Orientation for New Directors

1
Orientation for New Directors
Module 7
2
(No Transcript)
3
Definitions

• Community development a process whereby the
  efforts of Government are united with those of
  the people to improve the social, cultural, and
  economic conditions in communities

Module 7
4
Definitions (contd)

• Community a group of people with a common
  characteristic or interest living together within
  a larger society or a body of persons or
  nations having a common history or common social,
  economic,
• and political interests

Module 7
5
Definitions (contd)
Rural development applications of community
development principles outside of urban areas
Module 7
6
Definitions (contd)

• Regional development applications of community
  development principles in geographical areas
  consistent with those specified for or in
• Regional Development Associations
• Change and Challenge
• Community Matters

Module 7
7
Principles
1. Community development is a holistic approach
to addressing the communitys
needs. 2. Community development is a
process. 3. Empowerment results from influence,
participation, and community education.
Module 7
8
Principles (contd)
4. Development ensures environmental
stewardship. 5. Development is tied to
sustainability. 6. Partnerships provide access to
resources.
Module 7
9
Social Development

• means people are of primary importance
• includes the building of secure, just, free and
  harmonious societies
• offers opportunities and humane standards of
  living for all and
• focuses on citizens rights to
• be nourished
• be housed
• be secure
• work.

Module 7
10
Cultural Development

• proliferation of artists gaining international
  recognition and of poets, authors, and musicians
• development of theater, festivals, and films
• development of archaeological and historical sites

Module 7
11
Community Economic Development

• is citizen-led
• is dedicated to improving lifestyles through
• wealth distribution
• poverty reduction
• job creation and
• provides infrastructure in support of business
  development.

Module 7
12
Business Development

• the practice of a commercial activity
• associated with the production, supply,
• or distribution of commodities for profit

Module 7
13
Community Practice
(a) Social Action (b) Social Planning (c)
Community Development
Module 7
14
Regional Development Associations
Early organizations were created as a result of

• the resettlement program
• access to employment
• out-migration and a lack of attention to fishery
  development, creating community vulnerability
  and
• commitment to traditional lifestyles.

Module 7
15
Early Impacts

• pressure tactics formed original approach
• alternatives to resettlement program
• government recognition
• MUN Extension Service assisted with transition

Module 7
16
Government Response

• establishment of Dept. of Rural Development in
  1972
• financial support for RDAs
• loans programs as a catalyst for
  business development
• organizational and business support

Module 7
17
RDA Growth
Module 7
18
Influences

• Planning lacked technical expertise/support.
• Make work money became a distraction.
• Programs addressed social rather than economic
  development.
• Funds were targeted too specifically.
• Fishery development was emphasized.

Module 7
19
Sustainable Development

• Development of Aquaculture Industry
• Fishery Development
• Transportation
• Tourism
• Forestry
• Agriculture
• Growth in Credit Unions

Module 7
20
The Dilemma

• government funding VS locally-generated revenue
• community development VS business development

Module 7
21
Community Futures (CF)

• set up as a national program in 1996
• Business Development Centres (BDCs) as financial
  arm
• government appointed with no community
  accountability

Module 7
22
Community Futures (contd)

• seen as competition by RDAs
• developed strategic plans without community
  ownership or buy-in
• no implementation capacity
• CFs and BDCs combined to form CBDCs (Community
  Business Development Corporations) in 1975.

Module 7
23
The Beginning of the End or the End of the
Beginning?

• A collapse of the groundfishery created a
  community crisis.
• There was a need to refocus regional development
  efforts.
• Downsizing resulted in less money and greater
  accountability.

Module 7
24
Regional Economic Development Boards (REDBs)A
New Approach
Module 7
25
The Approach

• 1992 Government produces Change and
  Challenge.
• 1993 The NLRDC requests a study of
  regional economic development.
• 1994 The Task Force on CED travels the
  province.
• 1995 Government approves Community
  Matters.

Module 7
26
Change and Challenge
Guiding Principles

• focus on strategic industries
• education and training to adapt to changing
  labour market demands
• competitiveness in local and world markets
• private sector to be the engine of growth

Module 7
27
Change and Challenge (contd)

• productivity enhancement through innovation and
  technology
• commitment to change
• client to come first in government policies and
  actions
• sustainable economic development to be maintained

Module 7
28
Change and Challenge (contd)

• establishment of 17 economic zones (later
  increased to 20)
• implementation of an economic plan by the people
  in each zone
• working more efficiently and effectively with
  Government

Module 7
29
NLRDC Presentation

• 1. continued cooperation and support for
  economic development
• 2. the immediate establishment of an
  independent, nonpartisan commission to
• evaluate structures, strategies, and
• initiatives
• recommend ways to coordinate ongoing CED
  activities

Module 7
30
Task Force Objective

• to review and make recommendations regarding

1. organizational structures for economic
development 2. programs and services and how they
are used
Module 7
31
Task Force

• distributed discussion paper
• conducted public consultations
• visited 22 communities
• heard from 679 individuals
• received 235 briefs

Module 7
32
Community Matters
Provisional Boards

• made up of representatives of major stakeholders
  in the zones
• responsible for
• identifying stakeholders for REDBs
• developing formulae for their representation
• developing bylaws and ensuring incorporation
• finalizing boundaries and providing a name

Module 7
33
Incorporation

• protection from personal liability
• members VS shareholders
• Members and directors could not share in any
  profits.

Module 7
34
Incorporation (contd)

• profits to be used to further develop objectives
• upon wind-up - assets to go to organizations with
  similar objectives
• Bylaws define organizational structure and
  establish procedures for voting and elections.

Module 7
35
Core Functions

• Provide leadership in the development and
  implementation of a strategic plan for the zone.
• Coordinate business development support.
• Support organizations and communities within the
  zone.

Module 7
36
Core Functions (contd)

• Coordinate social and economic initiatives
  related to economic development.
• Promote public participation and community
  education.

Module 7
37
Provide leadership in the developmentand
implementation of a strategic plan

• Initiate partnerships.
• Market and promote the zone and the SEP.
• Ensure the SEP is current and up-to-date.
• Monitor the impact of SEP implementation relative
  to the larger zonal economy.

Module 7
38
Coordinate business development support
Assist businesses, development groups, and
entrepreneurs to identify

• funding sources
• investment opportunities and
• local and global investment potential.

Module 7
39
Support organizations and communities within the
zone

• Access resources and expertise in support of
  stakeholders.
• Promote community and organizational capacity
  building.
• Promote leadership and skills development.
• Empower sub-zonal agencies.

Module 7
40
Coordinate social and economic initiatives
related to economic development
Ensure

• that the SEP is successfully implemented
• that development is consistent with the goals
  and objectives of the SEP and
• that social and economic objectives are
  integrated.

Module 7
41
Promote public participation and community
education
Ensure

• the participation of all sectors of the
  community, including
• youth
• women
• other minorities and
• access to information and skills for community
  decision-making.

Module 7
42
Promote public participation and community
education(contd)
Ensure

• citizens responsibility for becoming functional
  in
• decision-making
• the development process
• government operations and
• Board empowerment through community support.

Module 7
43
Performance Contracts

• agreements to undertake mutually agreeable
  objectives
• mechanisms for providing core funding
• means to define the relationship between
  Government and the REDBs
• developmental VS regulatory
• means to identify accountability framework

Module 7
44
Phase I
REDBs were to

• hire expertise to assist with the development of
  strategic economic plans
• develop policy manuals and
• monitor and provide input on economic development
  proposals.

Module 7
45
Phase II

• is a five-year framework agreement based on five
  core functions
• provides for an annual renewal of the budget,
  work plan and monitoring and evaluation schedule
  and
• provides for dispute resolution, reporting
  procedures, and administrative details.

Module 7
46
Partnerships Through MOUs
Objectives

• to encourage integration of local and provincial
  development strategies
• to coordinate development with government
  policies
• to identify technical, human, and financial
  resources
• to build commitment through partnerships

Module 7
47
Board GovernanceA Leadership or Management
Philosophy?
Module 7
48
Mandate and/or Mission
Core Questions

• Why does your organization exist?
• What is your operational philosophy?
• Leadership?
• Management?
• Implementation?
• What are the key performance areas?
• Can you give your conclusions in a statement of
  25 words or less?

Module 7
49
Definitions
Leadership the utilization of the resources and
environment around oneself to create the
future Management responding in a
directed/guided way to a decided upon course of
action
Module 7
50
Leaders -VS- Managers

• strategic planning, visioning, creative thinking
• opportunities VS impediments
• alliances VS rivals

• analytical, structured, and orderly approach

Module 7
51
Leaders -VS- Managers (contd)

• logical solutions to tangible problems
• perform best when dealing with technical skills,
  processes

• understand integration
• motivated by challenge
• committed to life-long learning

Module 7
52
Self-Sufficiency -VS- Dependence

• provide development leadership
• spend time on planning and coordination
• are vulnerable

• preoccupied with survival
• generate revenue through projects

Module 7
53
Empowerment -VS- Control

• motivated to excel and become creative
• motivated to control own destiny
• given responsibility and authority

• system maximizes efficiency
• hierarchical management system
• management controls
• accountability to system

Module 7
54
Proaction -VS- Reaction

• take risks
• anticipate change
• are change agents

• see change as real when it happens
• act in the present
• dislike addressing change before it happens

Module 7
55
Policy -VS- Activity

• The board of directors develops policy consistent
  with the wishes of members.
• The role of the board mistakenly overlaps with
  that of staff.

Module 7
56
Policy -VS- Activity (contd)

• It becomes important to define the role of each.
• Boards should avoid becoming mired in detail by
  concentrating on the mission, values, and
  aspirations of the Corporation.

Module 7
57
Public Participation inRegional Economic
Development

• Module 7

58
Why Public Participation?

• lack of government resources
• uncoordinated community development activities
• failure of centralized approaches

Module 7
59
Public Participation as a Contribution to
Development

• Buy-in and support are tied to economic benefits
  or rewards.
• Decisions affect and implementation depends on
  the public.
• Outsiders design programs.
• Local people are perceived to lack technical and
  process skills.

Module 7
60
Public Participation as a Contribution to
Development (contd)

• Control, direction, and decision- making remain
  with professionals.
• Technical aspects become prominent.
• Organizations are usually externally conceived.

Module 7
61
Public Participation as a Contribution to
Development (contd)

• Organizations reflect only part of the community.
• There is little empathy with those who should be
  served.
• Local accountability is lacking.

Module 7
62
Empowerment
Basic Principles

• People are the primary ingredients of
  development.
• We must recognize peoples knowledge and
  expertise.
• The total community is included.
• People must feel empowered to control their own
  destinies.

Module 7
63
Empowerment (contd)

• Peoples skills and abilities must be developed
  through participation.
• The role of education and training is recognized.
• Expertise is a resource to the people rather than
  to the product.
• People have the ability to determine their own
  futures.

Module 7
64
Organizational Qualities

• personal control and growth
• self-reliance
• conformity to local values, ideals, and
  expectations

Module 7
65
Obstacles to Participation
Power

• Governments traditionally designed and controlled
  programs.
• Limited input resulted in a lack of buy-in and
  support.

Module 7
66
Obstacles to Participation (contd)

• Community beliefs about organizational autonomy
• The community should control design and
  priorities for development.
• The community knows best.
• Responsibility is shared without authority and
  resources.

Module 7
67
Obstacles to Participation (contd)
Administration

• Accountability interferes with delegation.
• Administrators reserve the right to determine
  priorities.
• Planners and administrators are reluctant to
  concede their practice.
• Local involvement adds time.

Module 7
68
Benefits of Public Participation

• recognition of local needs and priorities
• recognition of local knowledge and skills
• direct input VS prescriptive solutions
• more reliable feedback on impacts of initiatives

Module 7
69
Benefits of Public Participation (contd)

• new insights from the community for adapting
  programs
• lower costs in dealing with local organizations
• better design of programs
• improved utilization of facilities
• cooperation in new program innovation

Module 7
70
Implications for REDBs

• improved organizational structures
• added accountability through Performance
  Contracts
• need for better public education
• more equitable sharing of roles and
  responsibilities
• less conflict and misunderstanding

Module 7
71
Methods
Public Meetings

• good for discussing general ideas and
  approaches
• widespread input and perspectives obtained

Module 7
72
Methods (contd)
Newsletters

• one-way communication
• best for dispensing information

Module 7
73
Methods (contd)
Focus Groups

• effective for obtaining input on specific topics
• allow involvement of those most affected
• useful for updating sector strategies

Module 7
74
Methods (contd)
Questionnaires

• recommended for collecting information
• limited opportunity for exploring issues
• low return rates
• lack validity

Module 7
75
Methods (contd)
Media

• most powerful public participation tool
• can become a forum for public discussion
• a method of community education

Module 7