Resilience%20and%20adaptation%20in%20the%20project%20state%20%20Guszt

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Resilience%20and%20adaptation%20in%20the%20project%20state%20%20Guszt

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RE-INVENTING THE RURAL BETWEEN THE SOCIAL AND THE NATURAL. XXIII European Society for Rural ... (interest-harmonisation, animation, beliefe in the system) ... – PowerPoint PPT presentation

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Title: Resilience%20and%20adaptation%20in%20the%20project%20state%20%20Guszt

1
Resilience and adaptation in the project
stateGusztáv Nemes, Chris Highnemes_at_econ.core.
huc.high_at_open.ac.uk

RE-INVENTING THE RURAL BETWEEN THE SOCIAL AND THE
NATURAL
XXIII European Society for Rural Sociology
Congress Vaasa, Finland 17-21 August 2009

2
Outline

The New Rural Paradigm and the Project State
Why it is not working?
Hungarian Leader the veterinary horse
Resilience and adaptation through reflexive
agency

3
The new rural paradigm (OECD 2006)

A shift from subsidising declining sectors,
areas, social groups, towards investment to
develop an areas most productive activity
Valorisation of local specificities
resources
Decentralised administration and management
Embrace multi-level governance
Bryden
2007
Paradox why does not work?

4
The era of the Project State

Counter-narrative to Welfare State
Project state an institutional system that has
arisen to deliver the New Rural Paradigm
Project state reasons for failure

The nature of projectsand project management
Failure of multi-level governance
5
Tyranny of projects- projects ruling actors

Creating exclusion
Impeding co-operation,

management tools from business (logframe,SWOT,
etc.)
competition
match funding
Fixed support

Difficult to sustain results and dev. capacity
6
Multi-level governance tend to fail for lack of

genuine decentralisation (power, responsibility,
capacity missing on lower levels)
Partnership and real participation on every
level(interest-harmonisation, animation, beliefe
in the system)
appropriate institutions, and communication(inter
est representation, development capacity,
continuity)
effective social learning and evaluation(no
improvement of development policies and
institutions)

7
What is behind failure/success multi-level
governance?

Political culture, participative democracy
Strength of civil society, social networks
Existing development capacity
Approach of the centre to decentralisation
These vary greatly, BUT backward areas are likely
to be weak in these too

8
2007-13 LEADER HUNGARY

Action research, supported by Norwegian Financial
Mechanism Local development policies in a
European project state - a systemic analysis of
institutional bricolage 2009-2011
Ex-ante evaluator of RDP
LAG member
Planning group mentoring (various LAGs)
NAURAMA Alliance

9
The veterinary horse
The Hungarian LEADER Programme
10
Problems during planning

Little time to set up LAGs
Strong incentives to make them large (Ours - 60
villages, 184 LAG members)
Rural Development Training and Consultation
Institute 400 employee, BUT control NOT help
No training or professional support, no financial
resources for local planning (5000 working hours)
Planning to strict, standard, badly designed
online!
4 month, with ever changing guidance
Strong artificial competition between LAGs

11
Problems during implementation