Think | BIG: Shared View

Behavior Profile: Traditional leaders facilitate effective coordination between local government and communities

	Other Goal	Goal has not been set
	Behavior	Traditional leaders facilitate effective coordination between local government and communities

Behavior Analysis			Strategy
BEHAVIOR AND STEPS What steps are needed to practice this behavior? Behavior Traditional leaders facilitate effective coordination between local government and communities Steps Learn about their role as outlined in the 2013 Constitution and the Traditional Leaders Act Build working relationship with RDCs, local government leaders, and other village leaders Engage other community leaders to understand community needs, shocks and stresses that may impact the community, and reiterate the need for inputs requested Utilize ward or village transformation plans to spearhead initiatives at the village level, engaging all community members including women, youth and marginalized groups Foster constructive dialogue between leaders and the community on an ongoing basis to share feedback, future plans, and early warning signs of shocks and stresses impacting the community Invite other community leaders to key community moments, including planning, implementation, and progress meetings Celebrate and voice appreciation for noted progress with all stakeholders	FACTORS What factors may prevent or support practice of this behavior? Structural Accessibility: [LIMITED UNDERSTANDING OF ROLE] Traditional leaders do not effectively facilitate coordination between local government and communities because they do not fully understand their role as custodians of the land, water and natural environment and as having authority and control over communal land and over the persons within those communal lands. They have a neutral role, working with what is there in the community Accessibility: [LACK ACCOUNTABILITY] Traditional leaders do not effectively facilitate coordination between local government and communities because they are not accountable to the communities they serve and may be constrained by traditional norms in which chiefs cannot be questioned Accessibility: [EXISTING GOVERNANCE STRUCTURES] Traditional leaders can facilitate coordination through existing community governance structures to influence community development plans and local by-laws Service Experience: [LACK OF GOVT RESOURCES/INPUTS] Traditional leaders do not effectively facilitate coordination between local government and communities because local government lacks resources to respond to community needs Social Family and Community Support: [RECOGNITION/LOYALTY FOR TRADITIONAL LEADERS] Traditional leaders may facilitate coordination between local government and communities because most community members recognize the existing role of traditional leaders Gender: [TRADITIONAL GENDER NORMS] Traditional leaders do not engage women in village and ward plans because they are used to trivializing women's concerns Gender: [ENABLING POLICY ENVIRONMENT] Traditional leaders may facilitate effective coordination between local government and communities because there is a statutory provision (Traditional Leaders Act) that supports inclusive community engagement Norms: [LIMITED YOUTH PARTICIPATION] Traditional leaders do not engage youth in village and ward plans because it is assumed that youth lack maturity and interest in community matters, and their views tend to be trivialized Internal Skills: [LACK OF FACILITATION, COORDINATION, NEGOTIATION SKILLS] Traditional leaders do not facilitate effective coordination between local government and communities because they do not have the facilitation, coordination and negotiation skills, and tools such as ward or village transformation plans	SUPPORTING ACTORS AND ACTIONS Who must support the practice of this behavior, and what actions must they take? Institutional Rural District Councils (RDCs) and District Development Fund (DDF) Officials: Mentor traditional leaders on effective community engagement. If traditional leaders clearly understand their roles and responsibilities under the law and possess knowledge and skills in community resources management they will be more likely to perform their roles impartially and resolve conflicts peacefully in the community. Providing this information to village heads and other community members simultaneously would create an expectation that traditional leaders put into practice the information learned and produce a degree of accountability. Community Women, youth and marginalized groups: Actively participate in community action groups, sharing their ideas and concerns around their priority activities. Community members: Actively participate in community development processes, sharing their concerns with traditional leaders and regularly provide feedback on issues affecting them. This includes women, youth and other marginalized groups. Youth Community Service Providers: Provide youth services, inputs and facilitate for linkages as needed to support youth initiatives. Community Service Providers: Provide expertise, inputs and facilitate linkages as they implement community development plans; ensuring traditional leaders are engaged throughout the planning, implementation and monitoring process. Community Action Group leaders: Demand government support along with community members	POSSIBLE PROGRAM STRATEGIES What strategies will best focus our efforts based on this analysis? Strategy requires Communication Support Enabling Environment Institutional Capacity Building: Train needed community members to identify and implement contextually appropriate community organizing and/or social accountability tools Institutional Capacity Building: Train needed community members focused on community activities to organize, articulate and monitor progress of community priorities. This will effectively facilitate coordination between local government and communities. Institutional Capacity Building: Coach traditional leaders throughout the planning, implementation and review of the community development plans in leadership, conflict management and good governance skills that unify the community around common values and a strong message about community cohesion, gender equality and inclusivity so they may continue this role beyond the project. Ensure traditional leaders support an inclusive community planning process. Institutional Capacity Building: Train traditional leaders on their role as a neutral, inclusive leader per the Traditional Leaders Act and RDC Act. Demonstrate how to bring language about gender sensitivity and inclusivity and youth as members of the community into coordination meetings with local government and provide examples of how the community structures are including the voices of women and youth. Ensure traditional leaders have the leadership, conflict management, good governance and communication skills to unify the community and local government representatives around common values, bringing in cultural traditions and indigenous knowledge, and offer a strong message about community cohesion and inclusion Policies and Governance: Work with needed community members that include women, youth and marginalized groups to decide which specific activity to pursue from the Ward Transformation Plans completed during process in order of priority highlighting the tangible benefits that are expected for households and the community. This will facilitate for objective interaction between the community members and the leaders. Policies and Governance: Work with needed community members to conduct inclusive Community Progress Review Meetings, ensuring visible, active involvement of traditional leaders, and engaging women, youth and marginalized groups to review community development plans. Systems, Products and Services Products and Technology: Strengthen linkages to service providers for inputs and technical expertise guided by priority activities in the village and ward transformation plans. Put in place specific linkages for youth community service providers and their respective communities. Demand and Use Advocacy: Link with local groups and local government to support Fair Days and other community events to recognize needed community members and their progress on village and ward transformation plans. Ensure visible and active involvement of traditional leaders. This will also present a platform for community members to amplify their voices as they interact with the public officials.

Think | BIG was developed under the ACCELERATE project, which was made possible by the generous support of the American people through the United States Agency for International Development (USAID) and implemented by The Manoff Group, Inc. in association with Howard Delafield International, OneWorld UK, Social Impact, Inc., and Sonjara, Inc. The information on this website does not necessarily represent the views of USAID or the United States Government.

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