COMMUNITY REVITALIZATION A History of CHF International s Democracy Building Initiatives

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1 COMMUNITY REVITALIZATION A History of CHF International s Democracy Building Initiatives

2 TABLE OF CONTENTS 1 EXECUTIVE SUMMARY 3 PARTICPATORY ACTION FOR COMMUNITY ENHANCEMENT 5 KEY ELEMENTS FOR A SUCCESSFUL PACE PROGRAM 12 THE HISTORY OF PACE 14 PACE PROFILE 14 Azerbaijan 15 Gaza and West Bank 16 Guatemala 17 Iraq 18 Jordan 19 Lebanon 20 Montenegro 21 Serbia 22 Uzbekistan 24 RESULTS 25 PARTNERSHIPS THAT WORK FREQUENTLY USED ACRONYMS CAIP Community Action Investment Plan CDC Community Development Committee CIT Communities in Transition CRDA Community Revitalization through Democratic Action ICAP Iraq Community Action Program IDP Internally Displaced Person PACE Participatory Action for Community Enhancement REDI Rural Economic Development Initiatives RCCDP Rural Community Cluster Development Program SII Social Investment Initiative USAID... United States Agency for International Development VSP Village Services Program 4 A Community Builds its Future in Serbia 7 PACE Step by Step 9 A Woman s Work in Azerbaijan 23 Inspiration in Uzbekistan Prepared by CHF International, May 2004

3 EXECUTIVE SUMMARY IN MANY PLACES IN THE WORLD, PEOPLE STRUGGLE TO SURVIVE WITH INADEQUATE AND UNHEALTHY LIVING CONDITIONS, LACK OF ECONOMIC OPPORTUNITIES, AND CONFLICTS. THEIR VOICES REMAIN UNHEARD IN DECISION-MAKING PROCESSES THAT DIRECTLY SHAPE THEIR LIVES. Often, people are unable to unite within their communities. Without the power of self-organization by a community, local governments and resources remain untapped and the needs of the community are neglected. International development programs such as those designed by CHF International, a humanitarian and development organization, are making a difference by building environments that teach people how to work together within communities and with municipal levels. Fifty years ago, we founded our organization on a core belief that people, given the right tools, can work together to bring about positive change in their lives. Those tools do not merely leverage material or financial resources, but also promote effective communication, transparent project management, and conflict resolution. We work in low- and moderateincome communities struggling with the effects of war, natural disaster, poverty, and lack of economic opportunities. In many communities, tension exists between groups of people based on religious beliefs, ethnic backgrounds, historical differences, or control of resources. Often, people are isolated from the decision-making processes of their local governments. Decisions affecting the community may be handed down from the government without input from within the community. Physical improvements are needed to improve living conditions, but conflicts among groups within the communities and the inability to access local government or influence the decision-making process keeps people from working together peacefully. We prepared this report to capture the evolution, process, and success of our Participatory Action for Community Enhancement (PACE) programs implemented throughout the world. We want to share In many communities, tension exists between groups of people based on religious beliefs, ethnic backgrounds, political differences, historical differences, or control of resources. 1

4 effective strategies for taking communities from conflict to stability and development. Over the last five decades, we have gathered the most successful practices and procedures for increasing stability within a society. An integrated approach is necessary to establish lasting change. That integrated approach works at the community level and at the local government level. The programs are designed not only to improve infrastructure, but also to act as the catalyst to bring citizens together, increasing civic cooperation, while engaging local governments to respond to the needs of its communities. The physical improvements made within the community, such as roads or water systems built, affect the environment and health of community members. The process behind the physical improvements paves the way to a promising tomorrow. Members of the Al Sheikh Hamzah community in Karbala, Iraq, display their gratitude upon the completion of a sewage treatment and clean-up project. The Arabic sign reads, The community of Sheikh Hamzah thank the humanitarian organization CHF for its efforts and cooperation in the clean-up of the area. CHF International s PACE programs have been implemented in the following countries and regions: Azerbaijan, Guatemala, Iraq, Jordan, Lebanon, Montenegro, Serbia, Uzbekistan, and the West Bank and Gaza. This report provides an overview of the PACE methodology, its history, core initiatives, and examples of PACE programs at work. 2

5 PARTICIPATORY ACTION FOR COMMUNITY ENHANCEMENT (PACE) Bridging a Divide In our first PACE project in 1996, in the Ixcán region of Guatemala, we worked at first with two communities divided by a river and by a history of conflict. The two communities had little to no track record of working together, yet CHF international s programs moved forward with the idea that all people fundamentally want peace and stability, and a better life for their children. In one of the target communities, the 36-year conflict in the country had caused many people in one of the communities to become militarized, while thousands in the opposition community fled to Mexico. After the 1996 peace accords, some returned home from Mexico only to face old tensions. With the assistance of CHF International, representatives were elected from each community, and an agreement was reached they needed to build a bridge over the river. The bridge would allow children safer access to schools, farmers easier access to their fields, and residents access to the municipal capital and the only market in town. By the time the bridge was built across the river, the two communities had learned to work together peacefully to achieve a mutual goal. PACE in Action The example above demonstrates the possible outcomes of community-driven reconstruction. All PACE programs emphasize building the capacity of individuals within a community to create a brighter future, while delivering tangible improvements. By the end of a PACE program, a community is left with the mechanisms to collectively make decisions and work together. The programs stem from a systematic, participatory model that may be adapted for communities around the world to bring about positive change. PACE programs merge participatory action with the goal of achieving physical improvements in the quality of life. By incorporating basic democratic principles, PACE establishes a course for community-driven initiatives. While working on projects developed to improve infrastructure, environment, or economic conditions, communities learn accountability, conflict resolution, business skills, and resource mobilization. We work with community associations, enabling a demand-driven process. The cultures, traditions, values, and resources of each community are essential to the development of the project initiatives. As a humanitarian and development organization, we listen and work alongside community members to prioritize projects. Listening to beneficiaries and remaining flexible in the implementation of programs fosters community ownership and ensures responsiveness to community needs. PACE programs make a positive impact because the methodology is adaptable and proven. The steps used through programs may be utilized in different geographical areas to summon successful results. Our PACE programs include such projects as supplying communities in Uzbekistan with natural gas and repaired schools and increasing the number of families with a potable water supply in Lebanon. The participatory model used in our programs help us improve living conditions while demonstrating the benefits of working together as a cohesive community. It is our hope that CHF International s PACE methodology may serve as a useful model for integrating community capacity-building in small to medium-scale development programs and as a vital component of large-scale infrastructure programs. 3

6 A Community Builds its Future in Serbia In the isolated area of Ranzanj, Serbia, people carried drinking water in buckets to their homes. Agriculture served as the sole employment, but many agricultural resources were not realized. Due to the lack of employment opportunities, many young people left the area to find work. Through CHF International s PACE program in Serbia, supported by USAID, the people of Ranzanj now have the tools and knowledge to build a better future for their community. Danica Stankovic, a registrar for the Ranzanj municipality, noticed a positive change when CHF International entered the area. The sleepers are [awakened] and also our relations toward community and our possibilities, she said. Now, we think all together on the ways we could improve [the] situation in Ranzanj. A new water supply system now distributes drinking water around the whole town. With the success of that project, the Community Development Committee (CDC) was able to activate the community for more improvements. They initiated a fundraising activity to bring cable television to Ranzanj. To increase activities for young people, they renovated a sports field. Training about agriculture raised the awareness of the people to utilize resources in a more productive manner. As the projects continued, the CDC decided to build an Internet café with the help of CHF International. By improving information resources and agricultural opportunities, along with building a venue for cultural events, the people are creating a viable and vibrant community. The community learned how to work together, mobilize resources, and implement projects to improve the living conditions. Flood control and drainage project at the Mrmorica River in Babusnica, Serbia 4

7 KEY ELEMENTS FOR A SUCCESSFUL PACE PROGRAM AN ARRAY OF KEY INGREDIENTS MUST BE PRESENT FOR THE PACE METHODOLOGY TO SUCCEED. THESE INCLUDE PARTICIPATION BY DIVERSE GROUPS AND INTERESTS, ELECTED COMMITTEES, COLLABORATION ACROSS GEOGRAPHIC AREAS, ENSURING A VESTED INTEREST THROUGH RESOURCE MOBILIZATION, AGILITY, TRANSPARENCY, AND TRAINING. EACH OF THESE ARE DISCUSSED IN DETAIL BELOW. Participation The foundation of community development programs must be active participation. Our programs require involvement from every religious and ethnic group present within the community, and include women and youths. Programs are always tailored to the local context. We develop innovative ways to ensure participation is broad-based and inclusive, even in sensitive situations. The integrity of the program relies on voices from differing groups being heard through the decision-making process. While completing necessary infrastructure improvements, we demonstrate to communities processes that will empower them to stand on their own. If our programs only provided infrastructure improvements without community input (in decision making and in-kind contributions, for example) the communities likely would not learn how to work together as effectively. Our programs bring individuals together across ethnic, political, and religious barriers to achieve a common goal for the benefit of the community, while instilling ideals and practices of a democratic process for a peaceful future. Often in areas in which we work, women are not allowed to participate in their societies on a full and active scale. By including women in the process, their Key ingredients: Participation Elected committees Diverse interests represented Widespread collaboration Resource mobilization Agility Transparency Training 5

8 confidence is built and their status raised. Tension may also exist in communities where different ethnic, religious, or political groups clash with one another. In our programs, we have found tensions may exist between groups, but they share similar ideas as to what projects are needed for the community. Tapping into these shared needs enables people to overcome differences that have kept them apart in the past. Bringing people from all of these backgrounds to work together toward a common goal ensures that the community as a whole will feel ownership and accountability of the program. Through the participation process, decisions are made about which projects are a priority. When the community determines projects needed, they have a vested interest in completing them. Unlike a development project completed without community input, communities involved in PACE programs feel ownership over projects because they had a hand in them from the beginning. The PACE process uses a number of steps to promote participation throughout the entire life of the program, from inception to completion. We quickly establish involvement within the community by engaging municipal governments, local organizations such as clubs, women and youth groups, business associations, cooperatives, and schools. By working in a results-driven manner, we build confidence in the program within the community, in turn resulting in more involvement. In many areas in which we work, community members meet us with skepticism. By realizing quick infrastructure improvements, those once skeptical are more willing to become involved. Community Development Committees (CDCs) Community Development Committee members are elected representatives from all identity groups within a community. CDCs act as liaisons among CHF International, community members, and local governments. CDCs, which are mentored by CHF International, are instrumental in discussing the needs of the community and establishing priorities. Through the participatory process, CDCs identify, prioritize, and select applicable, high-impact projects that are both demand-driven and relevant to local opportunities and constraints. They build constituencies and partnerships; leverage funds and resources; provide leadership; and develop plans for project maintenance. They act as the mouthpiece of the community, and work in partnership with CHF International and local governments while providing information to community members. CDCs are positioned to carry the responsibilities of the program. In this role, they are held accountable by the community. The community may ask questions of CDCs and expect answers. CDCs, therefore, must stay on top of all projects. This includes providing financial oversight, contract management, and quality control for projects. Clustering Clustering is a term we use to describe programs that engage multiple communities that can each benefit from a regional development project. Clustering occurs where there is mutual self-interest, such as a shared need for infrastructure improvement. Forming clusters among communities across a region allows us to improve services for, and accessibility to, infrastructure on a greater scale and across social, cultural, and political divides. For example, in Lebanon, eight clusters were identified for PACE programs. Communities were selected because of 6

9 their remote access to local municipal services and a lack of socio-economic opportunities. In the Fakiha cluster, 13 villages exist. The PACE programs worked within this cluster to resolve water distribution disputes and rebuild farm irrigation and potable water networks, among other priorities. Resource Mobilization When people have a vested interest in the outcome of a project, they have a need to see it through. When an organization uses the funds allotted for a certain development project without requiring resources or input from the targeted community, they are not paving the way to a sustainable future for that community. In PACE projects, communities are asked to make a contribution of labor, cash, and/or materials. Communities thus learn how to pool resources. In fact, the Choydari community in Uzbekistan raised $37,000 for the installation of 19 kilometers of a gas pipeline. Prior to CHF s involvement in the community, residents did not know how to work together and utilize resources for the benefit of the community. Once they saw the accomplishments of their first project, they were able to raise this large amount of PACE Step-by-Step Make initial contact with community members Hold a full community-wide meeting Elect 8-12 members to serve as a representative community association Organize community association meetings to identify and prioritize community projects Select a high impact community project that is feasible and sustainable to generate enthusiasm and support for the program Implement the community project with community contribution and generate a sense of ownership Monitor and evaluate project activities, progress, community contribution, and lasting impact Complete community project and handover maintenance, repair, follow-up, and oversight to the local community Consult with communities concerning the sustainability, identification, and implementation of subsequent projects Create ongoing regional and community association cluster committees to engage in project identification, prioritization, and implementation regionally CHF International staff interviews a committee member during a program evaluation in Jordan. 7

10 money. Mobilizing resources is another example of a community working together and building their capacity to continue improvements for their future. Agility We have the ability to enter a new community and quickly get up and running. For instance, we entered Southern Iraq after the fall of Saddam Hussein as part the USAID effort to restore and stabilize Iraq. Within our first three months, 32 community development projects were implemented in communities utilizing input and involvement of local residents. In the first 90 days of a PACE program, two initiatives occur simultaneously: Rapid Start for a New Program and Fast Track Community Projects. A. Rapid Start for a New Program Our Rapid Start phase effectively establishes the foundation for PACE programs. During this phase, we recruit, hire, and train staff. We set up offices and procure equipment and materials. CHF International staff establishes operations of the project, addressing the local concerns and challenges. Swift actions taken in this phase not only allow us to begin working immediately but also demonstrate to the community, donors, and the local government that we are capable and prepared. B. Fast Track Community Projects We work with communities to establish small-scale, high-impact development projects that can be completed within 90 days of working with a community. By creating visible, concrete results, communities see the benefit of participating in the process. Initially, individuals within a community may be skeptical of outside organizations. When they see early visible results, they are more inclined to participate in future projects. Completing fast track projects builds our credibility and the credibility of the program. Transparency Throughout the progression of a PACE program, individuals are learning a replicable process that will enable them to further improve the quality of life in the community after CHF International s program is over. In many areas where we work, corruption and manipulation have been an accepted part of everyday life. The PACE methodology focuses not only on a participatory approach to decisionmaking but also a system of transparency in which decisions are made and recorded and the decision-makers are held accountable. We walk CDCs through steps of a fair bidding process for procurement of construction or supplies to meet the project needs. Bids are accepted based on the cost effectiveness, dependability, and technical expertise of the contractor. The bidding process is recorded in order to eliminate the possibility of corruption or nepotism. For most, this process is a new way of doing business. When community members can watch as an issue is discussed and see how a decision is reached, they are more likely to trust the results of that process. Establishing trust is an important aspect of community development programs, which is why CHF International has established an adaptable and proven methodology. By identifying mutual interests and needs, and by working in a manner sensitive to local conditions, we are able to begin work quickly and achieve rapid, visible results. When programs take too long to start, community involvement decreases. 8

11 A Woman s Work in Azerbaijan The village of Garatepe, located in Sabirabad district in the south-central region of Azerbaijan, has endured significant hardships over the last 50 years. This village absorbed a number of refugees and internally displaced persons (IDPs). Each time, the community welcomed and integrated the waves of IDPs and refugees despite the strain it placed on their already over-stretched resources. Through the community s strong leadership, they have overcome challenges and maximized their resources. In an area not far from the border with Iran, finding women that are actively engaged in community development is rare. Yet one female community leader, Ziyafet Ahmedova, is a role model for all women within the community. Ziyafet says that since working with CHF International, the community learned how to work together to produce positive change. By learning through PACE how to initiate community projects and mobilize the community to work together, she succeeded in bringing her knowledge and leadership to the national level through participating in Azerbaijan s Community Empowerment Network. Ziyafet mobilized 300 people to participate in a democratically elected community group that succeeded in implementing 14 projects, six of which are community financed, in one and a half years. After graduating from the State Pedagogical University, she worked as a Russian teacher in the Garatepe secondary school and was promoted to school principal. In 2002, through Ziyafet s leadership, the community 9

12 prioritized the weak electricity supply of the village as their highest priority to address. The community applied to CHF International s USAID-funded Social Investment Initiative (SII) program to address the electricity problem. Ziyafet worked hard to garner the support of local executive committee and municipal officials for the project and to provide equipment to the community center. After completing CHF International s environmental awareness training, Ziyafet added environmental topics to the curriculum of the elementary school. Garatepe partnered with the local municipality to construct a road, clean water canals, repair electricity transformers, rehabilitate electricity lines for IDPs, and repair electricity cables. A keen entrepreneur, Ziyafet is now capitalizing on the economic opportunities that SII electricity project brings to the community. After participating in CHF International s business development services, she established fee-based computer courses within the community. In 2002, Garatepe established a vegetable processing unit with the support of IRC that Ziyafet helps to manage. Recognized for her outstanding leadership skills, Ziyafet has been selected to share her experience on the national level. She actively participated in Azerbaijan s first National Community Development Conference (NCDC) in October 2002, where she delivered a speech, Self-reliance and Leadership in the Community. She was awarded a certificate for her excellent contribution to the NCDC. She has been nominated to serve on the steering committee of the World Bank-sponsored National Community Empowerment Network. Ziyafet is an example of the many community members we work with who have the talent and the determination to create better lives for themselves and their communities. Our program instills the knowledge and direction needed to empower people to work together to produce positive change. 10

13 People need to see an open process for community development. Open discussions throughout the process provide mechanisms for individuals to work through conflict in a productive manner. In Lebanon, communities now use meetings as a way of deliberating issues of conflict and determining a solution. The communities there decided each project implementation depended on the unanimous vote of the committee members. This confidence in democratic processes shows a large step toward more sustainable development. When community members are able to work together through conflict, it empowers them to continue working as a community. Training Capacity building of communities really starts with the training of individuals. Under a PACE program, CDC members learn hard skills, such as project design and budgeting, as well as soft skills, such as communication strategies for working better with local and national governments. As CDC members learn managerial skills through project management training, leaders emerge. Through targeted skill building, a gradual shift of project responsibilities from CHF International to local hands occurs over time. Lasting Impact PACE projects are implemented with the ultimate goal of phasing out the need for CHF International within a community. Once communities learn and adopt the PACE process as their own, they can continue to accomplish community goals without relying on outside help. PACE programs create a replicable model for communities to follow independently. The creation of CDCs and capacity building must be conducted with the goal of creating a process or structure that will continue to exist beyond the program period. Whether CDCs will be subsumed by the local government or formalized in another manner are questions that need answers before the completion of a PACE program. Before CHF International even begins a project with a community, a thorough evaluation of project design is performed and a maintenance plan is established. For example, when an irrigation pipeline is constructed through a PACE program, the project design must account for who will own and maintain the pipeline, how maintenance will be financially supported, and how technical training will be provided for individuals responsible for the long-term maintenance of the project. Individuals will become familiar with systems and models used, see their benefits, and apply them as needed to other tasks in the community so that transparency, accountability, and lack of corruption become priorities. 11

14 THE HISTORY OF PACE WHILE THE ROOTS OF THE PACE METHODOLOGY REACH BACK TO THE FOUNDING OF CHF INTERNATIONAL OVER 50 YEARS AGO, THE COMMUNITIES IN TRANSITION (CIT) PROJECT IMPLEMENTED IN GUATEMALA AFTER THE 1996 PEACE ACCORDS BECAME THE STEPPING STONE IN THE EVOLUTION OF WHAT THE METHODOLOGY IS TODAY. In the multi-faceted CIT program, funded by USAID, we sought to improve the living conditions of rural populations most affected by three and a half decades of civil war. CHF International implemented grassroots, community participation programs that invested in the community. As we created ecologically sound farming, agribusiness, and village banking, we also established a region-wide road maintenance organization. The programs took care to strengthen local NGOs and municipal organizations. The CIT program s holistic approach helped bring communities from conflict to peace. It brought together individuals who once were at war with one another and showed them a system in which they could work together to build a sustainable community. The accomplishments of the CIT program led to similar program implementations in Lebanon and Gaza and the West Bank. The Lebanon program, Rural Economic Development Initiatives (REDI), began in September 1997 and took a participatory approach to overcome deep-seated distrust between communities. Again, previously conflicted groups came together for the good of the community and learned the benefits of a democratic process. In Lebanon, clusters were formed for larger projects once it was established that this model worked within smaller scales. The Village Services Program (VSP) in Gaza and the West Bank began in September 2000 to implement small-scale infrastructure and community services improvement projects with an emphasis placed on building the capacity of local councils. A month after the VSP began, the Community Revitalization through Democratic Action (CRDA) program in Serbia was underway. In Serbia, over time, the CRDA methodology became fully realized. USAID, through CHF International, expanded community-based activities to a multi-million dollar five-year grant in Serbia. In Serbia, the PACE methodology took the shape of the systematic approach to development using the following four pillars of the program: Civil works (improvements to roads, schools, water, sewage, electrical and telephone systems, sport fields, commercial centers, etc.). Civic participation (training leaders and facilitating the development of civil society). Environment (solutions that protect and benefit the environment such as expansion of the sewage system networks, disposal, reforestation, environmental educational programs, etc.). Economic development (development of small and mid-size companies, business training, food processing, etc.). Once this methodology was proven effective, its ideals were adapted to meet 12

15 the needs in other regions. In January 2001, the Social Investment Initiative (SII) began in Azerbaijan using the PACE methodology to improve living conditions and foster self-reliance. Northern Montenegro incorporated PACE in May 2002 for much-needed social and economic revitalization. Examples of CHF International PACE Programs Housing reconstruction project in the West Bank and Gaza The program was then adapted to fit the needs for development in Uzbekistan. The Community Action Investment Plan (CAIP) program was designed to ease tensions and prevent conflicts in some 70 communities. Following on the heels of the program in Uzbekistan, the Jordanian government supplied funding to initiate the Rural Community Cluster Development Program (RCCDP). The program works to generate economic opportunities and improve infrastructure. Potable water project in Uzbekistan In June 2003, the Iraq Community Action Program (ICAP) rapidly implemented projects to restore stability in targeted communities. The following PACE profiles provide examples of how PACE programs are creating solutions for communities worldwide. School rehabilitation in Brestovac, Serbia 13

16 PACE PROFILES COUNTRY BY COUNTRY AZERBAIJAN Political upheaval, economic decline, and a conflict with Armenia marred the first years of Azerbaijan s independence from the Union of Soviet Socialist Republics (USSR) in After a cease-fire agreement three years later, the country is now building its economy and infrastructure. The conflict with Armenia left hundreds of thousands of people displaced and 20 percent of its land occupied. CHF International began working in Azerbaijan in January Our goal in Azerbaijan is to build the capacity of communities for self-reliance. In order to achieve this goal, we support communitydriven social investment initiatives and provide substantial technical assistance that create economic opportunities and enhance quality of life. PROJECT Social Investment Initiative (SII) ACCOMPLISHMENTS Created or assisted 740 businesses resulting in nearly 3,500 full and part-time jobs. Through two complementary programs, trained 20,856 people. Assisted communities in implementing 213 small-scale infrastructure projects. Pioneered sustainable development practices such as the fee for service concept and five percent in cash community investment requirements towards projects that were previously thought not possible for the displaced and conflicted areas. Worked with over 3,000 farmers and local business people and promoted marketoriented productive activities, better business management and organizational skills tailored to the local context. Facilitated the first community-led national conferences on community development issues. 61,301 direct beneficiaries and 97,272 persons indirectly with improved quality of life. Improved roles for women within a number of communities. Women have active roles in project implementations and hold leadership positions. Organized 180 community groups. Increased awareness of environmental hazards and mitigation measures. In partnership with other NGOs, we facilitated distribution of 19,100 trees for greenery projects within communities that participated in the program. 14

17 GAZA and WEST BANK CHF International works in some of the poorest communities of Gaza and West Bank. In such turbulent areas, the emphasis on capacity building and improved living conditions is vital. We began our community development work in this area in September Through participation in development projects such as building roads and schools and establishing water networks, the people within these communities were empowered to create positive change in their lives. They see the results of their work and of participatory governance. Increased employment opportunities and community improvements restore pride and create a path to a peaceful future. PROJECT Village Services Program (VSP) ACCOMPLISHMENTS The Village Services Program raised 163 percent in matching contributions. (At the time of the award, USAID required a minimum of 25 percent leveraged matching contributions, with CHF International obligated to a 30.7 percent total match. By June of 2003, CHF International and the communities raised 191 percent in matching contributions.) The Israeli Defense Force s Operation Defensive Shield incursions into Palestinian areas resulted in damaged water tanks in 90 percent of West Bank cities. As part of the USAID emergency response, we surveyed and replaced the damaged water tanks within two months benefiting 7,654 West Bank inhabitants. A total of 294 projects are either completed or underway. An estimated 300 small-scale projects improving infrastructure and community service have been implemented. Communities learned how to leverage significant additional funding and material resources. The current estimate totals more than 160 percent of USAID funding will be leveraged from local and international donors. Thus, current estimates of leveraged contributions is more than five times the percentage contractually agreed upon. Implemented 63 capacity-building and public awareness projects, providing on-the-job training to employees of the partner NGOs and other service providers. CHF International programs cultivated a sense of responsibility, ownership, and sustainability within the community. By focusing on labor-intensive projects and construction methods, we created significant employment opportunities. PROJECT Palestinian Help and Outreach for Empowering Neighborhoods and Increasing Excellence (PHOENIX) ACCOMPLISHMENTS Rehabilitation of a school and a youth club in Gaza. Coordinated 120 hours of training on child health and safety for 360 people. Six projects completed and 17 projects initiated in Gaza City. 15

18 GUATEMALA By the time of the1996 peace accords, 200,000 Guatemalans had been killed or disappeared and up to one million had been forced out of their homes due to the 36-year conflict. CHF International works with the people of Ixcán, Guatemala, one of the areas most affected by the fighting. During the conflict, some people living in this area left to avoid the fighting, some stayed, and other were militarized. People from seven different indigenous language groups now live in this area. Since 1995, CHF International has worked with the communities on projects developed to encourage reconciliation between conflicting groups while improving living conditions. In learning the benefits of participatory governance and conflict management, the people have learned how to work with one another toward long-term stability and economic growth. In 2003, the USAID Mission Director in Guatemala recognized CHF International s work in the country to bring about a transformation of the Ixcán from a battered, struggling area to an organized, vibrant community. PROJECT Communities in Transition (CIT) ACCOMPLISHMENTS Strengthened NGOs through the promotion of productive activities such as village banking and incomegenerating activities. Taught agro forestry and environmental education, including the promotion of sustainable, organic agroforestry farming. Implemented community projects such as women s centers, training centers, pedestrian bridges, vehicle bridges, schools, health posts, community latrine projects, potable water systems, road drainage works, repair of landing strips, and community buildings. Formed community associations. Strengthened the Ixcán Road Maintenance Association. Completed 42 local community infrastructure projects. Twenty-two bridges were built or repaired. Over 400km of road was maintained or rehabilitated. Now, 700 women accessing credit through 30 village banks. 1,900 farmers now have sustainable agriculture systems Trained over 10K in project management, participatory governance, and conflict resolution; 40 percent of those trained are women. 16

19 IRAQ Since the fall of Saddam Hussein, CHF International, through USAID funding, has worked tirelessly to build relationships and gain the trust of the Iraqi people. After decades of neglect and corruption, the people of Iraq desperately need improved living conditions and economic opportunities. CHF International s Immediate Results Teams (IRT) have been operating in Southern Iraq since June of By rigorously following the PACE methodology, CHF International implement 32 community projects within the first 3 months of the program. PROJECT Iraq Community Action Program (ICAP) ACCOMPLISHMENTS Actively assisting nearly 60 communities to define their priority revitalization projects. Initial contact established with 82 communities, leading to the convening of 72 full community-wide meetings. Seventy representative community associations elected by residents to work with CHF International were able to identify, prioritize, and select 58 community projects for implementation. Those projects selected include sewage treatment, neighborhood cleanup, road repairs, school renovations, water and sanitation, and medical facilities. Hired over 118 short- and long-term local Iraqi staff, injecting approximately $40,000 into the local economy. Through local purchases, project contracts, and service contracts, we inserted another $620,000 into the local community. Through its contracts with local contractors for the implementation of projects, we have created almost 8,500 hours of employment in the cities, towns, villages, and neighborhoods in which we work. Established a central coordination office in Al Hilla, a separate program operations center in Hilla, and another in Karbala. 17

20 JORDAN In response to high population growth, a scarce water supply, and a faltering economy, the Government of Jordan launched a program to build its economic and social infrastructures. While most of the population in Jordan has benefited from government investments in social infrastructure, approximately percent of the population still lives below the poverty line. Since July 2002, CHF International has worked with rural communities throughout the country to improve their living conditions and increase economic opportunities. The Jordanian government provides funding for the program, providing the opportunity to work with the federal government on local community programs. PROJECT Rural Community Cluster Development Program (RCCDP) ACCOMPLISHMENTS Two projects are underway to build olive presses, allowing people to increase revenue by not having to rely on trucking the crops to other olive presses. Partnering with a local NGO to build its programs and to implement the RCCDP project. The program will boost the capacity of this NGO to continue providing social and economic services to its rural clientele beyond the life of the current program. Construction of a milk-processing factory in Tafeeleh is in progress. Conducted a public awareness campaign about the program for local communities in clusters. Trained over 300 people in health, agriculture, and environmental protection. Formed and trained local committees in over 40 communities. Conducted needs assessments in all 40 communities and identified over 80 potential projects. Training for project management is now being prepared. 18

21 LEBANON At the end of a deadly civil war in the early 1990s, an estimated 130,000 to 150,000 people died, thousands were wounded, and Lebanon suffered an estimated $30 billion in damage and lost revenues. The affects of the war are seen today as tens of thousands of families lack access to drinking water and health services, as well as adequate roads and schools. As part of the USAID Rural Community Development Cluster program, CHF International began working in Lebanon in September of 1997 to improve living conditions in 78-targeted villages. PROJECT Rural Economic Development Initiatives (REDI) ACCOMPLISHMENTS Overcame resistance and skepticism of democratic processes to form 42 village committees and three cluster communities for a total of 377 members. As village committees saw the process work, neighboring villages started seeking participation in the program. In certain cases, village committees continued after the completion of the PACE program. Women served on 38 percent of the committees and played a significant role in decision-making processes. Communities learned how to foster cost effectiveness in project planning and implementation by using six clusterwide, district-wide, and nationwide projects. Introduced collective decision-making in villages where municipal councils made decisions in closed meetings without public consent. In some instances, participating villages were not even recognized as members of a municipality. The formation of village committees contributed to the formation of a new municipality recognized by the Lebanese government. Projects were sustained after completion as a result of community participation and subsequent sense of ownership. Community members prioritized the salient needs of the community pertaining to health, education, and economic growth. Participation and contributions increased as the community members took responsibility of the prioritization process. Through five years of program implementation, communities became increasingly independent and fully accustomed to collective decisionmaking, bidding processes, and project oversight. We funded 176 projects in 74 villages within eight village clusters valued at almost $11 million, with 43 percent of funding coming from matching contributions. Increase in technical skills related to construction and agricultural production due to participation in the program. Promotion of conflict resolution and stability. When conflicts arise, they are addressed through group discussions. Unanimous approval is required by all committee members in order to implement a project. 19

22 MONTENEGRO Northern Montenegro is predominately rural, with mountainous terrain and small isolated villages and communities. This region is the poorest and most underdeveloped in Montenegro. The basic infrastructure, particularly the transportation and communication, is inadequate and in poor condition. During the last decade, young people have been leaving the region in search of educational and employment opportunities elsewhere. Local governments have few resources and most of the poorest municipalities in Montenegro are located in the northern region. The PACE program began working in Montenegro in May The program seeks to facilitate social and economic revitalization of communities in Northern Montenegro. PROJECT Community Revitalization through Democratic Action (CRDA) ACCOMPLISHMENTS The Rapid Start for the program in 52 communities surpassed all program targets, established a transparent, citizen-driven process for addressing community and regional development needs, and implemented a strategy and program approach designed to expand the scope of the PACE program, increase the level and quality of citizen participation in the PACE process and encourage cooperation with municipal governments. Fifty-eight first-cycle projects have been selected by communities and developed by CDCs. Fifty-eight projects were tendered through open, transparent and competitive bidding processes. Fifty-eight projects initiated by July 31, Community contribution to all projects is 33 percent. The project selection, development, and implementation activities greatly encouraged civic participation, bringing 11,794 into the process. Direct beneficiaries equal 87,616 (28 percent of the estimated total population of Northern Montenegro) with 237,740 direct and indirect beneficiaries (77% of the estimated total population of Northern Montenegro). 20

23 SERBIA After the conflict and North Atlantic Treaty Organization (NATO) air strikes ceased, Serbia needed to rebuild its economy and establish a stable, peaceful future. In Serbia, we work in the southern part of the country, focusing on improving relations between ethnic groups and improving economic opportunities. Our work began in this country in October We work with community groups to improve schools, medical centers, roads, sewers, and water systems. These projects bring together the diverse ethnic groups and instill cooperation and communication between them. PROJECT Community Revitalization through Democratic Action (CRDA) ACCOMPLISHMENTS CHF International reached 60 communities and executed 300 projects in less than two years. Since July 2001, CHF has established CDCs in 60 communities and 73 highpriority community-identified projects have been completed in southeastern Serbia. Completed projects in 18 municipalities 138,300 direct beneficiaries through 40 construction projects such as roads, schools, clinics, irrigation, and sanitation. CHF International more than doubled the original project funding by leveraging contributions from nongovernmental donors and the communities in which we worked. Opened an Internet Center in a small town where most people do not have home computers. Helped in funding and training small and women-owned businesses. Through PACE, 137 entrepreneurship ideas have been awarded with grants totaling over $63,

24 UZBEKISTAN As the central and most populous country in Central Asia, Uzbekistan s development plays a vital role in the future of the area. The government maintains a heavy control over the economy, political participation, and media, limiting access to information for the people and international aid organizations. While the constitution provides for a separation of powers, freedom of speech, and representative government, the executive holds almost all power. Under funding from USAID, CHF International has operated programs in 60 communities in two regions of Southern Uzbekistan since June The programs empower the people from all segments of the society, including women and children, to actively participate for the first time in the creation of a better future for their community. By building the capacity of the people to work together in a participatory process at the communitylevel, CHF International strives to demonstrate the importance of a transparent and honest system. PROJECT Community Action Investment Program (CAIP) ACCOMPLISHMENTS All 60 communities have elected Community Improvement Councils and have democratically selected and implemented priority community improvement projects. Half of the communities have completed the first of their three priority projects, contributing between 25 and 80 percent of the total funds required. Mentor local trainers affiliated with a range of Uzbek NGOs to increase regional capacity to provide technical assistance to communities. Seven schools repaired to provide healthy and safe learning environments. Eight gas projects completed, resulting in a reduction of negative environmental influences due to the past extensive reliance on firewood and an annual savings of approximately $28,000 USD previously spent on firewood in the Karasagan district. The Uzbekistan water management system and years of drought left communities in dire need for potable water systems. To date, 11 water projects have been completed. Trained 570 people in community group management, infrastructure project development, and sustainability planning. Established 29 democratically elected Community Improvement Councils (CICs) with no less than 40 percent of the members being women. Initiated 29 community-based projects that will directly impact 70,730 conflict prone people. Sponsored a minimum of two community meetings in each village with participating populations up to 250 people; additionally, many CICs selfinitiated a variety of other community based meetings (up to five in various communities) to solicit financial support and contributions from residents and key stakeholders such as local government and Kolkoz leaders. Trained over 210 CIC leaders and an estimated 50 local government officials. Created 89 short-term local jobs. Generated 2,081 person months of inkind employment/contribution. Leveraged $45,260 in community and other contributions, $12,898 of which was in cash, a phenomenal 8.2 percent of the total project costs for first round projects. Completed five projects directly improving the lives of 9,283 people. 22

25 Inspiration in Uzbekistan Working with a local NGO in 1999, the people of Musobozor, Uzbekistan designed a project to bring natural gas to their community. Due to lack of funding, however, the project was left incomplete the pipelines only reached half of the community, leaving the other half to continue relying on firewood for cooking and heating. We held two training sessions to explain our program. Once the elected Community Development Committee understood how CHF International s PACE programs worked, they were able to mobilize the community. They collected approximately $7,000 for the gas delivery project expenses, about 60 percent of the total cost. Through training, the community learned how to involve the local government and NGO. The project gave more than 800 villagers access to gas. to the request for help because they already saw the accomplishments made in Musobozor. They were eager to learn new ways to improve their own living conditions. The CDCs trained residents of Surum in the PACE process. Both communities contributed evenly to cover the project expenses. They collected cash and labor. A local NGO provided significant in-kind help. As a result of this program, the 584 people of Musobozor and the 250 people of Surum gained direct access to potable water. In continuing to use the PACE process, both communities are improving their way of life with active civic participation and social partnerships. Motivated by the success of the gas project and by the PACE process, the CDC suggested a road reparation project. The community, now confident in their abilities to work together, accomplished their goal once again. They then decided the next project needed was a potable water system. For this complex project, the help of a neighboring village, Surum, was needed. The residents of Surum responded quickly 23

26 RESULTS THE OVERARCHING OBJECTIVE OF THE PACE METHODOLOGY IS A COMMUNITY S ACCEPTANCE AND USE OF DEMOCRATIC PROCESSES. THROUGH THESE PROCESSES, ACCOUNTABILITY, TRANSPARENCY, PARTICIPATION, AND CONFLICT RESOLUTION ARE FORMULATED, ALLOWING COMMUNITY MEMBERS TO WORK TOGETHER TO ACHIEVE MUTUAL GOALS AND BRING ABOUT LASTING PEACE. Conflict Management. CHF International s Stable Societies Initiative, run by our Office of Emergency and Transition Programs, carefully studies approaches to international development through conflict management. The Initiative works to increase understanding of challenges to change in the following areas: Improving governance at the local level; Creating an expectation of responsiveness between leaders and constituents; Building the skills of local leaders in democratic processes; Motivating leaders to play a greater role in the improvement of their respective communities by using democratic mechanisms; and Reducing levels of conflict within communities. Improved physical infrastructure. The programs are centered around infrastructure projects. Many communities lack basic infrastructure, such as water and sewage systems or health facilities. By putting better infrastructure in place and developing maintenance plans, the communities have safer, healthier environments. Improved economic conditions. When infrastructure projects are completed, such as roads built or repaired, more employment opportunities are generated. Expanding markets increase the potential for business opportunities. For example, businesses may be more accessible due to a new road; transportation services may be developed; or people can take their goods into town for sale. Perhaps one of the most important results stemming from the PACE process is the building of the capacity of the communities to work through their problems together and overcome barriers that at one time put them at conflict with one another. Lasting Results. PACE programs result in sustainability in two ways projects and processes. When communities working with CHF International complete a project, the community established the maintenance needed for that project. Throughout that project development, CDCs learned replicable processes to develop projects on their own. They know how to work with local governments, mobilize resources, and resolve conflicts. Community members know they can ask questions of the CDCs and of their local government and demand answers. Local governments have a better understanding of what the communities need. Knowledge transfer. As communities grow accustomed to the benefits of the PACE programs, they may work with neighboring communities in clusters on larger projects. 24

27 Clustering expands the benefits of the PACE program to a broader audience. Women s improved role in the community. Women s voices become vital assets of a community once they are involved in a PACE program. Women s interests and concerns must be taken into account. Gender-blind policies are detrimental to the whole society, as they tend to overlook important issues. Involving women has a ripple effect, encouraging other women to see their own potential. Transparency. The PACE methodology mitigates the tendency for nepotism and corruption. Through the open process, community members can hold the decisionmakers accountable for their actions. Accountability. Symbiotic to transparency, accountability further establishes checks within a system. The community knows who is directly responsible for each decision, and those in leadership positions learn they must answer to the public. Improved relations between communities and local governments. With an active and organized community, citizens learn to access local and national government, while the government body learns how to be more responsive to citizens concerns. Partnerships That Work CHF International s participatory approach involves and unites local communities, vendors, private sector companies, and national and municipal governments. Our PACE programs expand the impact of funding by involving multiple partners and building the capacity of communities to mobilize these and their own resources and develop successful implementation plans. The PACE programs produce real results: they provide a foundation for democracy and stimulate the local economy. The process empowers all parties involved to continue to work together to make positive changes and completed projects directly improve living conditions. Our experience in implementing these highly participatory programs throughout the world puts us in a strong position to help donor and partner organizations maximize the impact of their funding and programs. If you would like to learn more about CHF International and our PACE programs, visit our website at or call us at today. 5