UWC OCTOBER 2008

1. Western Cape Provincial Government DEVELOPMENT OBJECTIVES AND PRINCIPLES UWC OCTOBER 2008 Juanita Fortuin

2. Development Design: Introduction • Development is the process and the result of growing, progressing, improving, changing for the better. • Development has many practical applications (e.g. real estate development on a piece of land, personal development of individuals, research and development in companies, societal change, development related to developing countries). • In the following module development relates to situations of underdevelopment, to situations in the so-called ‘third world’, in general it relates to poverty.

3. Development Design: Introduction • Development interventions take the form of programmes or projects. • Funding agencies allocate certain resources for pre-defined objectives over a defined time span. • Hence, there is a dominant concern with ‘project management’ in development: • strategic planning of projects (for example using the Logical Framework approach), planning of project actions, project organisation, monitoring and evaluation,

4. Development Design: Introduction • reviews in the early 1990s showed that planning alone does not make a good project. • Professional design has to preceed planning. • To demonstrate this point: a new car model requires years and millions of rands for its technical and institutional design before anyone can plan production. • In development, one can only plan with certainty, if the design process has come up with a specific solution to a specific problem.

5. Development Design: Introduction • There are pre-conditions for planning. • Before the emphasis on planning, established funders have usually commissioned project appraisals before planning projects. • What we mean with “design” is most closely reflected in appraisal practices. • Appraisals are usually only done once before the start-up of a project, they are carried out by an external team, and the quality of the appraisal depends on the personalities / specialists in the team.

6. Development Design: Introduction • Design is not only a task at the appraisal stage of a development intervention, • It is a periodic strategic development function. • Design can draw on general principles and experiences which apply to most development interventions • We suggest that design choices need to be made analytically and systematically, • Development specialists need to become more professional in designing interventions in order to make significant and sustainable impact.

7. General Approach to Dev Design • It could be considered quite daring to argue for a general approach to the design of development interventions/projects. • Each case and situation has its own characteristics and complexities. • There are so many specialist fields in development with their own approaches • The question is: can there be general principles and methods that warrant suggesting one 'general approach'?

8. Historical Overview on strategies of Rural Development

9. Historical Overview on strategies of Rural Development

10. Historical Overview on strategies of Rural Development

11. Historical Overview on strategies of Rural Development

12. Hierarchy of objectives for interventions

13. Hierarchy of objectives for interventions

14. Poverty Orientation • The RRD concept assumes poverty as a mass phonomenon • Poverty Orientation is understood as: • The aim of putting the majority of the rural population in a position to better satisfy their basic needs • Can be equated with mass orientation with the attempt to reach the majority

15. Sustainability • In this context understood as • Project’s positive effects that is the achievement of • Project purposes and goals persist at least in medium term after external support has withdrawn • It applies to capacity of population and institutions to solve any new problems which keeps arising out of consistent changing frame conditions

16. Deficiencies in poverty-orientationwhy many projects do not reach the majority • Not systematically built into the project aims • Instruments of target-group orientation planning are not used • Relevance of social and sex-specific differences within local communities is ignored • Require problem solutions which are adjusted to context and cater for the majority of the population • Task of identifying adjusted solutions for problems is not taken seriously enough • Project not reproducible on a large scale because of structural limited markets

17. Deficiencies in sustainability • not focussed on finding problem solutions which take frame conditions into account • Have not solved the conflict of partner orientation vs objective orientation • Tend to make extensive demands on state implementation

18. RRD – Objectives and Principles Living conditions of the regional population improved and or stabilized on a long-lasting basis SUSTAINABILITY POVERTY ORIENTATION Utilization of natural Resources intensified on a sus. basis Population in a position to assume responsibility for improved shaping of their future SELF-HELP ORIENTATION MULTISECTORAL APPROACH Support measures are socially adjusted Utilization of resources bases of self responsibility Target group able to reach necessary service Productive activities econ viable Population applies ecological Sus methods Target group orientation Ecological Sus Participation Economic Sus Institutional Sustainability Access to state and private services improved Radius of action and representation of target groups expanded

19. Theoretical elements as background • In the development context, the use of analytical tools was introduced in response to difficulties encountered by many projects and programmes over time. As background let's look at these. • Difficulties: • In current practice, many development projects and programmes (= support efforts) are not based on an understanding of the concrete reality of where they intervene, but "come top down": from a national priority, or an international agency, or an outsider. • These interveners have defined projects/programmes, often without specific testing of the real situation or the feasibility of the intervention.

20. Theoretical elements as background • The role of projects and programmes in their institutional environment is often not sufficiently clarified. • Projects / programmes are used as scape-goats to fill in gaps that are not resolved structurally: hence projects / programmes face the dilemmas that • they have to deliver tangible outputs fast, as politicians and people have high expectations - rather than find out what a situation-adequate solution may be; • they have to make use of allocated funds in the budget period, even if it does not make sense - rather than spending funds according to the real progress; · • they have to neglect the search for situation-adjusted, sustainable and impactful solutions. • Impactful and efficient interventions in development are difficult to generate and make practical.

21. Theoretical elements as background • Then what is development? • A sequence...it is not a once-off event, • but proceeds in stages or cycles (which are not always 'successful')...of problem solving processes.. • .it is driven by the perception that something is a problem • ...aimed at the sustainable improvement... • what occurs as impact of an intervention should continue even after the support stops...of human living conditions • or a prevention of their deterioration.betterment can also mean that things simply do not get worse, e.g. there is not more unemployment, hunger, disease, …

22. Cycle of Change • Development, speaking generally, is part of change processes: change for the better, improvements. Change is the difference between the start and the closure of an experience.

23. Cycle of Change

24. Development as a Result • Development as a result • It is a result of spontaneous... • Individual or group efforts…... • of members of a society. development has prerequisites: it can not happen if there is no society. It does not happen in war or other situations where crime against humanity takes place (e.g. suppression of a large part of a society).

25. Role of the State • Major tasks of the state in initiating, facilitating or supporting development processes are: • Providing an enabling environment for people's initiatives and activities (e.g.: legal environment, security) • Providing public goods: these are goods which are used by everybody and which do not allow exclusion • Taking up tasks or functions which are considered to be necessary by society but cannot be managed by the private sector due to reasons like size of necessary investment (e.g. railway networks), or lack of short-term profitability for private investors (e.g. environmental protection measures) • Solving or preventing problems resulting from private activities (e.g.: unemployment, over-exploitation, environmental degradation).

26. Tasks of development planning state agencies • development planning is not supposed to predetermine the process of development but to design activities which create prerequisites for keeping development processes in line with certain basic societal objectives. • designing a conducive environment (e.g. a legal system, as in the case of land legislation) • designing the provision of public goods and services • designing other state-owned activities • designing problem-solving interventions of state agencies (or other support agencies) in fields which are within the private sector's (the people's, the society's) responsibility (e.g. advisory services, subsidies, taxes, marketing services).