The boundaries and limits of community management: Lessons from the water sector in Ghana

Abstract

Community management, a central part of community development, has gained wide acceptance among service intermediaries as a result of the failure of the top-down approach to community development. Governmental policy instruments therefore aim at a bottom-up approach in basic service delivery such as health care, water supply and sanitation without adequate critique of the circumstances. Operationally, the extent to which community management can be inserted into development strategies has remained elusive with mixed and often costly results. This paper critically examines community management and suggests some recommendations to help service intermediaries in the application of community management in communities larger than rural villages.

Determinants of household participation in the management of rural water supply systems: A case from Ethiopia

“…Two additional reasons for this are: first, the often stated goal of 'management at the lowest appropriate level', which assumes that management by the beneficiaries is easier and logical; and second, the perspective which treats water as an 'economic good' for which people should be willing and able to pay (Bohm et al, 1993;Bhandari & Grant 2007). Approaches that endorse management of rural water supply systems by user communities are generally known as 'community management' (Schouten & Moriarty, 2003;Doe & Khan, 2004). Community management is a management theory that advocates demand responsive approach (DRA) based on the principle that demand for improved and sustained water services induces the involvement of beneficiaries, and this in turn reduces entailed cost in terms of initial capital outlay as well as costs of operation and maintenance.…”

“…They also aim at building local capacity in extending and replicating the existing services (Kleemeier, 2000). Doe & Khan (2004) stated that 'the theory behind community management as such aims to empower and equip communities to take control of their own development.' But are rural households really willing to pay (contribute) for communal water services?…”

Sustaining water supply through a phased community management approach: lessons from Ghana’s “oats” water supply scheme

“…Community management differs from community participation. The latter refers to situations where communities are involved in planning and implementation of development projects (Harvey and Reed 2006) through attendance at meetings and provision of inputs such as locally available constructional materials, communal labor, and financial contributions (Doe and Khan 2004;Garande and Dagg 2005;Lundy 1999). Under community management, communities have both the authority and responsibility for management of resources, facilities, and assets which are exercised ''through democratically elected representatives' ' Doe and Khan 2004:362).…”

“…Community resource management has its positive impacts as well as shortcomings (Blaikie 2006;Doe and Khan 2004;Harvey and Reed 2006;Kumar 2005;Swatuk 2005;Zulu 2008). Participation is a burdensome on communities (Wiber et al 2004) that involves attending numerous meetings and handling a variety of management tasks.…”

“…Effective leadership is critical for successful community management (Akudugu 2007;Doe and Khan 2004). Ineffective leadership was mentioned by community members of Binduri as the reason for difficulties encountered in the management of their small-scale irrigation dam undertaken with funding assistance from the International Fund for Agricultural Development (IFAD) and managed by the Binduri Water Users (Akudugu 2007).…”