NGO
Another Way (Stichting Bakens Verzet), 1018 AM
Edition
01: 03 November, 2009
01. E-course : Diploma in
Integrated Development (Dip. Int. Dev.)
SECTION B : SOLUTIONS TO THE
PROBLEMS.
Value : 06
points out of 18.
Work
foreseen: 186 hours out of 504.
The points are awarded only after
passing the consolidated exam for Section B : Solutions to the problems.
Third block : Solutions to the problems.
Value : 01 point our of 18.
Work foreseen: 36 hours out of
504.
[16.00 Hours] Section
1 : Anthropological analysis of the three levels of project structures.
(Value 0.5 point)
[16.00 Hours] Section 2 :
Division of responsibilities amongst the three levels of structures. (Value
0,5 point)
The point is awarded only
after passing the consolidated exam for Section B : Solutions to the problems.
[16.00 Hours] Section
2 : Division of des responsibilities amongst the three levels of
structures. (Value 0,5 point)
Division of responsibilities.
[14.00 Hours]
01. The chain of responsibilities.
02. Illustration of the
division of responsibilities.
06. Permanent cooperative for
the management of the project structures.
07. Cooperative for project
execution.
[02.00 Hours] Report on
Section 2 of Block 3.
Third block : Exam. [ 4 hours per attempt]
Division of
responsibilities. [14.00 Hours]
05. Central committee. ( At least 2 hours)
The third
administrative level of integrated development projects represents all +/- 50.000
inhabitants of the project area. Each individual in the project area
must be able to associate himself/herself
with the project’s administrative structures. This means the structures
must be “comprehensible” to the inhabitants..
The central
committee will usually have +/- 35-45 members elected by the well commissions,
being one member representing each well commissions. The well commissions do
not necessarily have to choose one of their number. Any inhabitant in a well
commission area may apply to represent the well commission on the central
committee.
The same way,
several central committees may, in principle, be chosen each for a specific
project structure, such as the Cooperative Local Development Fund, the local
money system, the micro-credit system, and, where applicable, cooperative
health fund and cooperative public education fund. It is up to the inhabitants themselves to
decide whether they want a single central committee for all structures together
of a separate central committee for individual services.
Since
well commissions are expected have a majority of women members, they should
choose women to represent them on the central committee. A majority of the
members of the central committee should therefore also be female.
The central
committee is the main organ of the Cooperative for the on-gong Management of
the Project Structures of the project. After project execution, it is the legal
representative of the project and its structures. Central committees can be
seen as “parliaments”. They meet once a year or as often as is required.
The tasks of the
central committee are named in the statutes of the cooperative for the on-going
management of the project structures. Given the autonomy in the management of project structures, the
tasks of the central committee may vary slightly from one project to another.
In principle they should in any case include the following :
-Definition
of the policies of the Association.
-Ownership on behalf of the inhabitants in the project area of all real and
personal property connected with the structures and their management
-Regulate
the methods of management of the structures and supervise their management.
-Elect for a period of one year the members of the project Management and of
the Audit Commission and supervise the activities of the project management.
The Central Committee can release the project management from its duties at any
time. In the absence of serious professional misconduct, the Central Committee
may replace the Audit Commission only on the occasion of its annual renewal.
-Wind the Association or any
of its other organs up.
-Decide on any problems which is not expressly the responsibility of the
management or any other organ of the association.
-Resolve all litigation
relating to the project.
-Nominate as it may consider necessary permanent or
ad hoc commissions or representatives including those with investigative tasks.
-Deliberate individually on
every decision connected with real property owned by the Association.
-Deliberate individually on every purchase and/or investment and/or sale of
personal property of the association for a value equal to or greater than [
(example) Euro 15.000].
From the point of view
of the division of responsibilities, the subject of the section on the division of tasks amongst the structures of integrated
development projects of block 3
the solutions to the problems, one of the most relevant aspects is that the
central committee chooses the general
management of the project, which can be considered the “government”.
The tasks of the
general management, subject always to decisions taken by the populations when
the structures are set up, include
-the management of
the central offices of the project and the project depot , the ownership of
which is in the name of the Central Committee
-coordination of the management of decentralised project,
property in which is vested in the name of the Central Committee on behalf of the decentralised organ involved
- solution, at
first level, of litigation involving the project and its structures.
- liaison at project level, and support in favour of local
social, financial, productive and service structures set up by the project
- coordination
and management of all problems and structures for which neither the tank
commission nor the well commissions are
expressly responsible.
The general
management is automatically responsible for all service and obligation relating
to the project which is not specifically covered by the project organisation.
Elected in principle each
year by the Central Committee, the General Management comprises :
-A
general manager responsible for the good day to day running of the Association.
He is responsible for taking all measures necessary for the life and operation
of the Association according to the statutes of the Association and to the
instructions received from the Central Committee. He/she is chosen once a year
and his nomination is renewable indefinitely. He/she is chosen for his/her
leadership qualities and integrated vision – he/she need not be literate.
-A
treasurer responsible for the material and financial patrimony of the
Association. He collects the funds of the Association and is responsible for
their management.. He co-signs payments authorisations together with the
General Manager. He submits a financial reports each year and a financial
budget at the close of his period of office to the Audit Commission, to the
central Committee, and to other members of the personnel indicated by the
General Manager, by the Audit Commission, or by the Central Committee .He
should have basic accounting knowledge. He should have a (younger) apprentice
to ensure continuity.
-A
general secretary responsible for the archives of the Association. He/she is
responsible for correspondence and administrative affairs. His/her staff would usually include :
- A computer specialist
(system manager) with a (younger) apprentice to ensure continuity.
- At least one assistant,
with some knowledge of French or English
- Two depot
operators/drivers.
- A gardener (optional)
- Two or more guardians
according to requirements.
Cleaning, gardening,
maintenance and guardian services can be provided by external cooperatives
operating under the local money system set up by the project.
By way of example,
10 of the central committee’s tasks and five (groups of) the tasks of the
General Management have been given above. This means that the Central Committee
retains responsibility for some tasks, which may not be delegated, even to the
General Management.
1.
Research.
On two pages, identify the tasks which
cannot be delegated by the central committee to others and write a paragraph on
each one explaining why.
2.
Opinion.
On two pages, write a short introduction
then five short paragraphs on conflict resolution at household, tank
commission, well commission, General Management, and Central Committee levels.
End with your conclusions.
Each integrated development
project should, in time, have relations with other projects. Take a look for
example at the illustration of regional plans in this block 3 solutions to the problems.
3.
Research.
On one page explain how responsibility
for the inter-project relations is
divided between the General Management of a project and the Central Committee.
Certain specific
aspects of integrated development projects are discussed in details in Block 5 : How the structures described in block 4 solve specific
problems. Corruption, one of
the causes of poverty mentioned in Section 1 of Block 1 analysis of the causes of
poverty is one of them.
4.
Opinion.
One at least one page, maximum two
pages, make an analysis in six short paragraphs
on how integrated development projects help prevent corruption. After a short introduction, deal
with the various project levels in turn : tank commissions, well commissions,
General Management, and Central Committee. Close your work with a conclusion
containing where applicable your suggestions for the reinforcement of the
anti-corruption measures described.
◄ Third block
: Section 2 : Division of
responsibilities.
◄ Third block : Solutions to the problems.
◄ Main index of the course for the Diploma in Integrated
Development (Dip. Int. Dev.)
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