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Resilience and adaptation in the project state Gusztáv Nemes, Chris High

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Presentation on theme: "Resilience and adaptation in the project state Gusztáv Nemes, Chris High"— Presentation transcript:

1 Resilience and adaptation in the project state Gusztáv Nemes, Chris High RE-INVENTING THE RURAL BETWEEN THE SOCIAL AND THE NATURAL XXIII European Society for Rural Sociology Congress Vaasa, Finland August 2009

2 Outline The New Rural Paradigm and the Project StateThe New Rural Paradigm and the Project State Why it is not working?Why it is not working? Hungarian Leader – the veterinary horseHungarian Leader – the veterinary horse Resilience and adaptation through reflexive agencyResilience 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 area’s most productive activityA shift from subsidising declining sectors, areas, social groups, towards investment to develop an area’s most productive activity Valorisation of local specificities resourcesValorisation of local specificities resources Decentralised administration and managementDecentralised administration and management Embrace multi-level governanceEmbrace multi-level governance Bryden 2007 Bryden 2007 Paradox – why does not work?

4 The era of the ‘Project State’ Counter-narrative to Welfare StateCounter-narrative to Welfare State Project state – an institutional system that has arisen to deliver the ‘New Rural Paradigm’Project state – an institutional system that has arisen to deliver the ‘New Rural Paradigm’ Project state – reasons for failure:Project state – reasons for failure: The nature of projects and project management Failure of multi-level governance

5 Tyranny of projects - projects ruling actors management tools from business (logframe, SWOT, etc.)management tools from business (logframe, SWOT, etc.) competitioncompetition match fundingmatch funding Fixed supportFixed support Creating exclusion Impeding co-operation, 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)genuine decentralisation (power, responsibility, capacity missing on lower levels) Partnership and real participation on every level (interest-harmonisation, animation, beliefe in the system)Partnership and real participation on every level (interest-harmonisation, animation, beliefe in the system) appropriate institutions, and communication (interest representation, development capacity, continuity)appropriate institutions, and communication (interest representation, development capacity, continuity) effective social learning and evaluation (no improvement of development policies and institutions)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;Political culture, participative democracy; Strength of civil society, social networks;Strength of civil society, social networks; Existing development capacityExisting development capacity Approach of the centre to decentralisation;Approach of the centre to decentralisation; These vary greatly, BUT backward areas are likely to be weak in these too…

8 LEADER HUNGARY Action research, supported by Norwegian Financial Mechanism: Local development policies in a European project state - a systemic analysis of institutional bricolage Action research, supported by Norwegian Financial Mechanism: Local development policies in a European project state - a systemic analysis of institutional bricolage Ex-ante evaluator of RDPEx-ante evaluator of RDP LAG memberLAG member Planning group + mentoring (various LAGs)Planning group + mentoring (various LAGs) NAURAMA AllianceNAURAMA Alliance

9 The veterinary horse The Hungarian LEADER Programme

10 Problems during planning Little time to set up LAGs;Little time to set up LAGs; Strong incentives to make them large (Ours - 60 villages, 184 LAG members);Strong incentives to make them large (Ours - 60 villages, 184 LAG members); Rural Development Training and Consultation Institute – 400 employee, BUT control NOT helpRural 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)No training or professional support, no financial resources for local planning (5000 working hours) Planning to strict, standard, badly designed – online!Planning to strict, standard, badly designed – online! 4 month, with ever changing guidance4 month, with ever changing guidance Strong artificial competition between LAGsStrong artificial competition between LAGs

11 Problems during implementation Political aims dominatePolitical aims dominate Administrative Procedure ActAdministrative Procedure Act Lack of trust, human decisions,Lack of trust, human decisions, Insufficient central administrationInsufficient central administration Divide and conquer, etc…Divide and conquer, etc… System should collaps but doesn’t WHY?

12 Resilience and adaptation Enthusiasm, energyEnthusiasm, energy CapacitiesCapacities Creative bricolageCreative bricolage Mediation, translationMediation, translation NetworkingNetworking Social learningSocial learning Reflexive agency

13 Reflexive agency – the rural bites back I. From rabish picking to hightech Capacities and creative bricolageCapacities and creative bricolage

14 Reflexive agency – the rural bites back II. Spontaneous co- operationSpontaneous co- operation Lobbying on regional levelLobbying on regional level Social learningSocial learning

15 Reflexive agency – the rural bites back III. Co- operation ‘for the fun of it’Co- operation ‘for the fun of it’ Enthusiasm and networkingEnthusiasm and networking

16 Thank you for your attention Gusztáv Nemes, Chris High


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