STRATEGIC OBJECTIVE (SO) COMPLETION REPORT A. BASIC ADMINISTRATIVE DATA 1. SO Title and number: More Effective, Democratic and Accountable Local Management of Services and Resources in Targeted Areas 685·002 (S02) 2. SO Approval Date: 3. Country assisted: B. FINANCIAL DATA I. Total SO Funding: 2. Fund Account: September 1998 - August 2008 Senegal $50,537,752 DV 3. 4. Actual or estimated host country contribution $2,740,000 Other partner contributions (if applicable): C. PRINCIPAL IMPLEMENTING PARTNERS (including USAID-funded and tbose funded from other sources) NAME & ACTIVITY TYPE OF TIMEFRAME TOTAL COST INSTRUMENT ARD Inc.(Associates in Rural Contract Feb 2000 - Dec 2004 $12,996,964 Development) 685-C-00-00-00037-00 IRG (Agriculture and Natural Resource Contract Jan 2003 - Jul 2008 $ 11 ,548,772 Management Program- Wula Nafaa) SECID (South-East Consortium for Cooperative Oct 2094 - Dec 200 I $20,583,428 IntI. Development) 685-0305-A-00- Agreement 42 11 ENDA (Election SUP~l'ort) Grant Dec 2005 - Aug2007 $149,596 CRS (Locust - Avian Flu) Cooperative Aug 2005 - Jun 2008 $2,125,500 Agreement Virginia Tech (Biopesticide) Cooperative Jul 2005 - Dec 2007 $364,055.71 Agreement F AO (Locust) 685-0-00-05-00089 Grant Apri l 2005 - Feb 2006 $300,000 Bui lding capacity of local government Cooperative April 2003 - April 2006 $1,070,000 and civil society leaders (Enda 3 D) Agreement 685 -A -00-06-00083 -00 ENDA·GRAF (Environnement el Grant Dec 2099 - Nov 2002 $408,720 Development du Tiers Monde·Groupe Recherche-Action-Formation) 685 -0-00-99-003 59-00 National Democratic Institute (NDI) Cooperative June 2003 - July 2006 $990,7 16 685-A-00-03-00094 Agreement TOTAL S50,537,752 D. Summary of o\'erall impact at SO level and IR level in relation to what was originally planned In response to a request from Senegalese stakeholders for support in implementing the ambitious 1996 Government of Senegal (GOS) reforms transferring significant administrative powers to local collectivities, S02 was developed to improve the performance of elected officials and other local actors for more effective, democratic and accountable management of services and resources. Its aim was to contribute to the emergence of viable local goverrunent, in conjunction with more dynamic institutions and more effective citizen participation to manage and oversee local affairs. Three levels of local government were targeted: rural communities, districts and regions, collectively referred to as local collectives. During the life of S02, USA1D/Senegai provided technical assistance to build the capacity of local governments in order to provide quality services to their constituents and manage resources in a more participatory manner. As a. result, local governments increased their revenue collection and have been able to finance worthwhile activities such as improving trash collection, increasing water supply, and improving health services with these additional revenues. A study was undertaken one year before the end of S02 to determine whether customer sat.isfaction with the quality and management of local services declined or increased ove r time. The results found that 54 percent of citizens were satisfied with their local governments, as opposed to 38 percent in areas where USAID/Senegal assistance had not been provided. Via on-going activities with ENDA, NDI and fRO, USAID helped the GOS and local governments and communities develop the 1001s and policies needed to improve revenue collection and budget management, provide potable water, collect and dispose of solid waste, and profitably and soundly manage forests and arable lands. Furthermore, USAID/Senegal helped build advocacy and management skill.s of locally elected women, capabilities necessary to make these women more effective representatives of their constituents' interests. E. Significant changes in the Results Framework during the life of tbe SO There were no significant changes to the Results Framework during the life of the SO. F. Summary of activities used to ::lchieve the SO and their major output USAID/Senegal provided technical assistance and training to locally elected officials, local government unit officers and community-based organizations (CBOs), which built the capacity of local government and civil society leaders. USAID/Senegal designed, developed and delivered a spectrum of capacity building training courses to facilitate the transition to dccentraJi7..ation. Skills courses included basic understanding of the roles and responsibilities of locall y elected officials, managing natural resources locally, health, and leadership. The bulk of capacity building activities focused on enabling collectives and stakeholders to actively participate in the design and implementation of local development plans, prepare budgets, and ~stab li h solid accounting and propert:y management systems. The capacity building activities also enabled stakeholders to work more effectively with state fiscaJ services. Such activities had significant impact in enhancing local institutional capacity, increasing local government revenues, increasing popular participation in local affairs management and oversight, and ensuring a more effective implementation of decentralization policy. G. Prospects for long term sustainabWty of impact and principal threats to sustainability Under 502, USAfD/Senegal demonstrated that support to local govenunents can achieve meaningful results for improving capacity to manage services, collect revenues and plan for investment and development. Local government partners were able to address their constituents' concerns and demonstrate that progress toward improved locaJ governance and service del.ivery is possible even with limited national-level support. Having received training on their rights and responsibilities, local citizens have become actively and effectively involved in local governance, thus finally able to satiate their hunger for change and progress to a measurable degree. These citizens now invest time and resources to participate in local government and hold local officials accountable for delivering services. In spite of these improvements, however, the environment for further decentralization and faces limited GOS ability and willingness to enact the policy and institutional refonns or commit resources. Since the wide-ranging decentralization law was passed, the centraJ government has made less than hoped for progress towards implementing refonns needed to enable local govenunents to effectively manage decentralized responsibilities. G. Lessons learned for application to other SOs, including follow-on 80s in the same country or sector and similar SOs in other countries or sectors - Governance relations can be transformed Ihrough information and inleraclion Recognizing that information constitutes a source of power, the program operated on the principle of providing equal access to information and thereby leveled the playing field and the power relationships amongst actors. Productive relationships were produced where they did not exist before. - One oflhe most effective ways to advance decentralization reforms is to demonstrate concrete results in improved local governance within the exislingframework Partner collectives have demonstrated! that, under the current legal framework, improved local governance to manage public services and local resources is possible. Achievements through S02 in institutional capacity building, access to financial resources, popular participation, public services, problem solving and applying existing laws and regulations are all demonstrative of improved local governance. - Empowering local actors and building productive relationships and strategies that deliver technical assistance and training can create real and lasting improvements in local governance By building the skills and knowledge of local leaders and by producing work plans and local initiatives that are sound, realistic and enjoy wide popular support, the program was able to plant the seed oftransfonnative changes in the realm of local governance in target areas. H. A summa ry of performance indicators used and an assessment of their relative usefulness for performance management and reporting 3 1. Proportion of Citizens in Local Oovernment Units (LGUs). i.e. Rural Communities & Communes, in SO intervention zones who report satisfaction with the management of public services & resources. 2. Proportion of Citizens in LGUs in SO intervention zones who report satisfaction with the quaJity of the services delivered by the LOU. 3. Proportion of LGUs in SO intervention zones that follow prescribed budgeting processes. 4. Proportion of Community-Based Organizations (CBOs) working in SO intervention zones that improve their financial management. 5. Proportion of Local Governments (LOs) III SO intervention zones that increased local revenue generation. These indicators were effective in m(~asuring the satisfaction level of beneficiaries and the ability of local governments to correctly follow budgeting processes, increase their revenues and execute planned priority activities with either their own resources or incentive funds granted by USAlDlSencgal. I. List of evaluations and special studies conducted during the life of the SO, including Annual Reports Sec Annex 1 J. List of instrument close out reports prepared for contracts, grants, and cooperative agreements • DOL Felo Program Impact Assessment, November 2008 • Wula Nafaa Agriculture-Natural Resource Management Program Final Report, May 2008 • United Nations Food and Agriculture Organization (FAO) Agri culture Revival Program, "Assistance agricole d 'urgence aux populations vul1Jerables victimes des invasions de criquets pelerins au nord du Senegaf', Final Report 2008 • Catholic Relief Services "Emergency Locust and Avian Flu Response Assistance Program (ELCARP), Senegal and Mauritania," Final Evaluation, June 2008 • Catholic Relief Services "Emergency Assistance Program for the Control of the Locust Peril and Avian lnjlenza" Close-Out Memo, May 2008 • Virginia Tech "Support for Operational Use of Environmentally Friendly Biopesticides againstfhe Desert Locust," Close-out Report. December 2007 • Strengthening Local Self-Governance in Senegal : DOL Felo Program Results and Lesson Learned, Final Report, December 2004 • «Rapport d 'lmpaclS : Programme d'occompagnement technique d'ENDA-GRAFIUSAID aux collectivites locales el au CDL » 2000 - 2002 • South-East Consortium for Int·cmational Development Final Report, December 2001 " K. Names and contact point of individuals who were directly involved in various phases of the SO (planning. achieving. and assessing and learning), and who would be good sources of additional information Douglas Sheldon Scott Dobberstein Peter Trenchard Abdrahmane Diallo Abdoul Wahab Ba sgellar@indiana.cdu sdobberstein@usaid.gov ptrenchard@usaid.gov adiallo@usaid.gov aba@usaid.gov Annex I List of Guides. Manuals. and Communications Products I. Local collective operation a nd management (7) · In/rO(/UClion a la decentralisation all Senegal • Guide pratique sur "organisation, Ie fOnClio1l11ement et la gestion des collectivites locales ,Guide pratique de developpement ecoflomique des colleC:livites locales • Guide pratique de la commission technique: Affaires domal/iales du conseil rural et municipal • Guide pratique pour fa gestion de ~ documents adminis/ratijs et du courrier · Livre' sur les droils el obligations des ciLOyens · GUidefoncier II, Increasing the capacities of local actors (5) · Module de forma/ioll: Leadership et communication dOlls la decentralisation etla gouvernance locale · Guide du participant: Leadership et communication dans 10 decentralisation el la gouvernance locale · Manuel dll participant: Plonijicalion el gestion de projels · Module deformation: Planijication et gestion de pro jets · Guide d 'animation desjournees d'informatiml des elU$ localix £Ir. Finance (6) · Guide d 'animatiol1 duforum slIr Ie budget · Guide d 'animation de 1 'atelier sur I 'organisotioll de la reunion d 'orientation budgetoire · Manllelsimplijie de procedures de gestion budgetaire el de compfabilile administrative ,Manuel des procedures de comptabi/ite des malieres ,Fiches prariques de presentation des receltes des coJlectiviles locales • Guide pratique de /0 COli/mission technique: Finances du cOl/sei/ rural et municipal IV. Health (5) · La geslion de la sallIe en fOnt que competence transferee · Orgallisatiol1. r6Ies'/onc,iolJl1emenr el Oltlils de gestiol1 de.f comilej' de sante 5 · Module deformation: Same, population et action sociale · Guide pratique de 10 commissioll iechnique: Sante dll cOl/seil rural et municipal · Guide pratique pour I 'elaboration et la miJe en reuvre d'lIf1 pro jet de lulte cOlltre Ie paludiJme dans les colfectivites locales V. Natural resources management (4) • Module de/ormation sur les competences des collectiviu!s locales en moliere d'ellvironnement et de gestion deJ ressourceJ nalurelles · Manuel illllstre sur les compitenees des COlleelivites locales dans Ie domaine de I'environnemenl et de la gestion des ressOllrces nalurelles (verSions eJlfran~ais, pulaar, woloJ, e/ mandingue) · Guide pratique de 10 commission technique: Gestion des reSJources narurellel' du conseil rural 1ft muniCipal · Guide pratique it I 'usage des surveil/allis de jorets VI. Sanitation (3) · Module de jormatioll ell gestion administrative eljillanciere del' eomites de solllbritt! · Manuel d'informations et ourils pratiques pOLir la geJtioll des comites de l'alubri'e • Guide pour 10 gestiol/ des dechets solides des petites collectivitel' du Senegal vn. Market management (1) · Guide pratique sur I 'organisation er 10 gestioll des marches Vll1. Increasing the capacities of CBO~I and public infrastructure management committees (4) · Manuel de procedureJ d'utilisalioll er de gestion des equipemellts et materiels (CR de Pata) · Geslion admjnislrative eljinandere des organisations comrmmoulaires de base (module du jormateur) · Geslioll administrati"e etfinandere des organisations communoutaires de base el comites de gel'tion des infrastructures publiques (manuel du participant) · Gestion administrative etjinanciere, outils de gestioll des comire.I' de/orages lX. AdminiSlrative and fmancial management I Strategic planning workshop facilitation (4) · Manuel du participant niveall I: Formalion enlechniques de/acililalion avec les merhodes avancees de parlieipafioll MAP • Manuel du participant niveau 2: Formation en techniques de facilitation avec les methodes avancees de par/icipation MAP · Manuel du participanllliveau I: Formation aux mrithodes de conception des ac/ivites parficipatives · Manuel dejacilitolion des ateliers de plullijication de ,~ trategies (APS) Clearances: ,/ P.Trenchard, EGO ir!. [u \YCO Date C.Tocco, PRM Date L2Ln J II J .Redder, OFM ~L~ Date i6~ B.Conde, RAAO C&&::. Date '6( ;;,1JJJ) f A.Brewer, AlDIR I.> Date <£1 ;'I,{)I