FEEDBACK
Jump to content

Document Abstract
Published: 2000

Institutional support for sustainable livelihoods in Southern Africa: final report

Recommendations for institional for Sustainable Livelihoods: what works in South Africa
View full report

This article focuses on critical issues in managing change for SRLs (Sustainable Rural Livelihoods).

Chief features of SRL approach:

  • It starts with (poor) people as the focus, and so puts clients at the centre
  • It recognises the differences within rural communities
  • It recognises the holistic nature of people's lives
  • It builds on positives
  • It emphasises that rural people have strengths and opportunities and not just needs, they are acting to improve their lives
  • It links micro with macro approaches.Bottom-up participatory work is needed as well as top-down strategic work
  • It recognises the importance of institutional structures and processes
  • It involves partnership approaches between state, community and private sector. It is important that Government recognises the diverse roles the state can play: as provider, facilitator, or partner

Emphasises

  • Learning to listen
  • Rural and urban areas are intimately connected
  • Mainstreaming the environment within this holistic approach

Key elements:

  • A political vision to overcome rural poverty, expressed in policies on poverty, rural development and economic development
  • The policies developed on the basis of micro-level participatory work to understand the realities of rural people's lives
  • Commitment to reform of government institutions, and involvement of social partners, so that the best service can be provided to poor people
  • Development of an implementation strategy, which should be driven by people dedicated to the task
  • Decentralisation of government institutions to take responsibility and authority for operational management close to the people

Requires:

  • Political will for change
  • Adopting a learning process approach, piloting ideas before freezing them
  • A change agent to support the learning process
  • An active and dispersed network of local service providers
  • District services effective and responsive Meso/provincial level providing support and supervision Centre providing strategy, redistribution and oversight
  • Developing concept for services based on analysis of specific client groups, their strengths, needs, priorities

[Author]

View full report

Authors

Focus Countries

Geographic focus

Amend this document

Help us keep up to date