Strategic roadmap tailor designed through the lay authentic voices of Bahananwa for harnessing all natural and human resources for a sustained and integrated socio-economic and political development of the Ga-Malebogo.
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BAHANANWA INTEGRATED RURAL DEVELOPMENT
STRUCTURE
BIRDS
An authentic voices of Bahananwa
Marota Aphane, Tau Molele & Robert Mamabolo
STRATEGIC RURAL DEVELOPMENT CONSULTANCY FOR BAHANANWA TRIBAL COMMUNITY (2009)
BAHANANWA INTEGRATED RURAL DEVELOPMENT STRUCTURE (BIRDS)
First Publication: 2009
Strategic Rural Development Consultancy for Bahananwa Tribal Community
P.O. Box 1654, Bochum, 0790 (Limpopo Province, South Africa).
± 2 days - Data analysis - Report writing - Recommendations
4.2 Report presentation Admin Officer Boardroom
± 1 day - Verbal and documentation
4.3 Way forward Council & Chief
4.4 Council
The Bahanahwa Traditional Council will be established in terms of Chapter 2,
Section 3 (c) of theTraditional Leadership and Governance Framework Amendment Act
No. 41 of 2003. The council will function in terms of Section 4 (1) a-l.
Figure 4.4.1: Operational structure of the Council
Chief
Executive Headmen & Bakgoma Cluster Chairpersons
4.5 Clusters
Figure 4.5.1: Operational structure of the Clusters
4.5.1 Establishment of Clusters
To attain the objectives of BIRDS requires structures that will perform
groundwork duties with the people and issues affecting them. As an operational
component of BIRDS clusters shall therefore serve as the foundation. Each
cluster shall be manned by an Officer who shall serve as a chairperson, the
secretary, Project manager and Project coordinator. The officer shall be the
representatives of the Executive Tribal Council. As envisaged by the Council the
indentified clusters and their stakeholders shall be:
Table 4.5.1.1: Clusters and stakeholder composition
CLUSTER STAKEHOLDERS
1. Rural Economic Development Cluster (REDEC)
REDEC Officer
Business
Farming
Tourism
Mining
2. Social Justice Cluster (SOJUC)
SOJUC Officer
Community Judiciary
SAPS
Magistrates
Cluster Officer
Secretary Project Manager Project Coordinator
CPFs
Labour/Trade unions
3. Service Delivery Cluster (SEDEC)
SEDEC Officer
Municipality
Ward Councillor
CDW
4. Social, Health and Welfare Cluster (SOHWEC)
SOHWEC Officer
SASSA
Home Based Care
Dept. of Home Affairs
Dept. of Health
5. Research, Education, Training and Information
Cluster (RITEC)
RITEC Officer
Private Colleges
Community Radio
Community Library
Dept. Education
6. Arts, Culture and Entertainment Cluster (ACEC) ACEC Officer
CBOs
NGOs
HBC
Religious Leader
MRM
Education
7. Environmental Sustainability Cluster (ENSUC)
ENSUC Officer
Traditional Healers
Farmers
Rangers
4.5.2 Stakeholder mobilisation
Fundamentally, stakeholder mobilization shall be the second step in the
establishments of clusters. This process shall be planned and implemented by
respective Cluster Officers. In the mobilization process a wide range of interest
groups shall be invited on board. The stakeholders shall range from the
Government department, parastatal institutions, business sector, religious and
cultural fraternity, NGOs, CBOs, etc.
According to Africa (2003) in Kole (2004) IRDS did not have a stakeholder
mobilization strategy. BIRDS in contrast take the mobilization of stakeholder4s as
central for the possible formation of the Clusters and thus Cluster Officers shall
be mandated with the duty to develop it.
4.5.3 The roles of stakeholders
The roles of stakeholders shall be decided by the Cluster Officers in
consultation with the involved stakeholders. The roles shall differ and evolve
according their respective functions at various phases of implementation of
BIRDS and Cluster plans.
4.5.4 Operational Structure of the Clusters
In addition to the individual cluster’s (see Table 4.5.5.1 below) functions
each cluster shall serve the following compulsory functions:
Indentify community needs (in respective of their roles);
Plan and implement their core functions;
Ensure capacity building within the cluster (both human and capital
resource);
Educate the community about their activities;
Monitor, evaluate and recommend programmes of cluster
stakeholders;
Draw policies relevant to the cluster functions;
Report and recommend to the Community Council challenges and
possible intervention measures and;
Liaise with sister Clusters.
The functions above disclose the proactive nature of the clusters. This therefore
implies that in their nature the clusters shall be able to independently initiate activities
without the supervision from the Council (see Figure 3.5.5.1 under section 2.4).
4.5.5 Anticipated capabilities of the Clusters
In much broader terms, the capacitated Clusters are anticipated to
demonstrate the following capabilities:
1. Assist the communities in pursuing change--The need to balance
and focus simultaneously on reducing poverty and expanding the range of
economic opportunities in impoverished areas will require innovative
funding to break away from traditional methods. Help communities make
sense out their priorities and secure leadership for developing a holistic
approach to human and economic development.
2. Compile a listing of the resources available for these communities
through individual Council members and other agencies, then assist the
communities in identifying the opportunities and barriers associated with
garnering the institutional and financial resources necessary for pursuing
BIRDS.
3. Encourage the creation of meaningful partnerships--Partnerships
among community-based organizations, local governmental entities, and
with local, provincial and national governments, businesses, and nonprofit
organizations should focus resources through permanent alliances, a
forum for identifying resources and pursuing action for implementation.
4. Assist in facilitating dialogue and coordinating problem-solving--
Groups at the grassroots level, government officials, business leaders,
and other stakeholders should be coordinated and integrated to assure
that community economic development is inclusive and tackled on a rather
broad basis. Provide a setting for the emergence of natural leadership.
5. Assist the local coordinating agency in removing barriers to
economic development and individual self-sufficiency--Respond to the
strategic plans by helping to distinguish local government rules and
regulations that are impediments to implementation of the plans. Provide
technical assistance based on the needs of the community for tackling
government rules and regulations.
6. Wherever feasible, encourage and offer incentives to communities
which actively and independently form community economic development
alliances with each other rather than acting alone--Bring communities with
common interests together and offer assistance in building regional
community economic development alliances.
7. Assist communities in attracting business investments from outside
South Carolina and retaining the industries currently in the area.
8. Serve as a catalyst and create assistance programs and
institutional arrangements that facilitate entrepreneurship.
9. Carry out endorsed projects and encourage garner support from
agencies and organizations that are not Council members to assist in
implementation.
10. Concentrate resources of constituent agencies through the
creation of a few demonstration projects (piloting). These projects should
be win-win endeavors for the local area and also serve as pilots for
employing resources in other areas. Some projects to consider include:
Assist active and willing communities with the financial,
management, and technical assistance for creating and
operating a community development corporation;
Select a relatively small community and offer assistance for
refining the strategic plan, setting priorities, and action steps;
followed by a marshaling of resources for implementation;
11. Further research through the formation of continues focus groups in
each of the communities for the purpose of gaining a common definition
for the meaning of "better life and quality of life" and its related indicators,
then create an instrument for monitoring and evaluating the quality of life
in these communities over time.
4.5.6 Individual functions of each cluster
Besides compulsory functions that all clusters are expected to carry out,
the following are additional individual functions each cluster should do. Clusters
are at liberty to add on the list of the individual functions.
Table 4.5.6.1: Individual Functions of the Clusters
CLUSTER FUNCTIONS
1.REDEC Explore avenues for economic growth
Create economic mutual cooperation within the community
Increase the socio-economic standard of the people
Create employment opportunities
2. SOJUC
Promote and project the culture of Human Rights
Convene community meetings
Investigate reported cases
Preside over traditional courts
Ensure legal representation for the complainant and respondent
Resolve disputes
Maintain law and order
Promote fair labour practice
3.SEDEC
Monitor service delivery
Ensure equality in service delivery
4.SOHWEC
Ensure access to Health and social security
Improve well-being for the rural poor
Monitor and help curb the spread of HIV/AIDS
Collect and redress ID problems
5.RITEC
Increase the level of literacy and numeracy through ECD,ABET etc.
Support learners and students
Inform and educate the public about the world around them
Commission and encourage research activities
6.ACEC Support and promote Arts and Cultural activities
Protect and promote the cultural heritage of the Bahananwa people
Instil the culture of the respect for the customs/traditions
Rejuvenate the moral values
7.ENSUC
Promote and protect the environment
Oversee land and water use
4.6 Conclusion
A cross-cut sectional anatomy of BIRDS indicates four administratively
independent functional sections. Although independent they are, they are however,
functionally interdependent. The composition of the functional (Managerial and
Operational) subsections is established in such a way that it will guarantee maximum
input. This is also reinforced by the functions of each subsection which are interwoven
to achieve BIRDS’ objectives.
CHPATER 5
IMPLEMENTATION OF BIRDS
“A good idea is worth 10%, implementation, hard work, and luck total 90%”. Guy Kawasaki
5.1 Introduction
This chapter tabulate and sketch different phases that will be followed in the
implementation of BIRDS. Besides the introduction (5.1) and the conclusion (5.7) this
Chapter is subdivided into three sections. Subsection 5.2 outlines the three phases
involved in the implementation of BIRDS; Subsection 5.3 describes the implementation
methodology, Subsection 5.4 outlines Rural Area Targeting Guidelines, Subsection 5.5
Development Strategy Guidelines lists and defines the seven pre-BIRDS
implementation trainings.
5.2 Implementation phases outline
As Table 5.2.1 illustrates, BIRDS will be implemented in three phases. The
implementation phases will depend largely on the immediate availability of human, time
and financial resources (see Chapter 1). Before expending and covering all the areas
BIRDS will be first be set on an experimental (trail) phase in indentified distressed areas
(areas in dire socio-economic rejuvenation) gradually expending to other areas.
Table 5.2.1: Implementation Phases
Activity Qualify Responsible Duration
PHASE ONE: PLANNING
1.1 Capacity building Trainings This are the structures such as NGOs, CBOs, Government etc. required to establish clusters (see Chapter 4).
1.2 Structure Identification
1
1.3 Acquire human resource
Employing skilled personnel that will work on full time basis in various sections of BIRDS e.g. admin Engaging the structures and Assemble a team comprising of the reps from the indentified structures, Executive, employed personnel etc Clusters drawing, submission and reviewing actions plans. Data on existing projects (individual Clusters) Identification of the sites (two villages) where the Trial Phase (Pilot experimentation) of the project will be launched.
Executive
&
Council
6 weeks
1.4 Teaming
1.5 Action plans
1.6 PAR
1.7 Pilot
1.7 Monitor & Evaluate Phase 1
PHASE TWO: EXECUTION
2
2.1 Trial site Some sections of BIRDS will be implemented first on the two villages selected before the expanding it to other villages. BIRDS will be expended to other some more two to three villages depending on the man-power and lessons from the previous phase before it can cover the rest of the areas. BIRDS will be fully executed
Team
3 Months
2 months 12 Months
2.1 Expansion
2.3 Full execution
2.4 Monitor & Evaluate Phase 2
PHASE THREE: FINAL EVALUATION
3.1 Report writing Report outlining experiences,
3
3.2 Report presentation barriers, analysis and recommendations will be presented and BIRDS will be redesigned (in necessary and re implemented)
Team
1 Month
3.3 BIRDS review & Way-forward
3.4 Re-implementation - Continues
1 Month
5.3 Methodology
Each of the community strategic planning initiatives will follow a process of
identifying problems, determining critical issues, and outlining strategies for achieving
their preferred futures. Relying on each of the planning documents, broad categories of
problems, issues, and strategies will be analysed from the rich information in the
general data. The output of the analysis will therefore be used in further developing
approach in the process of implementation.
To gain a sharper focus on the problems and issues that the planning process in
will unearthed, an examination will be made of those problems that are identified as key
or crucial for strategically promoting individual self-sufficiency while also advancing area
wide economic and community development. The problems and crucial issues identified
through the strategic planning process shape expectations for the future and encourage
visions of economic self-sufficiency through a combined strategy of economic and
human development.
5.4 Rural Area Targeting Guidelines
In the implementation BIRDS three steps guidelines on Rural Areas Targeting
(RAT) as designed by Rickman (2007) will be used. Rickman (ibid) argues that targeted
rural economic development can potentially increase overall state economic welfare.
Targeted rural development also could address the issue of economic equity or
fairness. In indentifying the best candidates for economic development the following
steps are suggested:
Step 1: Areas containing larger population shares of those economically
disadvantaged and left behind should be identified. Some remote areas may only
contain individuals who desire more space or other site-specific amenities, and are
satisfied with their economic opportunities. For example, areas dominated by
economically footloose households seeking a high quality of life (e.g., retirees) would be
poor candidates for further development. In addition, if people readily leave
economically declining areas there may be little reason on social welfare grounds for
developing them; these individuals may simply have lived there to take advantage of
temporal economic opportunities and have few other ties to the area (e.g., energy
boom/bust areas) (Rickman, 2007).
Step 2: Areas suffering the greatest disadvantage of location should be
identified, as these may be the most difficult to develop. If the areas lack sufficient
scale, the costs may far outweigh any benefits from economic development. Yet for
many underperforming remote areas there is some cause for optimism. In the 1990s, a
large number of previously persistent high poverty counties experienced acceleration in
their employment growth and dropped below the high-poverty threshold (Partridge and
Rickman, 2005b). Initial conditions such as lower levels of education did not prevent
them from experiencing positive economic outcomes. Generally though, areas should
be developed that have stronger ties to urbanized areas. Even among non-fringe
nonmetropolitan areas, those closer to cities, particularly to larger cities, appear to be
more attractive to businesses and households (Partridge et al., 2006b). Close proximity
to cities reduces transportation costs for businesses in terms of delivering their products
and in purchasing their inputs. Similarly, close proximity provides households job-
commuting opportunities and allows them to take advantage of urban amenities such as
better shopping, restaurants, and cultural attractions. The reason businesses are
willing to locate outside cities is to avoid their congestion costs while taking advantage
of close proximity. However, since market forces favour these areas, they may be less
in need of state economic development efforts. The trick is to find areas situated
reasonably proximate to urban areas in which market forces have not already led to
their development ─ i.e., areas where there is market failure (Rickman, 2007)..
Step 3: Areas with excess public infrastructure should be identified. Excess
public infrastructure in an area would reduce additional strains growth places upon state
and local government budgets. For example, schools may have fewer pupils than the
facilities can accommodate, there may be excess sewage and water capacity, or
underutilized roads (Rickman, 2007).
5.5 Development Strategy Guidelines
For the strategic guidelines Rickman (2004) suggest that a comparison of
expected benefits and expected costs be made for each candidate area, in which not all
areas may pass a benefit-cost ratio for economic development. There are numerous
other factors which may affect whether an area would pass a cost-benefit requirement
for economic development. These factors could be used as guidelines in developing
area-wide economic development strategies.
5.5.1 Area’s decline
Consideration should be given to the reason for an area’s decline.
Deficiencies cannot be corrected without first accurately identifying them. Some
areas may have experienced declines because of concentration in nationally
declining economic sectors. These areas would need to turn their attention to
attracting firms in nationally growing sectors for which the region is competitive.
Other areas may decline because of increased economic disadvantage. For
example, increased global demand for education and skills in growing sectors
hurts areas possessing lower skill and education levels. Similarly, an increase in
the desire among households to live in cities draws population from remote rural
areas, particularly those lacking household amenities. Some areas also may lack
requisite private and public infrastructure to attract nationally expanding
economic sectors. Low levels of education and infrastructure are factors that
might then be addressed, while it may not be possible to remedy other
deficiencies.
5.5.2 Competitive Enterprises
Traditional Authority should identify which firms are most able to be
competitive in more remote rural areas. Some firms require close proximity to
other firms, because of transportation costs, or needed access to ideas and
information flows. These firms are unlikely to locate and thrive in remote rural
areas. For example, firms in mature sectors such as many manufacturing
industries, which are no longer in the formative innovative stages requiring
location in dense areas, may be more profitable in remote areas where labour
and land costs are lower (Rossi-Hansberg, 2005). Yet, it would need to be
industries for which it is more profitable to produce in remote rural U.S. regions
than in developing countries.
5.5.3 Multiple strategies
Rural economic development policy should be combined and coordinated
with people-based policies. Successful economic development may require
implementation of multiple strategies, which are tailored to the particular
circumstances of the area (Blank, 2005). For example, recruiting ―new economy
firms‖ may prove to be futile if the area labour force lacks requisite education and
skills, or lacks sufficient quality of life to attract educated households. Yet getting
local households to further invest in jobs skills and education may require
evidence there will be a payoff in the area, requiring ongoing business
recruitment efforts.
5.5.4 Developing Regional Centres
Traditional Authority should develop regional centres of economic activity.
Economic competitiveness requires some concentration of economic activity.
Rather than evenly spreading activity across all areas of a region, it\ would be
better to concentrate the activity within the region, and have the benefits of the
concentration spread outward from the mass of activity. The benefits can spread
outward because residents from outlying areas may commute in to work in the
regional centre, and because of possible development of tertiary businesses in
the outlying areas serving businesses in the regional centre. Trying to evenly
spread the activity across all areas may make the entire region economically
uncompetitive and unsustainable.
To be sure, Partridge et al. (2005) find that rural county employment
growth increases with proximity to urban areas, but is unaffected by proximity to
economic activity in general if it is not concentrated. States should also then
encourage cooperation among all areas in an economic region. Empirical
research documenting the linkages between regional centres and outlying areas
(e.g., Partridge et al., forthcoming) could be used to convince legislators and
economic development policy makers of the need to cooperate. States can
provide leadership and incentives for local areas to leverage their economic
development efforts with the state. For example, states can provide tiered
subsidies and tax breaks, which are tied to regional partnering and cooperation in
rural area economic development efforts. These efforts also should be leveraged
and dovetailed with federal economic development efforts.
5.6 Trainings
As a prerequisite to the process of the implementation of BIRDS, training is of
vital significance. The pre-BIRDS implementation trainings will conducted based on a
Eight Module Manual (see attached Annexure 2) Eight key areas that will require
introductory training are identified as (i) Leadership (ii) Conflict Management (iii)
Meeting Management an Roles and Responsibilities of the Office Bearers (iv) Problem
Solving Module (v) Managing diversity (vi) Human Rights (vii) Public Speaking and
Presentation and Corruption (viii).
5.6.1 Tam Building
It is important to recognise that these are roles that people tend to adopt
within the group dynamics of the team. They are not the same as the individual’s
functional role. To be effective, a team needs to be balanced. An individual team
member may be particularly strong in one of the roles and have a natural
tendency to perform it whenever possible. There may also be a back up role
which he/she adopts when necessary. The following chart gives an overview of al
team types, listing their positive qualities and ―weaknesses‖.
5.6.2 Leadership Module
The level of success or the degree of failure of BIRDS lies in the
leadership skills of its leaders. Every successful organisation requires effective
leadership to fully utilise the skills of staff in order to achieve the aims of the
organisation. It is against this backdrop that Leadership training forms an integral
part of preparing for the journey of building ahead. Most importantly, this is
because the majority of the individuals who will form part of BIRDS’s heart have
no prior leadership experiences. Preparing is about building resources, by
building healthy organizations in the first place.
5.6.3 Conflict Management
In order for BIRDS to be effective and efficient in achieving its goals, the
people in the organisation need to have a shared vision of what they are striving
to achieve, as well as clear objectives for each section and cluster. It is therefore
vital to find ways of recognising and resolving conflict amongst people, so that
conflict does not become so serious that co-operation is impossible. All members
of BIRDS need to have ways of keeping conflict to a minimum - and of solving
problems caused by conflict, before conflict becomes a major obstacle of the
progress of BIRDS. Conflict management as the process of planning to avoid
conflict where possible also becomes important in the pre-implementation
training of BIRDS.
5.6.4 Meeting Management an Roles and Responsibilities of the Office
Bearers
The Planning, implantation and progress of BIRDS is on the mercy of the
organisation and attendance of meetings. However, meetings as an efficient tool
of BIRDS implementation can be very productive or they can also be a waste of
time depending on the effective use and level of organisation. The organisation,
sharing and recording of meetings and its proceedings rests on the shoulders of
some individual office bearers, it is therefore important for members of the
Executive section BIRDS to know their roles and responsibilities.
5.6.5 Problem Solving
Although there are many structure on rural development, BIRDS area
specific is a virgin strategy that will without doubt experience many pitfalls in the
process of its implementation and running. This therefore suggest that in the
process of implementation and running challenges will that will require skilled
personnel in facing the challenges and ―solving‖ the problems will be highly
needed. This module will help in at least equipping the initial implementation staff
with basic skills in creatively attending to whatever challenge they may come
across.
5.6.6 Public Speaking and Presentation
Public speaking is very much part of the work of any leader and active
members of an organisation. As a form of art public speaking can be used to get
your message across to large audiences and to win support for your cause. It
may also be called on to make speeches to provide information to people or as a
way of reporting back to large groups of people. Public speaking can be a
powerful tool to use for purposes such as motivation, influence, persuasion,
informing. In our bid to implement and sustain (selling) BIRDS a lot interaction
with the different people and groups will be involved, This therefore necessitate
the need to learn art of clear speaking and persuasion.
5.6.7 Corruption
Control of power and working with abundance of resources can be a fertile
ground for the germination of corruption. The growth of BIRDS is tantamount to
the increase in resources. The more opportunities for money exist in BIRDS, the
larger will be the corruption. Similarly, the greater the discretionary powers
granted to the key role players in BIRDS, the greater will be the corruption.
Corruption can have a serious adverse impact on development. The effect of
corruption on BIRDS equals to the its effects on the poor, for example, increasing
the cost of services, lowering their quality and often all together restricting poor
people's access to essential services, diverting public resources away from social
sectors and the poor, and through limiting development, growth and poverty
reduction.
5.7 Conclusion
The three resources (human, time and financial) are central in the
implementation of the three phases (planning, execution and final evaluation) of BIRDS.
The methodology that will be applied will involve the process of identifying problems,
determining critical issues, and outlining strategies for achieving their preferred futures.
This methodology will also be instrumental in (i) three steps guidelines on Rural Areas
Targeting (identification) and the four Development Strategy Guidelines. An important
factor that also needs special attention in the implementation processes is the pre-
implementation trainings. Eight key aspects revolving around good leadership practices
are indentified planned to complete as part of the planning phase.
Through BIRDS economically depressed rural communities with common
problems such as lack of jobs and economic development, inadequate education and
job training, lack of health care and environmental services, inadequate public safety,
lack of affordable and decent housing, and a lack of physical infrastructure shall be
indentified. The strategic planning process shall equip rural communities with a means
for designing achievable steps for improving the standard of living. The bottom-up
planning process in the communities identified key problems and recommended
strategies for integrating human and economic development.
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