Key success factors for Concerted
Development Plans at local level
The case of the district of La Encañada,
Cajamarca, Per...
Challenges for extractive projects
in local developing areas
• Elevated poverty and exclusion levels
• High expectations o...
Concerted Development Plans
(CDP)
Peruvian local mandatory public instruments
aimed to establish common territorial
priori...
Local CDP´s key challenge
• Not to become just a formal public
planning requisite
• Must promote a process of ample
consen...
La Encañada District´s
CDP management system
• 2009-2010 CDP updating process led to
the institutionalization of a managem...
•
•
•
•
•
•

LOCAL COORDINATION COMMITTEE
LOCAL COORDINATION COMMITTEE
(LCC)
(LCC)

SECRETARY
SECRETARY

Functions
Functio...
Implementation of the CDP
Private
Private
Institutional
Institutional
Plans
Plans

Municipal
Municipal
Strategic Plan
Stra...
Implementation of the CDP
Municipal
Municipal
Strategic Plan
Strategic Plan

• Annual
Operational
Plan
• Annual
Participat...
Implementation of the CDP
•

Mining
companies
social
investment

•

Social Funds

•

NGOs

•

Churches

•

Others

Private...
Implementation of the CDP
• Local
communities
self funded
initiatives

Community
Community
Development
Development
Plans
P...
Implementation of the CDP

• National
Social
Programs
• Sectorial
investment
plans

National &
National &
Regional
Regiona...
Capacity building
Preliminary results
1. Improved investment follow up and allocation
• CDP Secretary gather and
coordinate information
from...
Preliminary results
2. Improved social coordination structures
• By December 2012, 74 out of the 120 district’s villages h...
Preliminary results
3. Improved financial leverage
• Only public investment in CDP projects in 2011-12
represented around ...
Key success factors
1. Community involvement approach
• Legitimacy
and
consensus
building
through
comprehensive informatio...
Key success factors
2. Institutional and capacity building orientation
• Interests and concerns of all actors taken into a...
Key success factors
3. Territorial development and mining cycles
• Exploration, exploitation and closing activities of sev...
Key success factors
4. Clear distinction of public and private roles
• Local authorities must lead concerted planning;
com...
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PDC success factors

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Un Plan de Desarrollo Concertado (PDC) diseñado e implementado en conjunto por las comunidades, empresas privadas y el gobierno local, puede ser un ejemplo de nuevas estrategias de gestión de desarrollo local.

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PDC success factors

  1. 1. Key success factors for Concerted Development Plans at local level The case of the district of La Encañada, Cajamarca, Peru Jorge Chávez Granadino
  2. 2. Challenges for extractive projects in local developing areas • Elevated poverty and exclusion levels • High expectations on private investment • Weak institutional development • Limited positive impacts from mining taxfunded or direct social investment
  3. 3. Concerted Development Plans (CDP) Peruvian local mandatory public instruments aimed to establish common territorial priorities set to guide the initiatives and investments of social, economic and institutional actors. CDPs become the reference framework for local and regional policy making processes.
  4. 4. Local CDP´s key challenge • Not to become just a formal public planning requisite • Must promote a process of ample consensus for the improvement of public & private goals and investments • Must generate or strenghten local management systems and capacities
  5. 5. La Encañada District´s CDP management system • 2009-2010 CDP updating process led to the institutionalization of a management system to ensure continuity and follow up of the local plan • It has operated and adjusted its functions and roles for almost three years (2011-2013)
  6. 6. • • • • • • LOCAL COORDINATION COMMITTEE LOCAL COORDINATION COMMITTEE (LCC) (LCC) SECRETARY SECRETARY Functions Functions Representation Harmonization Prioritization Evaluation Reporting Implement LCC’s decisions Planning Follow-up Monitoring Information • • • • • • • Social Social Development Development Round Table Round Table Economic Economic Development Development Round Table Round Table Social Social Development Development Round Table Round Table Institutional Institutional Development Development Round Table Round Table • • • • Coordination Planning Monitoring & evaluation Capacity building Support LCC Project design Project management
  7. 7. Implementation of the CDP Private Private Institutional Institutional Plans Plans Municipal Municipal Strategic Plan Strategic Plan CDP result based investment CDP result based investment initiatives initiatives Community Community Development Development Plans Plans National & National & Regional Regional Investments Investments
  8. 8. Implementation of the CDP Municipal Municipal Strategic Plan Strategic Plan • Annual Operational Plan • Annual Participatory Budget
  9. 9. Implementation of the CDP • Mining companies social investment • Social Funds • NGOs • Churches • Others Private Private Institutional Institutional Plans Plans
  10. 10. Implementation of the CDP • Local communities self funded initiatives Community Community Development Development Plans Plans • Local proposals for annual participatory budgets
  11. 11. Implementation of the CDP • National Social Programs • Sectorial investment plans National & National & Regional Regional Investments Investments
  12. 12. Capacity building
  13. 13. Preliminary results 1. Improved investment follow up and allocation • CDP Secretary gather and coordinate information from public, social and private investors through management system • Regular public reports help preventing duplication or superposition of complementary investment plans • Traceability and transparency in the use of public/private resources
  14. 14. Preliminary results 2. Improved social coordination structures • By December 2012, 74 out of the 120 district’s villages have a Community Development Committee (CODECO) • 81% of CODECOs have a Development Plan aligned to the CDP • 32% of CODECOs are organized in networks • Two thirds have executed at least one investment project through the CDP system • By 2013, La Encañada ranks 18 in the national list of districts that increased the percentage of its investments through Participatory Budgets
  15. 15. Preliminary results 3. Improved financial leverage • Only public investment in CDP projects in 2011-12 represented around 77 million PEN (local budget for all purposes in that period was only 57 million, 45 million of it derived from mining tax income) • It accounts for almost 14% of the estimated total budget of the 10 years period CDP duration, without considering private investments for 2011-12 period
  16. 16. Key success factors 1. Community involvement approach • Legitimacy and consensus building through comprehensive information and consultation efforts, focused both in quantity and quality of procedures • 75% of communities, almost 1000 leaders and citizens directly consulted to build and update local plans • Participatory approach including social actors in every stage of planning and management, helped build trust and coordination, even in a local climate of conflict
  17. 17. Key success factors 2. Institutional and capacity building orientation • Interests and concerns of all actors taken into account in building the management system model • Planning and management process strengthen local existing institutions, promoting faster assimilation of roles and functions • Training, assistance and coaching for actors involved • Main goal was not to make a plan, but setting a long term management process
  18. 18. Key success factors 3. Territorial development and mining cycles • Exploration, exploitation and closing activities of several large scale projects were evaluated as having serious impacts on key local development issues • Local planning and management processes incorporated these potential impacts and opportunities in technical and financial projections • Mining projects were encouraged to integrate local development concerns in the construction of their business cases
  19. 19. Key success factors 4. Clear distinction of public and private roles • Local authorities must lead concerted planning; companies may provide support but keeping their role as another local actor • Clearly differentiating roles and functions of public and private actors regulates social expectations and demands • Establishing shared territorial vision and priorities help companies to better focus their social investment strategies and resources allocation

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