ILG: integrated rural development

1
ILG integrated rural development

• A New Public Management Steering Philosophy in
  the Netherlands

2
The authors

• Martine de Vaan
• Province of Flevoland
• Development Bureau of the Central Government
• Wim de Haas
• Ministry of Agriculture, Nature and Food Quality,
  Department of Knowledge
• Author of book Planning as Conversation

3
Introduction

• A new planning system for rural development
• Vieuwpoints
• description
• manifestation
• New Public Management
• Search for certainty
• Shift to procedural rationality

4
What is ILG

• More than investment fund
• New system for rural planning
• Agreement on objectives and targets
• Central government
• goals, financing
• Regional governments (provinces)
• planning and control
• public project development

5
ILG why

• Previous
• Problems were split up
• water, spatial, landuse, environment
• To different ministries
• ILG end to fragmentation
• Different regulations and arrangement

6
Problems

• Juridification
• laywers ltgt planners, developers
• Goals -gt prestation
• Focus on measurable prestations
• Prestation -gt projects
• Easy projects

7
ILG as manifestation of

• New Public Management in the public sector
• Search for certainty in a fragmented society
• Shift from substantial to a procedural
  rationality

8
New Public Management I

• Inspired by management techniques in the
  profit-sector
• Understanding public problems as management
  problems
• Strong belief in measurable goalindicators
• Prestation contracts play an important role.

9
New Public Management II

• Definition of policy goals and indicators are the
  main task of the public sector
• Implementation semi public organisations or
  private organisations.

10
Search for certainty

• In a fragmented society networks emerge and have
  succes
• ILG
• enabling networks of just an new hierachie
• Also a new hierarchie

11
From substance to procedure

• End of the great narratives comprehensive and
  unifying concepts
• We lost the ability to think in substantial
  visions
• Empty procedures
• The emptiness of postmodern policy

12
Ideas for succes

• Good examples
• Exchange of experiences 
• From accounting to learning

13
Conclusion
Core quality Clear system Central government
goals control Provinces developer
Pitfall Too much emphasis on accounting
emptiness of postmodern management
Too much of it
Positive opposite
Positive opposite
Allergy Every sector or ministry has its own
detailed planningsystem
Challenge Focus on substance and not on
procedures
Too much of it