POSITION PAPER ON THE CHALLENGES AND BARRIERS TO TRADITIONAL LEADER’S PARTICIPATION IN PLANNING AND POLICY DEVELOPMENT AT THE LOCAL GOVERNMENT LEVEL (original) (raw)
Related papers
Enhancing rural leadership and institutions
Research on economic development efforts among 70 American Indian tribes, mostly in rural areas, yields information that may be applicable to rural areas generally. Local control matters-when decisions move into the hands of those whose future is at stake, the decision makers bear the consequences of their decisions, resulting in better decision making over time. Current trends in governmental devolution support the importance of local control. Local control must be backed up by effective institutions, which are characterized by four elements: stability in the rules themselves, depoliticizing day-today business decisions, depoliticizing dispute resolution, and bureaucratic structures and procedures that can get things done predictably and reliably. The significance of effective local institutions of governance rises dramatically as local control rises. Successful economic development requires strategic thinking, a systematic examination not only of assets and opportunities but of priorities and concerns characterized by long-term thinking, systemic thinking, and a broad societal focus. Good leadership is important. Good leaders are precipitators, breaking with past habits and establishing new kinds of behavior; they are conduits for information; they encourage leadership on the part of others; and they build governing institutions that are not themselves dependent on good leadership. Rural leadership training is needed, along with research-derived models of institutional structures that work best in particular community circumstance. (Contains 37 references.) (TD) Reproductions supplied by EDRS are the best that can be made from the original document.
Local partnership in rural policy implementation
… to Global Changes: Economic and Social …, 2003
171 Local partnership in rural policy implementation Ella Mustakangas Hilkka Vihinen Introduction Local development policies in Finnish municipalities ... 172 Kahila (1999) argues that municipalities are still adhering to traditional sectoral forms without fully understanding the ...
Journal of Local Government Research and Innovation
This article theoretically investigates the relationship between traditional leaders and municipal councillors and its adverse impacts on rural development. Setting: South African municipalities. Methods: The methodology for this article is a literature review guided by a hermeneutic framework. This article adopted a hermeneutic framework to integrate the analysis and interpretation of information collected from the literature. Results: The power dynamic between traditional leaders and elected councillors has surfaced as a source of concern, as it has the potential to delay and block development. Conclusion: The article concludes that all local government stakeholders must work to strengthen the relationship between traditional leaders and municipal councillors.
Rural Community Development - New Challenges and Enduring Dilemmas
2001
Rural community vitality depends on communities maintain- ing adequate infrastructure, having access to services, enhancing business and economic opportunities and establishing policy settings to foster outcomes. Vitality also relies on communities "rethinking" assets, developing networks, building local cooperation and acting on local passion and motivation. In addressing both these aspects, current approaches to rural and regional development represent a partial approach. Efforts largely focus on service provision, discrete initiatives, information dissemination and provision of resources to meet perceived needs. While these are crucial elements of rural de- velopment, a more comprehensive approach is needed. A more comprehensive agenda involves engagement that helps people act on existing motivation, includes greater recognition of frustration and anger in regional areas, and helps people gain better access to information and services. A broader approach would also re- ...
The next European programming period 2014-2020 is aiming to reach the goals of Europe2020's strategy of sustainable, smart and inclusive growth. Together with these objectives and according to the spirit of European integration, the European Union wants therefore to point to a greater territorial cohesion, as an answer to the fragmentation due to the globalization and also because of a concrete overrun of the economic and social crisis broken out in 2008 at global level. Furthermore, the European Union wants to stimulate a more intense and purposeful participation of citizens in decision-making process and also in the perspective to overtake the detachment of people from democratic life. In this way, the growing requirement of more participation and territorial cohesion, that could be understood as a place-based development, are translated into the dimension of community that, according to the European program 2014-2020, is being realized by the Community-led Local Development w...
Management theory and studies for rural business and infrastructure development, 2024
A Local Action Group (LAG) is an association aiming to implement the LEADER rural development policy programme, to create and develop partnerships and to make a significant contribution to the management of rural development. LAGs draw up local development strategies for the territory they represent, which are implemented by rural community and business organisations and local authorities in cooperation with the social partners. LAGs bring together the economic and social partners operating in an area, involve the local population in decision-making processes and provide advice. The paper aims to answer the question: how is the essence of LEADER programme fulfilled-creating links between the rural economy and development actions. The research problem is investigated using the methods of scientific literature analysis, analysis of strategic and political documents, systematisation, case studies and other methods. The study found that the strategies were developed taking into account the existing characteristics of the area and the expectations of the population, and involved the involvement of key stakeholders: municipal and district staff, representatives of business and rural communities, and invited consultants. The strategies have been developed in line with LEADER principles, the local development strategies have an integrated approach. It integrates the activities of different sectors, the whole project or specific groups, and strengthens the links between key economic, social, cultural and environmental actors and sectors.