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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).

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.

STRATEGIC RURAL DEVELOPMENT CONSULTANCY

LIST OF USED ACRONYMS

(In order of appearance in the document)

ISRS INTEGRATED RURAL DEVELOPMENT STRATEGY

RDP RECONSTRUCTION AND DEVELOPMENT PROGRAMME

RDS RURAL DEVELOPMENT STRATEGY

LMs LOCAL MUNICIPALITIES

TA TRIBAL /TRADITIONAL AUTORITY

BIRDS BAHANANWA INTEGRATED RURAL DEVELOPMENT

STRUCTURE

SABC SOUTH AFRICAN BROADCASTING CORPORATION

BLM BLOUBERG LOCAL MUNICIPALITY

CDM CAPRICORN DISTRAICT MUNICIPALITY

IDP INTEGRATED DEVELOPMENT PLAN

CODETAX COMMUNITY DEVELOPMENT TAX SYSTEM

INB INTEGRATIVE NATURE OF BIRDS

SAPS SOUTH AFRICAN POLICE SERVICES

GNU GOVERNMENT OF NATIONAL UNITY

LDC LESS DEVELOPED COUNRIES

CBR COMMUNITY BASED REHABILITATION

PWD PEOPLE WITH DISABILITY

PRO PUBLIC RELATIONS OFFICER

REDEC RURAL DEVELOPMENT CLUSTER

SOJUC SOCIAL JUSTICE CLUSTER

SEDEC SERVICE DELIVERY CLUSTER

SOHWEC SOCIAL, HEALTH AND WELFARE CLUSTER

RITEC RESEARCH, EDUCATION, TRAINING & INFORMATION

CLUSTER

ACEC ARTS, CULTURE AND ENTERTAIMENT CLUSTER

ENSUC ENVIROMENTAL SUSTAINABILITY CLUSTER

LED LOCAL ECONOMIC DEVELOPMENT

CBOs COMMUNITY BASED ORGANISATIONS

NGOSs NON GOVERNMENTAL ORGANISATIONS

CPF COMMUNITY POLICING FORUM

CDW COMMUNITY DEVELOPMENTAL WORKER

SASSA SOUTH AFRICAN SOCIAL SECURITY AGENCY

HBCS HOME BASED CARE GIVERS

PAR PARTICIPATORY ACTION RESEARCH

RAT RURAL AREAS TARGETING

SAHRC SOUTH AFRICAN HUMAN RIGHTS COMMISSION

CGE COMMISSION ON GENDER EQUALITY

JCD JUSTICE AND CONSTITUTIONAL DEVELIOMENT

CCMA COMMISSION FOR CONCILIATION, MEDIATION AND

ARBITRATION

NEMA NATIONAL ENVIRONMENTAL MANAGEMENT ACT

PANSALB 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 socio-

economic 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,

Kgoši 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-broad-

based 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 Kgoši 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 co-

operative 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 populations—often ignored and effectively

disenfranchised by their urban counterparts—are 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 pre-

democratic 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 Kgošikgolo 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-à-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 re-

evaluate 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 project’s 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 (O’Toole, 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).

Figure 3.2.1: Operational Structure of BIRDS

CHIEF

COUNCIL

MANAGERIAL OPERATIONAL

EXECUTIVE HEADMEN BAKGOMA

ADMIN CLUSTERS

Chairperson Deputy Finance Committee PRO

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

Kgošikgolo 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

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;

New

Rural Enterprise Broadening

Pluri-Activity

Deepening

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 socio-

economic 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

Clerks GS Worker S & S Personnel

Internal External Indoor Outdoor Day Night

CBD Auxiliary Division

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 FUNCTIONS

1.

Admin Officer Admin Office Management Monitor & Evaluate Admin performance

Mentor & Supervise junior employees

Capacitate junior employees

Report to the Council

Secretarial of to the Council

2.

Internal Clerk Secretarial (Internal meetings)

Issue invites;

Register attendances;

Draw agendas;

Take minutes and;

Distribute minutes.

Assert management Office allocations;

Equipment register and audit (internal);

Equipment purchase, maintenance and disposal;

Manage stationary.

Fleet Management Fleet maintenance and;

Control.

Human Resource Recruitment;

Vacancy advertisement;

Employee database and;

Interview schedule;

External Clerk

Secretarial (External meetings)

Same functions as above

Requisitions Procurement;

Event management and;

3.

Travelling and accommodation arrangements.

Community Service Community database;

Fees clearance and;

Official stamp authorisation.

Communication 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 Duration

STAGE ONE: CAPACITY BUILDING

1

1.1 Need analysis (Office & Community)

Admin Office

Office Complex

± 2 days 1.2 Admin staff workshop

- BIRDS - Protocols - PAIA & Batho Pele - Office ethics and antiques - Specialised software use

1.3 Monitor & Evaluate Phase 1 Admin Officer

STAGE TWO: PLANNING

2

2.1 Mapping

Admin Office

Office Complex

± 7 days

- Identify/assemble team - Secure geographical map - Draw route-map - Design instruments - Set objectives - Settle time frame

2.2 Monitor & Evaluate Phase 2 Admin Officer

STAGE THREE: IMPLEMENTATION

3.1 Household registration

Team

Fieldwork ± 30 days

- Train fieldworkers (Coordinators)

- Issue notice - Data collection

3 3.2 Need assessment Team

Office Complex

& Fieldwork

± 30 days - Office services - Socio-economic level - Others

3.3 Monitor & Evaluate Phase 3 Admin Officer

STAGE FOUR: FINAL EVALUATION

4

4.1 Report compilation Team

Office Complex

± 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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Website reference

Blouberg Municipality IDP and Population Density, accessed from

www.blouberg.gov.za: 17 July 2009.

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).

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‖

adapt to the complex challenges of the 21st Centuary.

STRATEGIC RURAL DEVELOPMENT CONSULTANCY