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Knowledge and Innovation For Rural Development (Kird) Programme
Knowledge and Innovation For Rural Development (Kird) Programme
Knowledge and Innovation For Rural Development (Kird) Programme
DEVELOPMENT (KIRD) PROGRAMME
Implementation of the
Macubeni Local Action Group
in the Eastern Cape
Kizito Nsanzya
Prof. Mazibuko
(RULIV)
Siphiwo Madywabe
Phumla Kalako
(Macubeni Community)
18 February 2010
Contents
• About RULIV
• RULIV Programmes
• RULIV‐COFISA Partnership
• Profile of Macubeni
• Asset‐based livelihoods
• Creation of Macubeni LAG
• Lessons
• Challenges
• Conclusion and way forward
About RULIV
• RULIV is an organisation of multi‐disciplinary
professionals who provide a range of services
towards sustainable development.
• Our mission is to strengthen rural and urban
livelihoods by facilitating and improving
development practice.
• Our unique approach focuses on the mobilisation
of local and external assets, process facilitation
and brokering partnerships for social, economic
and ecological development.
RULIV Programmes
There are currently 7 programmes;
• Community Capacitation
• Local Economic Development (LED)
• Community Based Natural Resource
Management (CBNRM)
• Municipal Capacitation
• Mainstreaming of National Policy Targets
• Information and Knowledge Management (IKM)
• Sustainable Rural Development in the Eastern
Cape (SURUDEC) EU‐Funded
RULIV – COFISA Partnership
• Ruliv is piloting the LEADER approach to rural
development in Emalahleni Local Municipality, a rural
area in the Eastern Cape Province.
• This pilot project forms the basis for supporting
innovation, knowledge creation and sharing for rural
development in the Eastern Cape.
• This is Phase Two of the Knowledge and Innovation for
Rural Development (KIRD) implemented in partnership
with COFISA, piloted in Macubeni, an area comprising
18 villages.
Profile of Macubeni in Emalahleni LM
• A former Transkei homeland, Emalahleni Local
Municipality is made up of the magisterial districts of
Lady Frere, Dordrecht and Indwe.
• The area is characterised by significant
underdevelopment and a high level of poverty.
• This is primarily due to historical policies which saw
such areas as providing migrant labour to the gold &
diamond mines of South Africa, while ensuring that
dependants remain settled within the homeland.
Socio‐economic Profile of Macubeni
Population
• The area is largely populated by
children and older people
• Very low formal employment
(4.8%)
• Only 31.6% of the population is
of economically active age groups
(20 – 59)
• 57% of households are female‐
headed
• Retired professions in the social
sector
• Technicians: mechanics, brick‐
makers, plant & tractor drivers, etc.
Assets Based Livelihoods: Natural Resources
& Physical Infrastructure
• Macubeni is a catchment
area
• Natural vegetation in poor
condition
• Soil erosion is a major
problem
• Mineral resources include
coal, lime & slate
• Macubeni Dam built in 1986
• Gravel access roads to Lady
Frere & Indwe
• Education: primary and
secondary schools
• Clinics
• Some mobile phone
reception
Assets –based Livelihoods: Financial
• Employment
opportunities almost nil
• Heavy reliance on social
grants
• However, 64 community
based projects have been
identified in the 18 villages
• Informal savings
institution
• Remittances from
urban sectors
Creation of Macubeni LAG
• Development of the methodology for the
selection of associations for the LAG
• Identification of existing village associations &
projects (64 in total)
• 7 Introductory workshops
• Various meetings and interviews with role‐
players
• Assessment of existing community structures
Structure of the Macubeni
Local Action Group
Resourcing & Development Strategies
• Establish a community vision
and longer term goals
• Ensure that everybody
understands and shares the
same vision
• Ensure that there are visible
benefits in the early stages
• Build the everybody’s
capacity, not only that of the
community but also of local
government and other role
players
• Link the community to
sources of expertise and
networks
Training programme for the LAG
Facilitated development of human
capital to champion priorities of
the LAG
• Leadership and governance
• Project Management
• Resource Mobilization
• Community Based Natural
Resource Management
• “Send‐a‐cow” Food Security
practice
Macubeni LAG Local Economic Development Activity Plan
Building a solid
resource base by
leveraging internal
and external sources
Implementation of
household food
security keyhole
gardens
Defining further steps
for the continued
development of the
LAG pilot.
Macubeni LAG Four Priority Areas
Food security
Small business
and Food
development
Production
Community‐
based natural
Social Cohesion
resource
management
Stakeholder Workshop
Purpose:
• Mobilize
stakeholders, partners
and service providers
• Affirmation of shared
vision
• Announcement of
priority areas
Achievements:
• 300 community
members attended
• Pledges from
stakeholders (e.g.
RDLR on food
security)
Lessons
• Assessment and use of existing community based
structures and functions that make up social capital
must be made a prerequisite
• Assessment of the local government structures and
functions
• Facilitate identification of common purpose that
makes for shared priorities
• Implementation process requires close monitoring and
after‐care in the consolidation of business planning ,
external resource mobilization, and implementation
management.
Challenges
• Skills basis is very thin and unevenly distributed among
the 18 villages, therefore need to generalize human
capital building
• The risk of public sector pledges not coming to fruition
• The formation of the LAG starting solely on own
resources and own volition, without start‐up funding
• Time limitations in piloting phase
Conclusion & Way forward
• The LEADER approach, adapted to suit local dynamics, has potential
in making a difference to rural development in South Africa.
• Having successfully implemented the local action group in
Macubeni, there is need to go back, assess and strengthen, the
degree of up‐take of the principals of the LEADER approach,
particularly on formation of networks and partnerships
• Ruliv will utilize own resources to assist the communities in
leveraging other external resources that are required in
strengthening and expanding the LAG
• Invite Finnish delegation to the Eastern Cape for detailed
exploration of continued partnerships
Thank you COFISA