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The Community Driven Programme (CDP)
The goal of the CDP is to enable communities
to be fully involved in the identification, design,
implementation, management, evaluation and maintenance
of NaCSA projects. The CDP finances demand-driven
community-based sub-projects, social mobilisation
and capacity building of community groups, and
sub-project monitoring and evaluation. Special
emphasis is placed on reaching under-served areas,
including communities in remote and/or "newly
accessible areas".
Sub-projects eligible for CDP funding include
rehabilitation and/or construction and equipment
for primary schools and health posts, community
centres, latrines, sewage and drainage, drying
floors, IEC campaigns, functional literacy programmes,
community-based conflict resolution activities,
community nutrition, rehabilitation and construction
of economic infrastructure such as markets, small-scale
water supply and sanitation, access roads and
bridges and natural resource management. Investments
in agriculture are limited to those considered
to be public goods.
Public Works Programme (PWP)
The PWP has four objectives:
1. To improve rural and urban infrastructure
for enhanced food security and improved quality
of life;
2. To provide transitional post-war household
income generation through labour-intensive job
creation
3. To complete the process of reintegration of
about 60,000 ex-combatants
4. To help build the capacity of local contractors
and local governments to sustain public works.
The PWP is a flexible and rapid mechanism that
supports sub-projects for unemployed war-affected
youth and other vulnerable groups and builds on
an ADB-funded six month pilot exercise carried
out in early 2003 in the Eastern and Northern
Regions of Sierra Leone that tested procedures
and helped define priorities. Most sub-projects
cost less than $50,000 except for some feeder
roads that may be budgeted up to the cap of $80,000.
Sub-project selection criteria are detailed in
the Operations
Manual and include:
* At least 40% of sub-project funds are to be
paid as wages
* Consistent with international best practice
standards, the cost per job created should be
below $2.50 per work day
* At least 30% of job should be provided for women
and the handicapped
* Wages should be at or below average labour market
rates to maximize the number of those who benefit
among the poor and ensure that non-poor people
do not take the jobs
* Sub-projects must not compete with any other
NaCSA activities that involve donated community
labour
* Benefiting communities or institutions must
have a viable sustainability plan and a maintenance
plan
* HIV/AIDS and malaria control awareness must
be integrated into all sub-projects; and
* National norms and standards must be respected
as to the quality of work
Public works are locally based but implemented
mostly by local private contractors operating
in the districts or regions where the projects
are located. Public works projects are either
carried out for clients that have already identified
their priorities (e.g. a ministry) or respond
to urgent transitional post-conflict priorities,
especially in the most severely war-affected parts
of the country. In the former case and where relevant,
the client is responsible for ensuring community
participation before NaCSA is provided with project
implementation requests. In the latter case, priority
projects are identified by National Recovery Committees
and by other means.
The Micro-Finance
Programme (MFP)
The MFP builds on experience gained from an ADB-funded
project with a major micro-finance component,
the Social Action for Poverty Alleviation (SAPA)
Project. The MFP heavily targets poor women engaged
in productive activities and uses NGOs extensively
for delivery and repayment operations since there
is currently no rural banking system. The MFP
is primarily a technical assistance and training
vehicle for building a viable, sustainable and
growing MF sub-sector. It does not provide loans
directly to borrowers but can promote borrower
group formation, facilitate the establishment
of community banking systems, help rationalise
and coordinate MF policy nationally and provide
impact and output assessments.
The MFP is led by a director and supported by
two full-time project officers who work with and
through NaCSA's regional and district offices.
