United States Agency for International Development (USAID) DGL Felo program impact assessment Final Report November 2008 SENAGROSOL-CONSULT Patte D’oie Builders villa 11B&D/ BP 8316 Dakar – Yoff (Sénégal) / Email : agrosol@orange.sn, Tel. (221) 33 855 95 90 / 91 / 93 – Fax : (221) 33 855 95 92 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Acronyms and abbreviations i ACRONYMS AND ABBREVIATIONS ARD : Agence Régionale de Développement ASCOM : Community Assistant CBO : Community-Based Organizations CLCOP : Cadre Local de Concertation des Producteurs DGL felo : Décentralisation Gouvernance Locale Progrès DRP : Demande de renseignements et de prix EIG : Economic Interest Groups FM4 : Class 4 fiscal minimum GAF : Gestion Administrative et Financière ICP : head-of-center nurses LC : Local Communities MAP : Méthode Avancée de Participation MNR : Management of Natural resources PNDL : Programme Nationale de Développement Local PRC : President of the Rural Community RC : Rural Community RSFL : Research and Support Framework for the Local community SCA : Sports and Cultural Association SPW : Strategic Planning Workshops TEOM : Tax on Waste Collection TWG : Technical Work Groups WPG : Womens’ Promotion Groups UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Contents ii CONTENTS ACRONYMS AND ABBREVIATIONS ................................................................................................I CONTENTS................................................................................................................................. II TABLES AND GRAPHS LIST ........................................................................................................IV PART I : INTRODUCTION .............................................................................................................5 1.1 Background and rationale..........................................................................................5 1.2 Assessment methodoly and procedure .....................................................................7 1.2.1 Sampling........................................................................................................................7 1.2.2 Data collection tools development................................................................................. 8 1.2.3 Fact finders’ training ...................................................................................................... 9 1.2.4 Data collection organization .......................................................................................... 9 1.2.5 Data processing........................................................................................................... 10 1.2.6 Mission organization and encountered difficulties....................................................... 10 1.3 Report lay out ..........................................................................................................11 PART II: MAIN ASSESSMENT RESULTS.......................................................................................12 2.1 Overview of the stakeholders and stakes prior to the dgl felo program intervention12 2.1.1 Stakeholders’ classification ......................................................................................... 12 2.1.2 Challenges and stakes ................................................................................................ 12 2.2 Program implementation conditions and results......................................................13 2.2.1 Program Performances ............................................................................................... 13 2.2.2 Program shortcomings ................................................................................................ 16 2.3 Program Impacts .....................................................................................................18 2.3.1 Organizational and/or institutional changes .............................................................. 18 2.3.2 Improvement of Competences .................................................................................... 28 PART III: CONCLUSIONS, RECOMMENDATIONS AND LESSONS ....................................................37 3.1 conclusions..............................................................................................................37 3.1.1 Program’s performances ............................................................................................. 37 3.1.2 Program’s impacts....................................................................................................... 37 3.1.3 Limits to the achievements' development ................................................................... 38 3.2 Recommendations...................................................................................................38 3.2.1 Strengthening the LC intervention capacities.............................................................. 38 3.2.2 Strengthening of the LC planning and financial management capacities: .................. 39 3.2.3 Development of initiatives to ensure a proper management of resources.................. 39 3.3 Drawn lessons .........................................................................................................40 3.3.1 Lesson 1: Capacity-building was salutary and beneficial to stakeholders in the conduct of local governance activities........................................................................................................ 40 3.3.1 Lesson 2: The “Make Do” concept constitutes a relevant option taken by the program and should be continued and strengthened. ................................................................................ 40 3.3.3 Lesson 3: CBOs have shown that they have to be more supported for the perpetuation of the achievements................................................................................................. 40 3.3.4 Lesson 4: The decentralized structures are essential stakeholders in the operationalization of decentralization and good local governance............................................... 40 3.3.5 Lesson 5: DGL Felo has managed to consolidate popular support for activities that LC found difficult to implement. .......................................................................................................... 40 3.3.6 Lesson 6 : a better coordination and a planning of the activities is a factor of perpetuation.................................................................................................................................. 41 3.3.7 Lesson 7: the monitoring evaluation system contributes in the perpetuation of projects initiated and implemented by the LC themselves......................................................................... 41 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Contents iii 3.3.8 Lesson 8: the system implemented by the LC as regards management and solid waste collection can not be adopted everywhere......................................................................... 41 APPENDIXES........................................................................................................................- 42 - Appendix 1: The study’s terms of reference................................................................ - 42 - Appendix 2: Work plan ................................................................................................ - 43 - Appendix 3 : Institutions and people met..................................................................... - 44 - Appendix 4 : Collection tools ....................................................................................... - 51 - UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Tables and graphs list iv TABLES AND GRAPHS LIST Table 1 : Program regions and Local Communities (LCs) .......................................................5 Table 2 : List of the 20 sample LCs..........................................................................................8 Figure 1 : Appreciation of the local council operating system and practices since 2004 .......19 Figure 2 : Reasons for the enhancement of the council’s operating system..........................19 Figure 3 : Means given to the council for the provision of services since 2004 .....................20 Figure 4 : Reasons for the non availability of means .............................................................20 Figure 5 : Taxes and duties payment.....................................................................................21 Figure 6 : Type of paid taxes..................................................................................................21 Figure 7 : Reasons for not paying taxes and duties...............................................................22 Figure 8 : Quality of the services provided by private operators after 2004 ...........................27 Figure 9 : Summoning the Council to answer ........................................................................27 Figure 10 : Objects of Summons............................................................................................28 Figure 11 : Participation in service production .......................................................................33 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 5 PART I : INTRODUCTION 1.1 BACKGROUND AND RATIONALE In the framework of its strategic plan (1998-2006) for Senegal, USAID supported the SG efforts in the fields of decentralization and local governance. This support mainly focused in setting up a viable program to strengthen local communities and revitalize local institutions through more effective participation in the management and supervision of local affairs This program’s implementation was contracted to ARD Inc (contract No. 685-C-00-00-00037- 00) in March 2000 Known as DGL Felo, this program covers the 50 local communities (LC) in 9 of the 10 regions in Senegal (cf. table 1 below. The program goals are stated as follows: – Local institutions capacity building; – Increasing access to financial resources; – Increase local populations’’ involvement in the management and supervision of local affairs; – Effective implementation of decentralization policies and regulations. Table 1 : Program regions and Local Communities (LCs) Region Number of LCs Local Community names Year of intervention Diender Guedj ; Méckhé ; Ngoundiane Sessène 2000 Diass ; Nguékhokh 2001 Thiès 7 Kayar 2002 Diourbel 3 Ndindy, Ngohé, Sadio 2003 Kaolack 4 Koungheul, Lour Escale, Mboss, Nganda 2001 Léona, Mbédiène, Pété Ouarack, Syer 2002 Louga 6 Darou Mousty, Loro 2003 Ndioum, Pété 2000 Saint-Louis 4 Dodel, Gamadji Saré 2003 Agnam Civol, Boki Diawé 2000 Thilogne 2000 Aouré, Kanel 2002 Matam 6 Ranérou 2003 Bamba, Maka, Dialacoto, Kothiary 2001 Tamba 6 Koussanar, Nétéboulou 2003 Kolda, Kounkané, Pata, Sinthiang Koundara 2000 Mampatim, Saré Bidji 2001 Kolda 7 Ndorma 2002 Balingore, Diégoune, Niamone, Ziguinchor 2002 Ziguinchor 7 Coubalan, Ouonck, Oussouye 2003 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 6 DGL Felo actions mainly consisted in: – Setting up technical assistance and training plans; – Developing support to officially elected leaders, citizens and technical services in the promotion of well defined community initiatives; – Providing local incentive subsidies; – Publishing and distributing regulatory and legal documents; – Organizing a public debate on policy issues. The approach in the DGL program implementation favors populations’ accountability and involvement in the democratic and transparent management of local communities’ key resources and services, The program intervention strategy mainly centers on training and technical assistance based on the partner local community’s request. Following this strategy, activities have been designed and implemented with the assistance of experts from various fields, through the involvement and accountability of all the concerned local communities’ stakeholders. The activities carried out in this program have produced outcomes that USAID has decided to get analyzed and have their impact on local governance practices assessed. It is in that respect that they contracted our firm on August 18, following a call for tenders published on July 18 2008. By its end the assessment should allow among others to: – Determine the organizational and / or institutional changes observed and persistent in the concerned LCs; – Assess the present performance of local communities and community-based organizations; – Identify types of capacity building worth supporting in the future within the LCs and CBOs; – Assess grassroots actors’ capacity in using the new skills in the management of civil registries and land tenure, the funding of health, local finances, contracting and community mobilization and involvement; – Assess the level of viability in the long run of the Technical Work Groups and CBOs; – Assess the level of consistency of the viability of the strategies defined by the community for waste, markets and conflicts management; – Assess the level of consistency in the use of local capacities in the support service to the LCs; – Make suggestions/recommendations and draw lessons. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 7 1.2 ASSESSMENT METHODOLY AND PROCEDURE The approach for the execution of the assessment mission is based on the critical analysis of the program approaches and activities to assess the relevance of the activities carried out and their impact on the institutions and populations. The methodology used and that is based on documentation and observation centers around these elements : definition of the surveyed population, sampling, development of data collecting tools, fact finders’ training, collection organization, effective collection, data analysis and processing. 1.2.1 Sampling The surveyed population is that of the whole fifty (50) LCs covered by DGL Felo (cf. table 1) within the program intervention period, namely between 2000 and 2004. As far as the sample drawing is concerned, we used a two-level sampling with the first level comprising the community sample and the second level comprising the compounds or homes (the drawing of a compound may correspond to the drawing of a household) At the level of each community sample, two villages/communities beneficiaries of the program (including the local community main village) are selected. There are thus 40 villages/communities from which four compounds are drawn. With a number of 3 people selected per compound, there is a total of 12 per village/community, that is to say 24 people per LC. The targeted people are the household heads, a woman and a youth (male or female) who have experimented the program implementation. The household head may be a man or a woman, depending on the field situation. The sampled woman is the one with a leaders’ status within the household, namely the one with more responsibilities (who may be of course different from the head of family is this one is a woman). A selected respondent in a family is interviewed only once. A total sample of 480 people is thus targeted for this survey. For the selection of respondents within each village, we first selected the compounds following the itinerary approach. From an easily identifiable start point (mosque, health center, school, etc.), the fact finder takes one of the available directions, counts 3 compounds from the start point and enters the 4th compound in the right hand side. Once the compound is chosen, the three respondents will be selected from the household in the far right hand side. The fact finder proceeds then to administer their questionnaire to the targeted people within the household. After the interview has been completed the fact finder leaves the compound, counts three compounds and enters the fourth one on the left hand side. He resumes the respondent search process up to the completion of number required from the village/community. In case of reluctance, the fact finder leaves the compound, counts 3 compounds and enters the fourth one on the opposite side of the previous one. They do the same in case of responder extended absence. Drawing the far right-hand side household, helps to maintain the random aspect of the selection (in the sense that we do no know anything about the household characteristics). In cases when the compound corresponds to the household (a single household in the compound), the choice of a house is no longer an issue. In case of respondent extended UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 8 absence at the fact finder’s passage, this household will be replaced with the next far right side household. The sampling of the survey’s LC has been done in such a way as to get a representative sample taking into account the diversity of specific activities, the program intervention year (generation range) and the geographic location, etc. Twenty (20) local communities (LCs) have thus been selected as indicated in the table below. Table 2 : List of the 20 sample LCs1 Local Community Specific activities Intervention year ZONE Ngoundiane Ndindy Ngohé Cayar Health Markets management Health Waste management 2000 2003 2003 2002 Koungheul Lour Escale Waste management Health 2001 2001 I West Centre Mbédiéne Léona Health Markets management 2002 2002 Ndioum Gamadji Saré Waste management Health 2000 2003 Thilogne Boki Diawé Waste management NRM 2000 2000 II North Nétéboulou Koussanar Dialakoto Health Waste management NRM 2003 2003 2001 Kolda Pata Kounkané Waste management NRM Markets management 2003 2000 2000 Ziguinchor Oussouye Waste management Health 2002 2003 III South 1.2.2 Data collection tools development The questionnaire and the interview guides are the main field data collection tools: – The questionnaire is intended for the indirect actors/individuals (men, youths and women) and includes various questions whose answers are entered into a functional unit and statistically processed ; it has been administered by the fact finders under the supervisors’ guidance; – The interview guides have been administered to LCs, CBOs and devolved services (administration, technical services /TWG) by the team of experts in the framework of specific meetings with each of the categories of targets within the visited LC. 1 For the survey team, the zoning has been determined on the basis of distances to cover.Thus Kayar has been included in the North zone, whereas Dialacoto has been attached to the West center zone. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 9 1.2.3 Fact finders’ training A three-day (3) training session (10-12 September, 2008) has been organized for the fact finders to introduce the questionnaire and ensure a better understanding of the contents and data collection procedures. During this session, role plays have been organized to enhance the fact finders’ understanding of the concepts used and to retain the best behaviors to adopt. In that respect, the questions have been translated in the various languages used in the LCs targets of the survey. A half day has been intended for the questionnaire trialing in the Patte d’Oie Commune. The choice of this commune was due to the fact that it is a beneficiary of the DGL follow up program carried out by ENDA Graaf. We have thus been able to administer the test in an almost realistic environment. Finally, in the last day, all the collection tools (questionnaires and interview guides) have been collectively analyzed in their contents and administration strategy. The last session helped to present the sampling methodology, the team composition, the CLs distribution, and the itineraries, etc. 1.2.4 Data collection organization The field work has been carried out by the selected group of experts with the assistance of a team of fact finders and supervisors. For the experts, the data collection started with a documentary analysis based on activity reports, field trip reports, training methology guides, program midstream and final evaluation reports. The team of experts has also talked to former DGL Felo program officers. In the field data collection stage, it has visited twenty (20) sampled LCs except for Ziguinchor commune due to the unavailability of the targeted populations at the eve of the celebration of the end of Ramadan (Korité). In the various LCs visited, it has administered the interview guides to the locally elected leaders (city councilors, rural councilors) to CBOs (3 Economic Interest Groups representatives and 3 Womens’ Promotion Groups representatives, 3 Sports and Cultural Association representatives per LC), to the devolved services (10 Deputy prefects, 9 head￾of-center nurses, 9 water and forestry officers, 1 hygiene and sanitation officer) and to at least one TWG member per LC. The questionnaire data collection carried out by the team of fact finders and supervisors has covered the 20 sampled LCs. For the purpose of a balanced distribution between the 3 teams of fact finders, the LCs of Kayar and Dialacoto have been respectively assigned to the North and West Center teams. A group comprising 3 fact finders and a supervisor has been posted in each of the 3 selected zones. Each team had to administer 168, 168, and 144 questionnaires respectively in the North, West centre and South zones. The supervisor had to carry out a reconnaissance of the compound where respondents were selected. He attended 10% of each fact finder’s interviews and completed 10% of the back UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 10 checks; questionnaires were reviewed on the spot by the supervisor who can return them on the field for corrections in case of incoherence or incomplete filling in. By the end of he collection, 463 interviews out of the 480 scheduled have been carried out, which is a rate of completion of 94,45%. 1.2.5 Data processing The questionnaires processing has been carried out in 3 operations: the production of the data entry form with the use of the pro Cs software data ENTRY module; the post codification of the opened questions before entry. The codifiers carried out at the same time control operations; and the questionnaire data entry by 3 operators under a statistician’s supervision. The data collected by the experts are mostly qualitative data. The team carried out a pulling together of the data that helped to identify trends before focusing on the program impacts. The statistical processing consisted in the data reconciling and tabulation with the use of SPSS 12.0 software for Windows. 1.2.6 Mission organization and encountered difficulties The survey has been carried out by a team of experts comprising a sociologist (head of mission) a decentralization and local governance expert and a public finances expert. These experts, assisted by 9 fact finders and 3 supervisors have worked under the supervision of an officer from the Socio-economic Surveys and Assessment/Support to Local development Division (Division des Études et Évaluations Socioéconomiques / Appui au Développement Local (DEES/ ADEL). The assessment mission lasted a cumulative period of 40 days with the following main calendar stages: – Surveys preparation, including fact finders’ training :10 days ( September 1-12, 2008); – Data collection : 11 days (September 15-25,2008); – Data entry, processing and report production: 15 days (September – October 15, 2008). The main perturbations encountered are related to: – The difficulties to contact the former DGL Felo officers except for the one in charge of the program monitoring and assessment; – The unavailability of some information and documents held collection officers; – The difficulties in mobilizing in mass the locally elected leaders and the CBOs in spite of the previously established contacts: the survey mission corresponded to the Ramadan and a loaded farming calendar. The need to respect the scheduled planning has led the team to go from door to door in some communities to talk to the targeted people. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part I : Introduction 11 1.3 REPORT LAY OUT This report is divided in three main parts: The first part represents the introductive section with the chapters on the background and the methodology. The second part deals with the assessment results with chapters on the implementation conditions and the following sub-chapters: – Overview of the pre-project situation; – Program implementation conditions and results; – Program impacts. The third part deals with the conclusions, recommendations and lessons learned. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 12 PART II: MAIN ASSESSMENT RESULTS 2.1 OVERVIEW OF THE STAKEHOLDERS AND STAKES PRIOR TO THE DGL FELO PROGRAM INTERVENTION In the program-targeted local communities, the concerned stakeholders very often have different interests. The decentralization and governance goals mainly consist in merging the interests and challenges in order to strengthen the stakeholders, to make the initiatives more effective and to optimize the resources. 2.1.1 Stakeholders’ classification The decentralization and local development policies adopted by the SG require the participation of the following main actors: – the population : the actions defined are intended for all the components of the CLs’ population : men, women and youths. It is the same as with the various socio￾professional categories (traders, craftsmen, etc.) This option confirms the SG and their various partners willingness to involve all the sections of the community in the implementation of actions for which they will be the first beneficiaries. The goal is the ownership of the activities ad outcomes and that is also the result expected and stated by the GDL Felo program at its beginning; – the locally elected leaders : Mayors. Local Community Presidents (LCP) and the various city and rural councilors. As the main actors in the definition and implementation of the selected actions, they have been closely associated to the development, execution and monitoring of the DGL Felo program since its launching; – the Community-Based Organizations (CBO) : these are mainly the various organized structures such as the WPG, the EIG, the SCA, the GP, the Dahira and the management committees, etc. Because of their very strong presence in LC economic and social life, they are the forefront partners of the program; – the devolved services : in the decentralization process, they are the state entities advising and supporting the LCs. In addition to the administrative authorities, they include the technical and financial services (treasure, water and forestry, health, etc.) 2.1.2 Challenges and stakes The creation of LCs by the GOS aimed at bringing the progressive involvement of the local populations in the decision making process regarding the management of competence areas transferred to the LCs , specially in the fields of Land management, Environment, Health, Land use planning, Urbanism and Housing.. Now that they have become legal persons established in the public interest with administrative arms and financial autonomy, the LCs’ mission is to develop, plan and implement development actions. In that respect, they should set up the human, technical and material means required to address the challenges related to : – the real insufficiency of the level of training; – the resources scarcity and mismanagement; UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 13 – the almost non existent involvement of the organized structures; – the low level of participation of the populations in the collective affairs. For them, the government and the potential partners, the stakes consisted in taking initiatives for the search of support in the fields of: – training: it is a major stake in the ownership by the grassroots actors of decentralization￾related strategies and policies. It is in priority intended for the locally elected leaders and LCs staff, but is also extended to the organized structures considered as stakeholders of the program; – participation : it ensures and strengthens the actors’ approval of and accountability in the whole process initiated by the program; – resources mobilization : it consists in both seeking and optimizing the human, natural and financial resources required for an effective and sustainable implementation of development actions. The DGL Felo intervention is set in the framework of these initiatives. 2.2 PROGRAM IMPLEMENTATION CONDITIONS AND RESULTS Set up in the framework of the USAID contribution in the consolidation of the GOS decentralization and local governance policy, the DGL Felo program essential focused on strengthening the communities and the revitalization of local institutions through more effective participation in the management and supervision of local affairs. The mission for this program implemented in the 2000-2004 period consisted in contributing, within the selected LC into: – building the local institutions’ capacity; – increasing the access to financial resources; – increasing local populations’ participation in the management and supervision of local affairs; – enhancing the effectiveness of the implementation of decentralization policies and regulations. The review of the implementation conditions of program completed in 2004 highlights the various remarks analyzed below. 2.2.1 Program Performances 2.2.1.1 Approach –related performances DGL Felo used a participatory approach based on the demand of the populations and that integrates the principles of good governance. In that respect diagnostic workshops were organized to allow the various components of the population to analyze the problems and define their priority needs. Technical Work Groups (TWG) representative of all sections of the community have developed action plans with grant proposals. Thus the populations supported by these groups have identified and implemented activities divided into generic activities (carried out by all the LCs) and specific activities that are different from one LC to the other, depending on each LC’s priorities. The generic activities are essentially related to technical assistance, training and actors’ capacity building in fields such as planning, organization, administrative and financial management. The strategy underlying all these activities mainly consisted in providing or UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 14 enhancing the actors’ competences with the purpose of ensuring the sustainability of their actions. This goal has been achieved in the sense that all the actors (locally elected leaders, CBOs, devolved services) have effectively been trained in their chosen fields.Moreover; they acknowledged the significance and relevance of the training. The main success factor of the strategy is related to the TWG set up by all the LCs targeted in the program. The TWGs comprise 9 members among whom 5 are elected, and 4 are representatives of the civil society, the CBOs, and the devolved services democratically chosen and in total transparency according to criteria defined by agreement (level of education, level of commitment).The work groups are indeed the true technical arms of the councils, serving as interfaces between those councils and the other actors. They have played a paramount role in the collective reflection, the impulse and the coordination of activities intended to the enhancement of the services and resources management. In that respect we can note: – the support to the reflection in the discussion of budgetary orientations and planning workshops through the assistance provided to the participants in making the priority choices; in some communities such as Pata, Ndindy and Kounkané this line of development was favored by the presence among the members of resource people with a level of education high enough (teachers,, administrative officers, students, etc.); – the identification of needs in terms of training and technical assistance (facilitation of training sessions and planning workshops) ; – the coordination of mobilization and awareness raising activities (prevention campaigns, forest fires control, solid waste management and resources mobilization). As far as the specific activities are concerned, they were defined on the basis of special demands expressed by the communities and are different from the generic activities through their mode of selection, the fields covered and their management system. Thus, their pre-selection, based on the populations’ concerns was carried out in strategic planning workshops (SPW) that gathered the main local actors. This work was followed up and refined by the TWG before their final selection as specific activities. As a whole by the end of the process that was carried out, the management of solid waste, the management of natural resources, the management of the markets, and health represent the fields generally chosen by the LCs. The specific activities management system inspired by the willingness to give more responsibilities to the actors in the mobilization and management of resources, was based on a make do approach. It consisted in contracting autonomous local structures to carry out the missions previously vested in the LCs, while providing them with the required assistance. If the system adopted everywhere is the same, the conditions of its implementation are different according to the activity and the community, and are generally the success or failure factors of the various experiences. 2.2.1.2 Activity-related performances In all the program implementation process, the actors, in their majority have seen their expectations getting in line with the program principles, procedure and sustainability system. They have developed an ownership of the activities by demonstrating a real commitment to support and assist them, in spite of the shortcomings noted with some of them. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 15 The review of the activities carried out in the various Rural Communities (RCs) targeted and visited highlights the following remarks in the motivation of mobilization of the various actors involved: 2.2.1.2.1 Concerned Local Communities 9 Solid waste management DGL Felo has supported the communities in terms of studies, equipments, training, and workshop funding. It has also assisted in the discussion and contracting between them and the operators such the IEG, SCA, WPG etc. Thus, each LC has set up a three-stage solid waste management project: development, implementation and evaluation. In 2004, a workshop held in Koungheul helped capitalize their experiences and draw some lessons recorded in a Guide specifically intended for the small communities. The management project implemented in each LC was regularly assessed to highlight some important points likely to jeopardize its sustainability. In Kayar, it is the locally elected leaders who wanted to address the issue of sanitation by supporting, through materials supplies, the sanitation committees in solid waste collection. The system properly worked for some time before being affected by : unsuited field equipment, far away refuse landfill sites (3 to 4 km), and in the long run inoperable of the sanitation committees. 9 Markets management The markets situation prior to the program intervention was marked by an enormous loss of revenues due to misorganization, ineffective management and embezzling of revenues by the collectors themselves. DGL Felo very quickly realized that by filling in these gaps, a market can contribute in the increase of the communities’ financial capacities. The Diaobe market in the RC of Kounkané was selected because of its importance and international status to experiment a new system of organization and participatory management with limited financial means. DGL felo has funded in equipment (carts, donkeys) the Kounkané RC that, in its turn has contributed by providing small materials (refuse containers, shovels). It has in addition built 2 site offices for parking tax collection. The management committees set up prior to DGL Felo intervention have been trained in market tax collection organization and in solid waste management. Thus, the system set up for this market management is based upon: – the census of traders and equipments to assess the market’s potential; – the rationalization of occupancy (stands delimitation and security enhancement); – the strengthening of collectors’ control and the installation of site offices in collaboration with the security forces (gendarmerie); – awareness raising and involvement of all the stakeholders in the RC and in the market to develop an ownership of the structure’s new management system. The management system implementation resulted in significant enhancement in organizational as well as in financial terms for all the program duration. Thus, all the actions supported by a partnership with the gendarmerie helped to boost the level of revenues. In 2003 the current revenues not including FDD and year end surplus increased from 10.240.654 F CFA in 2002 to 22.470.643 F in 2007 CFA thanks to the UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 16 powerful management of the special delegation that carried out a new work organization, and set up an effective system for the control of the collectors. The positive results achieved have led DGL Felo to extend the experience to other rural communities and these markets (Diaobe, Ndinda and Leona) represent today experiences worth reinforcing. 2.2.1.2.2 Technical Work Groups (TWG) TWG members have coached groups in various RCs and supervised market cleaning and waste collection campaigns. That is the case in Diaobe, Potou and Ndioum. In Ndindy they have coached the CBOs in charge of the census of the traders, and of the market occupants to build on the market potential in terms of revenues. The TWG have supervised women’s groups and relay people in the distribution of medically saturated mosquito nets and medicine in the prevention campaign against malaria in Neteboulou. 2.2.1.2.3 COB and civil society actors Youths and women got mobilized in sanitation committees for an appropriate collection of solid waste, and without the municipality support. In Ngoundiane the interviews organized with the populations have revealed that the strong cohesion (within the council on the one hand and between the elected leaders and the populations on the other hand) is enhanced by proven associative experience and good practices in terms of community health. Important improvements have thus been made by the health committee in the rationalization of the management, the increase of health canters, and the provision of regular grants to the health canters by the women’s group in Ngoundiane Pey. The support provided by the Ngohe populations to the head nurse in the awareness raising work ; in this process women in-law got involved in the field of prevention to facilitate their in￾laws daughters’ pre-natal medical check up (in rural areas they are generally the ones who decide when the daughters in law should go for their first pre-natal check up). The populations’ commitment to supporting the head nurse to turn the Lour Escal health centre into a model always referred to because of all the good results achieved in :malaria prevention, vaccine coverage and pre/post-natal check ups. 2.2.2 Program shortcomings 2.2.2.1 Weakness of LCs’ financial resources It is on the one hand due to the local economy’s weak resource potential, and to the difficulties encountered by the authorities in mobilizing the resources on the other hand. Thus, in some communities such as Dialacoto, Nétéboulou, Koussanar, populations systematically refused to pay the rural tax, and that has been going on for years. According to the elected leaders, this situation is due to the local administrative authority’s reluctance to carry out an administrative census on behalf of the RC despite the means he was provided with (on his demand) by the same RC. In addition, the period chosen for the tax collection UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 17 corresponded to a period of food scarcity, which was really hard for the population who would rather use the little revenue they had to buy food. Municipal and rural councilors’ weak involvement in information and awareness raising actions, because all their time is taken up by political parties’ activities. In Kolda Commune, internal fight within the council with councilors reluctant to get the populations to pay the fiscal minimum (Category 4).This tax has not been collected for years). In Ngohe RC, the council just puts up with the significant revenue provided by the SUNEOR (oil production factory set up in the area) occupation and business tax (187 million/year) and does not care about collecting the other taxes such as the rural tax. Misunderstanding of the various actors’ roles and responsibilities: In Ndindy, the relationships between the RC and the CBOs training for tax collection had not been clearly defined in the training sessions. That resulted into a confusion of roles as the youths who should carry out awareness raising activities, assumed the control and collection role usually assigned to councilors and market tax collectors. The other constraints are related to: – the weak coercive system set up for the collection of taxes and duties in rural areas where local authorities have no legal means allowing them to force tax payers to satisfy their obligations. These means exist in urban areas but for political opportunistic reasons the municipal authorities are reluctant to use them even for the collection of the Class 4 fiscal minimum (FM4); – DGL Felo delayed intervention in some areas as highlighted in Ndindy, Ngohe, Gamadji Sare, Neteboulou and Koussanar where the program was implemented in 2003- 2004.This resulted in the rushed execution of activities that the LC found hard to manage. It has even caused conflicts among elected leaders (in Boki Diane for example, there is a permanent fight between a powerful councilor and the President of the RC for reasons related to the orientations of natural resources management project initiated by the program); – The early withdrawal of the program from some areas (last generation: Ndindy, Ngohé, Gamadji Saré, Neteboulou and Koussanar) due to the 2003-2004 budget cuts in all the programs funded by USAID. These cuts resulted in an important reduction of DG Felo interventions means with a negative impact in the continuation of the activities undertaken by the LCs. It can be noted in that respect, that one of the weaknesses of the program stated by the population is its short duration. 2.2.2.2 TWG lack of financial means Before their withdrawal, DGL Felo did not think it necessary to provide substantial financial means to the TWG to help them consolidate the sustainability system. There is no doubt they wanted too build up more LC accountability but the program has somewhat « minimized » the rationale underlying the communities’ actions; indeed as highlighted by a TWG member in Ndindy: «we really wanted to demonstrate our capacities by taking part in community actions, but there is no political will». Without their own resources and suffering from locally elected leaders’ negative prejudicial attitudes, the TWG could not properly and sustainable UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 18 carry out the missions they were assigned. Indeed the scarcity of the financial support to the managing committees and TWG (run by youths facing needs they can barely meet) resulted into demotivation and discontinued activities. 2.2.2.3 Shortcomings related to information and associated measures The other program shortcomings are related to: – The fact that some sections of the population did not understand enough the TWG role and place in the system of good local governance; – The absence of an assistance plan for the consolidation of the capacity building and sustainability system to help TWG take over in a sustainable way. 2.3 PROGRAM IMPACTS The assessment of the program impacts is based on information collected in the interviews with the actors (locally elected leaders, CBO member, TWG members, etc.) involved in the various activities and the survey data provided by the questionnaires administered to household members in the beneficiary Locale Communities. It consisted in identifying in these LCs the organizational and institutional changes that happened among the institutional actors, in analyzing the new competencies acquired and implemented by the stakeholders, as well as the citizens’ dynamics in terms of commitment and participation in local affairs, as inspired by DGL Felo in its activities’ period. The analysis of the results of the activities achieved by the various actors reveals the following main impact data of the program. 2.3.1 Organizational and/or institutional changes These changes have essentially affected the operations of the councils (rural/municipal), the concerned CBO and the private sector as well as their activities. 2.3.1.1 Rural and municipal councils The interviews with the actors we met highlight that some rural and municipal councils are still using the strategies defined in the management of some specific activities stated by the community during the program implementation. Indeed, the participatory development, the definition of actions based on the demand expressed and assessed by the actors to solve key-problems that are the foundations of the approach in DGL Felo intervention, are today the underlying principles and intervention conditions of some Local Communities. The impacts related to these strategies have been identified as follows: 2.3.1.1.1 Local Council administration and operating system. The populations surveyed have demonstrated a good appreciation of the councils’ (rural and municipal) operating system and practices. More than 65% of men, women and youths think that they correctly carry out their mission. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 19 Figure 1 : Appreciation of the local council operating system and practices since 2004 Do you think that your local council operating system and practices have improved since 2004 ? Pensez-vous que le fonctionnement et les pratiques de votre conseil local se sont améliorés depuis 2004? 70,9 68,8 65,3 29,1 31,2 34,7 Masculin Féminin Jeunes Oui Non From the graph below, it can be noted that he improvement of the council operating system and practices are a result of the better training of the locally elected leaders. If we assume that most of the training was done in the framework of the program, we can better appreciate its contribution in the improvement observed since the end of the program. Figure 2 : Reasons for the enhancement of the council’s operating system If your answer is « yes » what do you think brought about this improvement? 51,4 40,2 47,7 23,6 45,8 35,2 23,6 13,4 14,8 1,4 2 3 Meilleure formation des élus Autre Intervention de DGL FELO NR Si oui, à quoi attribuez-vous cette amélioration? Jeunes Féminin Masculin For most of the people in the survey, the improvements occur mostly on provisions related to the following services : Civil registry management,(more than 76%, schools and health facilities building and equipments, organization of rural taxes collection, funding for well bores/water supply (more than 50 %) conflict resolution (more than 52) as well as the management of health (more than50%). There is however, a non-consensus as far as the quality of the services provided by the Councils (rural/municipal) after the end of the project is concerned. Indeed if a proportion of a little bit more than 52 % of men, believe that the services are still well provide d, more than half of the women (56.2%) and youths (52 %) think that the services are not well provided after the end of DG Felo. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 20 This difference of opinion can be explained by the fact that youths as well as women believe that their specific concerns are not addressed enough through the activities, in spite of their own commitment. 2.3.1.1.2 Mobilization and provision of means and resources In their majority (40 %), the citizens think that in regards to the operation means provided to the council, this one has not received enough to deliver the services it is supposed to. Only 23 % say the opposite, even though 32 % (with an important number of women) did not express their view. Figure 3 : Means given to the council for the provision of services since 2004 Since the departure of DGL Felo do you think that the local council has been given more means to provide the services it is supposed to? 25 32,3 42,7 31,5 43,8 24,6 25,5 39,3 35,2 Féminin Masculin Jeunes Depuis le départ de DGL FELO, pensez-vous que le conseil local a pu bénéficier de plus de moyens de rendre les services dont il a la charge? NSP Non Oui On the reasons for this Council’s deficit of means: – More than 65 % of the surveyed people believe that it is due to the Councils’ inability to develop projects or plans likely to foster the area’s growth ; – More than 50% regret the council’s inability to develop partnerships with donors; – A proportion of 25% think it is due to the apathy demonstrated by the local authorities in taxes and duties collection. Figure 4 : Reasons for the non availability of means If your answer is “no”, why? 67,4 70,2 66,2 53,9 58,3 59,7 21,3 25,0 24,7 27,0 11,9 20,8 3 4 4,8 3,9 Il n'a pas su developper de plan ou de projets Il n'a pas su développer des partenariat avec les bailleurs Il ne sait pas mobiliser les taxes auprès des populations Autre NR Si non, pourquoi? Jeunes Féminin Masculin UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 21 As far as the populations’ own contribution to the public services is concerned, the survey results indicate that more than 65% of the people interviewed confirm personally paying their taxes and duties. If we only take into account the responses collected in the rural communities where 90 % of the people interviewed live, the rural tax would be paid at 95 % It can be noted in that respect that the field observations and the financial documents reviewed contradict these statements: indeed, the rural tax in the rural community and the tax on waste disposal in the communes are collected with difficulties by the Treasure services. Figure 5 : Taxes and duties payment Figure 6 : Type of paid taxes If you answer is « yes » what type of tax do you pay? Si oui, quel type de taxe payez-vous? 92,0 5,3 1,3 5,3 5,3 93,5 2,9 1,8 10,6 0,6 95,1 0,8 1,6 10,7 Taxe rurale Taxe sur les ordures ménagères Impôt foncier Patente Autre Jeunes Féminin Masculin In contrast, the tax on solid waste collected in the communes is only paid by 3 % of the urban populations interviewed. The business and occupation tax paid by the traders concerns only 10 % of the people interviewed. 26,1 65,4 34,6 62,2 37,8 Men Women Youths Do you personnally pay your taxes and duties ? No Yes UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 22 The property tax mostly collected in the commune appears now in the rural areas where only 1.5% of the interviewed stated paying it. Figure 7 : Reasons for not paying taxes and duties If your answer is « No » why don’t you pay your taxes and duties? 1,9 2,2 2,7 1,9 7,8 6,8 3,8 20,0 23,0 3,8 1,1 1,4 3,8 1,1 9,4 3,3 1,4 9,4 6,7 9,5 20,8 18,9 14,9 45,3 38,9 40,5 Je ne vois pas d'intérêt à payer Revenus insuffisants Le CR ne le reclame pas Exempté Les ressources sont mal utilisées La gestion des ressources n'est pas transparente Je suis encore jeune/elève ou étudiant Je ne sais pasJ'ignore que je dois payer Si non, pourquoi vous ne payez pas vos taxes et impôts? Jeunes Féminin Masculin However, 40 % of the interviewed do not find any interest in paying their taxes and duties, whereas 18 % claim that they can’t afford paying them. For 8% of the interviewed, the non￾payment of their taxes is due to the collectors’ apathy. The interviews carried out with the elected leaders reveal that there are improvements in resource mobilization and a reduction of the reliance on external funds. This impact was mostly identified in the performances observed in the mobilization of fiscal and estate resources by some LCs thanks to the elected leaders’ awareness raising actions, an effective organization of the collection, and the use of effective coercive means. As examples, we can list the following LCs: Commune of Ndioum: with a strong decrease of the fiscal revenues in 2004, the authorities, after assessing the fiscal potential of the commune, have managed, in close collaboration with the fiscal services, to double the local tax revenues from 7 millions F CFA in 2005 to 14 millions in 2007. Rural Community of Gamadji Saré: the Rural Council has mobilized the populations led by the heads of villages in a large rural tax collection operation that resulted in a significant increase of the revenues. Moreover, the operation has favored the payment of the counterpart required by the PNIR and PSIDEL projects. Rural Community of Four Escale: This is one of the rare LCs where the rural tax is effectively collected today. This performance is mainly due to a strong awareness raising campaign carried out by the local authorities. These ones have also set up an incentive and coercive system effective enough that consisted in linking the acquisition of seeds and the payment of the rural tax. Rural Community of Ngoudiane: After realizing all the profit they could get from the collection of parking duties, they organized a collection system, with the participation of the CBOs to tax all the vehicles driving in the area. This helped them to get daily revenues with a top of UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 23 60 000 CFA. The annual amount of these taxes that was previously 1.8 Million was increased to 7 Million in 2005 and to 11 Million in 2007. Rural Community of Kounkané: The goal of the rural council in organizing the management of the Diaobe market was to address sanitation, hygiene and security concerns. They set up a market managing committee operating with its own resources made from contributions from the market users and populations of Diaobe. Thanks to these monthly contributions of 1000CFA for the users, and 500 CFA for the population, they could pay the staff in charge of the refuse disposal and ensure the animals’ food and the market maintenance. In order to mobilize the revenues from the numerous Lorries unloading the goods coming all the countries in the sub-region, they built two site offices at the market entry and exit. The following table gives indications on the revenues collected by the RC. FY ITEMS 2004 2005 2006 Estimate Actual % Estimates Actual % Estimate Actual % Operationa l revenues 110540 000 34 852 064 31,53% 177 608 000 51 989 030 29,27% 196 881 000 90 798 224 46,12% Own revenues 28300 000 11 815 525 41,75% 40 800 000 32 320 340 79,22% 47 455 000 22 852 040 48,16% A – Business/ Occupatio 5 000 000 2 161 055 43,22% 7 000 000 8 807 650 125,82% 3 680 000 9 454 340 256,91% B – Rural tax 12000 000 242 670 2,02% 12 000 000 159 000 1,33% 12 000 000 0 0,00% c – Parking duties 8 000 000 6 478 850 80,99% 15 000 000 13 381 230 89,21% 17 750 000 11 239 950 63,32% d – Market duties 1 800 000 2 138 450 118,80% 1 800 000 3 348 960 186,05% 4 025 000 2 157 750 53,61% e – Souks, stands 1 500 000 794 500 52,97% 5 000 000 6 623 500 132,47% 10 000 000 7 021 500 112,40% *hors FDD, hors excédent de clôture Source : Service régional du Trésor public de Kolda UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 24 Rural Community of Léona : They took the initiative of building the same infrastructure at the market to collect parking taxes on the vehicles transporting the market gardens goods in the area. Rural Community of Pata: the RC receives financial contributions from projects (20 à 40% of the profits achieved) that they use for the funding of development actions (building a classroom and a youth centre in Pata and Missira, and boring wells in Kelimane and Dimiska). I addition to these resources, there are the taxes imposed on whoever wants to exploit forest resources. The RC managed to mobilize the youths (pupils and students) to carry out an operation of pre-census of all rural tax payers in 2005 and 2006. There is however a stagnation, or even a revenue reduction in many other communities. The factors cited are related to: – The lack of support from local authorities who are less and less interested in administrative census operations, collection and awareness-raising. This is the case in rural communities such as Dialacoto, Nétéboulou and Koussanar ; – The inducement in civil disobedience from some influential leaders or members of opposition parties who encourage a section of the population into not paying taxes in order to defeat the ruling party (case of Boki Diawé) ; – The lack of means (gas, logistics) of the administrative services in charge of administrative census operation and rural tax collection; – The lack of transparency in tax collection with suspicions of embezzlement by some heads of villages and administrative agents (case of e Mbédiéne, Ndindy and Nétéboulou) ; because of the collection committee’s shortcomings, some heads of village use collected funds for personal purposes ; – The lack of initiatives from some elected leaders and motivation from heads of village to collect the rural tax (Mbédiéne, Dialocoto, Koussanar, Nétéboulou and Ngohé).Some of them raise the issue of the non payment of their allowances to justify their passivity or the allegations of embezzlement. 2.3.1.1.3 The funding of health The impacts are rather diffuse because among the local communities visited it, is only in Oussouye that some achievements, such as the rehabilitation of the health cabin and the improvement of the technical platform in partnership with the NGO DISC, have been noticed. For the other local communities, the funding of health activity, which has not been successful, generally came from subsidies granted by DGL felo, and the use of those subsidies varied from one local community to another. Indeed: Dialacoto rural Community: the one-million grant (1, 000,000) was spent on buying medically satiated mosquito nets and medicines that medical relays had to sell to the populations. An incentive system was set up consisting in giving back 10% of the sales to the relays. Because of the small amount of its budget the rural community finds it very difficult to support health committees. However, it has contributed through the setting up of a fund to the building of a health post. Ngohé rural community: it received the same amount from DGL Felo as Dialacoto, and spent it on medically saturated mosquito nets that it gave to heads of villages and the nurse aid. The rural committee arguing that the health post managed by the catholic mission has a private character does not allot it the three million devoted to it in the budget. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 25 Gamadji Saré Rural Community: despite the support in equipment from DG Felo to Wouro Malé health post, the health committee is not yet functional. For the future the committee is thinking of hiring a community health agent to foster its activities. Lour-Escale Rural Community: the health committee, to sell the mosquito nets and the medicines, uses 58 relays who receive financial compensation on the sales. Their activities stopped since the government started distributing mosquito nets for free. Mbédiéne rural Community: the program was given an exceptional grant of one million five￾hundred thousand francs (1 500 000) for treated mosquito nets and medicines. The committee is facing a financial management problem: the treasurer does not do its bookkeeping and accounts correctly; the auditors in charge of the control of these operations cannot bring all the necessary clarifications to the management of the treasurer. 2.3.1.1.4 Solid Waste Management The experts who went to seven out of eight of the concerned towns (Koungheul, Kayar, Ndioum, Thilogne, Koussanar, Kounkané and Kolda) made the following remarks: 9 Since the beginning of DGL Felo in 2004 none of these towns manages correctly waste collection or can give precise information about the equipment and materials (carts, wheelbarrows, spades), the animals which were bought (donkeys or horses) or the available financial resources ; 9 the structures such as the TGW, the Waste Management Committees, and the relays which were set up in the neighborhoods and the villages still exist but cannot make any decisions to resume their activities; 9 the fees for the monthly contributions (varying between 150 and 750 FCFA per month) still exist but are not collected because of reluctance, even hostility from households. In some city councils people thought of suspending the Tax on Waste Collection (TEOM) to collect only the monthly contributions ; the blockages persist though ; 9 in three of the towns visited (Koungheul, Koussanar and Kounkané) by the team of experts, there is total lethargy in the management of waste since the departure of DGL￾Felo. Among the causes we can give a few: - serious shortcomings in the managing capacities of the local project; - the bad quality of the service provided; - gaps noted in the financial management of the project (collectors paid with a long delay, failure to maintain the equipment, feed the animals and repair the materials); - failure to involve the local community council (project usually led by people of good will with and lack of awareness raising campaigns); - in some towns(Koussanar and Kayar), political maneuverings were operating to destroy the project; - landfills and collection points are big issues ; because of administrative delimitations, some towns (Ndioum) are surrounded by rural communities (Gamadji Saré) and have problems of lands where to dispose their waste due to their increase in volume. This question should be settled in the framework of inter community conventions between the city councils and the rural communities; - Though it is not a specific activity recorded by the town of Kounkané, waste collecting in the market of Diaobé is worth mentioning here. Indeed, to increase its revenues Kounkané rural community has insisted on salubrity, hygiene and the security of infrastructures through a system of waste management. Thanks to UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 26 monthly contributions of 1000 CFA for the users and 500 F cfa for the inhabitants, it could pay the waste collectors, feed the animals and clean the market. DGL Felo supported that activity by providing equipment. Since the departure of DGL Felo, waste collection is in lethargy due to failures noticed in the management as well as the maintenance of equipment, the feeding of animals and the reparation of the materials. 2.3.1.1.5 Natural resources management It concerned in the chosen sample Dialocoto, Pata and Boki Diawé. In those local communities, the program insisted on capacity building first, that is to say the basic principles of a rational and sustainable management of natural resources. The populations are supported in materials once they are organized in control and surveillance committees. In the dynamics to take up those activities, local communities have made noticeable results regarding the fight against bush fires, surveillance and sensitization. However, there are still gaps such as: 9 In Boki Diawé and Dialocoto, Community Based Organizations (CBOs) involved in the process lacked means, which had some effects on their capacity to carry on preventive actions; for those local communities, the elected leaders thinking that the management of natural resources is a transferred competency, the State should provide them with the financial means necessary to carry out the operations. 9 In Pata, the management of the forest has turned out unsuccessful for the reasons below: - The rural community has a huge forest used by peasants and shepherds from several countries (the Gambia, Guinea Bissau, Senegal), which increases the numerous conflicts of occupation and exploitation of the lands; - the deterioration of inter-ethnic relationships (wolof, peulh soninké) ; - between the water and forest authorities and the guards hired by the members of local communities, relationships are very difficult because of the lack of reciprocal trust; - Inoperational TGW can’t ensure sustainable solutions. 2.3.1.2 Private Operators. The results of the survey of people who are generally considered as private operators show that the latter provide better services since the end of the Project. Even though that opinion is counterbalanced by that of the young people and women (who say by more than 60% that those services are not well provided), the nearness of people with actors from the private sector tends to give more relevance to their opinion. Nevertheless, we can consider that the impacts of the program on the stakeholders are still limited. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 27 Figure 8 : Quality of the services provided by private operators after 2004 Have the private operators in you area been providing better service since the end of DG Felo activities? 50,2 47,8 2,0 42,7 56,2 1,2 47,4 52,0 0,5 Masculin Féminin Jeunes Est ce que les opérateurs privés opérant dans votre localité rendent mieux leurs services depuis qu'il n'y a plus les activités de DGL FELO NSP Non Oui 2.3.1.3 Individual Citizens The participation of citizens in the life of the community is an important factor for the organizational reinforcement of the institutions managing the town. Asked whether they summon the council about local matters or problems concerning them directly, 80% of the people interviewed said that they rarely do so. This deficit of communication shows the lack of knowledge about the roles they can play in the organizational and institutional evolution of local councils in the management of local affairs. Figure 9 : Summoning the Council to answer Have you ever summoned the council to answer on an important issue? 38,9 61,1 14,2 85,8 12,8 87,2 Masculin Féminin Jeunes Avez-vous jamais interpellé votre conseil sur un problème important? Oui Non The main focuses for those summoning their Councils are related: 9 for the majority of men to: – Land conflicts (21, 5%); – Conflicts between inhabitants (10, 1%). 9 for men to: – Waste management (16, 2%); – Conflicts between inhabitants (10, 8%); – Wandering animals (8, 1%). UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 28 9 for young people to: – Conflicts between inhabitants (20%); – Land conflicts (8%); – Security problems (8%). Overall the most frequent questions are those related to land conflicts and conflicts between inhabitants. Figure 10 : Objects of Summons About what? C'était à quel sujet? 21,5 3,8 10,1 1,3 7,6 1,3 7,6 5,1 41,8 8,1 8,1 10,8 5,4 16,2 2,7 48,6 8 4 20 4 8 56 Litige foncier Divagation des animaux Conflit entre habitants Vol de bétail Information sur le programme d'action Information sur le budget Gestion des ordures Sécurité Autre Jeunes Féminin Masculin 2.3.2 Improvement of Competences Acquired during training and technical capacity building activities, the improvement of competences focused mainly on the planning and management of activities and investment. 2.3.2.1 Members of Local communities The activities related to the management of civil registry, land, the funding of health, local finances, contracting, mobilization and participation of the community, are the main fields where the reinforced capacities of the members of local communities are used. 2.3.2.1.1 Administrative and Financial Management Decentralized services have, for a long time, supported members of rural councils in their administrative and financial management, namely in the operations related to the preparation of the budget, the monitoring of financial operations, planning and contracting markets at the levels of sub-prefectures. Interviews with stakeholders show that the following operations are well mastered and are carried out by the councilors: 9 Budget Preparation and Management The councilors who were visited by the evaluation team have a great concern about the seriousness and the transparency in the elaboration and implementation of the budget and they abide by the budget calendar. The gaps noticed between the amounts of incomes UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 29 planned and the incomes collected in the administrative accounts presented are a testimony of the progress made to make present budgets more realistic. Thus, fifteen local communities (15) out of the twenty local communities which were visited prepare their budgets without external support, using their own documents, those provided by the services of the Treasury and their traditional techniques of income estimate. Besides, most of the members of local councils know the principles governing the study of the budget and the rules about its deadlines. They can read a budget document and discuss it as a whole and in details. The debate on the orientation of the budget has a particular interest for them because it allows them to participate in the choice of the priorities of the local communities. The local communities below are illustrations of the progress made: – Thilogne : the comparisons of their budgets designed in 2003/2004 with those designed before shows a real improvement in their presentation, which shows a real mastery of the team of the city council of the readability of the budget; – Ndioum : the 2006 administrative account show for fiscal and land incomes gaps between 30 and 50% ; whereas those were more than 60% before 2004 ; nevertheless the performances seen in the 2005 and 2006 budgets show that the techniques for budget estimates must be given more attention. 9 Contracting Public Markets Regarding signing contracts for public markets which is one of the activities of administrative management, there is very little progress, but there is a will to conform to the legislation of the code for public markets. In this field, in Ngohé, the evaluation team attended a session of the market committee analyzing bids for school equipment. The session was held in conformity with the rules of transparency and the principle of accountability in matters regarding the management of local affairs, and the relationships with partners such as the sub- prefect, the heads of technical services and village heads. 2.3.2.1.2 Civil registry The impact identified is on the improvements seen in the management of the civil registry especially in: – the good conservation of the registers and the timely opening of the registrations in conformity with legislative deadlines in these matters: * For births and deaths: between 1 and 45 days for normal declaration; and between 45 days and one year for overdue declaration; * For marriages: for 1 day to 6 months, for normal declaration and beyond 6 months and one year for overdue declaration; * Beyond one year the judgments pronounced are regularly registered in the books of the civil registry; * The system of conservation and archive is correct : the civil registry centers have shelves which are in good conditions : the registration books are numbered and filed according to the year and their nature: – the will of the populations sensitized by members of local councils and CBOs to declare (births, marriages, deaths) within the deadlines prescribed by law ; – designing and delivering civil registry stamps to the Treasury; – the regular recording, beyond one year, of the judgments in the civil registry books; – More awareness of some heads of villages of their roles in the conservation of village books. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 30 Some civil registry centers such as Koungheul, Thilogne, Gamadji Saré, Kolda, Pata, Kayar and Ngoundiane earned regular congratulations from judiciary authorities, even though some more progress is needed from other local communities (Ngohé, Lour Escale and Obedience), where difficulties are noticed in the organization of the archives, the design of stamps and the delivery of papers. For Ngohé in particular, together with this malfunctioning there is an obvious violation of the rules of public accountancy. Indeed, instead of stamps, the money collected during the delivery of papers is used for other purposes (incentives for part-time workers and ordering of civil registry certificate papers) which reduces the resources allotted to the budget. 2.3.2.1.3 Project Planning and Management The members of the local communities design by themselves their projects in the targeted areas. The example of Léona is absolutely telling: ASCOM designed a hotel project to improve integrated tourism in the area and increase the financial resources of the Local community. To do this, the rural council sought funds from several partners such as the city councils of Namur, Rubi, Turin and Torino. 2.3.2.1.4 Land Management Most of the lands in local community areas are part of the national property; the members of local communities know better the texts dealing with their management, the decisions in matters of land allotment are not very often cancelled. The collaboration with administrative authorities has become easier. In some councils like Neteboulou, Koussanar, Lour Escale, Ngoudiane, Léona and Gamadji Saré there are no cancellations of decisions. However, there are still some problems: 9 In the city councils, town authorities have not all understood the advantages that they could get from lands. They confine themselves to parceling and distributing plots for housing, they are not trying to have a land patrimony which could bring important and above all permanent incomes to the council; the study of budget documents in some city councils show relative small incomes from parceling fees; 9 In rural areas there are different areas (pasture, reserve, farming) but they have no precise boundary ; if the problems which this causes can be solved for the areas for farming, it is a much more difficult issue for areas for pasture and reserves ; the latter are slippery and the paths leading to them are not protected. According to the cycle of rotation adopted in the area those lands should be bordered and the lands leading there secured. This situation is at the origin of many conflicts: – Dialocoto Rural Community: conflicts are frequent between peasants and cattle breeders in the area and they become very serious when they oppose local people and nomads coming from the Ferlo; – Kounkané and Pata Rural Communities: the reserves are encroached on by mouride settlers and peasants from the Gambia : those settlers encroach on vast lands and use huge human and material means, which reduces the reserves and increases the feelings of frustration from local people; – There are some land conflicts between city councils and bordering rural communities; the most outstanding cases are the conflicts between the city council of Ndioum and the rural community of Gamadji Saré and between Louga and Obedience. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 31 So, the commune of Ndioum is entirely surrounded by the fields of the populations of Gamadji Saré who refuse to give an acre. Therefore, Ndioum is bound to stay in its present limits, if no solution is found. During the last years the commune of Louga has not been able to expand northward. Its possibility has reached its limit, which explains why the members of the city council have been continuously trying to encroach on the lands of the rural community of Obedience. Those attempts have always failed because each time they place boundaries for plots those are immediately thrown away. Finally, the members of Kayar and Ngoundiane councils receive requests for plots of land from people outside the commune for orchards, hotels etc. 2.3.2.2 Community Based Organizations (CBOs) CBOs’ operating system has been improved a lot thanks to the training provided to their members especially the training on administrative and financial management. For example: Gamadji Saré Rural Community: the CBOs apply well the organizational principles: – The different bodies are regularly renewed (general assembly, management committee, monitoring committee); – Accounting documents are well kept (accounting books, financial records); – Administrative documents are shown (minutes, convocations, reports). Ngohé Rural Community:, the CBOs have got important results in the support to the campaign against malaria and infantile malnutrition in this area very much affected by malaria; Pata Rural Community : the Economic Interest Groups and the Women associations have, thanks to their important results in the protection of forests EIGs, have been able to join umbrella organizations such as the federation of the producers of Pata (CLCOP). Besides, the members of the health committee, thanks to their commitment and determination were able to establish transparency as a functioning principle (decision￾making, conflict resolution, and resource management). 2.3.2.3 Decentralized Services Most of the heads or services have expressed their satisfaction with the implementation of activities in which they have been very closely involved. Head nurses are happy to see their prevention actions reinforced thanks to the support of all the stakeholders. The financial as well the human means they were given were increased. The Water and Forest Authorities who seriously lacked means have received some support especially in logistics (motorbikes, bicycles, uniforms, light equipment). Their relationships with the members of local communities and village heads have improved thanks to the setting up of measures facilitating conflict resolution. They have important financial incentives (25 % of the money from fines) in case of reported offence. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 32 The service of the Treasury is absolutely satisfied with the program intervention. Its agents say that they have benefited from capacity building like the members of city councils and Rural Communities in the framework of DGL Felo. That training was an opportunity which allowed people to clarify the relationships between the Treasury and local communities, and to lift the misunderstandings which existed between those two institutions. At Kolda Treasury the agents in charge of the management of local communities acknowledge the fact the documents from local communities are better presented and there is less conflict in their processing. Even the gendarmerie felt involved in the implementation of some actions: securing markets, support to tax collectors (in Diaobé a motorbike was given to the gendarmerie). However, TWGs composed of agents from different services face functioning problems due to several factors: – The transfer of political conflicts in this body: the members of local communities consider some of the members of TWGs as potential opponents; this entails the absence of the latter at meetings and the activities of the association; in Koussanar, the TWG was finally reduced to the members of the local community only who could not implement the activities planned in the action plan. In Kounkané, the TWG coordinator known for his competence and dynamism is facing serious difficulties due to the actions of the President of the Rural Community who systematically opposes all his initiatives (organization of meetings, mobilization of the community, financing an activity); – The lack of means : local communities do not plan in their budgets needs expressed by TWGs to ensure their activities in good conditions (reimbursing transportation fares, benefits); – The misunderstanding of the principles of voluntary work: in general TWG members do not buy in the spirit which underlying voluntary work: voluntary commitment, disinterestedness, and group solidarity; – The misunderstanding of the role of the TWG: in some councils like Thilogne, one of the causes of the failure of the TWG was the misunderstanding of its role: for the local community it was a structure set up just for the program, not for the community. Despite this malfunctioning there are some positive examples: – in Gamadji Saré CBOs’ representatives in TWG, thanks to their determination and commitment, have succeeded in becoming rural councilors; – in Kayar a member of the TWG has become a consultant in decentralization; – in Ndindy some members of the TWG aware of the malfunctioning of the structure, have set up Research and Support Framework for the Local community in order to better carry on their mission; – sustainability in the long term of technical task forces that DGL Felo contributed to set up. 2.3.2.4 Individual actors The impacts of actions carried out in the framework of DGL Felo support to citizens have been evaluated through enquiries targeting individuals who have benefited from the services of local communities and other associated institutional actors. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 33 Figure 11 : Participation in service production Do you participate better in the community service production activities? 80,8 18,7 0,5 78,8 20,8 0,4 82,1 17,9 0,0 Masculin Féminin Jeunes Est ce que vous participez mieux aux activités de production des services de la collectivité? NSP Non Oui More than 80% of the respondents confirm their participation in the production of services in their local communities. This evidences the populations’ adhesion and interest in the activities of the program (even if 20% say they do not participate. 2.3.2.4.1 Men Men were able to take advantage of their social positions (local representatives, village chiefs, heads of families) to occupy the top places. Therefore they were able to accompany the program. Consequently, the question is to see what remains of all this period of companionship after the outset of DGL Felo. The meetings held in the different localities have enabled the team to realize that among, the impact is above all noticeable in two sectors: the capitalization of knowledge and the improvement of the relationships with the authorities and department heads. 9 About the capitalization of knowledge the rewards of the training received by men are noticeable. The approach used, the training’s topics selected, and the implementation of appropriate teaching aids (books translated into some national languages) have facilitated the understanding and the appropriation of good governance rules and mechanisms. Currently men have well understood their roles and responsibilities. One can see in them the civil status reflex. More and more, they swiftly comply with birth registration and other formalities. Their roles within decision-making structures of everyday life are better understood. Public awareness is there, but it is not enough. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 34 The theoretical knowledge need to be made a reality in the field, and especially through actions that are beneficial to the community. Men have also scored an advantage ahead as far as the improvement of their relationships with administrative authorities and heads of decentralized departments is concerned. 9 The improvement of the relationships with some partners: many points if not shady areas have been clarified. Generally men have a better understanding of the place and role of administrative authorities. These ones now appear to them to be partners from whom they can find advice and assistance. The collaboration is strengthened to the benefit of citizens. For their part, the departments’ heads better agree to share, to have talks and cooperate especially in areas covering transferred competencies. Apart from these two areas we notice that weaknesses exist as regards: – the increase in resources: It should enable the implementation of massive programs beneficial to the populations, but it has not been successful in most communities; – the improvement of the living environment (solid waste collection) : Most of the actions undertaken so far have not yielded concrete results, and drops were often recorded after the outset of the project; men in charge of decision-making bodies, were unable to surpass themselves and to show imagination in order to put the means required for the implementation of the operations in place ; – Women and young people being given a sense of responsibility: It would certainly enable to bring new blood and some dynamism. 2.3.2.4.2 Women Women's participation in the DGL Felo program has been seen especially through the activities of CBOs, particularly within women's associations. Actually, the role of these entities has been decisive in the success of the awareness-raising and information activities. However it should be noted that this role could be more important if, institutionally, they were better represented at the councils and TWG level. Some rural council such as those of Ndioum and Gamadji Saré do not have such activities. In the TWG, the criteria established for the choice of the members leave women very few opportunities to have access to membership. At Ngohé, there is only one woman in the TWG. It should be admitted that their presence alongside men in all decision-making bodies and events contributes to building up more ethics in behaviors; The consequence of this low representation in these impetus and decision-making bodies confines them in a secondary role, and even sometimes in a foil’s role. It should be noted that the program did not have a gender approach that could have enabled them to play a role in areas such as wealth creation where they have always shown creative imagination. This was illustrated by the role they played in forestry particularly in Pata. Nevertheless, the mobilization and the energy brought by women in all the activities initiated and implemented within the framework of the program have been successful. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 35 As far as health is concerned, their involvement in the impregnation of mosquito nets and the childhood immunization awareness have been one of the key factors in the success of health prevention activities. At Ngoundiane, they have contributed, through their donations for the functioning of the health post. Their involvement in solid waste management at public health committees’ level has enabled to remove properly solid waste. One can state that their participation in the DGL Felo program has, as far as they are concerned a significant impact. In terms of impact, the DGL Felo program has enabled women to show their capacity of mobilization and to heighten their consciousness of citizenship. Their membership was certainly late because of the fact that the daily activities take a lot of their time (trade, domestic activities). But once they have joined the movement they have been noted for their constancy and mobilization. One should admit that the activities initiated by DGL Felo correspond to their priority concerns (garbage collection, health, etc.). By and large they believe that local councils do not play their role properly even if the program has put the necessary resources in their training. In their eyes, local representatives are still unable to develop profitable projects that are likely to attract the economic operators and develop the locality. They consider inadequate the efforts expended by the LC to raise taxes. As far as CBOs are concerned they, according to the women, fail to carry out properly the activities initiated by the program from its outset. Finally, as evidence of their consciousness of citizenship they declare that they want to contribute to public expenses through the payment of the rural tax, but this desire is thwarted by local authorities’ inertia as far as mobilization and misuse of resources are concerned. 2.3.2.4.3 Youths The program has had mixed impacts as regards young people: – In the field of capacity building, young people, despite their considerable level of education and training, were partially concerned with given trainings (civil status, preparation of budgets, procurements, AFM). This phenomenon is justified by their weak representation in decision-making bodies such as elected councils, but also by their permanent mobility. Young people often prefer to leave the lands and go elsewhere to sell their know-how, therefore missing the training opportunities offered by the program; However in the LC of Ndindy, Gamadji and Cayar we see relatively young Community Assistant (20-35 years) that have largely benefited from the trainings which they apply correctly (especially financial management); – In the TWG which they regard as their favorite natural area, young people have not really succeeded in developing the expected strategies, giving the lack of resources as a reason; UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part II: main assessment results 36 – the associations and ADCI where young people constitute the majority were not performing at the outset of the program: The training in AFM has not been well reinvested in the activities. Despite these negative impacts, we notice that in some areas young people have made significant progress: – Some, despite their numbers, pay taxes, which shows that the citizenship consciousness and the sense of belonging to the community have become values that are actually internalized and applied by young people; – They take part to the community’s activities of services production; – They comply with the law when it comes to obtain civil status documents (birth certificates, marriage certificates, etc.); – Now they call out to their council on matters related to land disputes, the ravings and to the garbage management or security. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part III: conclusions, Recommendations and lessons 37 PART III: CONCLUSIONS, RECOMMENDATIONS AND LESSONS 3.1 CONCLUSIONS Going over the results and the impacts presented above has enabled to make the following main findings: 3.1.1 Program’s performances The analysis of the program’s noted performances mainly brings out: – The participative approach on request that enables LC to be at the beginning, in the course and at the end of the process; – The implementation of TWGS as perpetuation tools of the activities, but also as bodies of reflection, planning and monitoring and evaluation of the strategies of a community; – Capacity-building, as a pre-requisite for any form of ownership; – The technical and sometimes financial assistance as an attendant measure. 3.1.2 Program’s impacts The operationalization of this system resulted in outcomes with very interesting impacts on the different stakeholders: 9 Local Representatives – The local representatives have significantly improved their relationships with the administration and their practices in areas as varied as: civil registry, budget and accounting management, resource mobilization, land legislation; – The financial statements (monthly situation of budget implementation, financial situation) are better understood and accepted by local communities. They are produced by services and regularly transmitted, which enables the local representatives to monitor correctly the implementation of their budget; – Delays in the production of management accounts are significantly reduced; the latest products for the years 2005 and 2006 are put in time at the disposal of partner local authorities in order to enable them to prepare and submit within time their administrative accounts. 9 Community-based organizations – the CBOs have capitalized new experiences as far as administrative and financial management are concerned; – People are now involved in activities related to the development of their locality. 9 Decentralized services and or members of the TWG – The administrative authorities’ advising is better fulfilled for they have well trained interlocutors who are consequently more informed and more experienced. The approval of proceedings taken by the local bodies is easier. For two years, no significant rejection has been noted as regards the proceedings presented; – the collectors who are main interlocutors of local budgets funds appropriators, exercise their control over transactions in better conditions, as they have in front of them local representatives who are more familiar with budgetary and financial rules and procedures. Their relationships with the local representatives have therefore become easier. The collectors put more emphasis on their role as advisors; UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part III: conclusions, Recommendations and lessons 38 – The earnest treatment brought in the payment to beneficiaries (rural community, officials offence recorders, indicators) of rebates from the distribution of fines, confiscations, restitutions and convictions on offences noted in the forest estate; – In the localities concerned by the natural resources management, the Forestry department has involved the populations in the flora restoration and fauna preservation activities (prevention, bush fires control, monitoring , development of village wood ...); – Nurses, heads of heath posts, recognize the worth of DGL Felo intervention insofar as it has enabled to increase the intervention capacity of health committees (a part of the impregnated mosquito nets sale product is given to them). 3.1.3 Limits to the achievements' development The limits noted are related to the following aspects: – some activities selected and conducted by the LC but which were not successful because of a lack of real involvement of councils in terms of financial support and mobilization; – The TWG that have not met the expectations due to lack of support and sometimes of initiatives; – The CBOs, which despite the enthusiasm noticed at the outset, were not successful in carrying out activities; – Women as well as youths who have been weakly empowered in the program activities; – The local representatives have not been able to mobilize stakeholders around the collection of the rural tax. They offer no alternative to get round the difficulty to encourage people to pay the rural tax in view of the situation, they show a sense of resignation; – Village heads use the non-payment of their allowances as an argument to justify their passivity and the embezzlements they are accused of; – As far as public procurement is concerned, progress is still timid, but one can see a willingness to comply with public procurement code and a beginning of consideration of rules in the practices of rural communities. However, given the weakness of budgets, it is the Requesting for Quotation procedure that is the most used; – The local representatives master well the legal mechanisms of allocation and non allocation of lands, but they often encounter implementation difficulties that limit their flexibility (conflicts between the elected council and traditional authorities, mistrust of individuals and influential leaders coveting lands, pressure from interest groups on the council elected). 3.2 RECOMMENDATIONS The recommendations aim to strengthen the achievements of the project and expand its impacts for the development of local governance. They mainly concern the following points: 3.2.1 Strengthening the LC intervention capacities For this action, it is recommended that: – the State and its partners accompany future similar programs, contributing financially to the various activities selected; – the administrative authorities and heads of decentralized departments working conditions should be improved to enable them to fulfill effectively their roles of, support and advice to LC (consequent endowment in financial and logistical means); – small municipalities (Thilogne, Ndioum) and the bordering RC (Obedience, Boki Diawe, Gamadji) should draw their inspiration from the formulas of intercommunity partnership to solve the problems of conurbation, especially that of garbage evacuation; UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part III: conclusions, Recommendations and lessons 39 – The LC should strengthen the functioning capacities of the TWG to enable them to fulfill their mission; – The LC must diversify their training activities broadening them to the following areas: ICT, negotiation techniques and mediation, advocacy, decentralized cooperation. 3.2.2 Strengthening of the LC planning and financial management capacities: The following actions are proposed: – the authorities should put a particular emphasis on the revitalization of rural tax identification and recovery which is the most democratic contribution of rural populations to public expenses; – the RCs should move towards optimizing revenue from the estate exploitation (forestry in particular) through Management formulas in partnership with CBOs. 3.2.3 Development of initiatives to ensure a proper management of resources The measures to be taken in the framework of this recommendation concern: – the Revision of the laws in force, in order to insert appropriate means of punishment against the bad managers and taxpayers; – the capitalization by the LC non beneficiary of the program of experiences achieved by DGL Felo to reinvest in their local governance localities, this action must be driven by the state and its partners; – the organization by the State, the LC and their partners of meetings to discuss and decide the terms of relevant methods of natural resources management focusing on the issue of migration and using the cases of Pata, Nétéboulou, Dialacoto and Boki Diawe; – the strengthening of women’s and youths’ accountability by LC in decision-making bodies (council, TWG); – The strengthening and the consolidation of the experience by the LC; it’s only then that the local governance dynamics started with DGL Felo will be effective and sustainable. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part III: conclusions, Recommendations and lessons 40 3.3 DRAWN LESSONS 3.3.1 Lesson 1: Capacity-building was salutary and beneficial to stakeholders in the conduct of local governance activities. It has given tools and made all the stakeholders (local representatives, CBOs, technical services) aware of the necessity to address the challenges of local governance. But to be effective and sustainable it should be continued and diversified taking into account the LC new needs and challenges. 3.3.1 Lesson 2: The “Make Do” concept constitutes a relevant option taken by the program and should be continued and strengthened. In a context where the State should not get involved in actions that other stakeholders can better perform and, as the distinctive competencies through the LC exist, it is important to consider the accountability of these stakeholders in the implementation and monitoring of development programs. 3.3.3 Lesson 3: CBOs have shown that they have to be more supported for the perpetuation of the achievements. They are at the heart of programs’ activities but live in a certain insecurity (lack of means), they have not succeeded in reinvesting totally in their internal functioning the profits generated by the training in AFM which however was considered necessary in the pursuit of their activities. Taken as safe foundations of the community anchorage, their strengthening and the technical support are quite rightly the pre-requisites for their involvement. 3.3.4 Lesson 4: The decentralized structures are essential stakeholders in the operationalization of decentralization and good local governance. The program has favored a new perception of the relationship between the local representatives and decentralized structures; each party has learned to know better the other and shown a willingness to work together (despite a few exceptions) for the conduct of the good local governance. 3.3.5 Lesson 5: DGL Felo has managed to consolidate popular support for activities that LC found difficult to implement. Most of the activities implemented by the program correspond to activities that LC were used to carry out with more or less satisfaction. The merit of DGL Felo was to succeed in creating around local officials a mobilization of all energies to perform these same activities without putting a strain on the weak budgets of LC. In most cases LC financial contribution was only temporary at the beginning of the program setting up. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Part III: conclusions, Recommendations and lessons 41 3.3.6 Lesson 6 : a better coordination and a planning of the activities is a factor of perpetuation. The perpetuation of some activities has been conditioned by the financial coverage and the achievements of investments that should be included in the Local Development Plan. And yet expenses resulting from the activities are not taken into account in the implementation of local programs. 3.3.7 Lesson 7: the monitoring evaluation system contributes in the perpetuation of projects initiated and implemented by the LC themselves. This work, entrusted to local structures providing advice and support such as the DRA and the TWG, can enable a capitalization of results and a better use of the achievements. 3.3.8 Lesson 8: the system implemented by the LC as regards management and solid waste collection can not be adopted everywhere If in the RC and some small municipalities the equipment can be used, however in large municipalities, they should learn from current experiences in some regional capitals. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 42 - APPENDIXES APPENDIX 1: THE STUDY’S TERMS OF REFERENCE UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 43 - APPENDIX 2: WORK PLAN United States Agency for International Development (USAID) Évaluation de l’impact du programme de DGL Felo Plan de travail Septembre 2008 SENAGROSOL-CONSULT Patte D’oie Builders villa 11B&D/ BP 8316 Dakar – Yoff (Sénégal) / Email : agrosol@orange.sn, Tel. (221) 33 855 95 90 / 91 / 93 – Fax : (221) 33 855 95 92 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 Sommaire i SOMMAIRE SOMMAIRE..................................................................................................................................I 1. CONTEXTE DE LA MISSION ...........................................................................................2 2. OBJECTIFS ET RÉSULTATS ATTENDUS DE LA MISSION...................................................5 3. APPROCHE ET PLAN DE TRAVAIL..................................................................................6 3.1 Rencontres de démarrage et de revue documentaire ...............................................6 3.2 Mobilisation de l’équipe et préparation des enquêtes et des outils de collecte .........6 3.3 Conception de l’échantillonnage................................................................................7 3.3.1 Choix des villages et/ou quartiers d’enquêtes............................................................... 7 3.3.2 Définition de la population cible de l’enquête par questionnaire................................... 8 3.3.1 Définition de la population cible de l’enquête pour les entretiens ................................. 9 3.4 Elaboration de questionnaires et de guides...............................................................9 3.5 Recrutement et formation des enquêteurs et des superviseurs ................................9 3.6 Organisation de la collecte des données.................................................................10 3.6.1 Enquêtes par questionnaires....................................................................................... 10 3.6.2 Entretiens et interviews des informateurs clé.............................................................. 11 3.6.3 Saisie, nettoyage et traitement des données .............................................................. 11 3.6.4 Analyse des données et élaboration du rapport.......................................................... 12 4. COMPOSITION DU PERSONNEL ET TÂCHES DE CHAQUE MEMBRE .................................14 5. CALENDRIER DE LA MISSION ......................................................................................15 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 1. Contexte de la mission 2 1. CONTEXTE DE LA MISSION Dans le cadre de son plan stratégique (1998-2006) pour le Sénégal, l’USAID a appuyé les efforts du GDS dans le domaine de la décentralisation et de la gouvernance locale. Cet appui a porté sur la mise en place d’un programme viable de renforcement des collectivités et de dynamisation d’institutions locales par une participation plus effective dans la gestion et la supervision des affaires locales. A cet effet, l’USAID avait, en Mars 2000, contracté avec ARD Inc. (contrat No. 685-C-00-00- 00037-00) en lui confiant la mission de conduire un programme d’appui à la décentralisation, connu sous le nom de DGL FELO, avec les objectifs suivants : – accroître la capacité des institutions locales ; – accroître l’accès aux ressources financières ; – accroître la participation des populations locales à la gestion et la supervision des affaires locales ; – rendre plus effective la mise en œuvre des politiques et règlementations de la Décentralisation. Le programme développé par DGL FELO, a couvert 50 collectivités locales (CL) dans neuf (9) des 11 (onze) régions du Sénégal et a porté essentiellement sur : – la mise en place d’une assistance technique et d’un plan de formation ; – le développement d’appuis des élus officiels, citoyens et services techniques pour la promotion d’initiatives communautaires définies ; – la fourniture de subventions locales incitatives ; – la diffusion de textes réglementaires et législatifs ; – l’organisation d’un débat public sur les questions de politique ; Durant la période 1999-2006, l’USAID a aussi transféré des fonds à Enda 3D, une ONG sénégalaise, pour un auto renforcement de la gouvernance locale dans 19 "des communes d'arrondissement" de Dakar, une "commune rurale" (Dioffior) et huit "communautés rurales". Le Projet DISC financé aussi par l’USAID, est intervenu pour appuyer la participation de la communauté dans la mise en œuvre du suivi et de l’évaluation des plans locaux de la santé. Tableau 1 : Régions et CL d’intervention du programme Région Nombre de CL Noms de la Collectivité locale Année d’intervention Activités spécifiques Zone centre Ouest (I) Diender Guedj 2000 Santé Méckhé 2000 Gestion des ordures ménagères Ngoundiane 2000 Santé Sessène 2000 Gestion des marchés (Soakom) Diass 2001 Gestion de l’aéroport Nguékhokh 2001 Gestion des ordures ménagères Thiès 7 Kayar 2002 Gestion des ordures ménagères Ndindy, 2003 Gestion des marchés (Ndindy) Diourbel 3 Ngohé 2003 Sadio 2003 Koungheul 2001 Gestion des ordures ménagères Lour Escale 2001 Mboss 2001 Kaolack 4 Nganda 2001 AEP UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 1. Contexte de la mission 3 Région Nombre de CL Noms de la Collectivité locale Année d’intervention Activités spécifiques Zone nord (II) Léona, 2002 Gestion des marchés (Potou) Mbédiène 2002 Pété Ouarack 2002 Syer 2002 GRN Darou Mousty 2003 Louga 6 Loro 2003 Ndioum 2000 Gestion des ordures ménagères Pété 2000 Dodel 2003 Saint￾Louis 4 Gamadji Saré 2003 Agnam Civol 2000 Boki Diawé 2000 GRN Thilogne 2000 Gestion des ordures ménagères Aouré 2002 Gestion des marchés (Doundé) Kanel 2002 Matam 6 Ranérou 2003 Zone Sud (III) Bamba 2001 Santé Maka 2001 GRN Dialacoto 2001 GRN Kothiary 2001 GRN Koussanar 2003 Gestion des ordures ménagères Tamba 6 Nétéboulou 2003 Santé Kolda 2000 Gestion des ordures ménagères Kounkané 2000 Gestion des ordures ménagères Gestion des marchés (Diaobé) Pata 2000 GRN Sinthiang Koundara 2000 Santé Mampatim 2001 GRN Saré Bidji 2001 GRN Kolda 7 Ndorma 2002 GRN Balingore 2002 Santé Diégoune 2002 Santé Niamone 2002 Santé Ziguinchor 2002 Gestion des ordures ménagères Coubalan 2003 Santé Ouonck 2003 Santé Ziguinchor 7 Oussouye 2003 Santé Le programme a été mis en œuvre selon les approches basées sur : – l’implication en premier de toutes les parties prenantes dans toutes les phases au travers des groupes de travail ; – l’utilisation des technologies abordables et de stratégies de recouvrement des coûts ; – le développement et la promotion de capacités internes à continuer les services d’appui aux collectivités locales ; – l’utilisation des ateliers et des méthodes avancées à développer des plans de travail consensuels ; – la construction de coalitions et l’engagement des acteurs locaux ; – le développement d’une information de haute qualité et de matériels de formation pour le renforcement des capacités ; – l’utilisation d'échanges de pair à pair. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 1. Contexte de la mission 4 Ses principaux acquis ont porté sur un nombre accru de : – conseils locaux ayant développé des plans locaux participatifs, mis en place des fonds de sécurité et des activités planifiées ; – de conseils locaux collectant plus de ressources des taxes ; – d’OCB ayant amélioré leurs capacités en gestion financière ; – de parties prenantes ayant amélioré leur compréhension de la politique et des lois sur la décentralisation; – de citoyens qui acceptent de payer leurs taxes et frais ; – de représentants du gouvernement central qui participent à la résolution des problèmes locaux ; – d’acteurs locaux qui ont acquis plus de compétence à la solution des problèmes et à la valorisation des partenariats et des collaborations ; UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 2. Objectifs et résultats attendus de la mission 5 2. OBJECTIFS ET RÉSULTATS ATTENDUS DE LA MISSION La mission consiste à évaluer le programme mis en œuvre et clôturé en 2004 et de vérifier et apprécier la pertinence et l’appropriation des résultats et des recommandations qui en sont issus pour inspirer un futur programme similaire. Les objectifs spécifiques portent sur : – la mesure des changements organisationnels et/ou institutionnels intervenus dans les collectivités locales concernées ; – l’examen de la performance de la capacité des collectivités locales et des OCB ; – la mesure des capacités des acteurs à la base à utiliser de nouvelles compétences pour la gestion de l’état civil, la gestion foncière, le financement de la santé, les fiances locales, la passation des marchés, la gestion des ordures, la gestion des conflits, la mobilisation et la participation ; – l’appréciation de la vitalité et de la performance des groupes de travail techniques mise en place dans les communautés locales. Les résultats attendus consistent à : – s’assurer de l’existence des changements organisationnels et ou institutionnels réalisés ; – examiner l’impact de l’appui au développement de la capacité fourni dans le cadre de DGL Felo sur la performance des collectivités locales et des OCB ; – fournir les conclusions générales et spécifiques et les recommandations sur : la continuité de l’effectivité des institutions appuyées, il y a quelques années ; les types de développement de capacité nécessaires à appuyer dans l’avenir au sein des collectivités locales et des OCB ; – mettre à disposition les informations et données sur : la compréhension des rôles et des responsabilités des différents acteurs; l’utilisation des nouvelles compétences pour la gestion de l’état civil, la gestion foncière, le financement de la santé, les finances locales, la passation des marchés, la mobilisation et la participation de la communauté, etc.; – apprécier la viabilité sur le long terme du groupe de travail technique que DGL Felo a aidé à former ; – apprécier la continuité de la validité des stratégies définies par la communauté pour la gestion des ordures, des marchés et des conflits ; – apprécier la continuité dans l’utilisation des capacités locales dans les services d’appui aux CL. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 6 3. APPROCHE ET PLAN DE TRAVAIL L’approche basée sur la revue documentaire, l'observation directe, les interviews d'informateurs clés et/ou des rencontres de groupe de travail et les enquêtes servira de démarche à l’équipe de la mission. Conformément à la demande de l’USAID/Sénégal, la question genre sera aussi tenue en compte dans l’analyse de l’équipe. Les prestations se dérouleront selon les différentes étapes décrites ci-après. 3.1 RENCONTRES DE DÉMARRAGE ET DE REVUE DOCUMENTAIRE Dès la signature du contrat, le Consultant a tenu une séance de travail au cours de laquelle les attentes ont été précisées et des observations faites sur la conception des enquêtes. Les différents documents suivants ont aussi été livrés au consultant au cours de cette séance de travail : – Rapport annuel DGL Felo 2000 (anglais) / word ; – Rapport annuel DGL Felo 2001 (anglais) / word ; – Rapport annuel DGL Felo 2002 (anglais) / word ; – Rapport annuel DGL Felo 2003 (anglais) / word ; – Rapport final du projet DGL Felo– décembre 2004 / PDF ; – Enda Graaf Rapport de suivi annuel 2005 / word ; – Divers modules et manuels de formation ; – Enquête de satisfaction des bénéficiaires. Les observations faites et les informations collectées au cours des séances ont permis la revue de la méthodologie et l’élaboration du présent plan de travail. 3.2 MOBILISATION DE L’ÉQUIPE ET PRÉPARATION DES ENQUÊTES ET DES OUTILS DE COLLECTE La mobilisation des membres de l’équipe intervenue aussitôt après la rencontre de démarrage avec l’USAID a permis de démarrer les rencontres avec les anciens de DGFELO et la finalisation de la conception des enquêtes et des outils de collecte. Ainsi, des rencontres ont été planifiées avec les anciens de DGL Felo disponibles. A ce jour un seul a pu être rencontré. La disponibilité des autres n’est pas encore assurée. Au cours de ces échanges, l’identification des personnes et institutions susceptibles de contribuer à la bonne conduite de l’étude ont été aussi discutées. L’équipe au travers de plusieurs séances de travail a aussi pris en charge la finalisation de la conception des enquêtes et des outils de collecte. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 7 3.3 CONCEPTION DE L’ÉCHANTILLONNAGE 3.3.1 Choix des villages et/ou quartiers d’enquêtes L’enquête est basée sur un échantillonnage dont le critère de sélection des localités cibles est basé sur l‘effectivité des activités spécifiques appuyées et réalisées par le Projet. La contrainte principale dans le choix de l’échantillon est sa représentativité. On désire évaluer l’impact du programme sur l’ensemble des collectivités locales d’intervention. L’échantillon choisi doit donc être représentatif de toutes ces collectivités. De plus, les périodes d’intervention ne sont pas les mêmes, de même que les tailles (en nombre de ménages) des CL. L’échantillon doit donc tenir compte de la diversité de ces situations quoique parfois cette diversité puisse s’avérer sans effet majeur. L’une des méthodes les plus appropriées dans le cadre de cette enquête est alors la méthode du sondage à deux (2) degrés, où le premier degré est constitué des collectivités￾échantillon et le deuxième degré, les concessions ou ménages (le tirage d’une concession peut équivaloir au tirage d’un ménage). Mais, la difficulté dans l’application de cette méthode réside dans l’absence d’une base de sondage à jour pour les ménages des différentes collectivités. Ainsi, la prise en compte de ces différentes contraintes, tout en restant dans l’objectif strict de l’étude, a conduit, à travers l’examen des documents disponibles et des entretiens avec les représentants du personnel sortant de DGL FELO, à la sélection de l’échantillon des collectivités locales qui seront les villages ou quartiers cibles de l’enquête, avec comme principal critère d’inclusion le type d’activité spécifique (dans les quatre domaines que sont la santé, la GRN, la gestion des marchés et la gestion des ordures) réalisée dans la collectivité. L’échantillon ainsi choisi couvrira trois zones éco géographiques. Ce sont, au total, 20 CL, soit 40% de l’ensemble des collectivités d’intervention du programme. Pour chacune de ces collectivités, le tableau ci-dessous indique les activités spécifiques retenues, l’année d’intervention et la zone géographique d’appartenance. Tableau 2 : Échantillon de CL à enquêter Collectivités locales Activités spécifiques Années d’intervention ZONE Kayar Ngoudiane Gestion des ordures Santé 2002 2000 Ndindy Ngohé Gestion des marchés Santé 2003 2003 Koungheul Lour Escale Gestion des ordures Santé 2001 2001 I Centre ouest Mbédiéne Léona Santé Gestion des marchés 2002 2002 NDioum Gamadji Saré Gestion des ordures Santé 2000 2003 Thilogne Boki Diawé Gestion des ordures GRN 2000 2000 II Nord UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 8 Collectivités locales Activités spécifiques Années d’intervention ZONE Nété boulou Dialokoto Koussanar Santé GRN Gestion des ordures 2003 2001 2003 Kolda Pata Kounkané Gestion des ordures GRN Gestion des marchés 2003 2000 2000 Ziguinchor Oussouye Gestion des ordures Santé 2002 2003 III Sud Ainsi l’aire de l’enquête couvrira trois zones éco géographiques, les zones centre ouest, nord et sud. Les 20 collectivités locales ci-dessus ont été choisies en combinant les critères ci après : – Appartenance à une zone éco géographique, activités économiques ; conditions physiques et naturelles similaires ; – Génération d’appartenance, c'est-à-dire l’année de démarrage de l’intervention du projet ; – Activité spécifique conduite (gestion des ordures ménagères, sante, gestion des ressources naturelles ou GRN et gestion des marches). Les Collectivités locales ainsi sélectionnées sur la base de critères spécifiques aux appuis assurés dans le cadre de DGLFELO, représentent 40 % des collectivités locales d’intervention du programme au niveau desquelles deux villages, ayant bénéficié des activités du programme, y compris le chef lieu de la CR constitueront l’aire cible de l’enquête. 3.3.2 Définition de la population cible de l’enquête par questionnaire La population cible de l’enquête par questionnaire est essentiellement composée des individus choisis au sein des ménages. Ainsi, l’enquête se déroulera dans chacune des 20 collectivités constitutives de l’échantillon. Dans chacun des 20 villages des communautés ou quartiers des communes de l’échantillon, cinq (5) concessions seront tirées et dans chacune, trois (3) personnes seront ciblées. Il s’agit du chef de ménage, une femme et un jeune ayant vécu la période d’exécution du projet, tous membres du ménage. Ainsi, un échantillon global de 300 personnes sera interrogé au cours de l’enquête. Pour sélectionner les répondants dans chaque village, on sélectionnera d’abord les concessions selon la méthodologie des itinéraires. Ainsi, partant d’un point de départ choisi de façon à être facilement identifiable (mosquée, poste de santé, école, etc.), l’enquêteur prend une des directions disponibles, puis compte 3 concessions à partir du point de départ et entre dans la quatrième à droite. Une fois la concession choisie, les trois (3) répondants seront sélectionnés au sein du ménage le plus à droite. L’enquêteur cherche à administrer son questionnaire en face à face au sein de ce ménage. Si l’interview est réussie, il sort de la concession, et compte trois concessions, puis entre dans la quatrième à gauche. Il reprend ainsi le processus de recherche de la cible jusqu’à obtention du quota requis pour le village ou le quartier. En cas de refus, l’enquêteur sort de la concession puis compte 3 concessions et entre dans la quatrième du côté opposé au précédent. Le tirage du ménage le plus à droite a l’avantage de conserver le caractère aléatoire du tirage (en ce sens qu’a priori l’on ne sait rien des caractéristiques de ce ménage). UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 9 Dans le cas où la concession se confond au ménage (un seul ménage dans la concession), le problème lié au choix du ménage ne se pose pas. En cas d’absence prolongée des membres du ménage à la date de passage de l’enquêteur, ce ménage sera remplacé par le prochain de la concession le plus à droite. Le questionnaire élaboré pour cette catégorie de population est joint en annexe. 3.3.1 Définition de la population cible de l’enquête pour les entretiens Au niveau de chacune des CL, le personnel spécialisé conduira des interviews et des entretiens. La population cible de ces interviews (cf. guides d’entretien), sélectionnée aussi bien par leur connaissance du projet que par leur participation à ses activités, est constituée : – des organisations communautaires de base (OCB) : comités de santé, associations, groupements, GIE… ; – des élus locaux (conseillers ruraux, municipaux…) ; – des techniciens (eaux et forêt, ICP, Agents voyers, Receveurs, régisseurs…) ; – des membres des groupes techniques de travail ; – des autorités administratives déconcentrées et locales (sous préfet) ; – des opérateurs économiques. 3.4 ELABORATION DE QUESTIONNAIRES ET DE GUIDES Un questionnaire, de même que des guides d’entretien (en annexes) ont été conçus dans le cadre de cette étude, pour chacune des cibles visées. Le questionnaire permettra de collecter les informations auprès des individus, alors que les guides d’entretien permettront de recueillir cette information auprès de certains acteurs ciblés. Le questionnaire aussi bien que les guides d’entretien sont subdivisés chacun en sous sections de façon à prendre en compte les objectifs de l’enquête. 3.5 RECRUTEMENT ET FORMATION DES ENQUÊTEURS ET DES SUPERVISEURS Neuf (09) enquêteurs et trois (03) superviseurs seront recrutés sur la base de critères d’expériences en matière d’enquête, de niveau d’études et surtout de rigueur dans le travail. Une formation de trois (3) jours sera organisée à l’intention de ces enquêteurs et superviseurs. Cette séance aura pour objet de présenter le questionnaire aux enquêteurs afin de leur en assurer une bonne compréhension. Elle vise également à assurer aux enquêteurs une meilleure compréhension de la méthodologie de collecte des informations sur le terrain. Durant cette séance de briefing, des jeux de rôles (enquêté-enquêteur) seront effectués sous la supervision des formateurs. Ces jeux de rôle permettront de s’assurer que les enquêteurs ont parfaitement compris le sens des questions, les réponses attendues, les pièges éventuels, etc. Ces jeux incluront également des propositions de traduction des questions dans les différentes langues des collectivités ciblées sur le terrain sous la supervision des formateurs UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 10 et, si nécessaire, des personnes désignées par ces derniers en fonction de leur maîtrise de ces langues. Une enquête test d’une journée sera organisée afin de tester le questionnaire et d’évaluer le niveau de compréhension des enquêteurs sur celui-ci ainsi que sur la méthodologie de collecte définie pour l’enquête. Cette phase test se déroulera à Dakar dans des localités qui seront désignées à cet effet. Cette enquête test permettra aussi de valider le questionnaire en y apportant toutes les modifications pouvant faciliter son administration. A la suite de l’enquête test, une séance de débriefing d’une journée sera organisée, au cours de laquelle tous les questionnaires administrés pendant la phase test seront examinés par les formateurs. Cette seconde séance permettra de s’assurer notamment : – Que les questions sont comprises par les répondants dans le sens voulu pour obtenir une réponse valable sans ambiguïté ; – Que le questionnaire se déroule dans un ordre qui ne déroute pas le répondant. La formation sera assurée par l’équipe d’experts sous la coordination du chef de la division DEES/ADEL (Division des Études et Évaluations Socioéconomiques et d’Appui au Développement Local), assurant le contrôle de qualité. 3.6 ORGANISATION DE LA COLLECTE DES DONNÉES 3.6.1 Enquêtes par questionnaires Ces enquêtes seront organisées de manière à répartir le personnel par groupe de 3 enquêteurs et d’un superviseur par zone selon le tableau ci-dessous. Tableau 3 : Zonage des CL d’intervention de DGLFelo ZONE Régions concernées Enquêteurs Superviseurs Thiès Diourbel I Centre ouest Kaolack 03 01 Louga St Louis II Nord Matam 03 01 Tamba Kolda III Sud Ziguinchor 03 01 Les enquêteurs assureront auprès des individus sélectionnés, la tache d’administrer le questionnaire. Les superviseurs devront assurer les tâches suivantes : – procéder au tirage des concessions d’enquêtes ; – faciliter l’accès des enquêteurs aux cibles choisis ; – appuyer les enquêteurs dans l’administration technique des questionnaires et guides d’entretien ; – veiller à la qualité des informations recueillies (vérification régulière, contrôle…) ; – inter agir et feedback avec l’équipe d’experts ; – préparer les rapports de déroulement. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 11 Chaque enquêteur devra compléter 5 questionnaires par jour. Ce qui conduira à une durée de collecte de 10 jours. Chaque équipe sera sous la responsabilité d’un superviseur. Ce dernier se chargera d’effectuer en amont une reconnaissance de la concession dans laquelle les répondants seront sélectionnés. Il encadrera les enquêteurs en assistant à 10% des interviews de chaque enquêteur et en procédant à 10% de contre-enquêtes (back-check). Les questionnaires seront relus (editing) sur place par les superviseurs. En cas d’incohérence ou de remplissage incomplet, les questionnaires seront retournés sur le terrain afin de les corriger. De plus, un coordonnateur de l’étude se chargera de veiller au bon déroulement des différentes étapes et de rendre compte quotidiennement de l’état d’avancement des opérations. Il sera l’interlocuteur direct des superviseurs en cas de difficultés de terrain. 3.6.2 Entretiens et interviews des informateurs clé Ils seront effectués par l’équipe d’experts dans les mêmes collectivités locales que les enquêtes par questionnaire. Ainsi l’équipe participe à la collecte des informations par l’organisation d’interviews des élus locaux et des autorités gouvernementales. Elle organise si besoin est des séances d’harmonisation avec les superviseurs. A cet effet, dans les différentes CL retenues, l’équipe s’entretiendra avec différents acteurs et parties prenantes comprenant mais pas exclusivement les élus locaux, les responsables des OCB, les membres de Groupes de travail Techniques, les représentants de la société civile et les autorités administratives locales. Les guides des facilitateurs et bénéficiaires (cf. annexe) serviront d’outils pour la collecte de ces données. La durée prévue de cette collecte sera aussi d’une dizaine de jours. 3.6.3 Saisie, nettoyage et traitement des données Au terme des enquêtes, les données du questionnaire feront l’objet de saisie, nettoyage et traitement. À cet effet, un groupe de 3 opérateurs sous la supervision du statisticien procédera aux opérations de saisie. Un masque de saisie sera apprêté avec le logiciel CSPRO dans son module Data ENTRY. Ce module est en effet à la fois souple et assez développé et permet de configurer des masques de saisie épousant parfaitement la configuration du questionnaire. Il permet également la mise en place des programmes de contrôle sur les différents enregistrements. Le statisticien, procédera, après saisie, au nettoyage et au traitement approprié pour mettre à la disposition de l’équipe d’analyse, les tableaux requis. Les questions ouvertes seront codifiées avant que les questionnaires ne soient transmis aux opérateurs de saisie. Les agents codificateurs feront à l’occasion un travail de contrôle en ce sens qu’ils reliront systématiquement tous les questionnaires en même temps qu’ils les codifieront. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 12 Une équipe de trois (3) opérateurs de saisie se chargera de l’entrée des données sous la supervision du statisticien. La durée de ces prestations sera étendue sur 10 jours au total, dont 5 pour la saisie et 5 autres pour le traitement. Le traitement statistique concerne l’apurement des données et la tabulation. Il sera réalisé à l’aide du logiciel SPSS 12.0 for Windows. L’apurement des données reprend les mêmes types de contrôle programmés au cours de la saisie mais cette fois sur l’ensemble des données et de façon plus accélérée. Les contrôles effectués dans cette phase concernent essentiellement : – les contrôles de cohérence interne qui consistent à comparer les réponses de deux (2) ou plusieurs questions et vérifier si ces réponses ne se contredisent pas ; – les contrôles de validité des valeurs saisies afin de s’assurer que celles-ci appartiennent à l’ensemble des valeurs prévues ; – les contrôles d’ordre structurel qui permettent d’identifier les informations manquantes et celles répétées ; – les contrôles de saut, pour vérifier que les champs(emplacements) de la base de données qui ne devraient pas être renseignés en raison des renvois effectués entre certaines questions sont effectivement vides. C’est à l’issue de ces différents contrôles que l’opération de tabulation sera réalisée. Elle consiste à sortir, à l’aide de programmes conçus avec le logiciel SPSS, les tris à plat (fréquences) et les tris croisés sur l’ensemble des questions de la base de données. Il est nécessaire, à cette étape, de vérifier à chaque fois la cohérence entre les résultats produits sur les différentes questions. 3.6.4 Analyse des données et élaboration du rapport L’équipe d’évaluation procédera à l’analyse de l’ensemble des données de la revue des documents, des interviews et du questionnaire pour l’élaboration du rapport. Il s’agira ici de procéder, dans une perspective quantitative et qualitative à l’analyse des données générales et techniques issues des interventions ou activités du DGL FELO. Il s’agira alors de faire des analyses descriptives utilisant des statistiques (fréquence, moyenne, variance) combinées à des analyses qualitatives menées de façon rigoureuse et systématique. Une durée de 10 jours sera consacrée à l’élaboration du rapport provisoire qui sera transmis à l’USAID. Le rapport final sera élaboré sur une durée de 5 jours après réception des observations de l’USAID. Le plan indicatif du rapport d’évaluation d’une quarantaine de pages sera constitué des différentes parties suivantes : 1. Reconnaissance ; 2. Liste des acronymes ; 3. Sommaire exécutif ; 4. Table des matières ; 5. Introduction ; UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 3. Approche et plan de travail 13 6. Contexte ; 7. But et méthodologie de l’évaluation ; 8. Constats ; 9. Analyses ; 10. Conclusions ; 11. Recommandations ; 12. Leçons apprises ; 13. Bibliographie ; 14. Annexes (termes de référence/étendue du travail; liste des organisations contactées; discussion de la méthodologie et des outils de, etc.). Deux versions en anglais et français en format électronique (Microsoft Word) et format papier (en cinq copies) seront préparées et soumises à l’USAID Sénégal. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 4. Composition du personnel et tâches de chaque membre 14 4. COMPOSITION DU PERSONNEL ET TÂCHES DE CHAQUE MEMBRE Tableau 4 : Personnel Nom Poste Taches Pape Amadou Kane Chef d’équipe Le chef d’équipe est responsable de la gestion et de la coordination, rédigeant les engagements, la planification des travaux de terrain et les briefings. Travaille en concertation avec la responsable de la DEES/ADEL (Division des Études et Évaluations Socio-économiques et d’Appui au Développement Local) de senagrosol, il coordonne les prestations des autres membres de l’équipe ; Il est le responsable de l’analyse des données et de la définition des leçons apprises et des recommandations. Ibrahima Mbaye Expert en Finance locale Revue bibliographique Participer à l’élaboration des outils de collecte Prendre part à la formation des enquêteurs Prendre en charge le volet finance locale, Réaliser les interviews, focus –group, etc. ; Traiter et Analyser les données Élaborer les rapports provisoire et final Yandé Toué Expert en Décentralisation et Gouvernance. Revue bibliographique Participer à l’élaboration des outils de collecte Prendre part à la formation des enquêteurs Prendre en charge le volet décentralisation et gouvernance locale Réaliser les interviews, focus –group, etc. ; Traiter et Analyser les données Élaborer les rapports provisoire et final Korka Diallo Expert statisticien Appui à l’élaboration des outils de collecte et à la formation des enquêteurs Appui à la collecte et au traitement des données Élaboration du masque de saisie, supervision de la saisie, apurement de la base. Traitement des données et sortie des tableaux statistiques selon les requêtes des experts Mme Aissatou Sakho Diop, Économiste et Diplômée en Ingeeniering de a Formation Contrôle de qualité Chef de la Division DEES/ADEL (Division des Études et Évaluations Socio-économiques et d’Appui au Développement Local) de senagrosol, familière avec les missions réalisées pour l’USAID dans différents domaines, ainsi qu’avec les questions de Développement Local, Mme A Diop assurera le pilotage administratif global et la coordination générale de la mission et assurera ainsi que le contrôle de qualité des prestations. UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO Plan de travail / Septembre 2008 5. Calendrier de la mission 15 5. CALENDRIER DE LA MISSION USAID SÉNÉGAL ÉVALUATION DE L’IMPACT DU PROGRAMME DE DGL FELO ________________________________________ CALENDRIER DES ACTIVITÉS TÂCHES 22/8 23/8 24/8 25/8 26/8 27/8 28/8 29/8 30/8 31/8 1/9 2/9 3/9 4/9 5/9 5/9 6/9 7/9 8/9 9/9 10/9 11/9 12/9 13/9 14/9 15/9 16/9 17/9 18/9 19/9 20/9 21/9 22/9 23/9 24/9 25/9 26/9 27/9 28/9 29/9 30/9 1/10 2/10 3/10 4/10 5/10 6/10 7/10 8/10 9/10 10/10 11/10 12/10 13/10 14/10 15/10 16/10 17/10 18/10 19/10 Réunion avec l’USAID sur les outils définies et l’approche pour la collecte des données Réunions de travail avec les membres de DGL FELO dispon bles Revue documentaire Soumission note méthodologique révisée comprenant les outils de collecte finalisés Formation des enquêteurs Visite de terrain, collecte des données Saisie, nettoyage et traitement des données Analyse des données et élaboration du rapport provisoire Observations de l’USAID/Sénégal Révision du rapport provisoire et soumission du rapport final Légende Note mé hodologique Observa ions USAID Bureau Terrain Rapport provisoire Rapport final Semaine 5 Semaine 6 Semaine 7 Semaine 8 semaine 9 Août Septembre Octobre Semaine 1 Semaine 2 Semaine 3 Semaine 4 Plan de travail / Septembre 2008 Caledrier 1/1 SENAGROSOL-CONSULT UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 44 - APPENDIX 3 : INSTITUTIONS AND PEOPLE MET NDINDY, le 24-09-08 Prénoms et nom Fonction Village Contact Boubacar Sidibé S.P Ndindy 77 247 81 40 Ousmane Sylla Niang Directeur école Ndindy 77 605 10 10 Maty fall Souaré GPF Ndindy Ndindy Faty Balsa Diop GPF Ndindy Ndindy Aram Niang G.P.F Ndindy Mandiou Kanté Ngom Animateut JEF Ndindy 76 598 71 90 Meïssa Niang Président ASC Dienge 77 318 69 70 Abdoulaye Fall Président ASC Ndindy 76 489 05 68 Mor Dathie Faye Présidente Comité de santé Ndindy 76 480 33 05 Lamine Thiam Infirmier chef de poste Ndindy 76 883 56 23 Fatou Faye Président GPF Talakh Diégui Ka GPF Talakh Dior Fall GPF Tannerie Ndindy 76 857 68 75 Elhadji Niang ASC AJDN Ndindy 77 439 29 30/ 76 866 99 84 Babacar Ndaw ASCOM Ndindy 76 580 51 65 Moustapha gueye GIE MAXKO Ndindy 76 596 08 42 Kéne Niang Conseiller/ GTT Loumène 77 538 34 68/ 76 480 10 02 Matar Fall Coordonnateur GTT Ndindy 77 447 34 90 Abdou Sall Président association des jeunes Ibrahima Ndiaye Secrétaire EPEG Ndindy 77 360 32 13 Mor Niang Foyer des jeunes Ndindy 77 455 01 53 Saliou Sall CV Keur Moussa Sall Modou Niang Gestionnaire délégué ASUFOR Ndindy 77 548 02 62 Ndiaga Sylla Chef de Village Ndindy Dame Ndiaye Section villageoise Coky Coky Gouye 77 4 82 03 08 Mor Gueye Association développement Ndindy 76 461 12 00 Mamadou.Y. Touré Consultant 77 555 23 99 Ibrahima Mbaye Consultant 77 633 52 86 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 45 - BOKKI DIAWE le 23-09-08 Prénoms et nom Fonction Ancienneté Contact Mamadou Diop PCR 05 ans 33 966 56 33 / 77 636 58 27 Abdou Aziz Diagne ASCOM 05 ans 77 542 56 44 Abdoulaye Diallo OCB 05 ans 77 554 96 31 Mahamadou Gorbal Sy OCB 05 ans 77 513 41 63 Kisma Tirera Conseiller 05 ans 77 563 94 29 Harouna Niang Conseiller 05 ans Pape Kane Professeur ENEA Mamadou Touré Consultant Ibrahima Mbaye Consultant Abou Ayouba Talla Conseiller + 10 ans 77 374 19 78 NGOUNDIANE, le septembre 2008 Prénoms et nom Fonction Ancienneté Contact Mbaye Gnigne ASCOM 02 ans 77 541 03 88 ModouDione OCB 10 ans 76 697 25 37 Abdoulaye Ngom PCR 24 ans 77 605 80 09 Salim Thiam Vice PCR 77 710 83 83 Aliou Dione Conseiller Rural Fallou Gning OCB 06 ans 77 168 36 79 Aliou Tine Conseiller 06 ans 77 429 42 14 Ndiakhaté Gueye Conseillère 06 ans 77 665 07 92 Ibrahima Mbaye Consultant Mamadou.Y. Touré Consultant 77 555 23 99 GAMADJI SARE Prénoms et nom Fonction Ancienneté Contact Moussa Sow PCR 2002 77 511 21 21 Bayal Kalidou CR 2002 77 720 97 47 Hamidou Diagne CR 2002 77 555 99 03 Abdoul Ngaido CR 2002 77 553 82 90 Moussa Samba Ba ASCOM 2004 77 650 94 99 NDIOUM, le 22-09-08 Prénoms et nom Fonction Ancienneté Contact Hassane. B. SY Depuis 1997 77 505 01 74 Harouna Thiam 2ème Adjoint au Maire Depuis 2002 77 441 40 55 Hamadou .M. Sy Conseiller Municipal Depuis 2002 77 655 49 97/ 33 965 22 69 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 46 - PATA, le 17-09-09 Prénoms et nom Fonction Ancienneté Contcat Issa Diané PCR 2002 77 436 28 29 Alpha. I. Barry ASCOM 2003 77 424 84 00 Coumba Diallo Chargé E.C 2007 77 145 80 61 Aliou Baldé CV Aliou. B. Baldé Conseiller/ Président C. Environnement 2002 77 609 61 87 Banou Sylla Surveillant Forêt 2002 77 609 61 87 Pape Kane Consultant Samba Diallo Conseiller 2002 Samba Baldé Conseiller 2002 Ousmane Baldé Directeur école/ GTT 2002 77 313 41 87 Mamadou Baldé Conseiller 77 540 71 56 COMMUNE DE KOLDA, le 17-09-08 Prénoms et nom Fonction Contact Ibrahima Ndiaye Adjoint Préfet Kolda 77 640 21 25/ 33 996 11 25 Amadou Mabllou Conseiller Municipal 77 517 89 23 Ifra Seck Chet de Bureau Etat-civil 77 517 89 23 Alsamany Ba Etat-civil 77 563 04 77 Ramatoulaye Konté Conseillère Municipale Présidente des Femmes Elues 77 436 84 72 Mbaye Diop Agent Voyer 77 565 17 12 Amadou Diallo Président 77 650 96 41 Abdou Aziz Badian Adjoint Maire 77 554 93 15 DIALOCOTO Prénoms et nom Fonction Ancienneté Contact Pape Kane Consultant 77 642 82 94 Mamadou Touré Consultant 77 55 23 99 Ibrahima Mbaye Consulatant 77 633 52 56 Louncarou Diambang CV 25 ans 76 395 99 55 Lamine Konté Président Comité Environnement 07 ans 33 982 36 04 Faty Sagna Peseur GPC Souleymane Baté Conseiller 2ème mandat 76 28 47 87 Ansou Dansokho C Elu 8ème mandat 76 486 48 08 Thierno Dior 2ème Vice président 1er mandat 76 470 63 27 Tamba Dansokho PCR 76 192 32 00 Bocar Tacoum 1er Vice PCR 76 859 86 17 Isso Ndiaye ASCOM 06 ans 76 346 67 43 Mamadou Badio C Elu 76 395 97 10 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 47 - NETEBOULOU Prénoms et nom Fonction Ancienneté Contact Diané Signaté PCR 1984 76 753 28 51 Mahamadou Keita 1er Vice président 2000 76 290 35 62 Daouda Dembele Conseiller 2005 76 399 14 65 Yaya Signaté ASCOM 2003 76 286 84 48 Ibrahima Dembele Conseiller 2005 Saloum Cissé Conseiller 1984 Dingnima Diane GPF Sasan Diane GPF 76 286 84 48/ 33 982 01 52 Binta Dembele GPF 76 126 21 31 Fousseyni Dembele PCLJ 2008 76 280 17 11 Mamady Signaté Vice président 2006 76 280 43 78 KOUNKANE (DIAOBE) Prénoms et nom Fonction Contact Boubacar Diallo Adjoint Sous-préfet 33 997 55 02 Ibrahima Gueye Diao Pdt UCCV/ Coord GTT 77 449 94 50 Kemo Sagna Coord CCRS 77 187 03 22 Fodi Baldé Conceiler 77 613 87 04 Cherif DIAO Prdt Comité marché Malal Diallo Commercant Aliou DIAO Membre comité marché KOUSSANAR, le 15-09-08 Prénoms et nom Fonction Ancienneté Contact Samba Diop Assistant Comm. 2003 77 511 50 39 Kesa Koumouté Conseiller Rural 2002 77 577 14 98 Seynabou Ndao Conseiller Rurala 1997 77 574 77 54 Khady Ndiaye Conseillère Agricole et Rurale 2001 77 654 05 68 Dialima Camara Conseillère Rurale 2002 77 656 42 18 Magaye Diop CADL 2006 77 654 26 12 Seydou Ndiaye Conseiller 2000 77 546 16 18 Ngoye Camara Conceiller 2000 77 511 87 49 Papa Ndiaye AS/P 2005 77 573 40 80/ 33 982 11 06 Mamadou .Y. Touré Expert 77 555 23 99 Ibrahima Mbaye Expert 77 633 52 86 Pape kane Expert 77 642 82 94 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 48 - LEONA, le 20-09-08 Prénoms et nom Fonction Ancienneté Contact Mamadou Ba PCR 2002 77 643 97 13 Idy Sow Conseiller 2002 76 669 44 11 Ouseynou Ka Conseiller 2002 76 494 16 09 Dame Ndiaye 1er Vice Président 2002 76 498 72 88 Elhadj Modou Diop Conseiller 2002 77 781 83 14 Samba Diaw Président CLCOP 2002 76 485 48 15 THILOGNE Prénoms et nom Fonction Contact Mamadou .Y. Touré Consultant 77 555 23 99 Pape kane Consultant 77 642 82 94 Ibrahima Mbaye 77 639 52 86 Sanou Bocoum Conseiller 77 636 97 69 Gamar Bassoum 1er Adjoint 77 568 84 73 Mamadou Ly Secrétaire Municipal 77 659 47 41 Ignon Lam 2ème Adjoint 77 548 86 92 NGOHE, le 19-09-08 Prénoms et nom Fonction Ancienneté Contact Agnès Ngoné Commerçante 2006 77 728 78 07 Astou Ndiaye Matrone 1960 77 373 96 71 Rokhya Dang Couturière 1985 77 518 42 15 Hady Animatrice 2006 77 358 87 20 Dab Diagne Commerçante 2006 77 313 64 63 Sokhna Contay Commerçante 2005 76 584 61 43 Penda Sène Cultivateur 1960 76 584 61 43 Amy Sarr Commerçante 2007 76 853 04 95 Oumy Faye Commerçante 2006 77 517 75 62 Jules Fall Comptable 1978 76 831 61 99 Diène Ndiaye Cultivateur 1960 76 687 22 72 Benoît Sène Aide infirmier 1987 76 299 05 16 Malick Faye Cultivateur 1960 76 867 31 27 Daly Diouf Cultivateur 1980 77 763 37 97 Hélène Seck Menagère 2006 77 251 48 23 Mbaye Diouf Vice/PCR 2002 77 414 94 34 Maty Pouye Commerçante 2004 76 590 65 93 Alescandre Diop PCR 2002 77 566 41 83 Fatou Tiaw Commerçante 2004 77 763 37 97 Yandé Ndione Cultivateur 1960 UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 49 - LOUR ESCALE, le 18-09-08 Prénoms et nom Fonction Ancienneté Contact Macoumba Gueye ASCOM 2005 77 436 15 01 Oumar Ba PCR 2002 77 511 86 64 Cheikh Diop N°1 1er Vice PCR 2002 Cheikh Sarr 2ème Vice président 2002 Keba Sarr Conseiller 2002 77 410 71 35 Sadibou Ka Conseiller 2002 Amath Top Conseiller 2002 Cheikh Diop N°2 Conseiller 2002 Oumar Ndiaye Conseiller 2002 77 407 83 58 Moth Ndiaye Conseiller 2002 Yacine Sarr Conseillère 2002 Abdoulaye Ndiaye ASUFOR 1999 77 235 96 31 Ibrahima Ba ASC 77 613 07 56 Mamadou Ka Président C.O.Santé 2006 77 571 22 46 Fatou Pomane GPF Mazame Gueye GPF Moussa Ka ASC 77 401 94 09 Fallou Cissé ICP 1982 77 447 70 38 Kaba Ba Notable UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 50 - MBEDIENE, le 20-09-08 Prénoms et nom Fonction Ancienneté Contact Talla Diop PCR 1er mandat 76 695 65 56 El.Moustapha Dieng Conseiller Rural 76 584 71 60 Bara Diop Conseiller Rural 2002 76 669 80 20 Modou Faye Conseiller Rural 2002 Dame Fall Conseiller Rural 76 381 35 92 Malick Diaw Conseiller Rural 2002 76 390 32 76 Ogo Sow Conseiller Rural 2002 76 577 77 88 Serigne Modou Sène Conseiller Rural 2002 76 475 01 43 Ousmane Ba Conseiller Rural 2002 76 672 24 48 Dame Cissé Conseiller Rural 2002 Sidina Bada Diop Conseiller Rural 76 489 48 64 Abdou Niane Représentant Chef de Village 2002 76 495 67 81 Amdy Ndiaye Chef de Village 76 390 68 01 Ndiaga Diop Représentant Chef de Village Modou Ngom Président CLCOP 76 672 66 51 Nogaye Gueye GPF Saliou Mbaye 1er Vice président 2002 76 597 01 30 Fallou Gueye Conseiller Rural 2002 76 336 72 39 Alassane Sène SECOM 76 662 55 57 Bara Cissé Conseiller Rural 2002 77 425 06 13 Oumar Bébé Conseiller Rural 77 653 26 44 Meïssa Gueye ASC Ndiakhaté 675 25 63 Pae Ndao ASC Ndawene 2002 76 284 31 54/ 77 605 86 95 Dame Gueye Conducteur Forager 76 594 25 39 Mbaye Fall Conducteur Forager 76 678 31 05 Massatta Serigne Cultivateur Abdoulaye Gueye 76 294 17 44 Mbène Gueye Gora Niang 76 495 69 41 Mbène Gueye UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 51 - APPENDIX 4 : COLLECTION TOOLS GUIDE D’ENTRETIENS SECTEUR PRIVE (OCB, OPÉRATEURS ÉCONOMIQUES) Date de l’entretien (JJ/MM/AA) IDENTIFICATION Noms et prénom des participants à la réunion (feuille de présence) Commune /Communauté rurale……………………………………………………………….. Nom OCB ……………………………………………………………………………………… Adresse ……………………….Téléphone ………….Fax……………….Email……………………. Nombre de membres :………………………………………………………………………... Nom du principal responsable :……………………………………………………………..… Sexe du premier responsable :……………………………………………………………………… Niveau d’instruction du premier responsable Type d’organisation ou d’institution………………………………………………………………. 1. Association 2. Groupe d’intérêt économique (GIE) 3. Groupe de promotion Féminin 4. structure financière décentralisée (SFD) 5. association sportive et culturelle (ASC) 6. Fédération villageoise 7. autres (à préciser) Principales activités de l’OCB…………………………………………….…………………………………….. Date de création …………………………………………………………..…/……/…/…/…/…../…/ Date de reconnaissance juridique ……………………………………/…./…../…../…../…../…../ Difficultés rencontrées pour la reconnaissance juridiques…………………………………………. Organization de l’OCB Resources humaines 1. Nombre……………………………………… 2. Sexe, 3. Niveau d’étude, 4. spécialité/fonction Structuration 1. Bureau 2. Comité 3. Collaboration avec le conseil rural ou municipal 4. Autres Fonctionnement 1. Mode de prise de décision………………………………………….………… 2. Processus de diffusion des informations 3. Renouvellement des instances 4. Tenue régulière des réunions 5. Etablissement des comptes rendus des réunions 6. Application des règles et des procédures administratives et financières pour une bonne transparence 7. Gestion des conflits Resources financières 1. Ressources propres (montant annuel, sources)……………………… 2. Subvention (montant annuel, sources)……………………… UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 52 - 3. Autres origines Les expériences 1. Gestion des activités…….……………………………… 2. Prise en charge des ressources humaines………………………………………………………. 3. Autres…………………………………………………………………………………………… Activités de l’OCB dans le cadre du programme de DGL FELO Processus d’implication de l’OCB ? 1. Appui extérieur (préciser) 2. Initiative personnelle 3. autre 26 Activités ayant impliqué l’OCB ? 1. Atelier de planification stratégique (définition des priorités, préparation de budget…) 2. Renforcement des capacités ( formation, Appui à la gestion financière ou organisationnelle) 3. Autre 27 Principales questions abordées dans ces activités ? 1. gestion financière 2..gestion des ressources naturelles 3. gestion de la santé 4. appui organisationnel 5. mobilisation des ressources 6. autre 29 Améliorations apportées par les activités à l’OCB? 1. application correcte des opérations de comptabilité 2. participation à la mobilisation de ressources 3. application des mécanismes juridiques de fonctionnement 4. autre Difficultés 30 Difficultés rencontrées depuis 2004? Nature des difficultés Actions mises en oeuvre Besoins et perspectives 31 Besoins spécifiques à exprimer ? - Si oui, dans quel domaine précis ?................................ 32 Perspectives ?……………………………………… UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 53 - GUIDE D’ENTRETIEN TECHNICIEN (PERCEPTION, EAUX FORÊTS, ICP…) IDENTIFICATION 1. Prénom :……………………………………………………………………………………. 2. Nom……………………………………………………………………………………..….. 3. Sexe………………………………………………………………………………………… 4. Niveau d’étude………………………………………………………………………… 5. Fonction occupée………………………………………………………………….………. 6. Depuis combien de temps 7. Adresse :…………………………………………………………………………………. Appréciation du programme DGL FELO Appréciations des rôles et responsabilités assumés par votre structure ? Perceptions des méthodes d’approches de DGL FELO ? Analyses des secteurs appuyés par DGL FELO ? Sentiments sur la mise en place des groupes de travail technique (GTT) ? Acquis et contraintes du programme DGL FELO Appréciations des acquis du programme ? Contraintes du programme ? Améliorations apportées par le programme Améliorations apportées par le programme dans le secteur Améliorations apportées dans vos relations avec les collectivités locales ? Appréciations des effets induis par le programme sur le secteur? Perceptions sur les fonctionnement et pratique du secteur Suggestions UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 54 - GUIDE D’ENTRETIEN ÉLUS LOCAUX I. IDENTIFICATION Faire circuler une feuille de présence (prénom et nom, fonction, ancienneté dans la fonction, contact téléphonique, etc.) Adresse :…………………………………………………………………………………. II. APPRÉCIATIONS DU PROGRAMME DGL FELO 1. En quelle année (et mois) le programme est t-il intervenu dans votre localité ? 2. Qu’est ce qui vous amené à participer au programme de DGL FELO ? 3. Quels types d’activités ont mobilisé votre localité ? 4. Quels rôles et responsabilités avez-vous assumés dans ces activités ? 5. Quelles perceptions avez-vous de la démarche initiée pour ces activités ? 6. Quelles appréciations faites-vous des groupes de travail technique (GTT) et des méthodes avancées de participation (MAP) ? 7. Quelle appréciation portez vous sur les OCB avec lesquelles il y’a eu collaboration III. APPRÉCIATION DES EFFETS DU PROGRAMME 1. le programme a-t-il répondu à vos attentes ? - Si oui, qu’est ce que vous appréciez le plus dans les différents aspects touchés ? - Si Non, qu’est ce qui vous apparaît le moins pertinent parmi les différents aspects touchés 2. parmi les OCB avec lesquels vous avez collaboré sous DGL felo, quelles sont celles qui sont toujours actives avec ou sans assistance IV. IMPACT DU PROGRAMME SUR LE CONSEIL Gestion actuelle de l’état civil Disponibilité, connaissance et application des textes de loi liés à la décentralisation Modalités d’élaboration, de planification et suivi budgétaires Ressources disponibles depuis 2004 et provenance de ces ressources. Les activités de DGL Felo ont-elles permis l’accroissement des ressources Archivage, Diffusion et information des citoyens sur vos activités, les budgets, etc. Comment classez-vous vos courriers Quels sont les investissements réalisés depuis 2004 Qu’est ce qui explique cette évolution Comment sont vos relations avec les services techniques, le commandement territorial, les OCB Comment jugez-vous la participation des différentes parties prenantes aux activités de la CL Sur quoi basez-vous votre jugement UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 55 - GUIDE D’ENTRETIEN ADMINISTRATION LOCALE (SOUS PRÉFET) Identification (+ contact) 1. Connaissez-vous le programme DGL Felo 2. Quel bilan pouvez-vous en faire dans votre localité ? 3. Dans le cadre du programme DGL FELO quelle est la nature des relations entre : - les élus et vous - les élus et vos services 4. Le programme a-t-il permis d’améliorer le fonctionnement des conseils locaux dans les domaines suivants ? - communication - respect des délais légaux - échange avec les citoyens - situation de l’état civil - documentation et conservation - approbation des budgets - application des règles de bonne gouvernance - gestion des conflits - renouvellement des instances - élaboration des budgets - etc. 4. Quelles appréciations faites-vous des activités de planification stratégique et les méthodes avancées de participation (MAP)? 5. Quelles perceptions avez-vous des principaux secteurs appuyés par DGL FELO et la situation actuelle ? 6. Quelles appréciations faites-vous sur la pertinence du programme de formation des élus ? 7. Quels sont les acquis du programme DGL FELO ? 8. Quelles sont les contraintes du programme DGL FELO ? 9. Quelles suggestions faites-vous? UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 56 - QUESTIONNAIRE INDIVIDU ENQUETEUR ......................………………………………………………………………… SUPERVISEUR ................…………………………………………………………………… Date d'interview /___/___/___/ Date de Revue /___/___/___/ Date de saisie /___/___/___/ Début interview à /__/__/h/__/__/mn _____________________________________ I. SITUATION GEOGRAPHIQUE 1 Région /____//____/ 2 Département /____/___/ 3 Arrondissement /____/___/ 4 Communauté rurale / Commune /____/___/ 5 Nom et numéro du village / quartier /___/___/ 6 Cordonnées géographiques /____________________/ 7 Distance entre le village / quartier et le siège du Conseil rural / communal (Si siège mettre 0 km) /____/____/km 8 Numéro de la concession /____/____/ 9 Numéro du chef de ménage auquel appartient l’enquêté /____/___/___/ 10 Nom du chef de ménage auquel appartient l’enquêté………………………………. II. IDENTIFICATION DE L’ENQUETE 11 Nom de l’enquêté (e) …………………………….……… ……… 12 Sexe de l’enquêté (e) /____/ 1=masculin 2=féminin 13 Age de l’enquête (e) (nombre d’années) /____//____/ans 14 Numéro de téléphone de contact de l’enquêté s’il en a : /__/__/__/__/__/__/__/__/__/ 15 Lien avec le chef de ménage /___/ 1 = CM 2 = épouse 3 = Mère 4 = sœur 5 =fils/ fille 6= autre (à préciser) 16 Quelle est votre principale activité économique ? /___/ 1 = agriculture 2 = Elevage 3 = commerce 4 = salarié 5= Autre (à préciser) UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 57 - 17 Savez – vous lire et écrire en français ? /____/ 1 = Oui 2 = Non 18. Si oui quel est votre niveau d’étude en français ? /____/ 1 = primaire 2 = secondaire 1er cycle 3 = secondaire 2e cycle 4 = Enseignement supérieur 5 = Autodidacte 6 = Autre (à préciser) 19 Si non, êtes vous alphabétisé dans une autre langue ? /___/ 1 = Oui 2 = Non 20 Si oui, quel est votre niveau d’alphabétisation ? /___/ 1 = Lire les syllabes 2 = Lire seulement 3 = Lire et écrire III. APPRECIATIONS DES SERVICES OFFERTS PAR LE PROGRAMME DGL FELO 21 Avez- vous déjà entendu parler du projet DGL Felo /___/ 1= Oui 2= Non Si non, aller à Q27 22 Si, oui, quand l’avez-vous connu ? /___/ 1= A son démarrage dans le village/ quartier 2 = Pendant la mise en œuvre 3 = Juste avant la fin du programme 4 = Autre (à préciser) 23 Quelles sont les raisons qui ont guidé votre intérêt aux activités? /___/ /___/ 1= influences des pairs et/ou parents 2= intérêt que les activités présentent pour la communauté 3= messages publicitaires du projet 4= autre (à préciser) 24 De quelles activités spécifiques votre communauté a bénéficié ? /___/ /___/ 1= enlèvement des ordures 2= promotion des marchés 3=. prestations médicales/pharmaceutiques 4=. gestion des ressources naturelles 5= formation (préciser le domaine) 6= médiation communautaire 7=autre (à préciser) 25 Quelle a été la durée de l’activité? ACTIVITE DUREE 1 = toute la durée du programme ; 2 = de manière ponctuelle ; 3 = autre (à préciser) 1= enlèvement des ordures /___/ 2= promotion des marchés /___/ 3=. prestations médicales/pharmaceutiques /___/ 4=. gestion des resources naturelles /___/ 5= formation (préciser le domaine) /___/ 6= médiation communautaire /___/ 7=autre (à préciser) /___/ UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 58 - 26 Selon vous quelles ont été les forces et faiblesses du programme ? Points forts /___/ / ___/ Points faibles /___/ /___/ 1 = approche méthodologique 2 = ressources utilisées 3 = pertinence 4 = création d’emplois 5=autres (à préciser) 1 = courte d’urée d’intervention 2 = moyens limités 3 = formations insuffisantes 4 = manque de suivi 5=aucun 6=autre à préciser 27 Pensez vous que le fonctionnement et les pratiques de votre conseil local se sont améliorés depuis 2004 /______/ 1 = oui 2 = Non 28 Si oui, à quoi attribuez vous cette amélioration /___/ 1 = intervention de DGL felo 2 = meilleure formation des élus 3 = autre (à préciser) 29 Quels sont les services fournis par le conseil local et qui se sont améliorés ? (Ne pas lire la liste). Encercler 1 pour chaque service cité. Pour les services non cités demander si l’enquêté considère qu’ils ont aussi été améliorés. Si oui, encercler le 2, sinon encercler le 3 30 Pour chaque service avec 1 ou 2 encerclé, demander à l’enquêté si le projet l’a appuyé 31 Si oui, est-ce que vous êtes satisfait de la performance de votre conseil 32 Depuis 2004 comment cette satisfaction a évolué ? 33 Si vous n’êtes pas satisfait, pourquoi (voir codes au bas du tableau) 1= oui 2= non 3 = ne sait pas 1 = Très satisfait 2 = satisfait 3 = peu satisfait 4 = pas satisfait 0 = pas de réponse 1 = mieux 2 = même niveau 3 = pire 4 = ne sait pas 0 = pas de réponse 1 Gestion des terres domaniales de la communauté rurale (affectation, désaffectation, lotissement, etc.) 1 2 3 /__/__/ /__/__/ 2 Implication des populations dans l’élaboration du budget 1 2 3 /__/__/ /__/__/ 3 Organisation du recouvrement des taxes rurales 1 2 3 /__/__/ /__/__/ 4 Élaboration des projets locaux 1 2 3 /__/__/ /__/__/ 5 Recherche de financements pour les projets 1 2 3 /__/__/ /__/__/ 6 Gestion de l’état civil 1 2 3 /__/__/ /__/__/ 7 Informer sur le programme d’action du Conseil 1 2 3 /__/__/ /__/__/ UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 59 - 8 Informer sur les ressources et emploi du budget 1 2 3 /__/__/ /__/__/ 9 Permettre au citoyen de participer à la prise de décision 1 2 3 /__/__/ /__/__/ 10 Consulter les leaders d’opinion préalablement à la prise de décision 1 2 3 /__/__/ /__/__/ 11 Construction et équipement d’écoles 1 2 3 /__/__/ /__/__/ 12 Construction et équipement d’infrastructures de santé 1 2 3 /__/__/ /__/__/ 13 Construction et équipement des infrastructures sportives et culturelles 1 2 3 /__/__/ /__/__/ 14 Élaborer des plans d’aménagement du terroir 1 2 3 /__/__/ /__/__/ 15 Gérer l’environnement et les ressources naturelles (protection des forêts, reboisement, etc.) 1 2 3 /__/__/ /__/__/ 16 Gérer/entretenir les infrastructures locales 1 2 3 /__/__/ /__/__/ 17 Financer des forages et/ou l’approvisionnement en eau 1 2 3 /__/__/ /__/__/ 18 Financer des foyers de femmes ou de jeunes 1 2 3 /__/__/ /__/__/ 19 Résoudre les conflits entre les gens 1 2 3 /__/__/ /__/__/ 20 gestion des structures de santé 1 2 3 /__/__/ /__/__/ 21 Gestion des marchés 1 2 3 /__/__/ /__/__/ 22 Gestion des ordures 1 2 3 /__/__/ /__/__/ 23 Autres (à préciser) 1 2 3 /__/__/ /__/__/ 24 Autres (à préciser) 1 2 3 /__/__/ /__/__/ 25 Autres (à préciser) 1 2 3 /__/__/ /__/__/ UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 60 - Code de la colonne 33 01= le service ne correspond pas aux besoins 02= la motivation est plus liée à l’intérêt des membres du conseil qu’au notre 03= le travail est toujours mal réalisé 04= les moyens financiers ne sont pas suffisants 05= Ils favorisent leurs alliés politiques, leurs amis et leurs parents 06= leur capacité de gestion est faible 07= le coût des services de la collectivité et devenu trop élevé 08= souvent il leur faut du temps avant de répondre aux besoins 09= si tu ne donnes pas d’argent ils ne t’écoutent pas 10= ils ne sont pas compétents pour les responsabilités qu’ils ont 11= ils sont pénalisés sur le plan de l’information 12= ils n’ont pas de formation en gestion et en réglementation sur la décentralisation 13= ils ne peuvent pas ou ne veulent pas nous expliquer dans une façon claire ce qu’ils font 14= autre (à préciser) 00= pas de réponse IV. NIVEAU DE SATISFACTION ET EVALUATION DE LA QUALITE DES SERVICES OFFERTS ACTUELLEMENT PAR LES OCB, GIE ET AUTRES 34 Satisfaction sur les services reçus des OCB, GIE et autres? Services offerts Performance des OCB, GIE et autres, depuis 2004 1 = Mieux ; 2 = pire ; 3 = même chose ; 4 = ne sait pas 5= pas concerné ; 0 = pas de réponse 1 Élaborer des projets locaux 2 Chercher des financements pour les projets 3 Construire et équiper des écoles 4 Construire et équiper des infrastructures de santé 5 Construire et équiper des infrastructures sportives et culturelles 6 Appuyer les manifestations culturelles 7 Gérer/entretenir les infrastructures locales (prestation de services) 8 Financer des moulins à mil, décortiqueuses, batteuse, etc. 9 Financer des foyers de femmes ou de jeunes 10 Alphabétisation, encadrement des ménages et formation 11 Création d’emplois 12 Fourniture équitable et transparente des services 13 Autres (à préciser) 14 Autres (à préciser) 15 Autres (à préciser) 35 Est-ce que les opérateurs privés (GIE ou autres) opérant dans votre localité rendent mieux leurs services depuis qu’il n’y a plus les activités de DGFELO ? 1= oui 2= non /_____/ UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 61 - 36 Pour chacun des services suivants, indiquer si les services sont mieux rendus ? Services offerts par les opérateurs privés (des GIE ou autres) 37 Est-ce que ces services sont mieux rendus 38 Si oui, pourquoi ? 1=oui 2=non 3=ne sait pas 0=pas de réponse 1=plus de moyens 2=meilleur encadrement 3=meilleure formation 4= autre (à préciser) 1 Création d’emplois dans la collectivité 2 Fourniture des biens et services 3 Fournitures équitable et transparente des services 4 Autres (à préciser) 39 Depuis le départ de DGFELO, pensez-vous que le conseil local a pu bénéficier de plus de moyens de rendre les services dont il a la charge ? /____/ 1 = oui 2 = non 3 = ne sait pas 0 = pas de réponse 40 Si non, pourquoi ? /____/ /____/ /____/ 1= Il n’a pas su développer de plan ou de projets 2= Il n’a pas pu développer des partenariats avec les bailleurs 3= Il ne sait pas mobiliser les taxes auprès des populations 4= Autre (à préciser) V. DEGRE DE PARTICIPATION ET NIVEAU DE CONTRIBUTION DANS LA PRODUCTION DE BIENS ET SERVICES LOCAUX 41 Est-ce que personnellement vous payez vos taxes et impôts ? /___/ 1 = oui 2 = Non 42 Si oui, quel type de taxe payez vous ? /___/ /___/ /___/ 1 = taxe rurale 2 = taxe sur les ordures ménagères 3 = impôt foncier 4 = patente 5 = ne sait pas 6 = autre à préciser Si non passer à la question 43 43 Depuis quand avez-vous commencé à payer vos taxes ? /___/ 1 = avant l’intervention du projet 2 = Pendant l’intervention du projet 3 = Après le départ du Projet 44 Si 2 ou 3 à Q41 : Est-ce que le projet a eu une influence sur votre motivation à payer ? /___/ 1 = oui 2 = Non 45 Si non à Q40, pourquoi ne payez vous pas vos taxes et impôts ? /___/ 1= revenus insuffisants ; 2 = je ne vois pas d’intérêt à payer 3 = les ressources sont mal utilisées 4 = la gestion des ressources n’est pas transparente 5 = autre (à préciser) UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 62 - 46 Est-ce que vous participez mieux aux activités de production des services de la collectivité ? /_____/ 1 = oui 2 = non 3 = ne sait pas 0 = pas de réponse 47 Si oui, quels sont le niveau et la nature de la participation ? Type de participation Niveau de participation 1= plus qu’avant : 2 = même chose qu’avant 3 = moins qu’avant ; 4 = jamais participé 5 = ne sait pas ; 0 = pas de réponse En nature En espèces En main d’œuvre Appui conseil Autre (à préciser) 48 Si vous participez plus qu’avant, quels sont les trois principaux domaines concernés ? /___/___/ /___/___/ /___/___/ 01 = je suis membre de commission de la collectivité 02 = j’aide à faire des digues et des canaux de drainage 03 = j’aide à faire l’aménagement des terrains sportifs 04 = j’aide à organiser des expositions et manifestations culturelles 05 = je consulte avec les commissions dans la planification de leurs actions et projets 06 = j’écoute les problèmes entre les gens et donne mon avis dessus 07 = j’aide à la construction des infrastructures de la collectivité 08 = payer de l’équipement pour diverses actions 09 = payer des maçons pour les constructions 10 = appuyer les activités de reboisement et d’entretien des plants 11 = participer aux frais de transport de la communauté 12 = payer les matériaux de construction 13 = payer des vivres de soudure 14 = je suis membre d’un comité de lutte contre les feux de brousse / autres comités de gestion 15 = je participe aux activités de développement de ma localité 16 = autre (à préciser) 49 Que peut faire un simple citoyen pour améliorer les pratiques du Conseil rural ? /___/ 1 = payer la taxe 2 = contrôler l’action du Conseil 3 = participer aux actions du conseil 4 = participer à la définition des priorités 5 = autre (préciser) 50 Avez-vous jamais interpellé votre conseil local sur un problème important ? /___/ 1 = oui 2 = non 51 Si oui, quand avez-vous pour la dernière fois interpellée votre conseil local ? /___/ 1 = avant le programme 2 = pendant le programme 3 = après le programme 52 Si la réponse est 2 ou 3, cette attitude est elle liée à l’intervention du programme ? 1 = oui 2 = non /___/ 53 Lorsque vous aviez interpellé pour la dernière fois votre /___/ conseil local, étiez vous? 1 = seul 2 = en groupe 54 C’était à quel sujet ? /___/ 1 = litige foncier 2 = divagation des animaux 3 = conflit entre habitants UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID) DGL FELO PROGRAM IMPACT ASSESSMENT Final Report / November 2008 Appendixes - 63 - 4 = vol de bétail 5 = incendie volontaire 6 = information sur le programme d’action 7 = information sur le budget 8 = gestion ordures 9= sécurité 10=autre (à préciser) 55 Pensez vous pouvoir amener votre conseil local à écouter vos doléances sur un sujet important pour la collectivité ? 1= oui 2 = bien sûr 3 = non /___/ Heure de fin de l’interview :……h……mn