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BIRDS

Marota Aphane, Tau Molele & Robert Mamabolo

STRATEGIC RURAL DEVELOPMENT CONSULTANCY FOR BAHANANWA TRIBAL COMMUNITY (2009)

STRATEGIC RURAL DEVELOPMENT CONSULTANCY

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). ISBN - 978-0-620-44480-4 Copyright (2009) Marota Aphane (Strategic Rural Development Consultancy) All rights reserved. This document was compiled for the use by the Bahananwa Tribal Community and is therefore the property of the said institution. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means; electronic, electrostatic, magnetic tape, mechanical, photocopying, recording or otherwise without the prior permission or the copyright holder or in accordance with the provision of the Copyright Act, 1978 (as amended). Any person who does any unauthorised act in relation to this publication may be liable for criminal prosecution or civil claims for damages.

LIST OF USED ACRONYMS

(In order of appearance in the document)

ISRS RDP RDS LMs TA BIRDS

INTEGRATED RURAL DEVELOPMENT STRATEGY RECONSTRUCTION AND DEVELOPMENT PROGRAMME RURAL DEVELOPMENT STRATEGY LOCAL MUNICIPALITIES TRIBAL /TRADITIONAL AUTORITY BAHANANWA INTEGRATED RURAL DEVELOPMENT STRUCTURE

SABC BLM CDM IDP CODETAX INB SAPS GNU LDC CBR

SOUTH AFRICAN BROADCASTING CORPORATION BLOUBERG LOCAL MUNICIPALITY CAPRICORN DISTRAICT MUNICIPALITY INTEGRATED DEVELOPMENT PLAN COMMUNITY DEVELOPMENT TAX SYSTEM INTEGRATIVE NATURE OF BIRDS SOUTH AFRICAN POLICE SERVICES GOVERNMENT OF NATIONAL UNITY LESS DEVELOPED COUNRIES COMMUNITY BASED REHABILITATION

PWD PRO REDEC SOJUC SEDEC SOHWEC RITEC

PEOPLE WITH DISABILITY PUBLIC RELATIONS OFFICER RURAL DEVELOPMENT CLUSTER SOCIAL JUSTICE CLUSTER SERVICE DELIVERY CLUSTER SOCIAL, HEALTH AND WELFARE CLUSTER RESEARCH, EDUCATION, TRAINING & INFORMATION CLUSTER

ACEC ENSUC LED CBOs NGOSs CPF CDW SASSA HBCS PAR RAT SAHRC CGE

ARTS, CULTURE AND ENTERTAIMENT CLUSTER ENVIROMENTAL SUSTAINABILITY CLUSTER LOCAL ECONOMIC DEVELOPMENT COMMUNITY BASED ORGANISATIONS NON GOVERNMENTAL ORGANISATIONS COMMUNITY POLICING FORUM COMMUNITY DEVELOPMENTAL WORKER SOUTH AFRICAN SOCIAL SECURITY AGENCY HOME BASED CARE GIVERS PARTICIPATORY ACTION RESEARCH RURAL AREAS TARGETING SOUTH AFRICAN HUMAN RIGHTS COMMISSION COMMISSION ON GENDER EQUALITY

JCD CCMA

JUSTICE AND CONSTITUTIONAL DEVELIOMENT COMMISSION FOR CONCILIATION, MEDIATION AND ARBITRATION

NEMA PANSALB

NATIONAL ENVIRONMENTAL MANAGEMENT ACT PAN SOUTH AFRICAN LANGUAGE BOARD

FORWARD

Although Section 9, of Chapter 2 of the Constitution of the Republic of South Africa gives a provision for equality and Sections 26 and 27 caters for access to adequate housing, food, water and social security respectively, the realisation of these rights to the Bahananwa people is still a far-fetched dream. This is despite the ancestral given wealth in abundance. This publication seeks to echo the wisdom of our elders, an orphan that defies death invites wealth in this unfortunate predicament. As a residence of the area in exploration and a generation four of the long cultural mutual relationship history shared between my family (as the Royal Traditional Healers) and that of the Royal Kraal, I personally have a subjective interest in the socio-political and economic development of Malebogo area. Since we, the people are in the process of re-curving our almost deformed face of our cultural heritage, we meet challenges brought about by the socioeconomic and political inequalities. This edition raises the excitements of venturing into the adventure of putting into practice a virgin approach to Malebogo development and the expectations of seeing the results thereafter. Amongst many this edition is unique as it is not only area specific but also customised to cater for the specific needs of our people. As a first edition BIRDS is open to re-research and re-evaluation of producing yet another constructive document. Through BIRDS we will strive ensure that One day our grandchildren will go to museums to see what poverty was like Muhammad Yunus. -------------------- [BAITSWENG] -------------------DR. TAU MOLELE: CHAIRPERSON: BAHANANWA TRIBAL COMMUNITY

PREFACE In an attempt to justly share amongst his subject the fruits of the land of Malebogo, Kgoi Lebogo, on behalf of the Bahananwa Tribal Community commissioned me to compile a strategic roadmap of harnessing all natural and human resources for a sustained and integrated socio-economic and political development of the Bahananwa. The process of compilation gave birth to Bahananwa Integrated Rural Development Structure (BIRDS). As tailor-made strategy, BIRDS comprehensively details step-by-step processes involved in the fundamental mapping and cautious implementation of this rural-broadbased and multispectral integrated development plan. Data gathering involved qualitative primary and secondary processes. These methods demanded laborious site visits for observation, interviews with both the ordinary Bahananwa and key community leaders and countless hours of both the electronic and paper library work. The process was adventurous and yielded maximum and relevant functional data. Dr. Tau Molele deserves recognition for (i) his unreserved enthusiasm and dedication to the just cause and development of the Bahananwa and (ii) for the supply of the qualitative key data and capital resource. I bend my knees for Kgoi Lebogo for his heart-filled vision (I sensed during our first official meet). Gratitude should be directed to Mr. Manaka, his unwavering comradely passion portrait by his stalwart words (during our meet). Ms. Magret Kibido of the National Library of South Africa also deserves acknowledgement for her assistance in securing the ISBN for this publication. To all of these individuals and the Bahananwa I interviewed; this publication was made possible because of you. -------------------- [THOBELA] -------------------MAROTA APHANE: AUTHOR

CHAPTER ONE ORIENTATION OF BIRDS Individually, we are one drop, together, we are an ocean Ryunosuke Satoro

1. 1

Introduction Most international development practitioners argue that for development to be

effective one central element has to be active community participation. This refers to the involvement of the community in all the level of the implementation of the development programme i.e. from planning, organising, implementation and monitoring and evaluation.

Worldwide, the pervasiveness of poverty and poor delivery of basic services in rural areas of developing countries continue to constrain development efforts. The prevalence of rural poverty provides major challenges to governments, organisations of civil society and developmental agencies. The failure of many rural development projects during the last three decades has led those involved to consider in more detail the factors that undermined successful outcomes. Prime among these are the issues of inadequate local capacity and the excessive centralisation of decision-making (ISRDS, 2000).

As part of a global phenomenon, many developing countries (as well as transition economies and even some western industrialised countries) are now discovering that rural communities, if appropriately empowered, can often manage their own local development efforts, and sometimes considerably better than any agency of the state. A properly worked through system of participation and decentralisation holds the promise to provide mechanisms for empowering communities appropriately, though this process is by no means guaranteed (ISRDS, 2000).

Debeer & Swanepoel (1998) in Kole (2004) state that South Africa also acknowledged, through the development of Integrated Sustainable Rural Strategy (ISRS) that the success of rural development would be enhanced by local community participation. This type of development programmes draws local governance into rural development arena in that the success of development at this level includes amongst others things, governance mechanism. The Traditional Leadership and Governance Framework Amendment ACT 41 of 2003 state it clear the role of the traditional leadership in the democratic and cooperative governance. The Act envisages an active involvement of the traditional leadership in the formulation and the implementation of the integrated development plans. Section 4 of the Act provides for the establishment of traditional councils that should:

Support municipalities in the identification of community needs; Facilitate the involvement of the traditional community in the development or amendment of the integrated development plan of a municipality in whose area that community resides; Participate in the development of policy and legislation at the local level, and Promote the ideals of co-operative governance, integrated development planning, sustainable development and service delivery to promote indigenous knowledge systems for sustainable development and disaster management.

Section 5 (2) of the Act affirms that any partnership between a municipality and a traditional council must; (i) Be based on the principles of mutual respect and recognition of the status and roles of the respective parties, and (ii)Be guided by and based on the principles of co-operative governance.

The involvement of Traditional Leaders and Authorities in the development and implementation of IRDS has been a matter a great debate and tension between the Local government and Traditional Leaders. It is argued the establishment of

developmental local government in rural areas has been the main source of tension between the two institutions (Ntsebeza, 2004 In Kole, 2004). The role of Traditional Leadership in development local government, land administration and rural development specifically are the main source of this tension. Therefore, although they are leaders in traditional areas, in the IRDS the Traditional Leaders are classified as some of the stakeholders whose roles are not clearly defined and outlined. 1.2 Background Pre-1994 rural communities in South Africa were relegated to the peripheral positions with no role to play in directing their future. Traditional Leaders who prior the oppressive dispensations were pillows of support to the needy were then turned into political instruments by the regime through the Homeland premiers to subjugate their subjects into submissive slaves. Post-1994 ushered in an epoch of hope with the drawing of instruments to fight against rural hunger and poverty. However, beautiful the instruments are, ordinary rural people lives remain just that; ordinary. 1.2.1 Reasons for the failures In her dissertation evaluating the integrated sustainable rural development programme of the RDP, Kole (2004) indentified amongst other reasons one major reason that led to the general failure of the programme as centralisation.

One of the reasons cited in the 2000 ISRDS is that decentralisation is often espoused in principle, but undermined in fact by institutional arrangements and financial flows that fail to allow communities to articulate and act on their priorities. While it is true that rural local governments are unlikely initially to be able to take on some of the more sophisticated functions associated with decentralisation, the gains to rural populationsoften ignored and effectively disenfranchised by their urban counterpartsare potentially substantial and worthy of closer scrutiny. It is clear that rural areas stand to benefit just as much, and often proportionately more than urban areas from initiatives designed to build

the capacity of local governments to manage their own affairs, and empower local communities to take response-ability for their own local development programmes.

As policy-makers increasingly recognise the importance of the interrelationships between political, economic and social reforms, so they are discovering that processes of decentralisation offer a mechanism through which these reforms can be carried out systematically and in parallel. Growing evidence suggests that appropriately empowered and trained rural local governments can make an important contribution to rural development (ISRDS, 2000).

In the plan of the Rural Development Strategy (RDS) (1996) by the year 2020 the government aims to achieve freedom from poverty and full and productive employment in the lives of the rural people. This vision therefore prescribes the prerequisites of achieving a well coordinated and inclusive rural socio-political and economic map that will require the third structures of the government i.e. Local Municipalities (LMs) and Tribal Authorities (TA) to joint hands. While the municipalities are committed to the general service delivery it is the duties of the TAs to make RDS work for them. The Minister of Cooperative Government and Traditional Affairs, Sicelo Shiceka (2009)1 reinforce the significance of the TAs as centres of development and invites them give advice in a way Local Government can function productively.

1. South African Broadcasting Corporation (SABC 2) - Television News interview in Morning Live.

1.3

Orientation of BIRDS Realizing that successful Bahananwa community development will largely be

dependent on the outcome of a joint collective effort of the multi-sectoral Malebogo area, the Executive Chairperson of the Bahananwa Tribal Council (Dr. T.J. Molele) through the Traditional Authority conceptualised and commissioned Strategic Rural Development Consultancy to be designed. The process saw the birth of Bahananwa Integrated Rural Development Structure (hereunder referred to as BIRDS or the structure) that will set an agenda for the development. This document set out ways in which various segments Bahananwa community can work together in an integrated pattern and thus be able to jointly indentify, plan and implement tailor-designed intervention strategies that will be based on the needs of the of the community. BIRDS as envisaged by the Executive Chairperson should not be viewed as a replacement of the already existing and operating structures within the Malebogi area but as a community orientated based structure it however, should be perceived to: Serve as a complimentary mechanism that will seeks to bring about fresh perspective to the broader challenges experienced by the Bahananwa community and describe the instruments for more efficient, speedy and accountable service delivery (Mr. Tau Melele: 2008). This is informed by the need to rebuild the twisted image of the Traditional Authority that as a results of the years of its repression and undermining by the predemocratic government tended to portray amongst other negative elements such as subjective treatment of its people and inability to provide relevant services and greed, nepotism, bribery etc. In a nutshell according to Molele, BIRDS provides a platform for every member and sector of the Bahananwa community to set out priorities on their needs and diligently cooperate to realise them. Furthermore BIRDS is a purposeful document that calls upon a community to do something--to take a critical inventory and chart its future goals, including a realistic plan for action. Community residents, public officials,

business leaders, and other stakeholders will be involved in identifying and seeking solutions to an area's most difficult economic, social, and physical challenges. The three-year strategic plan required by the empowerment zone/enterprise Community Program is the blueprint for realizing the goal of effective sustainable community development--a vision for economic, physical, and social development. Developing a vision for a community entails identifying the critical issues facing a community as it moves into the future. Strategic planning focuses on identifying salient problems which must be addressed to bring about realistic change That is, strategic planning requires broad yet effective information gathering and exploration of strategic alternatives, and an emphasis on future implications of present decisions. The process of establishing and communicating a future community vision requires getting people involved in determining the community of tomorrow, especially initiating a process that will generate a consensus about the future and some notions about necessary steps to make the vision a reality. In essence, BIRDS as a strategic a plan is a holistic approach to identifying critical community issues and developing action steps to guide the community toward identified goals. 1.4 Objectives of BIRDS Considering the vast wealth of natural and human resources that exist in Malebogo it is inconceivable to imagine the immersed poverty that reign the area. Therefore in questioning the resource distribution and responding to the poverty cry of the community, BIRDS set out the following objectives: Building a self reliant, vibrant, sustainable and developing rural community; Empowering the underprivileged with the knowledge and skills to assist them in deciding their future in pursuit to attain socio-economic and political equality and; Give the community a platform to expression of their prime needs.

1.5

Vision for change As the objectives are self explanatory, BIRDS contain a vision for change. In the

study done by SAHRC and CDM, participants claimed that the BLM always takes them from pillor to post when they complaints about poor service delivery and they further suggested an integrated service delivery approach (Aphane, Thema, Masipa and Mothivhi, 2008). The integrative nature of BIRDS coupled with its objectives seeks to promote economic and community revitalization through an adherence to the principles of economic opportunity, sustainable development, and community-based partnerships. Creating a positive and realistic vision for rural communities in the 21st century is the objective. To be sure, the BIRDS with an emphasis on poverty-stricken areas; encourages community empowerment and community organization; and the involvement of low-income people, government, business, community groups and others in planning for community economic development. 1.6 Functionality of BIRDS Whether or not the strategy in its present form shall function optimally, entirely depends on a process of careful and repeated monitoring and evaluation of every step. Information collected through the process (monitoring exercises) shall be useful in tracking the level of possible impact. Monitoring will take place primarily at Cluster level and its data shall be used to analyse the impact of individual cluster activity against BIRDS. Monitoring shall further be significant in informing the Council of the next feasible step to take. If needs arise the Council shall redesign and adjust the strategy in its entirety and the functions of each individual cluster.

1.7

Overview of Malebogo Area 1.7.1 Geographical location Malebogo area under the Chieftaincy of His Majesty Kgoikgolo I.N. Lebogo falls under the Blouberg Local Municipality (BLM) forms part of the

Capricorn District Municipality (CDM) of the Limpopo Province, South Africa. Situated about 95 km from Polokwane, the Capital City of Limpopo Province, the Municipality covers an area of approximately 5054sqkm spread to wide geographic areas up to the Botswana border. The municipality is composed of 139 villages and covers an area of 454,084 hectares (ha) (CDM IDP), 2005/06).

1.7.2 Demography

An understanding of the sources of rural household incomes provides a good perspective on the nature of rural poverty: 4.3% of rural households are totally marginalised and have no income; 11.4% are dependent only on pensions; 16.2% are dependent only on unreliable remittances; and 9.9% are dependent on reliable remittances. Women head the majority of these households (IRSDS, 2000). The estimated population of BLM is 161,322, which is 14% of the total population of CDM. In comparison to other local municipalities in the Capricorn District, Blouberg has the lowest level of education and income in the country. Almost 24% of the population never attended school whereas 39% of the households have primary school education and the rest obtained secondary and tertiary education. The BLM is composed of 33,939 households which constitutes 4.8% of CDM. It is characterised by a high unemployment rate of 52.6%. Four percent of the population have 2 disabilities such as deafness, blindness and physical challenges, and rely on government disability grants. On average, 34.7% of the households have no formal income and as such dependent on government social security grant (ibid).

1.8

Required resources In order to successfully achieve the objectives as set out under Sub-section 1.3,

three resources are equally and mandatory prerequisites:

1.8.1 Human Resource Human Resource in this document is used as a broadening term to refer to personnel functions with acquisition and application of skills, knowledge and experience and employee relations and resource planning at various levels. Ideally Human Resource is fundamentally the first resource to acquire. A team of individual from diverse background shall be assembled to satisfy the required Human Resource. Human power (skills and knowledge) from the assembled team shall be instrumental in the implementation of different phases of BIRDS. Acquisition of this resource shall be duty of Administration Office in consultation with the Council (see Chapter 4). 1.8.2 Time Resource Time Resource refers in this document refers to a broader available chance, opportunity and duration that will be required to accomplish set goals in a specified dates frame. Time Resource shall be the response-ability of the Council to plan and duty of an assembled team to accomplish. 1.8.3 Financial Resource This is the available of money and funding in the form of cash, security, credit, loan facilities, etc to begin, finish and sustain the project. As a key resource finance should stand out to be the number sought after resource. The Executive shall make sure that enough of this resource is acquired.

1.9

Expected Sources of the resources The source of Human Resource will consist of 70% beneficiaries and 30%

outsourced and skills head hunting. With the provision of labour by beneficiaries themselves, funds would have to be foregone by way of compensation to labour. Hence the labour performed can be construed as a means of financing rural development.

Experience has proven that Time Resource is dependent on the satisfaction of the Human Resource from the Financial Resource. Of the host of ingredients (resources) that are necessary to implement the process of development, Financial Resource is one of the most critical. Traditionally it is seen that the sole source of finance has been agencies and individuals who were not the beneficiaries of the development programme and initiatives. These traditional sources were domestic and foreign; institutional and non-institutional funders (and governmental and non-governmental. Besides the traditional methods; guided by past experiences of other rural development programmes, the perpetual quest to achieve efficacy in development interventions and the need to grand the community the sense of ownership, BIRDS will apply innovative ways of securing financial resource (Community Development Tax System or the CODETAX SYSTEM). These sources of financing are referred to as financing from below wherein the direct beneficiaries themselves provide, partially in accordance with economic level, the funds required for development. When we explore the means of financing from below we have to bear in mind that the amount of resources at the disposal of the beneficiary population is meager as compared to their well off counterparts. Hence whatever means of finance they generate the magnitude would be small vis--vis traditional sources of financing from above. Moreover, the amount generated would be very less as compared to the gargantuan needs of finance (Narula, 2007). A natural consequence of the above fact is that finance from below will predominantly play the role of a supplementary mechanism to finance rural development. At best some projects in some areas may be financed by the beneficiaries fully from conception to implementation and maintenance. While in most other cases financing from below may be limited to just partial meeting of costs of initiating and implemented of the project. And still there will remain a huge number of development interventions that would have to be financed entirely from above.

The various forms of using the CODETAX SYSYEM for financing from below takes: Collections in a common fund for a one time construction/etc to meet the costs fully or partially. Regular contributions to build a corpus and use the interest for financing. This is somewhat unlikely. But instead of corpus we could use it as a source for regular needs, e.g., maintenance, providing credit. The micro finance mechanism wherein it's a group rather than an outsider that is financed. Wherein savings by the target population is matched with provision/loan of a multiple of amount saved. 1.10 Risk management Risks in this project can emanate from (i) uncertainty in financial security, (ii) project failures, (iii) natural disasters and (iv) notably deliberate attacks from an adversary. The Integrative Nature of BIRDS (INB) shall ensure that various stakeholders work collaboratively in a sustained partnership and therefore reduce the financial and human resource backlog that may hamper the progress therefore financial and project risks in this project are very minimal. As a flexible strategy the implementation of BIRDS is characterised by trials (pilot experimentation) phases (before progressing into the main implementation stage (see Chapter 5) specially planned as Trial and Error stage which will help in detecting and correcting shortcomings. In dealing with the unavoidable risk such as natural disasters, risk retention (accepting the loss when it occurs and device mechanism to continue) will be a viable method to follow. Deliberate attacks from an adversary are anticipated to be the most often occurring risk to be experienced by BIRDS. Through the integrated nature of the BIRDS a formidable block of allies will be build. As a positive approach INB shall

ensure strengthening relationships to build civil and political capital and avoid the formation of many of adversaries. 1.11 Expected outcomes of BIRDS Amongst others, BIRDS envision the seven socio-economic development outcomes after its implementation: A sound economic base: which attracts new industries, encourages local entrepreneurship and the influx of new residents, supports a decrease in the current and comparatively high property taxes for the region; An independent economic kingdom: which fosters a more effective utilisation of the area's natural resources, the expansion of established industries, an increase in jobs and more opportunities for youth on-the- job training programs (Internships) and leadership training for adults and youth, increased financial support for the development of small businesses, and participation in the Community Development Corporation; An educated and highly skilled kingdom citizenry: that contributes to the economic growth of the community; The existence of more professionals and improved water supply: in rural areas, and affordable health care; An infrastructure: which lends itself to the development of a better road system for private and industrial needs, an improved water/sanitation system, and improved commercial transportation system, and an improved telecommunications system--all of which to improve the living conditions of citizens and to attract industry; A community which has a focus on crime prevention: fully operational in partnership with SAPS. This will include a Neighborhood Watch Program in all areas, and neighbor-based police protection;

1.12

Conclusion Rural development has always been one of the top priorities of the post-1994

government (particularly the Government of National Unity (GNU). Plans were drawn but rural majority on the ground remained disadvantaged. Not only shall BIRDS reevaluate the failures of the previous development plans and redress the social and economic injustices of the past and present situation of the Bahananwa community but it will further offer a sustained platform to the silenced vox populi to retain their rightful positions as trend setters in the matters relating their livelihood. Significant as its objectives reflects BIRDS shall however, require the wisdom collective effort in taking care of its required resources and anticipated risks. 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.

CHAPTER 2 RURAL EMPOWERMENT Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime. English Proverb

2.1

Introduction The nuclear and source of energy behind the passion of the conceptualisation of

BIRDS is to equip the disadvantaged rural people, particularly the previously and presently vulnerable and disadvantaged women and people with disability. Special attention in this regards shall be paid on women who are the centres of rural family stability and thus community development. This chapter will indentify and explore various way of empowering the Bahananwa for a sustained social, economic and political development of Malebogo area. The chapter will be comprised of the following Section 2.1 (Introduction), Section 22 (Identified Economic Sectors), Integrating Women in Rural Development (Section 2.3), Integrating People with Disabilities in Rural Development (Section 2.4), Taking HIV/AIDS into consideraration (Section 2.5) and Conclusion (Section 2.6).

2.2

Identified Economic Sectors There is potential for a sustainable economic growth in the areas under

Kosikgolo I.N Lebogo, however as the Blouberg Municipality accepts the elements hampering economic growth in the rest of the municipality is centralisation of economic activities. The municipality has therefore decided to ensure that its service provisioning facilities are decentralized from Senwabarwana and Alldays so as to allow growth in third order settlements. This will create small economic engines, which will ensure that people in the Municipality are not dependent on one or two areas for their social, economic and health needs. This should be done in co-operation with other sector

departments so that the economic potentials of other areas are unlocked (BLM IDP, 2007/8). Just like in the rest of the BLM, the identified economic sectors that will be fully explored for economic activities are: 2.2.1 Agriculture

With the availability of unused land (for grazing and cultivation), exploration of the sustainability of subterranean water and the possibilities of rain water harvesting for cultivation purposes the Malebogo area can develop both subsistence and commercial sustainable agricultural economic sector.

2.2.2 Tourism

There already exist functional enviro-tourism (nature reserves) and heritage tourisms (cultural and historical places) sectors in the area. As BLM IDP (2007/8) states it there are nature reserves that need to be upgraded and marketed for tourism reasons. The original capital of the Bahananwa Royal Kraaal (before the war against Boers in 1894) still stands on top of the Blouberg Mountains is a Provincial Heritage Site that should also be marketed for Local Economic Development reasons. The Battlefield and the 1903 prison on top of the Blouberg Mountain should also be preserved and render it active.

2.2.3 Mining

Large scale exploration should be undertaken for the existing mineral availability and possible mining activities in the area. This is owed to the a history of mining that dates decades back and the general perception that the area is endowed with an abundance of mineral deposits such as coal, diamonds and marble.

2.2.4 Small, Medium and Micro Enterprises

There are already a number of small and medium enterprises operating fragmentally in the area. The integration of such enterprises for formal operations, monitoring and evaluation is crucial.

2.3

Integrating Women in Rural Development Development, according to Olopoenia (1983) and Pradip (1984), is not an

isolated activity, for it implies a progress from a lower state to a higher and preferred one. Development is a process by which people are awakened to opportunities within their reach. Development, therefore, starts with people and progresses through them (Seer, 1981 & Gwanya, 1989). This is the reason, according to the stand of BIRDS, why rural women should be involved in on going development initiatives. They are the most marginalized group in terms of their needs, while being the people who produce almost 80% of the food consumed in most of Africa's rural areas (Hunger Project, 1999). Before rural development can be successful, the important role of women has to be acknowledged. Moreover, they have to be fully integrated and given the possibility of acquiring knowledge and skills, and of utilizing them as well. Despite the call for the empowerment of women through active involvement in the development of rural, areas substantial evidence from many researches indicate that rural women are mostly neglected, and consistently have lost in this process of rural development (Meer, 1998). There is also overwhelming evidence of development policies and projects formulated bypassing the involvement of rural women in most African countries (Hunger Project, 2000). The majority of the population in LDCs lives in rural areas, approximately 70% being women (Cartledge, 1995).

2.3.1 Reasons for focusing on rural women

One of the biggest problems (facing Malebogo area) is the migrant labour system. Women head a substantial number of households as men had to go and make a living elsewhere, particularly in Gauteng Province. The trend these days is for households to be headed by children, as women also tend to go after their husbands (Blouberg Municipality website, 2009). There are good reasons to focus on, and to emphasize rural women's active participation in BIRDS. The most fundamental reason is that they play crucial roles in both subsistence and market food production in Malebogo. Women in this area are the core of the economy. Women are the child bearers, the caregivers of children and the elderly. Women are also the farmers. Women are also the ones who fetch the water, not an insignificant chore, sometimes walking for kilometres per day in search of water to take home for washing, drinking and cooking (Lily & Feldman, 2001). Not only because they are working harder than the average man, but also because they are reliable and committed to their tasks (Burkey, 1993; Hunger Project, 2000). Not only are women the majority in rural areas in Africa, but they are responsible for more than 50% of all productive activities, even in those households where men are present (Burkey, 1993). In many rural areas of LDCs, deforestation, loss of soil fertility, low productivity and poor living standards have been characterized as the features of these areas All these have detrimental effects to the well-being of rural women. Therefore, overlooking the plight of rural women will have negative impacts on the implementation and success of BIRDS. To this end, there is a need to reverse this negative approach to development by retrieving and revising the potential for participation by rural women (Buvinic et al, 1978). Equally important, those who are not in crisis are often the beneficiaries of development efforts,

while those entrapped in poverty remain exactly where they are with no hope of release (Van Rooyen et al, 1993). The specific objectives of stressing the involvement of women in BIRDS planning, implementation and evaluation are as follows: Ensure equitable participation by rural men and women; Provide gender training to all BIRDS beneficiaries (both men and women), project staff and co executing agencies involved in BIRDS actions; Guarantee equitable access to productive resources for both men and women; Create an enabling climate for women to play an effective and broad role in all BIRDS-generated actions and Promote and disseminate the projects gender approach at all levels of beneficiary communities. 2.3.2 Basic conditions to be implemented in all projects The starting of BIRDS in the consideration of full and active women participation shall (i) formulate gender strategies and methodologies and apply them to specific actions by component and subcomponent; and (ii) organize the project in such a way as to ensure the applicability of the approach. 2.4 Integrating People with Disabilities in Rural Development

Qualitative evident suggests that of the people living in the rural areas the disabled people are significantly poor. The majority of the rural disabled interpret their social development in terms of meeting their needs. That is, the problems they face in their rural situations are compounded by the fact that they are disabled and regarded by their communities as such (Nyathi, 1986).

Primarily, all disabled persons have the need and the right to survive, the need to be equal, the need to be given equal opportunity and the need to be integrated into

society and contribute meaningfully to the country's social and economic development. Successful social development for the rural disabled should be geared to the provision of education, skills training, provision of mobility aids and corrective surgery, encouraging self reliance projects and community acceptance of the disabled who are also part of society (Nyathi, 1986).

2.4.1 Disabled Involvement Strategy

BIRDS will use Community Based Rehabilitation (CBR) as a strategy within general community development for rehabilitation, equalization of opportunities and social inclusion of all children and adults with disabilities. CBR is implemented through the combined efforts of people with disabilities themselves, their families and communities, and the appropriate health, education, vocational and social services (OToole, 1988). Essentially, a participatory approach in which persons with disabilities working within their communities develop their own strategies to enable them to fully participate in the mainstream of community life by: Building their self-confidence; Promoting horizontal, multi-sectoral coordination and cooperation; Using locally available resources (material and human); Developing a positive attitude among both able bodied and people with disabilities towards one another through sensitization programmes; Providing information and raising awareness about disability issues to the communities; Demonstrating the abilities, skills and contributions of PWDs; Providing appropriate aids and equipment; and Equalising opportunities of access to education, health, skills training, employment, recreation, social and cultural life.

2.5

Taking HIV/AIDS into consideration The National HIV and Syphilis antenatal zero-prevalence survey 2008, estimated

HIV prevalence at 24,2% within the Capricorn district area of jurisdiction. The National survey, 2007 reported that prevalence in the district is at 19.8%, which shows a great decrease. In September 2008 a study of HIV prevalence amongst municipal employees across the CDM revealed a prevalence rate of 10%. HIV prevalence was evenly distributed across all employees despite their education or income levels, a factor that has implications for the capacity of the municipalities to deliver services in the near future. It also found that prevalence is highest in Blouberg and Molemole (close to one in four) and among employees who have poor access to water and sanitation (CDM IDP), 2009/10). An understanding of the sources of rural household incomes provides another perspective on the nature of rural poverty: 4.3% of rural households are totally marginalised and have no income; 11.4% are dependent only on pensions; 16.2% are dependent only on unreliable remittances; and 9.9% are dependent on reliable remittances. Women head the majority of these households (ISRDS, 2000).

HIV/AIDS affects not only the infected individual, but the entire household. This is particularly true where the most productive member of the household is infected. Losses of human capital in relation to both health and skills have profound implications for productivity and outputs. Because of cutbacks in food consumption due to financial and production constraints, as well as greater demands on the physical labour of household members not suffering from AIDS, the infection of one member of a household usually leads to the deterioration of the health of the whole household (Ibid).

BIRDS have adopted a proactive approach of incorporating HIV/AIDS awareness campaigns and events that are will be undertaken in every event organized by council, executive, admin office and the clusters. An HIV/AIDS policy will be developed to give a guidance on the approach.

2.6

Conclusion Unlike many rural development projects, BIRDS takes seriously the position of

the neglected, vulnerable and disadvantaged women and people with disability. If considered these groups of people are often relegated to the powerless positions or less considers their inputs if they are placed in decision making positions. In order to remedy the situation BIRDS strategy of integrating women and people with disability is to involve every step of the way. This is because BIRDS considers women to be the soul rural development while the majority of their male counterparts are working in the urban areas. People with disability are the most neglected of all the groups and in BIRDS view there will be no development for people without the people.

CHAPTER 3 OVERVIEW OF BIRDS

United we stand; divided we fall Aesop

3.1

Introduction

In this chapter an outline structure of BIRDS will be introduced and explained. In summary the following sections will be dealt with: Composition of BIRDS (3.2); Executive and Operational structures of BIRDS (3.3), Steps BIRDS Operation (3.4), Element of BIRDS (3.5), Monitoring Exercise (3.6) and Conclusion (3.7). 3.2 Composition of BIRDS The Council headed by the Chief shall be divided into two main sections i.e. the Managerial and Operational sections. The Managerial sections shall be further be subdivided into the Executive, Bakgoma and the Headmen. The Executive is the top subsection of the under the Managerial section. Other subsections under the executive are members such as the secretary, Treasurer and PRO. In the other section of Operations two subsection are further indentified as the Admin Office and the Cluster. The Admin shall consist of the Admin Officer, and other two adjacent and supportive sections. There are seven indentified Cluster comprising of REDEC, SOJUC, SEDEC, SOHWEC, RITEC, ACEC and ENSUC (see Figure 3.2.1-pg.9: Operational Structure of BIRDS).

CHIEF

COUNCIL

MANAGERIAL

OPERATIONAL

EXECUTIVE

HEADMEN

BAKGOMA

ADMIN

CLUSTERS

Chairperson

Deputy

Finance Committee

PRO

Figure 3.2.1: Operational Structure of BIRDS

3.3

Executive and Operational structures of BIRDS

Figure 3.3.1: Pyramid hierarchy of BIRDS

(A)

(B)

In terms of figure 3.3.1 (A: Executive) the Chief at the crest is the principal decision maker in the executive hierarchical structure and the Community as the foundation, provides anchor to the rest of the executive, in B, however, the Community replaces the Chief and become highest voice in the whole structure. This is because in A, the chief and his cabinet are standing on the shoulders of the community and therefore are in the right position to see the rood ahead. Visa versa, in B, the community rest on the shoulders of the chief and his cabinet and therefore gains an opportunity to foresee the road ahead. This therefore, implies that in the normal pyramid structure A, the Chief as the leader of the community and the executive has the final say pertaining implementation of the voiced needs of the community and further provides a direction of the course of action in the execution or provision of needed services. In the inverted pyramid structure B, however, the community set their priorities by being empowered and gaining the platform and authority to voice out their primary needs. The inverted pyramid in itself is (1) an embodiment the fundamental dream of Kgoikgolo N.I. Lebogo of putting the needs of his subject first and (2) pre-empt and

prepare for the series of need-assessment surveys that will take place before and during the progress of BIRDS implementation phases. Given the value of a bottom-up strategic planning process (inverted pyramid structure B), central ingredients are identified as the grassroots. These grassroots, community-based planning efforts shall design with holistic goals for reducing rural poverty through the provision of health and human services (antipoverty programs) in order to give residents in depressed communities an opportunity at succeeding in achieving economic self-sufficiency. The primary tenor of these strategies, according to BIRDS, must be directed to expanding economic opportunities through investments in job creation and education so that incomes will rise for residents. 3.4 Steps in BIRDS Operations

The operations of BIRDS will be based on the (i) BIRDS Operational Steps Model and (ii) Van de Ploeg Multi-sectoral Model: 3.4.1 BIRDS Operational Steps Model
Figure 3.4.1: Cycle of BIRDS operational steps

Hypothetically (Figure 3.2.1-pg.9), Step 1: Each Cluster as the foundation of BIRDS shall identify needs, gather more information and recommend the course of action via the executive (through Officers) to the Council. Step 2: The Council shall therefore assess and accept or reject the course of action. In case the Council rejects, Step 1 shall be repeated however, if the Council accepts the Cluster shall (Step 3) implement, monitor, evaluate and report back to the Council who shall (Step 4) repeat Step 2. 3.4.2 Van de Ploeg Multi-sectoral Model
Figure 3.4.2: Van de Ploeg Multi-sectoral Model

Deepening

Pluri-Activity

New Rural Enterprise

Broadening

The 'territorial' and the 'multi-sectoral' dimensions of rural development processes and, especially, of rural development policies are often juxtaposed. The point here is that in practice the two are often combined. Through pluri-activity, deepening and broadening, the new enterprise is being reconstituted as a new rural enterprise which is: In itself multi-sectoral (or multifunctional, that is a multi-product enterprise, an expression of the search for economies of scope; Characterized by complex sets of relationships and networks which link it to the wider rural economy;

 Dynamic, innovative and competitive due to its newly created activities and interlink ages (this is, to echo John Bryden, about "rural actors doing their own development"); And which is again strongly linked to the territory, its history, culture and environment: it makes le terroir (as the French say) re-emerge as a highly relevant, if not indispensable feature.

3.5

Element of BIRDS BIRDS consist of three i.e. Malebogo rural development, sustainability and

integration elements. Although these elements appear in some other rural development programmes elsewhere their uniqueness in BIRDS is embedded in the method in which they are applied. 3.51. Malebogo Rural Development The fundamental distinctive of BIRDS is its area specific nature. BIRDS is a tailor-made structure that is distinctively compiled for the purpose of application in Malebogo as a rural area. Activities in BIRDS are geared at the general socioeconomic and political development of Malebogo and therefore reduce dependency on government and urban areas. The Socio-economic development in BIRDS is not only facilitated by LED but most importantly by the community through the Traditional Authority. 3.5.2 Integrated Sustainability Sustainability of BIRDS is also an important element. What is different about sustainability in BIRDS that its integrative nature explores the cooperative working of different stakeholders and mutually combines social, economic and environmental elements together. Three-pillars of sustainability model as envisaged and outlined by Adams (2004) are indentified and set planned to be applied:

Figure 3.5.2.1: Three-Pillars of Sustainability

Dimensions of sustainability are often: environment, social and economic, known as the "three pillars". As depicted in the three overlapping eclipses the pillars are mutually exclusive and can reinforcing. As BIRDS outlines the economy stand as the component pillar of society, bounded by and dependent upon, the environment. Social sustainability is an important dimension of a successful strategy. Rural communities hold a wealth of social capital in the form of extended networks of mutual solidarity, shared beliefs and traditions, and commitments to retain long-standing practices of daily life. Development projects when defined through sound participatory processes, can reinforce and sustain social capital. Conversely, incremental resources brought into rural communities can be divisive and destructive if various groups compete for access through a process that is not generally accepted and understood. One need not idealize the degree of social cohesion within villages. Rural society is not homogeneous, and widespread poverty creates tensions (ISRDS, 2000).

3.5.3 Integrative nature Although BIRDS shares in the integrative nature with many other strategies its application is different in that integration in BIRDS does not only mean the involvement of the three spheres of governmental (national, provincial and local) but is further stresses on the active participation of CBOs, NGOs, etc.

in Clusters formations. Integrated approach to in BIRDS therefore means involvement of the entire spheres of Malebogo community and its citizens in finding the best solutions to achieve good long-term development. Emphasis in this regard is placed on the mobilisation and ability of various stakeholders work collaboratively in a sustained partnership. 3.6 Monitoring exercises To the effectiveness of monitoring the progress of the implementation process regular report backs shall be given at official weekly meetings of the Council. In this types of meetings way forwards shall be contemplated in order to advice on the further steps to be taken to progress. 3.7 Conclusion BIRDS is a unique tool for community planning and identifying strategies for community economic development. Central to the structure of BIRDS is community and stakeholder involvement and the relationship they have with the Chief (Pyramid hierarchy of BIRDS). To solidify the social cohesion, ensure sustainable cooperation and attempt to redress the working relations stress between the Traditional, private and public sectors, BIRDS serves as a platform to let all the roles players plan together and execute side by side. These communal relations together with the three elements (Malebogo rural development, sustainability and integration) are what single out BIRDS as a practical and unique structure.

CHPATER 4 DISSECTING BIRDS

!ke e: /xarra //ke RSA Motto on Coat of Arms

4.1

Introduction This chapter introduces and magnifies the functional sections of each component

of BIRDS. In this chapter a clear picture of the functions of each component shall be individual dissected then relate its relevance to BIRDS. This shall demonstrate interdependence importance of one component to the other. The chapter focuses on the Executive (subsection 4.2), Administration Office the (subsection 4.3), Council as the oversee (subsection 4.4), the Clusters (subsection 4.5), and Conclusion (subsection 4.6). The following subsections Chief, Headmen and Bakgoma (as custodians of the Bahananwa Traditions) have been deliberately omitted as they play more customary functions. 4.2 Executive
Figure 4.2.1: Operational structure of the Executive Chairperson

Secretary

Finance Committee

PRO

Com chair

Treasury

Scriber

Internal

External

The Operational structure of the Executive (above) id self explanatory. An expatiation is however, owed on the subsection of Finance Committee as an unusual component of conventional Executive structures. The Finance Committee was conceived due to the dual nature of the functions of the treasury desk. The treasury desk in this regard id responsible for the maintenance of the accurate financial records of the Council (Internal) and revenues created through the taxable services of the Admin Office. For a comprehensive outline of the functions of the Executive see Annexure 2 (the Constitution of the Bahananwa Tribal Community). 4.3 Admin Office 4.3.1 Admin Office composition Admin Office is the second main vital section of the managerial body after the Executive. As Figure 4.5.1.1 below outlines the Admin Office structure, the section shall be made up of the Admin Officer as the supervisor of the activities in the section. The Admin Officer shall be assisted by two Clerks (Internal and External-see their duties under Table 3 (2&3). The Admin Office shall further have two General Services Workers (GS Worker) and Safety and Security Personnel (S&S Personnel).
Figure 4.3.1.1: Operational structure of the Administration Office Admin Officer

CBD

Auxiliary Division

Clerks

GS Worker

S & S Personnel

Internal

External

Indoor

Outdoor

Day

Night

4.3.2 Functions of the Administration Office The Administration Office shall virtually be under the supervision of the Admin Officer or Administrator. As the centre of BIRDS, the Admin Office shall therefore be responsible to guarantee an even day to day running of the entire component (the Council, the Executive, the Headmen, Bakgoma and the Clusters). Below are the main and central functions of the CBD of the Admin Office. Table 4.3.2.1: Identified functions of Admin Office Position Admin Officer 1. Admin Office Management FUNCTIONS Monitor & Evaluate Admin performance Mentor & Supervise junior employees Capacitate junior employees Report to the Council Secretarial of to the Council Issue invites; Register attendances; Draw agendas; Take minutes and; Distribute minutes. Office allocations; Equipment register and audit (internal); Equipment purchase, maintenance and disposal; Manage stationary. Fleet maintenance and; Control. Recruitment; Vacancy advertisement; Employee database and; Interview schedule; Same functions as above Procurement; Event management and;

Internal Clerk

Secretarial (Internal meetings)

Assert management 2.

Fleet Management Human Resource

External Clerk

Secretarial (External meetings) Requisitions

3. Community Service

Communication

Travelling and accommodation arrangements. Community database; Fees clearance and; Official stamp authorisation. Attend to correspondences; Compile and keep stakeholders database;

4.3.3 Admin Office priorities There are three key precedence phases/stages that the Admin Office shall undertake in the first two to three months of office. These stages (as outlined in Table 4.3.3.1 below - order of precedence) are fundamentally significant in assisting the office to understand socio-economic landscape of its clients and therefore be able to provide relevant services in accordance with the needs of the community. Some phases maybe run concurrently with the others i.e.4.1 Household registration and 4.2 Need assessments. Table 4.3.3.1: Breakdown of Admin Office priorities Activity Responsibility Venue STAGE ONE: CAPACITY BUILDING Duration

1.1 Need analysis (Office & Community) 1.2 Admin staff workshop - BIRDS - Protocols - PAIA & Batho Pele - Office ethics and antiques - Specialised software use 1.3 Monitor & Evaluate Phase 1 2.1 Mapping - Identify/assemble team - Secure geographical map - Draw route-map - Design instruments - Set objectives - Settle time frame 2.2 Monitor & Evaluate Phase 2

Admin Office

Office Complex

2 days

Admin Officer STAGE TWO: PLANNING

Admin Office

Office Complex

7 days

Admin Officer

3.1 Household registration - Train fieldworkers (Coordinators) - Issue notice - Data collection 3

STAGE THREE: IMPLEMENTATION Fieldwork Team

30 days

3.2 Need assessment Team Office Complex - Office services & - Socio-economic level Fieldwork - Others 3.3 Monitor & Evaluate Phase 3 Admin Officer STAGE FOUR: FINAL EVALUATION 4.1 Report compilation Team - Data analysis Office Complex - Report writing - Recommendations 4.2 Report presentation Admin Officer - Verbal and documentation Boardroom
4.3 Way forward Council & Chief

30 days

2 days

1 day

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 Cluster Officer

Secretary

Project Manager

Project Coordinator

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 1. Rural Economic Development Cluster (REDEC) STAKEHOLDERS REDEC Officer Business Farming Tourism Mining 2. Social Justice Cluster (SOJUC) SOJUC Officer Community Judiciary SAPS Magistrates

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 clusters (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 1.REDEC FUNCTIONS 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 1.1 Capacity building 1.2 Structure Identification Qualify Responsible PHASE ONE: PLANNING Trainings This are the structures such as NGOs, CBOs, Government etc. required to establish clusters (see Chapter 4). Duration

1.3 Acquire human resource 1

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. 1.7 Monitor & Evaluate Phase 1

Executive

& 1.4 Teaming

6 weeks

Council

1.5 Action plans 1.6 PAR

1.7 Pilot

2.1 Trial site

PHASE TWO: EXECUTION 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 2.4 Monitor & Evaluate Phase 2 PHASE THREE: FINAL EVALUATION Report outlining experiences,

3 Months

2.1 Expansion

2 months

Team

12 Months

2.3 Full execution

3.1 Report writing

3.2 Report presentation 3.3 BIRDS review & Wayforward 3.4 Re-implementation - Continues Methodology

barriers, analysis and recommendations will be presented and BIRDS will be redesigned (in necessary and re implemented)

1 Month Team 1 Month

5.3

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 jobcommuting 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 Areas decline Consideration should be given to the reason for an areas 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 individuals 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 BIRDSs 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 preimplementation 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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Marota Aphane, is Social Activist in his own rights. Born and bred in a rural disadvantaged area he has got firsthand experience of the challenges faced by rural folks. This publication is his first endeavour in making a contribution of putting pro-rural development strategies into practice. Through BIRDS Marota attempted to exercise his knowledge of practical social science research that he acquired from the University of Limpopo (Turfloop Campus). Marota enjoys interacting with the community members and believes that (as integral part of change agents) they should always form active part of any initiative taking place in their communities to shape their own future. He currently is employed part time at Development Facilitation and Training Institute (DevFTI).

STRATEGIC RURAL DEVELOPMENT CONSULTANCY

Robert Mamabolo, is an aspirant Development Practitioner who is currently completing his studies in Masters in Developmental Studies at the Turfloop Graduate School of Leadership -TGSL (University of Limpopo). After completing his BA (Hons) from the University of Limpopo, Mr. Mamabolo joined the Development Facilitation and Training Institute (DevFTI) a sub-department of the Faculty of Management and Law (University of Limpopo, Polokwane) as a consultant in the National Innovation project. He is currently a Project Administrator of VLIR and Boys II Men (Sex and Relationships Education) projects at DevFTI. Mr. Mamabolo is primarily interested seeing how competent rural communities st adapt to the complex challenges of the 21 Centuary.