1. Theme Shift FROM PLANNING TO HUMAN RESOURCE DEVELOPMENT- Part II

2. DEVELOPMENT PLANNING and Economic and Social Development =Problems and Issues, 1989-2009

3. End of assumption- Progress is inevitable  1983- Robert McNamara resigns from World Bank- New and Different Demands  Institutions, social change and basic needs abandoned  Export Economies--Minerals, agricultural commodities and livestock: Orthodoxy  Back to the Future- The key to growth is Structural Adjustment

4. 1985: Bad Planning Discovered ◦ Illness and death of Brezhnev in Soviet Union ◦ The Change: Russia and Structural Adjustment ◦ Planning- The “Ivory Tower” problem ◦ Ronald Reagan and Margaret Thatcher at height of their power

6. Bad Planning Discovered From Program to Project Planning: Failure in Africa ◦ Ethiopia- Mengistu Haile Mariam declares a Leninist state in 1983 ◦ 13 million face starvation in Horn of Africa ◦ "We are the World" leads to Donor Fatigue

8. Development Planning: Failure and Future of Command Economies? ◦ Transitional conflicts in Angola, Mozambique- Cold War Proxies ◦ CIS and Central Europe become part of development portfolio ◦ Cambodia, Nicaragua (Central America) ◦ Bosnia, Somalia, Rwanda, Kosovo,

9. Failure of Command Economies End of Century  Afghanistan and Iraq in the 1990s  Sudan: A Thirty Years War  Terrorism and the Failure of Development  Nicaragua and the Fall of the Sandanistas

11. 1990s Worked as Consultant for International NGOs Promoting “Democracy” 2009- Declared Government would expel NGOs promoting Opposition To Current Government  Development Minister in Nicaragua (GSPIA, 1991)

12. Development Planning as Socialization  Planning includes secondary and tertiary socialization, but not primary socialization

14. Development Planning as Socialization ◦ Primary—Family; before school ◦ Secondary--Primary and Secondary Education ◦ Tertiary--Adult (including Higher education and On the Job) ◦ Problem: Social Engineering

15. Development Planning and Social Change: Overall Assumption  Classical Assumption  Role of the government agent is: ACT AS A CHANGE AGENT and Provide necessary stimulation to society to ensure change Key: Focus is on Human Behavior

16. Development Planning Assumptions (Review)  Development Planning as a Concept ◦ State will serve as engine of development ◦ Goal will be to change society, economy and political structures ◦ Controversy not over physical planning but social change and economic behavior

17. Perception of Development Problems- Planning Bad- 1991 to Financial Crisis, 2009 (Summary)  The Change: End of Cold War  Structural Adjustment- 1989-2001  International conflict shifts from East-West rivalry and cold war to ethnic, regional and internal conflicts culminating in September 11, 2001  Now Economic and Social Planning and State Building is Back

18. Development and Social Planning  “The Devil is in the Details” ◦ An Old Philosopher

19. Development Planning Assumptions 1. Assumed that development occurs because of planned change 2. Originally, Keynesian planners saw state taking a major role in providing leadership to improve standards of living in LDCs

20. Development Planning Assumptions- Continued 3. Development Planning accepts premises of Development Administration: 4. State bureaucracy should take major role in social mobilization, economic transformation and increases in productivity; define policy goals for society 5. Rejected by some advocates of Development Management

21. Political Assumptions with Development Planning, Continued 6.Assumes political and administrative leadership have made the decision to effect changes in the system 7.This is a meeting point of both counter- dependency strategy and modernization 8.Need to strengthen administrative capacity in development economics and planning area

22. Implementation ◦ Major responsibility for implementation lies with Planning official at the local level ◦ Development change occurs because of planned action ◦ Assumes political and administrative leadership have made decision to effect improvement in the social system

23. Social Assumptions  Assumes that there can be state managed social mobilization ◦ Basic premise: planning is setting of priorities for use of scarce resources through use of rational rather than political processes

24. Discussion  Assess the idea of forced social engineering

25. The Lack of Administrative Needs  Depends upon “administrative capacity”  Institutional arrangements for planning, planning agencies, management systems and processes that are innovative  Human behavior is complex: Involves:,  Networks,  Organizations and  Institutions

27. Ten Minutes  Break

28.  HRD/Training

29. Knowledge Base ◦ The problem of: bounded knowledge no short cuts to education ◦ The key to the short-term experience: designer training ◦ Organizational Development ◦ Public Sector Higher Education System

30.  Short 3-6 Week Training Program, in-country or overseas  Can substitute for the Experience of a University Education  Training best focused on skills not complex systems and knowledge

31.  Extent to which the administrative culture reflects a high degree of paternalism  One needs flexible people, with flexible minds

32.  The new administrators in Transitional states  First vs. second generation: The bridging generation can block the next generations

33.  The Concept  Need for gradual retirement of existing Administrators and a staggered bridge

34.  The time factor ◦ Professional and technical skills and "the art of management"  Administrative culture ◦ Issue of debate and discussion within the public service (problem of conformity)  Criticism of tunnel vision ◦ Mentality of the old nuts and bolts mechanisms within the context of a centralized state

35.  Education: ◦ Entry Requirements The MPA style degree? ◦ The role of University programs

36. ◦ The Prospects and Limits of training: Problems of management skills  Basic Techniques and Processes (e.g. Computers and Quantitative Skills)  How much Consciousness Raising? ◦ Development Management vs. Management Development  The debate over Human Resource Development  Chicken and Egg Redux

37.  Education in Public Management, Personnel, Financial Management, Management Information Systems ( Masters Degree as a Professional Degree ) ◦ Public Policy Analysis and Issue Areas ◦ Public Administration ◦ Political Institutions and Processes ◦ Macro and Micro Economics ◦ Development Policy and Management (NGOs)

38.  The role of overseas training and education: Problems of technical assistance ◦ Role of donors and the policy process ◦ Donor provision of planners and administrators ◦ The attractiveness of Bridging Training ◦ The Brain Drain Issue

39. Human Resource Development Background  The Problem Nature of the “promote socio-economic change bureaucracy” Can it?  Legacy: The nature of the stratified Civil Service ◦ Segregated or class based systems ◦ Elitist ◦ Generalist, legal or technical ◦ Extractive? ◦ Law and Order

40. Human Resource Development  Role of the state in economic development ◦ Nature of the mixed economy ◦ Management of public corporations ◦ Role of regulation trust busting ◦ Reputation of the African economic model  Asian, European and Latin American comparisons (South Africa as a NIC)

41. The Transformation  Management Systems: Definitions and Types ◦ Routine administration ◦ Praetorian administration ◦ Scaffolding Administration ◦ Development mobilization ◦ Administration  non-routine

42. Human Resource Development, Development Management, Planning and Policy  The nature of the state decision-making process: planning (and = Planning vs. budgets) ◦ Privatization--administration and contracts ◦ Deconcentration vs devolution national vs. local  National  Regional  Local

43. Human Resource Development- Issue  Institutional Development, The Weberian model- Fit of existing institutions for development ◦ Mass of Regulations, routines and the hierarchy: SOPs ◦ Absence of judgment, discretion and creativity ◦ How suitable for Development

44. Human Resource Development Background  The civil service "spirit”; problems of morale ◦ Pattern of indigenization, localization and equal access ◦ Replacement of long service, old regime or expatriates with inexperienced, untrained, often "clerical" assistants or politicos with no professional skills

45. Human Resource Development Background  The civil service "spirit”; problems of morale  Role of the graduates  Issue of equating authority with age  Experience vs. the young's feeling of blockage from rapid promotion next generation of University

46. Sensitivity to Expatriates  Sensitivity to continuing influence of foreign “expatriates” in technical assistance and international organizations  Symbols of Colonialism or Dependence  Expatriate mentality and tendency to outside of the formal chain of command

47. Human Resource Development Background Issues  Negative image of Government Administration ◦ Need to shift from law and order administration to development values  Willingness to accept non-governmental and civil society organizations  Question: ◦ Use of bureaucracy development to mobilize people for economic change and provide for socio-activist, "organic" civil service, not a hierarchical, mechanistic one?

48.  Discussion of Books

49. FanonKlitgaard

50. Robert Klitgaard, Tropical Gangsters Franz Fanon, Wretched of the Earth Mahasweta Devi, "Dhowli” (See Picture) Graybeal and Picard, "Internal Capacity and Overload in Guinea and Niger"