­ mation collected from villagers themselves - how they want and prefer to work with outside agencies - and from an examination of the problems and successes of NGO and GOTG programs and projects. A. Orientation and Integration

There is a basic cost to development that is supplementary to the cost of any particular input or intervention. This cost is attributed to providing role models, informal training, monitoring and the like. It is the hidden cost that in a subtle or conscious mander becomes nationbuilding or institution strengthening. As regards orientation, an NGO should use its particular skills appropriately whether they be an,'sicahulnd:,gricultural development, management training or social services. 2 evalu.ltion team believes, however, that regardless of project orientation, NGOs should work as closely as is possible and appropriate with GOTG agencies. When assistance evolves into a lo­

i-i cally based program, Gambian nationals are, de fact provided with an opportunity to leatln from the procedures and projects that the NGO implements. This is a well-documented and internationally accepted approach to development assistance. Perhaps more importantly in the specific case of The Gambia, there is a second reason for coordina­ tion among NGO and GOTG agencies and that is for more efficient use of human, financial and material resources.

Coordination can be interpreted here to mean effective and regu­ lar communication with GCTG agencies whenever appropriate and in accordance with the decentralized tesito strategy of the NDP. As stated in Part II of this section, the NDP strategy is designed to maximize decentralization and emphasize cooperation at each level of the hierarchy. This plan appears solid on paper, but in reality has not yet achieved effectiveness.

When NGOs integrate their programs with GOTG departments, coor­ dination with other GOTG agencies and officials is primarily the responsibility of the sponsoring GOTG agency. In cases where NGOs work independently, the need for coordination at the national, divi­ sional and local levels becomes crucial to the success -f long­ term and lasting development efforts.

As documented in Phase III of this report, coordination of deve­ lopment efforts is, at present, strongest at the local and district level and weakest at the divisional level. This is true for both GOTG and NGO agencies. Action to strengthen coordination at the di­ visional level, the level that the NDP identifies as the most im­ portant link in the hierarchy of GOTG development committees, can be taken by: 1) consulting and advising relevant GOTG divisional personnel and field staff about NGO activities in that region;

2) informing the appropriate commissioner of NGO presence in the region;

3) utilizing DCD divisional and local staff (CDOs and CDAs) to facilitate communication and work with villagers; and 4) making use of departmental extension agents to colla­

borate on NGO activities whenever possible.

At the national level, coordination can be improved by:

1) active efforts to develop TANGO to its full potential as a vehicle for NGO cooperation and training.

2) regular communication with the central offices of relevant GOTG departments even in cases where there are no formal agreements. B. VDCs:

Village Development Committees are the grassroots level coor­ dinating bodies for development activities. They fit into the for­ mally recognized government structure of decentralization. The evaluation team believes that NGO and GOTG agencies should have regular contact with a VDC from the initial contact with a village throughout the duration of the prcject. For government extension workers who have on-going commitments within a specific district, the VDC is an appropriate forum for information dissemination and gathering on a regular basis. The VDC serves the same functions for an NGO in addition to providing contacts and a basis for ini­ tiating and coordinating development activities.

In villages where a formal VDC does not yet exist, the evaluators urge the DCD to support the efforts of CDOs and CDAs to meet their objectives. In addition, NGOs should utilize the local CDA as an initial contact in a village at least in order to support the efforts of the CDA to organize a VDC. NGOs that have the capacity to initiate VDCs within a village are encouraged to do so with the collaboration of the CDA.

C. Village Project Manaqement Selection

Villagers and CDAs agree that the final decision regarding selec­ tion of a local representative or project manager for an NGO or GOTG sponsored project should rest with the villagers themselves. When certain preexisting qualifications are requisite for the position (e.g. a teacher needed for a school project), those criteria should be stipulated and the choice of personnel left to the villagers. When training is to be provided (e.g. the village health care worker), the villagers should be given full power to elect their candidate. The community will actively support their chosen representatives and hold them accountable. When representatives are appointed, as in the common case when civil servants are project managers in addition to their government job, strong village support is not guaranteed. Civil servants are not normally natives of the village and, therefore, are relatively unknown and not fully trusted by villagers. There is not necessarily the commitment to an appointee who does not enjoy popular support and respect.

The same recommendation holds for VDC composition. Traditional sec­ tors of the local society should be fully represented on a VDC. When criteria for membership is imposed, there again is no assurance that the VDC will consider the best interests of the community as a whole.

D. Food and Cash Incentives:

Food and cash incentives offered by NGOs have caused considerable conflict among and between NGO and GOTG agencies and villagers. This conflict has had widespread ramifications, most of them negative. Food and cash incentives directly contradict the philosophy of tesito self-hc',) for the benefits that accrue to the community first and the individual secondarily. When food and/or cash are offered in exchange for participation in a project, the spirit of tesito is deflated. The expectations of villagers incorporate'the need for compensation be­ yond the in-kind contributions that most NGOs and all DCD agencies have to offer. When incentives cannot be provided, project participa­ tion drops off or, in many instances, projects never get beyond the planning stage.

The evaluators strongly recommend that food and/or cash incentives be eliminated from any and every local development project and that a national policy be constructed and enforced to limit incentives to spe­ cific categories of projects (e.g.: public infrastructural development projects when benefits extend beyond the local community). Also, the evaluators stress the need to label and name programs appropriately according to the actual objectives of the program (e.g., a supplemen­ tary feeding program is not a tesito day care center). Consistent and appropriate labels will eliminate confusion and conflicts among and between NGOs, GOTG agencies and villagers. (for more specific examples of projects where incentives have caused conflicts, see Phases II and III).

E. Target Areas

NGOs should conduct their projects in regions and villages where their services are most needed. The team recommends that site selec­ tion be based on feasibility studies and in consultation with divi­ sional and local governing bodies to increase coordination and lessen redundancy of efforts.

F. The Use of CDAs

CDAs are the only civil servants who receive formal training community in organization and project management skills. Their role is fully described in Phase III of this report. In brief, they are the legitimate liaison between a village and all NGO and GOTG agencies. They do not have the authority to make decisions regarding develop­ ment activities for the villagers, but rather, serve to facilitate the development process. The evaluation team believes that CDAs should be utilized by NGO and GOTG agencies and extension workers as much as is possible and appropriate for coordination of local deve­ lopment activities. This is not to be interpreted as a rec.mmendation to appoint CDAs as project managers, but rather as a ke[: village in­ formant and contact to facilitate project success. CDAs can be iden­ tified and contacted through the national and divisional offices of the DCD. The continued support of CDAs will strengthen and further the achievement of coordinated development activities as proposed in the NDP.

C)Vi V. Phase II: Development Acdivities Of Rural Gambian Women:

INTRODUCTICK:

The women in the rural areas have been and are still engaged in all development activities within their competence.

'Tesito' or 'self-reliance' is the guiding philosophy of the country's development activities. To fulfill this, there is a need to mobilise the people. Towards that objective, women in the rural areas have come together to facilitate efforts in order to work on development activities they feel are most appropriate for their villages.

During our evaluation, we talked to various women's group lea­ ders and IRD agents in the Lower River and North Bank Divisions (IRD and NBD). We met and interviewed the President of Soma Women's Organisation, Nato Saidybah who is responsible for about 175 women involved in the cultivation of upland rice and a mixed vegetable garden. According to Nato and Adam Manburay, the Home Craft Assistant (HCA), other women's groups are involved in non­ formal education, tie-dying, sewing, skin cream making and soap making.

At Pakalinding village, we visited the model village compound. The model home serves as a venue for women's activities. These in­ clude sewing, tie-dying, pottery and cooking demonstrations.

The Jenoi Women's Group is involved in mixed vegetable gardening and a communal upland rice farm. Produce from the farm and garden are used to feed children at the Day Care Center.

Sumbundu is a Fula community and the women's main occupation is weaving and tie-dying. With the help of the HCA, these women have been taught tie-dying, sewing, soap and pomade making. The HCA has 28 members in her group.

Rural development agencies that are responsible for implementa­ tion of community based projects have documented a number of va­ rious projects in which women have participated on self-help basis -

Soap-making Tie-dying/sewing/weaving Rice development (Swamp and rainfed) Rural Day Care Centres Donkey packages Processing/selling palm oil Sunflower and sesame cultivation/oil processing

Generally speaking, soap-making is most successful, especially in Niumi Lamin. All of these activities have socio-economic im­ pact as they provide ready-cash flow. Produce from gardens both 2...

improves th. nutritional standard of the rural woman and her family and increase.i her earning capacity.

During the dry season women are engaged in income-generating projects as poultry schemes, mixed vegetable gardeninq, sewing, weaving, tie-dying, soap making and oil processing. These augment the women's overall purchasing power. During thiv period, women's local leadership qualities could be improved through non-formal education in close collaboration with technical assistance and re­ source personnel from both government/non governmental organisations such as CLUSA. Also, provision of nursery-care facilities while the women are at work in the fields would ease their burden. Health care and sanitary practices with family planning information and services would improve mother-child health care.

According to the women we interviewed, some specific constraints which keep women from achieving their productive potential and im­ proving their quality of life are listed as follows -

A) access to agricultural credit and loans, marketing facilities; equal treatment in land and agrarian reform as in land reset­ tlement schemes.

B) training of women leaders in areas of appropriate technology.

C) lack of good storage facilities and preservation of perishable produce.

Based on these constraints, this paper makes the following recom­ mentations•

1. Land Policy Reform - in order to boost the economy and eventually become self-sufficient in food production, the government needs to review (and probably change) its policy on the access of land and resettlement schemes for both men and women. For example, in 1983 a delegfAtion of women from MID came to the Women's Bureau and complained that their rice fields were taken away from them by the local authorities with promises of land repayment in other areas. These women later found out that their land was taken away for the Jahally-Pacharr Irrigated Rice scheme. They felt cheated and left out of a development and income-generating program since traditionally some of the land in thin scheme was theirs. While alternate land sights were identified, women did not have access to the machinery and equipment that would improve their yields and subsequent incomes.

2. Credit - There are two levels of credit reform that need to be reformed or strengthened. a) At the banking level, banks such as the Agriculture Develop­ ment Bank should give the same equal access to women as men for agricultural credit and loans. Right now, a women's agricultural group cannot have a loan like an individual man has.

b) At the field level, women's cooperative societies are still weak because of a lack of access to loans and high illiteracy. When women are trained in these areas, then women's groups will

'l ( 3...

have more access to credit and improve the economic situations of the family.

3. In order to alleviate the women's work load and to make sure that the technology remains in the village, women representa­ tives should be sent to appropriate technology courses, like the one at Community Development's Rural Development Insti­ tute (RDI) to learn how to construct useful equipments like solar dryers and mud stoves. At these centers, women can also learn how to make soap and tie-dye, etc. If the Home Craft Assistant is taught these things, she will usually be transferred to another village. But if the women pick their own representative, then these skills will not leave the village.

4. In order to get women to realise full socio-economic benefits f.rom their agricultural produce, good storage facilities and food preservation methods should be provided for perishable produce so that, no matter what the time of storage is, there will never be great losses due to poor storage.

Some villages like Medina Seringe Mass in the North Bank and Jali Jataba in the Lower River Divisions have asked agencies like Freedom From Hunger Campaign (FFHC) and Save the Children Federation (SCF) to build food storage facilities because fra­ gile c.cops like onions cannot be readily sold at their village level and they have to store the onions until a market is iden­ tified.

The Department of Community Development, through its appro­ priate technology section, is experimenting with food preser­ vation by solar drying. If this venture succeeds, then both wo­ men leaders and Home Craft Assistants should be able to train women in their villages about food/vegetable preservation methods.

WOMEN'S COUNCIL AND BUREAU

The important role that women play in national life and in production particularly in agricultural and handicraft sectors is well recognised. It is sad to note that a proper institution to look into the needs of women was long overdue. However, women's issues have become a priority in The Gambia's development with the establishment of a National Women's Council and Women's Bureau in July 1981. The President of The Gambia recognizes the importance of women's status as he is The Women's Bureau Minister. For effective participatiDn of women in national economic and social development, The Council: A) advises the Government on all mat­ ters affecting development and wifare of women; B) examines and studies the economic, social and cultural structure of the society and advises government on areas where the participation of women should be encouraged and strengthened; C) studies and advises the government on how traditional beliefs and practices such as female circumcision adversely affect the conditions and status of women and what steps should be taken to correct these situations and D) recommends and supports government and donor programmes and projects that would enhance women's efforts in their socio­ economic endeavours. As a result of Council/Bureau recommendations to the President, women are gradually gaining access to a number of govern­ 4...

ment decision-making and planning bodies. The Council and Bureau also carry out studies and make recommendations for certain changes in rural development strategies. Such recommendations place emphasis on the in­ crease of women components in development planning projects, highlight the need for setting up easily accessible credit facilities for women and encourage the provision of labour-saving devices for domestic and farm activities.

PDUJCATTON ANID TRAINING OF RURAL WOMEN I J TH. GAMBIA

The highest illiteracy rate in The Gambia is among women. It is clear that in the decline of illiteracy, boys are making more rapid pro­ gress than girls because, where finance is the constraint, priority is always given to the boys. Female participation in formal education in the rural classes is far below the level of that in the urban areas. Banjul and Kombos lead in the proportion of girls educated at all levels, The Upper River Division (URD) registers lowest. All levels of educa­ tional statistics show that girls and women have the highest illiteracy rates. In some communitities, it is believed to be a waste to educate girls. They may become promiscuous, uncontrollable and might refuse to get married.

In the rural areas, education and training of girls is confined to preparing them for their roles as mothers and housewives. This training includes helping the mother in the kitchen, doing chores like house­ cleaning, cooling, water and firewood fetching, preparing and processing cereals and giains, .tc. These are the skills she learns at a very early age. The most important skill, however, is the care of children which the young girl learns by taking care of her younger brothers and sisters. At puberty, the young girl is led through her initiation rites and is taught how to become a good wife. 1

NON-FORMAL EDUCATION OPPORTUNITIES FOR WOMEN

There have been many government and donor agencies involved with trying to improve the status of women through literacy/numeracy pro­ grams. Action Aid, Cooperative Literacy/Numeracy, the National Literacy Advisory Council, and the WEC Mission, to name a few, have organized non­ formal education programs designed to strengthen the rural women's awareness of her potential as an equal partner in national development. Not only do women laiticipants gain the ability to read, write and count, but they can apply these new skills to better farming/gardening activi­ ties and all projccts which demand the abilit'/ to perform simple arith­ metic equations. The success cr, these programs depends heavily on Government support. Resources from donor acjencies alone will not guaran­ tee the active participation of women in theso( proqirams. Gambian women will !>avc to be assured that there will be btter access to the incentives that met, now enjoy, like credit and loans, once these rural women are better trained.

I/ Sinqhatei, Safiat-ou: "How Lit-oracy can Enhance Women's Participation In the Sorio-,cionomir Developmt-nt of Rural Areas". 5 . .

TRADITIONAL ROLES OF RURAL WOMEN IN THE GAMBIA

Traditionally there is a marked division of labour between men and women in terms of the crops they grow. Women are primarily involved in rain-fed rice and small vegetable gardens for home consumption. The cultivation of rice is very tedious, however, it is the staple food crop.

With the introduction of irrigated rice production, cultivated rice is now gradually being taken over by men. Traditional farming imple­ ments for women are highly labour intensive. The use of hand hoes for rice cultivation is still predominant. Weeding, transplanting and har­ vesting are also still done by hand. To alleviate these labour con­ straints, women sometimes organise themselves into work parties.

Apart from their agricultural activities, women do a lot of energy consuming work:

A) Collection of firewood: In some parts of the country, children fulfill that role, but generally women collect firewood. The mode of collection varies from village to village. Some pick and gather wood in a pile and children bring them home on donkey carts or on their heads. Women in Wolof villages spend about ten days before the rains cutting wood for use until the next dry season. Contributions from the women are made to hire transport to take the wood back to the village.

B) Cooking: Gambian women do all the cooking. They cook all family meals and meals for village festivities. Some women cook in open air and others cook in sheltered places but most cook in poorly ventilated huts. These huts trap heat and eye-irritating smoke, which makes cooking most unpleasant.

C) Drawing water: For cooking and washing purposes, women draw water from wells using a rope and bucket. Women transport the water from the wells in large metal basins carried on their heads to their compounds. Some compounds have private wells, but some go as far as 1-2 kms to fetch water. Therefore, the women usually carry their laundry to the water source for washing.

D) Child Care: During breast feeding, the child spends most of the time with the breast-feeding mother. As the child gets older he/ she is passed on to the co-wife or an elderly woman in the family. Women in the extended family take collective responsibi­ lity for child-raising. In cases where there are not enough other women in the family compound, the breast-feeding mother's agricultural production is greatly hampered. If she must work in her fields, the child is strapped onto the mother's back as she does her farm work and domestic chores.

TRADITIONAL VILLAGE ORGANIZATION

Kabilos - A Kabilo is a traditional family structure of The Gambia which is comprised of many family units living together in a compound. Islam and local tradition advocate polygamy Most Muslim men strive to have more than one wife in order to: 6...

A. show a husband's wealth - i.e. the ability to pay for more than the bride price and to support a large family.

B. boost his labour force on his farm. The oldest son stays in his father's home/compound with the intention of finally taking over his father's responsibility as compound owner. When he marries, his wife moves over to his compound. She is given land to farm which is added to hers from her parent's fields. But once she 'moves over' all that is hers automatically be­ comes her husband's. She is also considered 'his' and is accountable to him in all she does and has to have permission for all she does.

'Kafos' are village age groups. These kafos are an important part of village tradition although the type and level of organisation i-ariesfrom village to village. Women often first belong to a young girl's kafo and then a young women's kafo before marriage and then to a married and older women's kafo. In some villages, women's groups are purely social clubs through which they collectively participate in village events like christenings, weddings and circumcision cere­ monies by presenting gifts, cooking and wearing an 'ashobi' (matching clothes). In other villages, they are highly organised work parties. They may hire out their labour to men for agricultutal work and use proceeds for village projects, e.g., building of garden fences or hiring a tractor to work on a communal farm. These groups have strong influence on local politics and economy and are ready targets for government and non-governmental agencies in formalising and ex­ panding such societies.

PROBUMS OF RURAL WOMEN:

From our interviews and talks with women leaders and women actually involved in projects, we compiled a list of women's needs in the vil­ lages. They are listed in order of needs expressed most frequently to least frequently.

1. water - a) rehabilitation of wells and b) problems with salt 2. labor saving implements, i.e., coos grinders and farming implements 3. vegetable storage facilities and vegetable marketing assistance 4. education and training - literacy and income-generating skills 5. improved access to agricultural inputs, i.e., credit, seeds, extension services and fertilizers It was apparent that agencies have made progress in alleviating many of these needs. However, efforts have to be improved particularly in regards to agriculture sector activities, improved access to credit and education and training.

Although womens groups seemed to be well organized around small de­ velopment projects, they still have limited decision-making power with­ in their communities. This prohibits women from tapping into resources that nay be more easily accessible to men through the existing power structures. As mentioned in Phase I, more attention needs to be placed c formal..ing development committees to improve coordination and facilitate decision-making, the administration of assistance and train­ ing to benefit villagers. It is imperative that agencies strive to link womens groups into this structure so that they may have a voice in /21 7. .

participatory decision-making and benefit from assistance efforts.

HOW NGOS AND GOTG AGENCIES WORK TO ADDRESS THESE PROBLEMS:

A number of agencies assist women through their rural development efforts: Action Aid (community development, education and agricul­ ture), Catholic Relief Services (nutrition and income generation programs), Freedom from Hunger Campaign (agriculture), Project Con­ cern International (primary health care), Save the Children Federa­ tion (a variety of projects through community development), The Cooperative League of the United States of America (cooperatives) and the Mixed Farming Project's maize component (agriculture). In most of the communities that the evaluation team studied there exists well organized womens groups that have embarked on a variety of projects assisted through these agencies. Organizations such as FFHC and CRS and programs such as MFP work directly with the womens groups. SCF, PCI and to some extent the Department of Agriculture and Department of Education work through representative village organizations, the VDCs if they exist, to reach tne womens groups. Action Aid organizes learning center committees. CLUSA reaches women through the Coop Thrift and Credit Society which is under the Department of Cooperatives.

Regardless of the channels through which these agencies work with women it is apparent that if they made an effort to reach these womens groups and designed projects to address the womenb expressed needs they resulted in successful projects. Successful projects soap making, tie dye, vegetable gardens and small credit socie­ ties have just begun to be established. There were several cases where projects were initiated on a national level and they have encountered difficulties, i.e., the construction of womens centers, the establishment of day care centers and the production of sun­ flower and sesame to produce oil. Problems encountered were lack of support on a divisional level, lack of administration to support the project, conflicts in giving incentives and lack of technical assistance.

RECOMMENDATIONS: To increase womenb potential in uparading the level of assistance they are receiving and improve their technical and organizational skills, it is recommended that womens groups link into the local power structure, specifically, by becoming VDC participants.

Because women are actively involved in the production of subsis­ tence and some cash crops it is important that they receive assistance in these areas. Traditionally.', men have received the majority of assistance in the agriculture sector. Women's major needs are related to agricultural production. Because women's groups are generally bet­ ter organized than men, there is reason to believe that agriculture programs directed toward womcn have better chances for achieving suc­ cess. An example of this is a maize component of the M1FP that works directly with women. Women were able to produce, on an average, four tons of maize per hectare whilst men produced two tons per hectare. Working with women has also assisted in promoting better ways to utilize the corn produced, i.e., grain processing, storage and food preparation and in organizing women into credit societies.

After examining several small income-generation projects, i.e. soap making, tie-dying and vegetable gardens items found that marketing and processing skills are lacking. In implementing these projects, more attention should be given to mdertaking marketing and feasibility studies. PHASE III 1.

CASE STUDY EVALUATION OF SAVE THE CHILDREN'S IRD MODEL APPROACH IN THE NORTH BANK DIVISION OF THE GAMBIA

Introduction:

Save the Children Federation (SCF) is a private, non-sectarian, tax-exempt, international child assistance agency. Founded in 1932, SCF works with children and their families in 37 countries including the United States. SCF's programs are designed to enhance living conditions through self-help projects which assist people to achieve more meaningful lives for their families and communities.

SCF became involved in The Gambia in 1978 through the particular interest of the Roots Foundation. A preliminary feasibility study, funded by the Roots Foundation, was conducted by the Africa Region of SCF in 1978. Actual program activities did not begin until September 1981, when a two-year Operational Program Grant (OPG) in the amount of $200,000 was received from USAID.

Save the Children (SCF) in The Gambia redefined their OPG objec­ tives once during this OPG period. The amendment to the OPG was ap­ proved in January of 1984 which in addition to other modifications extended the OPG period for one year. Now, as the original OPG fund­ ing is terminating, SCF is redefining their program objectives once more based on their experience encountered since the beginning of the original OPG. The evaluators felt that it would be useful to present their findings in relation to the changes that have been made in the original objectives and activities since the beginning of the program. In this way the lessons learned from implementing this pro­ gram can be presented chronologically. Therefore, the findings put forward here are presented in three different phases, the original OPG period, the post OPG amendment period and the three-year SCF program plan for 1985 - 1987.

Within each phase the five major issues to be examined during the course of the evaluation as defined in the scope of work will be ana­ lyzed. The five major issues are:

1. The processes of project needs assessment, design, implementation and evaluation employed by SCF in IRD programs;

2. The effectiveness of the model in securing villager support and cooperation;

3. The ability of this model to integrate with other GOTG and PVO in­ puts in the target area;

4. The appropriateness of this model in the context of DCD goals and hilosophy;

5. ie ability c the odel to i corporate the needs and concerns of iral women. 2.

-General Observations:

Below are some of the characteristics of the SCF program through­ out the three year period of the OPG.

They are: 1. Much attention has been given to the training of the CDAs who have worked with SCF during the first two phases. The training empha­ sized project development processes.

2. It was found that CDAs do place particular emphasis on organizing VDCs and as a general practice work with them to develop community projects.

3. The design of organized training workshops is always done in cooperation with the staff of the Rural Development Institute (RDI) in Mansakonko. Activities undertaken by SCF/DCD CDAs are compati­ ble to operating methodologies taught at the RDI to all DCD field staff.

4. Although progress was made in integrating government and NGO com­ munity development inputs at the village level and to a lesser ex­ tent at a divisional level, little coordination is happening on a national level.

5. According to SCF's CBIRD methodology it is assumed that working through VDCs special interest groups canbe reached, i.e., women and youth.

6. One of the main functions of a CDA is to work with communities to design and implement projects on a "tesito" basis. In the de­ sign of community projects, efforts are made to choose the most cost effective solution to the community's problem.

%I DCD Field Office Directorate Director

2ccontant Admin.

NBD I

I 1

r8CDA's in Jokadu and Upper and Low:,er Niumis attached to SCF's Program 4.

The Original OPG, from Septemner 1981 - December 1983:

In this first stage of the OPG it was proposed that SCF work with approximately two-thirds of the CDAs, 10, in the NBD (see organogram below). The OPG stated that 80 projects vould be designed and im­ plemented in 40 villages with each CDA assigned to four villages. The CDAs were to be trained as trainers and administer three techni­ cal training activities to selected village participants as well as receive on-the-job training to design and implement 20 projects in their four villages.

The SCF/The Gambia Field Office was established in March of 1982 and operations were set-up to meet the stated objectives of the OPG. The first training workshop for the ten CDAs was held in September 1982 and a number of training workshops followed throughout 1983 (see annex K). In reviewing the reports on these workshops it was noted that progress was slower than anticipated in teaching concepts such as organizing VDCs, assessing the communities needs, selecting appropriate solutions, collecting data, and planning projects and project budgets. It was found that although CDAs had received extensive train­ ing at the RDI in development theory, they lacked the organizational tools to apply these skills in the field. The SCF training programs re­ emphasized the application of theory in the reality of the village context.

In these workshops CDAs were taught to proceed through each stage of the project development process thoroughly with their VDCs, (refer to "Major Steps in the CBIRD Process in The Gambia" below). The Gam- bia/SCF Field Office utilizes a FORS 3 project application form which outlines clearly the stages of the process (refer to annex L). To ob­ tain funding for a project it is required that the CDA and VDC fill out this project application form. The FORS 3, in order to be filled out properly, necessitates that research be undertaken within the community. This research is intended to assure careful planning, an effective level of community participation and prudent disbursement of funds. 5.

MAJOR STEPS IN THE CBIRD PROCESS IN THE GAMBIA

- Extension agent is posted to a key village. - Extension agent has informal talks and contacts with villagers. - Extension agent gathers basic information on composition of village, leadership structure, potential resources etc. - Extension agent meets with all available extension workers in area, perhaps forming informal weekly discussion groups. - Extension agents begins discussions on base organizations with villagers and other extension workers and resource persons. - Extension agent assists villagers and other extension workers to orga­ nize a Village Development Committee (VDC). - Extension agent trains VDC in problem identification skills, and problem solving techniques. - Extension agent assists VDC in identifying problem areas. - Extension agent guides VDC in conducting needs assessment exercises. - Extension agent assists VDC in writing problem: statements and clarifi­ cation of problems. - Extension agent trains VDC how to create an annual plan for the village. - Extension agent trains and assists VDC in technique to collect baseline data. - Extension aqent auides VDC in creatina village development plan contain­ ing ±ong range and snort term obJect1es. - Extension agent guides VDC in collecting baseline data.

- Extension agent assists VDC in collecting project planning and evalua­ tion data.

- Extension agent assists VDC in completing project documents. - Project documents reviewed by project Area Office in Kerewan and Field Office in Banjul. - Approval given by Project Area Office and Field Office. - Funding secured. - Implementation begins. - VDC assists the CDA in project monitoring. 6.

During this first phase of tb- OPG much emphasis was placed on teaching CDAs to be able to imr ment projects in their communities and fulfill the OPG cbjectives. An internal evaluation team compri-ed of a staff member from the SCF Upper Volta Field office, a repre. .ntative from SCF's Headquar­ ters, and a representative from the DCD/Banjul arrived in June of 1983 to evaluate SCF's program, in particular, the first year of the OPG. After interviewing DCD/Banjul staff, DCD.NBD field staff, SCF staff and visiting several NBD project sites they made the f -owing obser­ vations about SCF's village based activities:

- The OPG emphasized training at a national more than at a field­ based level. The formal training worksh.ps were helpful. However, it was found that CDAs needed more assistance in learning to apply these skills in their villages.

- It was difficult for the CDAs to plan, implement and ev~tluate com­ munity projects carefully with the full participation of the VDCs and still meet the objectives of establishing 20 projects in their villages before the termination of the OPG. They could produce these projects only at the cost of skipping vital Ptages in the process. - Because SCF worked c.ly with a portion of the CDAs in the NBD, it was difficxlt to coordinate their activities with the middle management CDO of the DCD who is the primary supervisor and coordinator of the CDAs at the divisional level. - Difficulties were experienced by CDAs in coordinating projects not funded by SCF. - Although the DCD recommends that VDCs be formed, it was found that these groups had not been formally recognized and empowered within the government structure; therefore, their decision making power had been limited.

Other observations were made on a national level: - There was a need to define more clearly the relationship between SCF and the DCD. At this point there was no formal agreement between SCF and the DCD. - The RDI staff at Mansakonko expressed a need for supporting the CDA, in the terms of training and improved communication. - The RDI also expressed an interest in collecting information about lessons learned from establishing and working with the VDCs in the NBD and disseminating this information through the RDO and Research Center to appropriate GOTG agencies.

Through the efforts of this initial evaluation team it was determined that modifications should b. made in the original OPG. The program ob­ jectives were reassessed and rewritten as stated in the OPG amendment that was approved by USAID in January, 1984. '10 Post - OPG Amendment, January 1984 - December 1984:

The revised OPG proposed that a Training Coordinator be hired to deve­ lop and implement an on-the-job training program for CDAs and the CDO in the NBD. It was also proposed that all of the CDAs in the NBD and the CDO be incorporated into the organ izational structure (refer to organogram below.) CDAs were to conceiitrate their efforts in one or two villages, one of them being a key village of residence, rather than four, and were to design and implement one pilot project in each of these villages. Emphasis would also be placed on the establishment of project management systems and information sharing systems at the vil­ lage, divisional and national levels. An increased emphnsis would be placed on the training of the VDCs in the 22 villages wh;re the CDAs were working.

1. The Project Development, Implementation and Evaluation Process:

For this study, the evaluation team assessed the CDAs' ability to assist their VDC in developing and implementing projects within the communities in which they worked. It was of particular importance to examine the CDAs' understanding of the development process and how they were able to apply the skills they have learned by attend­ ing the RDI and receiving training by SCF in the field.

As mentioned previously, each CDA was trained by SCF to fill out the FORs 3 project application form. The project documents which were used to compile Annex J were found to be complete, factual and easily accessible in the SCF/Banjul Office. The CDA and the CDO also retain copies of these record3 in the field. Before the project is approved for funding it must go through the proper channels (rc-fer to "Routing of FORs 3 below:); and, discussions usually occur on several levels ­ between the CDA and VDC, between the Training Coordinator/Project Officer, Child/Youth Coordinator, CDO and CDA and between the Training Coordinator/Project O'ficer, Child Youth Coordinator, Accountant and Field Office Director. Because.the CDAs have to gather specific infor­ mation to fill out the different sections of the FORs 3 they are forced to assess needs, define the problem, identify beneficiary groups, choose between alternatives, and design implementation plans and budgets. The Training Coordinator/Project Officer stated that initially the process was difficult for them to understand and adhere to but now many CDAs recognize it as a necessary tool for achieving their objectives.

The evaluation team assessed the CDAs' ability to understand and apply the project development process by asking them in a questionnaire to describe how they would respond if a VDC member stood up in a VDC meeting and stated that his/her village needed a coos grinder. 90% of the respondents in the NBD responded with a seriei of logical steps to assess the need and in some cases, the feasibility prior to initia­ ting action to obtain the grinder. In the WD, where there is no SCF involvement, 30% of the respondents suggested that research be undertaken prior to obtaining the machine, 42% said they would contact agencies in an attempt to obtain the grinder and 28% did not respond. It is interesting to note that in the group discussion with the WD/CDAs they were able to come up with logical steps to research the need and feasibility of installing a coos grinder collectively. One could deduce that they had learned the process at the RDI but have difficulty in following the process on an individual basis in their villages. FIELD OFFICE ORGANIZATION CHART 1984

DCD Field Office Directorate Director D- 1Program Advisor

ITrainer/ Child/ Accountant Admin. Projects Youth Officer Coord Sec'tary

CDO NB------1

SCDA Messenger Driver Cleaner Typist Guard Procuror Part tim

16 CDAs, 3 HCAs1 Lattached to SCFs p rogram I ROUTINE OF FORS 03

1. CDA prepares Problem Statement from data collected during

problem clarification exercise.

2. CDA prepares draft of statement of solutions.

3. CDA prepares budget, list of activities etc.

4. CDA delivers a completed FORS 3 in draft form to:,DCD staff at Kerewan.

5. DCD staff review, comment and forward to SCF staff in Banjul (Projects Officer).

6. Projects Officer reviews and comments. Submits,to Director for consideration.

7. Director reviews and comments. Director consults Accountant for funding source.

8. When approved by Director.

a) Project Number assigned by Director

b) Typist types six copies

c) Six copies sent.to VDC for signature

d) Five copies returned to SCF Banjul

e) One copy to DCD DCD Kerewan " " " SCF Banjul - 2 for Accountant

- 1 for Project Officer ' 10

In the same questionnaire, CDAs in the NBD were asked to list the two most useful skills that they have learned itom SCF. All of the skills listed were process oriented: management, needs assessment, data collection, community organization/mobilization, child centered stragegy, problem solving techniques, project document preparation and training skills. The CDAs in the VW were asked to list the two most useful skills that they learned from the DCD. The skillv they listed were specific technical skills: handicrafts, tie dye, sewing,, home economics, rural engineering, nutrition, with the exception of one respondent who listed organizational skills. It appears as though although training at the RDI emphasizes processes, the practical skills that CDAs take with them to apply in the field are technical, task­ oriented skills. Through SCF's continued emphasis on process and its application in the field CDAs in the NBD have experienced success in defining their roles to be process oriented as well as technically oriented.

Unfortunately, because of time constraints, the team was unable to visit projects in the WD. Therefore, it is difficult to draw conclu­ sions about the CDAs' actudl application of the project development process in the field. By reviewing the chart below comparisons can be made between the types of projects CDAs are assisting in both divisions. Please note that the NBD projects are assisted by a variety of agencies, not exclusively SCF. In addition, CDAs did not state which projects have been completed although the NBD/SCF assisted projects can be cross­ checked with annex J.

It appears that slightly more sophisticated projects are being un­ dertaken in the NBD that require more complex management systems and increased technical assistance. Examples of such projects are bridge/ causeway, seed/nut store and school construction and food processing. The team visited the rice paddy development project in Kerewan and found that the causeways and bridge were completed and satisfactory. For more detailed data on project completion refer to Annex J.

On the whole, the sophistication of the projects was fairly low, re­ quiring minimal financial and technical inputs. There was a correla­ tion made between the age of a VDC, its level of sophistication and com­ plexity of tl e projects implemented. After VDCs are organized they ten­ ded to begin with simpler projects such as communal farms, vegetable gardens, and well rehabilitation. After groups are organized for these activities, they then progress to projects that require specific skills, i.e. tie dye and soap making or more financial and technical inputs, i.e. rice paddy causeways and seed/nut stores. Examples of project progres­ sion are noted on the attached chart.

There is also a need for SCF to place more emphasis on the collection of baseline data within the communities they work with to assist in the design, implementation and evaluation of projects. Limited data has been collected by CDAs throughout the division. In the village of Juffureh, with the assistance of an outside consultant, extensive data had been collected. In January of 1984, spe-ific child-centered studies were conducted in Salikene, MBollet Bah and Bakang-Karantaba for which a great deal of data was collected and compiled. NATURE OF-PROJECTS ASSISTED BY CDAS IN NBD-AND WESTERN DIVISION IN THEIR KEY'VILLAGES

TYPE OF PROJECT NBD NO. OF WESTERN DIVISION (10 CDAs INTER- PROJECTS (7 CDAs INTERVIEWED) VIEWED)

Vegetable gardens 2 2

Handicrafts 2 6

Day care centers 1 2

Soap making 2 2

Communal farms 5 5

School construction 2

Nutrition program 1

P.H.C. 1

Well rehabilitation 2

Oil seed production 1

Rice paddies development-

Bridge and causeways 1

Seed/nut store 1

Palm oil pressing 1

Bush clearing/land reclamation 1

Bridge construction 1 TIMELINE OF PROJECTS

MEDINA SERIGNEI I

1981 Garden WeLlConstruc 1982 1983 School 1984 Onion Store & Bridge Project tion Construc Tomato Project (DCD) (DCD) Constc (SCF) (SCF) CSCF) Incomplete _ Under Const. Under Const

1 I Garden N1981 1982 1983 Womens 1984 Womens Land L nd Land Training RecLama- Reclamation Pro. Well Reclamation Centre tion I II Const. III (GTZ) (SCF) (SCF) (SCF) (Comp. 1984) (U.S. Incomplete In-Progress Embassy SeLf-Help)

LAMIN 1981 Garden 1982 1983 Primary 1984 Tie-dyeing Rice Project Dev. PaLm-oiL H/Care Soaplmkg. (SCF) Pressing U.S. Emb. Sensiti- (SCF) (SCF) Self1H) (M & H In-progress Project/L

,KEREWAN o 98 Shoot Wo~ens 1983 am ong18.en CDCD) - Constr. Trainig R/Dev. Project (DCO) Centre (U.S. Emb. (Peace (GTZ) Self/Help Corps) & SCF) 2, Village Development Committees;

The evaluation team studied the formation, composition, roles and effec­ tiveness of VDCs by surveying CDAs in the NBD and WD by questionnaire and by meeting with three VDCs in the NBD. One of the more striking findings is that only one VDC out of 7 key villages sampled in the WD was found to be organized. In the NBD all 10 CDAs interviewed had organized VDCs in their key villaqes. It is clear that although the GOTG states that the formation of VDCs is one of their objectives (Langley, 1983), in practice, it is not being implemented in the WD. SCF staff with the assistance of RDI staff have administered workshops on the establishment of VDCs to DCD field staff on the NBD. In addition, SCF requires that a VDC be estab­ lished prior to approval of a project so that committee members can actively participate in all stages of project development. Findings show that working through VDCs encourages in integrated approach to and community control over the development of their community.

It was found that CDAs in the NBD weren't necessarily the ones who initiated the formation of a VDC. Some traditional Kafos were able to manage development projects, and some VDCs had been initiated by other agencies. Most of the*C)As did actively assist the VDCs to organize them­ selves and all worked closely with the VDCs in their development work. Generally, the CDAs function as facilitators of the development process.

In the three villages in which the VDCs were interviewed, the committees were of a similar size and composition (refer to annex M). Data from the CDA questionnaires revealed that other VDCs have between 8 to 15 men and 5 to 11 women on the VDCs. These figures are similar to the VDCs inter­ viewed. The VDCs had been formalized within the last 5 years, so they are still quite young. In addition, all of the VDCs meet regularly, usually monthly.

The Kerewan and Salikene VDC members were chosen from eachoof-the.vil­ lages' traditional Kabilos. In Lamin, the VDC was formed in accordance with PHC guidelines and formalized as a representative VDC by the CDA. In all three instances they are confident that theycou-U effectively soli­ cit the cooperation and support of their villagers. In Salikene and in Kerewan, projects were implemented requiring substantial in-kind labor inputs from the villagers, Examples were the building of a causeway/ bridge and bush clearing for land reclamation. It is clear in these two instances that the VDCs were able to mobilize the support of the villagers.

Projecte~d in-kind contributions (including labor costs), for SCF assisted p:,-ojects, were greater than 50% of the total project costs in 27 out of 45 projects with an average in-kind contribution of 56.1% of total project costs. For projects completed, or ongoing and successful, the average in-kind contribution is 50.89% of total project costs (see annex J). The in-kind contribution for these projects are substantial and compatible with the GOTG's "tesito" approach to development.

Although there was emphasis on the training of VDCs in training work­ shops that CDAs have attended, CDAs need to place continued emphasis on the transfer of their skills to the VDCs. Throughout the VDCs inter­ vie,. it was apparent that they have a sense of how to develop their com­ munities. They know how to facilitate their own discussions, prioritize their problems, contact appropriate agencies to obtain technical and financial assistance, and delegate and organize tasks. 14.

The CDAs had not made significant progress-, teaching VDCs how to gather information and fill out project applications, FORS 3's, or independently pursue the steps outlined in the form to plan the project. The SCF/Banjul office is now in the process of translating the project application into Mandinka and Arabic which should facilitate their ability to plan. The Training Coordinator/Project Officer stated her observation that the new CDAs who started working with SCF after the OPG amendment, approximately nine months ago, are just beginning to understand the application form and it will be a while longer before they will be able to teach the VDCs to initiate and follow the steps specified in the project development process. Because CDAs have been transferred frequently out of the NBD and nine new CDAs were incorporated into the pro­ gram after the OPG amendment, SCF has had to repeat core training work­ shops, continually train CDAs on-the-job and encourage CDAs to promote continuity in the communities development activities. Therefore, the transfer of skills to VDCs has been hindered by turnover and the addition of new staff. The CDAs who have been working with SCF for a longer period feel that the transfer of such skills is a long process and takes perseverance and patience. The CDAs and VDCs had also been asked to develop annual development plans. The CDAs report that it is very difficult to orient the VDCs to think in terms of yearly plans. It is a time reference they do not have a sense for. The next step towards this objective will be to have them think simply in terms of future community development plans.

Many of the VDCs are being trained to handle project funds. Cash advances for SCF projects are given to the VDC chairperson and cashier, usually in the presence of several VDC members. Most VDCs have a cashier and treasurer. The VDC is then responsible for procurement of materials, collection and recording of receipts and monthly village financial re­ ports. Most VDCs have demonstrated the ability to take on these respon­ sibilities and members tend to hold one another accountable. Since the start of the OPG there has been one instance of a misuse of funds by a VDC and CDA. The CDA was replaced. The CDA usually assists in the pre­ paration of the cash books and reports because it is their responsibility to report expenditures back to the divisional CDOs, 15.

3. Integration with the GOTG and NGOs I

To assess the degree of integration and coordination between NGO and GOTG agencies, the CDA questionnaire included questions about agencies that the CDAs assist and agencies that work with the VDCs. Questions about coordination were also posed to the VDCs and CDAs for group discussion. Discussions were held with CDOs and the NBD and LRD Commissioners to examine coordination at the divisional level.

CDAs and the CDO in the WD expressed a great deal of frustration over the lack of coordination in their key villages. They were asked if any individual or group coordinates development activities in their communities. One community had a VDC which coordinated acti­ vities and the remaining six had no coordinating body per se within their villages. When the CDAs were asked to list the agencies they assist in their villages, it was noted that the variety and number of agencies they assisted was minimal (see "Agencies that the CDAs assist in their Villages below ). When asked why that was, they said that the NGOs were working independently of them by establishing their own representatives in the villages and used CDAs only to es­ tablish initial contacts in the village. They felt bitter toward these agencies because their function in the community as agents who assist the community in their development was diminishing. This was attributed to the fact that NGOs are seen as providers of re­ sources and employ methodologies that in some cases are contradic­ tory to the methodology that the CDAs have been taught at the RDI. Another factor could be that the WD/CDAs lack strong skills that assist them in defining their role as noted previously.

AGENCIES THAT THE CDAS ASSIST IN THEIR VILLAGES

NAME OF THE AGENCY NO. OF CDAS THAT ASSIST THE AGENCY WD NBD (7 respondents) (10 respondents)

Ministry of Agriculture 2 7 CRS 2 4 Ministry of Education 1 4 DCD 3 5 Department of Health 3 IOGT 1 SCF 5 Department of Non-formal Education 1 IBAS 1 L-Cartment of Forestry 2 Department of Veterinary Medicine 1 CCF 2 w . .0. 1 CUSO 1 CPS 16.

The CDA's were able to site a clear example of conflicting approaches. In one village Kafuta, a pre-chool had been established by the CDA and DCD on a self-help basis. Ck then came in with a nutrition program that provided free food. The women refused to participate in the upkeep and assist in the running of the pre-school unless food was also provided there. Although the purposes of the two projects were quite different the dif­ ferences were not clear to the women involved. Earlier in the study a similar problem had been sited in the LRD. The CDAs also said that although coordination among government agencies was a problem on a na­ tional level, they felt as though they could obtain assistance from other government extension agents from their village or divisional headquarters to assist in a project. However, there was no routine system established for coordination of extension activities on a village level.

Similar questions were asked of the CDAs, CDO and VDCs in the NED. They, too, felt that there were coordination problems at the nationaland divisibnd levels. The CDAs were frank in expressing their opinions on the subject. It was apparent that there was a significant degree of coordination happen­ ing through the CDAs and VDCs and among government extension agents within the villages and the division. They felt as if this made a great deal of sense and was very effective in strenghthening community development efforts. It made little sense to them that their supervisors on a divi­ sional level and to a limited extent, on a national level refused to ac­ knowledge and formalize support for such coordination. It was not that they were told not to coordinate with other agencies. :it is more accurate to say that the issue is being ignored and there are no efforts being made to enforce policy that would encourage agencies to coordinate. SCF was actively involved in establishing TANGO and supports the role of TANGO. It is hoped that through the efforts of TANGO agencies will be able to resolve this problem.

As noted on the attached chart, "Agencies that the CDAs Assist in their Villages," it is clear that the CDAs in the NED do indeed assist a variety of government and non-government agencies within their villages. For a number of development projects in Kerewan, Salikene and Lamin, the VDCs felt as though they were involved in the initiation, planning and implementa­ tion of these projects. Three of these village-initiated projects were deemed the most successful. It was also interesting to note that the three least successful projects were initiated from the national level (see annex M).

The most successful projects were those in which the CDAs and VDCs had been involved throughout the life of the project and in some instances, had utilized the assistance of other agency staff in addition to SCF and DCD staff. Examples of this are the rice paddy/bridge/causeway and land reclamation/bush clearing projects which solicited the assistance of forestry and agriculture agents. In both the NED and WD it was found that agriculture demonstrators and CDAs assisted one another in gardening and ccmmunal farm projects.

The VDCs were asked what happens if an agency does not coordinate their efforts through them. They all said that it usually did not pose a major problem because they felt as though they were well informed and in control of most of the development activities within their community. In all three of the villages visited it was clear that the VDCs had in.. fact assumed a coordinating role. It was also noted that the CDA was seen as a facilitator and resource person to the VDC, not as a coordinator.

On a divisional level, the NBD and LRD Commissioners made a point of stressing the need for coordination among agencies. Divi­ sional Development Committees exist in these divisions and CDOs are members of technical assistants to these Committees. It also was noted that the NBD/CDO has developed contacts with other government and non-government agencies at that level, i.e., forestry, agricul­ ture, health, CRS and IBAS. Their offices are located in close proximity to one another. Again, most of these contacts are informal

It has been beneficial to the SCF program to have incorporated all of the NBD CDAs and NBD/CDO into their program structure. The Training Coordinator/Projects Officer works closely with the CDO and Assistant CDO in Kerewan to assist in the design and management of SCF projects. The CDO is familiar with all of the development activities within the division and it is hoped that through SCF's assistance the CDO will improve his abilities to coordinate and manage all development activities within the division. Progress seems to be slow in this area because of the sheer magnitude of activities and number of subordinates scattered throughout a large area. However, regular monthly meetings in Kerewan have been established for CDAs.

In these meetings the Training Coordinator/Projects Officer and CDO review project documents, financial management and discuss problems with the CDAs. Monthly site visits are also made by the Training Coordinator/Projects Officer and CDO to monitor projects.

Because of the regular meetings and site visits it is possible for villagers to plug into a limited network of resources that are available between agencies on the NBD. Technical advise from the DCD on the construction of latrines and schools and the produc­ tion of soap and tie dye, access to tree seedlings for farms and gardens from forestry, advice on village accounting and procurement from SCF and access to rice seeds from FFHC are some examples of sharing resources and technical assistance. (For more examples see the "List of NGOs and GOTG Departments from Whom Technical Sup­ port and Advice has been souqht" below.)

9! LIST OF NGOS, GOTG DEPARTMENTS AND OTHER INSTI7$JTIONS FROM WHOM TECHNICAL SUPPORT AND ADVICE HAS BEEN SOUGHT

" TANGO " Action Aid " Freedom From Hunger Campaign (FFHC) " Mass Media in Health " CRS * CLUSA " Peace Corps " MRS " Embassy Self-Help Fund " Project Concern International " IBAS (Indigenous Business Advisory Service) " RDI, Women's Program, A.T. Unit, Rural Health and Daycare, Engineering Unit of DCD " UNSO Stoves Project * Department of Education " Non-Formal Education " Primary Health Care * Department of Agriculture • Forestry Department " Department of Animal Health and Production " Crop Protection Unit " Gambia Utilities Corporation " Department of Tourism " Area Council/NBD " Book Production Unit ,. The Role of Rural Women

Much of this has been discussed in Phase II. In this section, the role of rural women in relation to SCF's program will be discussed.

SCF/The Gambia works through the VDCs to reach the women in the villages. In all of the VDCs, examined in the NBD, women were repre­ sented on the committees. It was also noted that the many projects implemented directly benefit women (see Annex J.) Many of the pro­ jects were organized specifically by women's groups.

When the three VDCs interviewed were asked to express their com­ mitties problems and the women within the VDCs were asked to express the womens' problems, there were some differences as well as similari­ ties. All of the women expressed the need for improved access to water, labor-saving tools and assistance with marketing vegetables. In two of the VDCs the communities' problems were similar to those of the women. One of the VDCs expressed a need for electricity which differed from the needs expressed by the women. On the whole, the men seemed to be very supportive of women's development activities by giving them their endorsement for implementing the projects. 80% of CDA res­ pondents in the NBD stated that women never receive help from the men, one said rarely and four said sometimes. 20% did not respond. Although the men seem to be supportive of the womens activities in spirit, their physical assistance is minimal.

It is a component of SCF's CBIRD methodology that the impact of their programs be measured by indicators that prove whether the qua­ lity of the lives of children within a community have improved. It is believed that if it can be proved that the lives of children within a community have been improved then the lives of all individuals within the comnunity will undoubtably have improved as well. This assumption is based on the premise that when assistance is directed into a com­ munity, first the men benefit, then the women and ultimately, the child­ ren may benefit.

In January 1984, SCF conducted a Child-Centered Strategy Workshop in The Gambia (See annex K.) In three villages in the NBD, SCF estab­ lished a set of indicators that would measure the impact of their pro­ jects on the lives of children and collected data to use as a baseline to measure the impact of SCF's program within these communities in the future. (Arloleda & Langdon-Phillips, 1984.) Much of the data collec­ ted was also related to the well-being of women, in particular mothers. It is expected that follow-up will he conducted within these communities in the future and monitored closely as SCF's Child-Centered Approach is still in its pilot phase. 20.

5. 'DCD and SCF Development Metholodogies'

After reviewing documents describing the GOTG's development me­ thodology, Dr. Langley's article, the GOTG's Five Year Plan, and SCF's development methodology, "Community-Based Integrated Deve­ lopment (C-BIRD) Methodology" it is apparent that the methodologies as written are compatible. The main characteristics of these deve­ ment approaches are:

- Community involvement in their own development by creating base and secondary organizations,

- Promote the self-reliance of communities by teaching them how to manage revolving funds and plan their own development activities,

- The "tesito" conrept - based on the belief that socially and economically deprived human beings have the potential to achieve a better life, in a dignified manner, through their own effort,

- The project process - planning, needs assessment, data gathering, project selection, participation, training and evaluation and termination,

- An integrated approach to development - sectoral and vertical integration promoted through the interaction of government and non-government agencies coordinated through base organizations, to meet the communities needs, and

- intensive development within a defined geographical area - through the GOTG's key village concept or SCF's high impact area approach.

6. Conclusions

After examining how the CDs operated in the NBD and in the WD it was found that many of the rural development concepts as put forward by the NDP were not being implemented in the WD. On the other hand, progress was noted in accomplishing some of these elements of the development process in the NBD. In the NBD progress was slow in im­ plementing these development concepts. Several improvements need to be made in assisting the DCD field staff to facilitate the in­ stitutionalization of NDP and SCF program concepts.

It was apparent that although the WD/CDAs had been trained in these development concepts at the RDI in Mansakonko, when they were posted in the field they lacked the necessary tools and field super­ vision to apply these concepts. In the group discussion with the CDAs in the WD it was clear that there was an understanding of these concepts and a will to apply them. However, when it came to project planning and community organizing they were not being held accoun­ table and, beyond the theory, they did not understand the steps involved to facilitate the development of the communities they worked with. This was also aggravated by the general lack of coordination among agencies which undermined their role as develop­ ment catalysts within the village. Lack of funding for possible projects was one hindrance among ma!iy. 2]..

The CDAs in the NBD have benefited from receiving more direct supervision and on-the-job training from SCF and their CDO. It also is clear to the CDA what is expected from them. In addition, they have tools to work with such as the FORS 3 which assist them in project development implementation and evaluation. SCF's in-ser­ vice training workshops have improved their effectiveness.

Working with the VDCs has empowered the community to be able to improve their access to resources and has helped the CDA to gain respect from the community. With the authority consolidated within the VDCs, other agencies seem to be more prone to work with them to implement projects, (see "Agencies that the CDAs Assist in their Villages"). It is also clear as noted by reviewing the same chart that communities have been able to mobilize resources from other agencies as well as SCF.

In both divisions studied, sectoral and vertical integration on a divisional level remains a major stumbling block in being able to achieve NDP and SCF objectives. If agencies could coordinate their efforts on a divisional level it appears as though major gains could be realized given the strength and the will of organi­ zations at a grass-roots level.

The concept of Key Village Development Committees linking into District and Divisional Development Committees from above and Vil­ lage Development Committees from below has not been operationalized. It has been logistically impossible for CDAs to facilitate the orga­ nization and function of all of the committees throughout the regions for which they are responsible. Many CDAs are responsible for three to four key villages and as many as thirty satellite villages. The CDA's efforts are dissipated as is the potential for communities to benefit from linking into a bottom-up system of communication and representation.

To some extent the sophistication of projects and then ability to address the needs of a community in an integrated manner has been impeded by dissipating the efforts of CDAs by requiring them to be responsible for such a large area. As mentioned previously, it takes a significant amount of time to facilitate the formation of development committees and strengthen their abilities to assume res­ ponsibility for developing their communities.

Although SCF's work is confined to the NBD, a system should infact be devised to document lessons learned and this information be des­ seminated on a directorate level. This is particularly important in light of the fact that SCF in cooperation with the DCD, is an agency that has made headway in assisting the government to achieve their rural development national goals. The DCD could certainly be­ nefit from lessons learned. There is a great deal of informdl infor­ mation sharing that has occurred between SCF and the DCD on a national level, i.e., frequent meetings with DCD/Banjul staff and joint training programs with R.D.I. staff. However, it would be helpful to set-up a system of formal documentation -f lessons learned. Ano­ ther possibility would be to enco age TANuO to discuss these issues regularly and develop policy recommendations.

It is planned that these issues will be addressed in SCF/The Gambia's next phase which is outlined in the following section. 22.

The SCF/The Gambia Three Year Plan, 1985-1987:

To conclude the SCF Phase of the evaluation, the evaluators think that it would be informative to briefly outline SCF/The Gambia's program plans for the next few years. The SCF staff has learned a "-eat deal from their experiences during this OPG period. They have processed their lessons learned and have come up with the following plan. The plans were formulated after much discussion between DCD and SCF/The Gambia staff and among SCF Headquarters staff (Rand and Malatsi). The major goals of the plan are listed below and are believed to be consistant with the goals of the program from its inception in 1981.

a. Improve the §ocial, economic, and environmental quality of life of children and their families in selected rural areas of The Gambia.

b. Demonstrate the efficacy of the SCF/DCD approach to community based development.

C. Improve the capability of development workers to deliver services and transfer skills to beneficiaries.

1. The Upgrading of Projects and Concentration of Development Activi­ ties in a High Impact Area

In order to improve the ability of CDAs and VDCs to develop sophis­ ticated projects and integrated, long term plans to more effectively meet the needs of a community, SCF's CBIRD methodology states that it makes sense to concentrate technical and process oriented training in one selected defined impact area on the NBD. SCF will iitially select a first area that is compatible to the GOTG's key village con­ cept, i.e.,two or three key villages and their surrounding villages. In this manner, integrated sectoral approaches can be developed care­ fully and effectively with the.full participation of the community. It is hoped that concentrating in one area will further facilitate the training and development of communities within the impact area so they can increase their ability to maximize the use of their own resources and learn to utilize outside resources as well. SCF will also be able to collect extensive baseline data and accurately evaluate and monitor the impact of their programs within the defined area with particular emphasis on how the program effects the lives of children.

To implement this program an SCF office will be opened in Kerewan that will be run by a Project Manager and will include three sectoral staff; a social development coordinator (woman), an economic development coordinator and a child/youth coordinator (refer to attached organogram). The specialist coordinators will give technical support to the CDAs. Three CDAs, new graduates from RDI, will be seconded to SCF and assigned to the impact areas. After four years, when SCF's impact area involvement is phased down, the CDAs will remain working within the impact area and return to the direct supervision of the DCD. It is planned that after two years, another impact ares will be opera­ tionalized in the NBD and a third in the fourth year. In that same year it is planned that a new impact area will be operationalized in a new division and the program will continue to be replicated in this pattern, contingent on a positive assessment of the NBD program and provided that sufficient funds are available. 23.

2. Strengthening the VDCs and Developing Secondary Committees

By concentrating in one impact area SCF will be able to work closely with the VDCs to develop their skills as well as organize and develop the skills of special interest sub-committees. It is also planned that Key Village Development Committees and District Development Committees will be organized and activated to assist all of the villages within the impact area to link into the system. Because of the increase of SCF staff in Kerewan it is also hoped that the Divisional Development Committee can be strengthened. Once con­ centrated in an impact areas, SCF will be able to conduct community orientations and leadership training.

3. The Relationship Between the DCD and SC7

SCF will continue to assist CDAs throughout the NBD as they have been with training and project funding (refer to attached organogram). The Special Projects Coordinator, fo.,Ierly the Training Coordinator/ Projects Officer, will continue to work closely with the CDO and strive to link into the SCF Kerewan Office for assistance and resources when necessary. All CDAs will benefit from SCF's training programs and SCF will continue to design and coordinate their training programs with the RDI staff in Mansakonko. It is planned that CDA trainees be assigned to the NBD for their practicals.

In addition, SCF will continue to place emphasis on the coordination of government and non-government agencies on all levels. It is hoped that this will be facilitated in the impact areas by the establishment of secondary development committees.

(5 u o.z.tionalCh.art fThe ,bia !"b.-ido --- P-ha~e II 1985 - E37

DCD Directorate F0 Director Driver/

--- Procurer

AScountat Assiztt

(3 i/Typist L' !Asi I - AeI Cleaner

-er ! ~~ id.--,

TA-cIuntret' OfieDie

h'[P IArea -!AEAi(13/7 In summary, tesito has proven itself as a viable basis for rural development in The Gambia. It is more than a philosophy and strategy drafted into the National Development Plan; it is a successful approach to conducting development projects at the village level.

Phase II of this study demonstrates how women are organizing themselves to improve their own standard of living. They have begun to learn simple skills for income generation such as handicrafts and food processing. Women have improved the nutritional status of their families and themselves through an enriched diet of produce grown in their tesito vegetable gardens. As their ogranizations grow stronger, they are beginning to require and demand more sophisticated assistance from GOTG and NGO agencies such as access to financial, technical and agricultural resources. They are gaining confidence in their abilities to handle farm equipment and will require education and training programs specifically designed for women to facilitate their progress.

NGO and GOTG agencies must attend to changes women are making in society as their traditional roles evolve with increased access to appropriate technology an participation in the cash economy. Land tenure, mobility, family planning, division of labor and financial decision-making/control are all issues that will be affected as deve­ lopment progresses.

Save the Children's CBIRD methodology dovetails naturally with the NDP and its strategy of decentralization. The Phase III evaluation documents the effectiveness of SCFs training programs in that SCF/CDAs are meeting their job objectives with more rapid and greater success than their peers in non-SCF impact areas. The redesign of their OPG was prompted by the need to complement concenpts taught to DCD field workers at the RDI with practical on-the-job training, particularly in the areas of project management and community organization. In addition, the OPG was redesigned to improve divisional coordination and supervision of CDAs by incorporating all of the CDAs in the NBD into the SCF program and faci­ litating the formalization and training of VDCs by concentrating their efforts in two to three key villages.

SCF's modification of their program has resulted in successfully de­ monstrating the efficacy of the NDP within the key villages where the CDAs are posted. However, to realize the broader goals of SCF's program which is to improve the social, economic, and environmental quality of l.ife of children and their families, and assist DCD field staff to facilitate the institutionalization of NDP and SCF program concepts several improve­ ments can be made. Local representative organizations need to be stren­ gthened at the village, key village, district and divisional levels. To effectively meet the needs of communities and improve their quality of life. The skills of DCD field staff need to be continualy upgraded by on-going training componen, and more effort made to transfer these skills to local development committees. Through improved coordination of development activities by the development committees, assisted by the CDAs, projects can become more sophisticated and integrated

I I/ ANNEX A

LIST OF PVO AND GOTG ID1TERVIEWEES

Mr. Ansumana.:Bah Agricultural Assistant Mixed Farming Center - Yallal

Mr. Bernard Baldeh Commissioner Lower River Division

Mr. Bai Bojang Director Department of Community Development

Mr. Wandifeng Fatty Freedom From Tunger Campaign Banjul

Mr. Saiku Kamara Commissioner North Bank Division

Mr. Wilhelm Kanneh Self-Help Officer American Embassy

Mr. Fafanding A. Kanyi Action Aid Agricultural Unit Soma

Dr. J. Ayo Langley Secretary General President's Office

Ms. MelanieMarlett Mixed Farming Project Abuko

Mrs. Alaba M'Boge Information & Communication Officer Gambia Family Planning

Mr. Sidi M'Boge Senior Community Development Officer Mansakonko

Mr. Masebyane Malatsi Principal Rural Development Institute Mansakonko

Mr. Anthony Nathe Director Project Concern International Mrs. Christine N'Jie Director Food and Nutrition Program Catholic Relief Services and

Secretary The Association for Non-Governmental Agencies ' (TANGO)

Mr. Mark Rand Ag. Field Director Save The Children Federation Banjul

Ms. Marlene Richter Women's Programme Director Freedom From Hunger Campaign Jenoi

Mr. Thomas Winn Director Co-operative League of the U.S.A. (CLUSAI Bai.jul

Mr. Robin Poulton Director Action Aid International Banjul

Mr. Wolfgang Mach Freedom From Hunger Campaign Banjul ANNEX B

Bibliography

1. Arboleda, Jairo and Langdon-Phillips, Brenda. Draft Copy of "The Child-Centered Approach to Community Development;" (Save the Children Federation, Westport, CT) June 1984.

2. Atkin, Ethan. "Internal Evaluation - The Gambia Field Office;" (Westport, CT) June 1983.

3. Cashman, Martha. Draft Copy of "A Consolidated Report; Economic Development Assistance Programs in The Gambia." (Banjul) 1982.

4. Colvin, Lucie Gallistel, P.I. et al. "Senegambia Migration Study: Concluding chapter and Selected Tables from the Final Report"; Contract AID/afr-C-1363; (Banjul)

5. Country Development Strategy Statement, FY'82 Small Program State­ ment For The Gambia; (Washington D.C.: Agency for Interna­ tional Development) January 1980.

6. Five Year Plan for Economic and Social Development in The Gambia, 1981/82 - 1985/86; (Banjul: National Development Council) 1981.

7. Food And Nutrition Assessment For The Gambia, Christine Babcock and Mary Pat Selvaggio, 1984, AID/W. 8. Gould, Dr. Jay and USAID. "Amendment to Operational Program Grant - Save the Children Federation"; (Banjul) January 1984.

9. Holdcroft, Lane E. The Rise and Fall of Community Development in Developing Countries, 1950-65: A Critical Analysis and Annotated Bibliography; MSU Rural Development Paper No.2; (East Lansing; Michigan State University) 1978.

10. Langley, Dr. J. Ayo. "National Development Policy, Manpower Deve­ lopment Planning and Training in Integrated Approach to Rural Development"; paper presented at "Training of Trainers" at the Community and Rural Development Training Centre; Mansakonko, LRD; July 1983.

11. Malatsi, Mosebjane and Rand, S. Mark. "The Gambia Field Office of Save the Children Federation, USA Three Year Program Plan (Phase II 1985 - 1987)"; (Banjul) August 1984.

12. Phillips, Evelyn. "Evaluation of The American Embassy Self-Help Program in The Gambia"; (Banjul) September 1983.

13. Primary Health Care Programme in The Gambia.Evaluation Dr. K.H. Eggens, Dutch Government

14. Save The Children Federation. "CBIRD Methodology Introduction to CBIRD"; (Westport, CT) June 1983.

15. Save the Children Federation. "Operational Program Grant Proposal for Community Based Integrated Rural Development in The Gambia;" (Westport, CT) December 1980. 16. Scharffenberger, Chris. "Socio-Economic Profile Of Rural Gam­ bian Women"; (Banjul. USAID). 1984,

17. Singhateh, Safiatu K. "Research on Literacy can Enchance Wo­ men's Participation in the Socio-Economic DeveIAment of Rural Areas;" (Banjul: The Women's Bureau) 1984. ANNEX C

CHRONOLOGY OF EVALUATION TEAM ACTIVITIES

AUGUST 1 - 31, 1984

AUGUST 1 - 3 - Preparation of SOW:

1. IndividuaL meetings with Tom Mahoney, Men Ames, Mark Rand andSYron Bahi.

2. Review of documents from AID and SCF.

3. Meeting with Bai Bojang, Director of DCD.

4. Acceptance of SOW by persons in #1 above.

5. ScheduLing of appointemnts and research plan.

AUGUST 6 - 10 - Focus on Phase I and II:

6. Mrs. Sise and Nancy Torrey conducted two interviews with key personnel from NGO and GOTG development agencies in Banjul and Mansakonko.

7. Sise and Torrey spent two days in Mansakonko/Soma visiting 6 project sites and the Rural Development and Training Institute.

AUGUST 13 - 17 - Focus on Phase II Design:

8. Week began with a series of delays.

(A) Torrey was ill for severaL days which slowed production. (B) Due to a death in her family, Sise was occupied with family matters for two days. (C) Patricia Caffrey did not arrive until four days after originally scheduLed. (began work 8/16)

9. Sise and Torrey conducted 3 interviews bringing the total for Phases I and II to 14.

10. A General Meeting with persons listed in #1 above was heLd to present the team's progress to date (8/16).

11. A 4-day trek was scheduled for the NBD and planned in order to assess the goals in the SCF Amendment.

12. The Team designed a questionnaire for SCF CDAs (See attached).

13. We designed interview schedules for the following groups in the NBD:

(A) SCF CLA group interview (B) VDCs i~l 3 KeyVillages (C) Women's group leaders (D) Project participants .2/ f/ 14. We continued review of documents from SCF and PVOs.,

AUGUST 20 -24 - Trek to NBD

15. Nyima Jammeh o5 SCF compiled a list of statistics on SCF activities in the NBD for the evaluation team.

16. SCF/CDA questionnaire administered to 10 respondents.

17. A group interview with SCF/CDAs was held in Kerewan.

18. Team attended VDC meetings in Kerewan, Lamin, and Salikene, all Key villages in NBD. Meetings were arranged specifically for team to interview the VDCs. 19. Team visited project sites (SCF and other PVOs) in Kerewan, Lamin, Medina Seringe Mass and Illiasa. 20. Team interviewed the Commissioner of the NBD.

21. Interviewed the Agricultural Assistant at the Mixed Farming Center in YaLlaL. 22. Team made preliminary assessment of the project status in preparation for a general meeting which was held on 8/24 and continued on 8/27.

23. Caffrey and Torrey met with Melanie Marlett of the Mixed Farming Project.

AUGUST 27 - 31 - Project Completion

24. Torrey met with Tom Hobgood and Ralph Conley re: MFP.

25. Caffrey and Sise administered questionnaires to non-SCF CDAs from the Western Division in Brikama.

26. Caffrey and Sise conducted a group interview with same.

27. Data analysis and project report were completed.

28. Debriefing session was held on August 31. ANNEX. D..

Interview Schedule for NGO Key Personnel

Agency Background:Information

1. How long has your agency been working in The Gavbi4? 2, What brought you here?

3. What are your overall goals?

4. What are your primary sources of funding?

5. Where are your offices in The Gambia?

6. Please describe your organizational structure;

7. How many expatriate staff do you employ?

8. How many Gambian nationals do you employ?

9. Where are they based?

Project Information;

1. Please describe the projectasyou ,support in The Ga bia,

2. Do you have a guiding philosophy for projects?

3. What are the impact areas? ' ..-ision,vilages ) 4. How are project sites chosen?

5. How are projects initiated? 6. How are projects designed?

7. How are they monitored and evaluated?

8. What are some of the problems you encounter? (examples 9. What are you doing to resolve them? i0. What are some of the most successful activities that you have supported?

11. To what degree do you coordinate your activities with government agencies?

12. Other PVOs?

13. How hastihat come about?

14. What are the results of cooperative efforts? 15. What impediments are there to cooperation? 1 2..

16. Do you have projects geared specifLcally to women? 17. If yes, please describe them.

18. If no, to what degree do your projects incorporate v.omen? 19. With what results?

20. Do you have female staff members or project leaders?

21. If yes, how are they received by villagers?

22. What are the greatest needs that women have in regards to socio% economic development in Th6 Gambia?

23. What are the greatest barriers to change in the status of

women in The Gambia?

24. Do you have any further comments?

25. Do you have any questions for the.evaluation tea m? VILLAGE DEVELOPMENT COMMITTEES INTERVIEWED

20 August Kerewan Village Development Committee Mr. Manlafi Fatty Kerewan - North Bank Division Chairperson

21 August Lamin Village Development Committee Mr. Ndansu Darboe Lamin - Upper Niumi District Chairperson North Bank Division

22 August SaLikene Village Development Committee Mr. Ibrahima Keifi Salikene - CentraL Baddibu District Chairperson North Bank Division ANNEX M

VILLAGE DEVELOPMENT COMMITTEES

INTERVIEWED

VDC Composition formed frequency Who Initiated VDC

Kerewan 14 men 7 women 1979 monthly Commissioner & CDA

Lamin 8 men 8 women 1982 -weekly PHC',and CDA

Salikene, 0 men 10 women 1981 3/month PHC

Women's Women's Most Least Committee Projects Successful Satisfactory

Kerewan Yes Yes Bara Bambo­ long cons- Obtaining rice truction of seeds rice paddie causeway & bridge

Lamin Yes Yes W',"omens Sunflower soap mak- cultivation ing

Salikene Yes Yes Land reclama- Womens tion (bush cleaning) . center,, ANNEX F

DEPARTMENT OF COMMUNITY DEVELOPMENT FIELD STAFF INTERVIEWEES

Mr. Masaneh Bayo, CDO Brikama, Western Division Mr. Mansaneh S.T. Ceesay. CDA- Njawara, N.B.D. Mr. Sinajo Ceesay, C.D.A Berending, N.B.D. Mr. Burang A.K. Danjo, C.D.A. Lamin, N.B.D. Ms. Adama Drammeh, H.C.A. Kombo Central, W.D. Ms. Fatou S.S. Drammeh, C.D.A. Jeshwang, W.D. Mr. Mustapha M.L. Drammeh, C.D.A Salikene, N.B.D. Mr. Rohie FaaL, C.D.A. W.D. Mr. Alagy Gaye, Sr. C.D. A. Brimaka, W.D. Mr. Joseph J.S. Gomez, C.D.A. Katchang, N.B.D. Mr. Momodou L. Jarju, C.D.A. Soma, W.D. Mr. Lamin Jarjusey, C.D.A. Medina Seringe Mass, N.B.D. Mr. Arfang Kanuteh, Program Officer Brikama, W.D. Ms. Jabou Kinteh, H.C.A. Kerewan, N.B.D. Mr. Lang Kinteh, Assistant C.D.O. Brikama, W.D. Mr. Lang Konteh, Sr. C.D.A. Kerewan, N.B.D. Mr. Tony Yusupha M. Nyassi, C.D.A. Bwiam, W.D. Mr. MichaeL Oseh-Freeman, C.D.A. Ndugu Kebbeh, N.B.D. Mr. Asumana Sanyang, C.D.A. Farafenni, N.B.D. Mr. Kumba Sowe, C.D.A. Brikama, W.D. Mr. Demba Touray, C.D.A. Gunjur, W.D.

7./ ANNEX G

INTERVIEW.SCHEDULE FOR VILLAGE DEVELOPMENT COMMITTEES

1. How many members? (mate and female)

2. Is everyone present tonight?

3. How old is the committee?

4. Why was it formed?

5. How were the members selected?

6. What is the roLe of the,VDC in the community?

7. How often do you meet?

8. How often does the CDA meet with you?

9. What is the role of the CDA in the village?

10a. What development activities are you doing now? b. What agencies assist you with these projects?

11. Do the agencies work directly with the VDC?

12a. Who coordinates the activities of NGO and GOTG agencies in the vilage? b. How?

13a. Which development project is the most successful? Why?

14a. Which development project has been the least satisfactory? Why?

15a. Are there certain projects only for women? b. Please describe them.

16. How do the women benefit from these projects?

17a. Has your village changed during the past five years? b. In what ways?

18. What are the greatest problems for women in the village?

19. What are the greatest problems of the whole community?

20. Do you have any further comments or questions for us? ANNEX H

GENERAL DISCUSSION WITH CDAs - QUESTIONS

1. Discuss the "coos grinder'! question; steps and issues involved.

2. Where would they go to obtain technical advice about the "coos grinder"?

3. What specific issues related to a "coos grinder" project need to be researched?

4. What kind of help does the DCD give you? How do you benefit?

5. How does the DCD help the villagers?

6. What can the DCD do to give CDAs more support?

7. What kind of help does SCF give you?

8. How do villages benefit from SCF?

9. Do you work with other agencies that do not prefer to use the existing VDC? CDA?

10 Does :t create a problem? At the village level? the district Level? national level? ~lDr

1. Name:

i] 2. Sex: Female (1) Male (2)

if same (1)J 3a. Key Village Assignment: if diff. (2)0

3b. Village of Residency:

b-Il 1j. What Languare do You Speak? Please check all that apply. English (1) Manlnxa (3) Serrer (5)

Wolof (2) Fula (4) __ Other (6) speciry

12-13 5. How long have you been a CDA? months

iP 6a. Did you gracuate from RDI? Yes (1) No (2)

- 6b. If yes, What year? 19

l- f~' 7. How long have you been working at your key village? __ months

1:-23 8. How many other villages do you assist?

21"22. Q. How long did you work at previous posts? months 2,,)4 0. For how long hnve ynu worked with Save the Children (SCF)? t_.­

fla. Are there other civil servents posted in your key village?

yes (1) no (2)

2-Llo l2b. Please list the agencies they represent.

He 12. What is the primary language of tihe people in your key village?

Wolof (2) Fula (4) Other (6) _ specify

Mandinka (3) Serrer (5) S72 13. Please place a check beside each public facility that is in your village? school (1) Permanent mixed farming clinic (2) market (6) center(9) dispensary T-7 community mosque (10) sub-dispensery (h) center (7) other (11) soecify ag. statlon(5) -- shops (8) ­ (!-ow many?)- other (12) specify

13- L/ 114.How many alcales Live in your key village?

15. Please define the meaning nf"tesito".

16. What is your primary responsibility as a CDA?

/ 17. Is there a VDC in your key village? Yes (1) No (2)

14f 18. When was it started? 19

19. Was it organized before you arrived in the village?Yes (1)

No (2) IF YES, answer queitions 20 to 24b. IF NO, answer questions 2to t e-end.

20. flow many members were on the VDC when you arrived? .31/- # of men # of women

21a. Did any of the members have a special role in the village? Yes(l) No (2) 21b. If yes, what roles? P5; 3

2'+ ?2a. Wore they organizing development activities? Yes(l) No (2)

22b. If yes, list the projects: completed on-poflnp

your post? 22 23n. Has VDC membersl'ip chanped since you arrived at Yes (1) No (2)

' 2,! - - 7 23b. If yes, how mny members are In the VDC now? # men # iorren

23c. Do any of the new members have s special role in the village?

Yes (1) No (2)

23d.. If yes, what rolt-s?

Ain. What development activities are the,' doing now? List them.

2bb. Pleisn cirIe the pro.lects that you a.sist.

ANSWER Q'ESTICN3 PQ to the end

21. How did you ori'nnize the VDC? (9e specific)

26. How many muberbi are on the VC? /i men # women 2 n. Do nny of' the ne' bers have special voles in the village? Yen (1) No (2) 1"lV'IIl 27b. If yes, what roles? 28n. What development activities are they doing now? List them.

42.J) 28b. Please circle the projects that you assist.

vas 29. Please list all cf tne 'VlDC sub-ceomIlttens.

2,n',JIl) 29h. P]onsis circ],; n l or' th. suh- om'IL"t.ton with which you work ' r'ectly.

in. Who runs ton VM' m.tltrns?

namo title 31. low often to thk '/OCs r''-t? weekly (1) monthly (3)

"ver'v two weka (2) ------other (LW ------specify

32. Pow often i- you attend "DO motings? ailways (') soretimes (2)

ra.rely (3) nvr (_)

31. Wh.n was the last VDC ml'etlng?

nast we,;k (1) 3 w"',kM aguo (3) P w,,iks u-o (2) 4_wek3 '.' (1;) othrer -" ':Ifl

,I;. Did you attend the last meeting? Yes (2) No (2)

1". How d8 you cor'nuni:cat" with the VD0 Inhotwcn official mqatings?

",,--I 36q. What 9genc'ls ,toyo,'uqc',lst In your key vil]qpe?

Q.).. 36h. Circle the o;'ncles that vpu rnrs nt 'it !OC meetings. 36C. Which awency do you suend tne most time workinr with?

37a. D nny of Lhese apuncles work directly with the VDC?

Yes (1) No (2) Pg.

37b. If yes, list them.

8 . 13 a. liave you conducted training workshops with your VDC?

Yes (1) No (2) __

1-2.2- 36b. If yes, list the themes:

23- q 39. What specific skills have you taught th VDC?

on. In terms of specific skills, what are your VDC's strengths?

110b. -atm are your VDC's weaknesses?

qq -5o 1.1. Wnich of the following SC!' Trqining Sessions have you attended?

Ori.entation anl Trn!.nlng Session for 3CP/DCD Staff 1982 __ (1) Workshop on Hetncd. ni Te chniques in Communicntion, Project P1n"r!'Ing find Bulld n ContrumctIon(2)

Village Developmrnt Corwiittee Training WorkahoD (3)

Training of Tz'n',rs Workqhco (1,)

Basq1Ire Data Co!I(ctior; Workshop (!)

Orier.tation mirj :'r'alnir!ng Sislon for SCF/DCD Staff 1983 (6) Child-CentmroId Strntee'y; Works.hop(7)

h'. Tf n momber of :r-ur VDC announced thit the VDC wanted a cous grinrier, What woleld ho yjour response? Describe how you would follow throurh w!th this request.

CONTINUE ON RACK 43a. Wh'it is t!a fr,'yt,,:3t orob]Pn you have had In your key village?

3b. How did you rejolve it?

44a. What is your greatest success? P.6

Iilhb. Why?

4I4 a. Is there a woneris sub-ccmlittee to you" VDC? yes(1) 11o(2)

Lb. If yos, How old is the committee? - months.

I5t. ow was It organized?

!-915. 1 5d. How many members? __ 1Se. List the act!vities they are doing. activity sponsoring agency

540 hf. Does the comiittee get help from the men in the village?

always(l) _ smmtlmes(2) _ rarely(3) never(4)

!?-K0 1 6. From your experlqnce, what are the three greatest needs that women have in your villaoe?

47. row is the ',?DWhelnin; wo".,n In ycur village?

48. How have womr benefite1 hy development activities in your village?

- zL9. 'What are the two, ro3t u3efu1 skil1s you he've learned from SCF?

91-LIJ 50. What are two -,,!,3 that jnju would likc to Improve or learn from R futojre MCF tralnin, rro.,ram?

42- 51. Wren was the 2n-t t you vr. cor.uiltel with an SC staff member about activities in yoJr village?

lest week (1) h - 6 weeks ago (3) -­ 2 - L weeks ago (2) -- 6 - B weks ago (h) __ other (5) specify q3 52. When was the l.3t time an SCP staff me-fber visited your key village?

last week (1) _ - 6 weeks ao (3) 2 - 4 wepks ago (2) - 6 - B w-eks ago (h) _ _ other (5) -_ specify ANNEX J

NATURE OF PROJ'CTS

Sector No.

238, 638 (11) - tlixed Production 319 (5) - Other Conrtruction 311 (5) - Schools 231 (12) - Crops 412 (4) - Public Health F'pcilitics 332 (5) - Training 318, 218 (2) - LMi::ed Constr-uctin 324 (3) - INecdn Asnecoment Tral!n .n. 322 (1) - Fo C1.ildren & Youth 424 (I) - Water & Sunitary crvice: 213 (2) - Farm Buildin1/s ructures 212 (2) - Land Improvement 211 (I) - Ir'i;,ation 612 (I) - Food Proue: iin, Facilities 629 (1) - Other Services

I[UIMMTR OF VILLAGES: 56

IrM:BMI OF ODAs: Original: 8 CDAn As of August'84: 14 CDAs 2 SCDAs 3 HOAs 1 CDO 4 CD 4'

C) ' N o: :5C . 0 P : C

(*40 '4 *'.- d" C- C) 41 nd 14 10 0 ; t 0) 0)C)4- -4 0 0C , 0C-1 U~p 0~ 4.4' M P, )-- ) C)4 0.C 414 04Q : - - C1) 0 t .1 4 A 0 H~~ ~~ UW1120 C 1) 4 1 h45 P4 04 1 : 0 0 04'~I3 a) ri 4 43 V) H *.-VCt44P0.c-4 0V

14. C,-. N Of,0 ) ~ 44 C. C C - o OCa%.Dnn- '.,4 00 0r C)W '0o Hn 00, 0 P C-1 ("I c;O C, 0; 00 0 CIO4 '14' r)'r- 1 m.00 F14:v ocr: -r o W,- 00 C) t- %$4 V v - 14

.1 o'.t4.'P4)C cl P4~V) V,41 C.,'j )~ C

I I H0H P. . 4-* **4- 1 * 4c)1- 19 ~06 uf p

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r. r:: p 0 0H .r4C 0q .,1 0 4 0 10 14d 11C))'O

4- 4. 0 -4 e V4 0. a),4013Q) 041 43

.~~0 0- - 0 0' 0 oc 0 00 oro I r~ 0 c r Ow0 000 tW 1,15- U'r'2 Hc 0 r v\ r- 0'W 4- ­

1 Ca Ii 12) hf) C2)r4 14VH 2 ci 14a)0 140 H 0 p.-4 P4 A1 U E .4 H. .4 0 0 0 .,). .'.ia 0 0HU c 0 a1 4 a 00 0 to >- V ) C o w - o t 0 1, to U)I 14A4'l : 14 - 4A a c 10C14 -1 0g

r.4C-4.4H d ­ 141410 43 0 ) 0 -' 1 43r 00.) ) 00 ~ C)C'. C 1@2 . c C.. r '

'4 C- , c C I; c

-- $ '41

I '-' Cg .

iCC)0i *'0 00 C.

CO P.) -0)'

j 'C'' C c 4

C; C\j U tr 1.11

EA3

Cl C.,

rj

r4 ~1u H

-,44

*,! *s

4- fl), r* ( , - II I: .4 0

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.. 14'-'~3 3'. -- r-4

0 rjIH

Hr I) C -4(3

0. C) 0

;, c '.

1:41 ANNEX L

FORS - 03 SAVE TM CmL==

ROJECT APPLICATION FORM

Field -Office: Impact Aroa_ Communityl: _

Data..of P'Imp-rati on:

Name of ProJuct Project No: .- ojovt will Begin/,J3O.nn:_ ._tll_ Be ,-.l.eted: Number or l'ooplo.Directly Benefiting from the Project: Doecri'e the People Yho !Vill Directly Benefit frora the Project­

flew does this project rate overall, on a scale of 1-10, -cordint to the G.neral Project Criteria? 1. rO2TFT: (Dc,,ribe the problem thi, project wil axere~;).

project will help solve the z, SOLUTION/PURPOSE: (Describeproblem). how thia

r( - 2 ­ FOM-03 cont'd

" stcpz necesoary' to 3. sc uflt. oP -,vrT "MTT!- (List the major carry out tid project);

.4. .I.FrT.AS. TX"! °A !E (,c:_cibe 1c', thin project is 3inlced to other (:.fot ' :r er:;iu,; the m e-ac l) _ _.....

5 ,'9TT. (Identify a least rnu me-ru'e of chanre to indicate th- !.1r.oic has been met). POPS-03 oont'd,

.: ,.;. . . . ,, . , '.1 . :'<,"1 t : v:r the projeot.J Aaiss i ,. -.. to :..9ea.h i':t ,.v -ou thj items according to

1,. ?RONCjI C=x, DC X "'i-' 0HIEN "IAI",

nrtint C~prt Rrvt Price Tnt,'1.

4.

Sub T~taJ V-dij of I tai'lalf ,ni Su. !icx

n' ;' C Ct%:er

Tvn _____ . Tntal Vlue

3) Paii U:oWiled Labor

LIo. of Coat per

______e icjid- U Wor 122y Ti ftlu o

A. Total Value 5f All Investments Purohaaed with Pun'Is fmze SCF (Sum of 3 boxes above) - 4 - FORS-03 cont'd

. PRlOJECT COSTS TOr,,TR D3E TBU'TD DY LOCAL 2EOPIE

...... I)Hatorials and S-UP_22LeS

Dsrtion uD~nt Unit price T ,

I- - 6.

I Sub Total Value of Locally Contributed Materials and Supplies

I ..... 2). o_..-.-n-t.--- .

Total I Skilled: No. of Co L per Value Type Vork Doys Work Day Total

Unskilled: No. of Co:,t per Total .jy Total Vae TyPOc - ork _Payq Work

Sub Tota Value of Contributos Labor -

3) Other Coignity Contributions. (Lands, buildin3s, fund raising, etc)

Type of Contribution Description Unit Value Total Value

Total Value of Other Loc-al Contributions

B. Total Value of all Co.azunity Contribution (Sum of 3 boxes above) A A.

4 FORS-03 cont'd a C. INVEsTMMT FRONI OTHER SOUMCES

Contribution from local a :ncies (private or government). Please indicate which source and - of cc trib'tion: Type of Source Contri ,util-n Descrintion Total Value

C. Total V-,lue of Investient 1 fro;.i('.Cthcn!hi; bo:Lw.l .n',

). Total I-'roj-ct Inve:;tmen ( --

I--.

Under.:.ifnd need 1i1e wj,er:iXtnd [her~bt docl-'e th t tife coamurity peonle feel th. " -t cr.. In thu above 1.!enltio,for t i v.:'c .- , ,tad , .n .. '- .: :.,. .-" : .;il to fulfill * 'ho cry~x~lunity will ': . f - -:,: .,...... ,>, ;,,'. :...~ o u ..3l. n ervi­

b t Co' ,of ta ;o;ii-l;,O end

A- oedA !rovcid

;2r, CF Fied Cooj'2nl± o2', scr' Di:.c

";,a......