Manual for Integrated District Planning - National Institute of Rural ...

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Manual for Integrated District Planning proceeded quite far, the envisioning process would touch every Village Panchayat and sub Panchayat body. However in others, for practical reasons, envisioning might have to be confined to the intermediate level, because Village Panchayats have not been empowered enough. This may also be true in respect of Urban Local Bodies that have not been devolved with the functions listed out in the Twelfth Schedule. However, the ideal would be to increase rather than to decrease participation in envisioning. Box 9 Who is a Stakeholder? Stakeholders are individuals, families, user groups, institutions, organisations and other pressure groups that potentially affect or are affected by any particular issue in question. The participation of stakeholders is necessary to understand exactly how each one influences or is affected by any activity or proposal, because ultimately most development emerges from a confluence of such mutual effects. Potential Stakeholders in a participative district planning process: • Local governments, who lead the process and are central to it • Citizens groupings, such as gram and area sabhas, ward committees, residents welfare organisations etc. • Sectoral interest groups, such as ex servicemen, weavers’ cooperatives etc. • Commercial entities such as cooperative societies, banks and companies • Voluntary agencies such as clubs, NGOs, activist groups • Experts (both individual or institutional) in the field concerned, whether from within or outside the district, who can add value through advice and direct support • Experts from academic institutions • Women and marginalised groups of people, including associations of SCs and STs and minorities, who might get ignored in the planning process unless specifically brought in • Line departments, working in the district, whether attached to the State, Central or local governments • Large industries and undertakings, both public and private, with a presence and investment in the district; this would include railway, airport and highway authorities, heavy industries in the power and mining sector, industrial estates and townships, whether in the public or private sector. Ensuring participation of women in envisioning and planning: • Seek womens’ views in surveys, including through focus group discussions. • Identify women community leadership and include in all committees formed under various sectors, • Encourage elected women member networks to exert pressure and throw up leadership for plans with womens’ views embedded in them. • Organise capacity building programmes on womens’ empowerment as a cross cutting theme so that development priorities identified by women are respected. • Organise special capacity building for women belonging to traditionally muted and excluded groups. • Organise separate meetings for women to identify issues that they might find uncomfortable to raise before a predominantly male audience. Ensuring full involvement and participation of disadvantaged groups • Organise fora for special and separate consultation with disadvantaged groups such as SCs and STs, persons released from bonded labour, representatives of primitive and nomadic tribes, etc. 66
Manual for Integrated District Planning 3.3 Identification of Lead Sectors for development 3.3.1 The district envisioning process could identify certain ‘Lead Sectors’ of development in the district. The lead sector of a district economy is that sector which either dominates an economy in such a way that it provides the large part of output and employment. (for example fruit production in Himachal Pradesh) or is growing rapidly, so that it is contributing more than other sectors to economic growth and employment (for example, industrial growth in several fast urbanising districts). A lead sector is generally one that can boost or enhance the overall economic development of the district, thus facilitating faster development in other sectors also. 3.3.2 Who will identify lead sectors? The lead sector could be identified by experts or people themselves. Lead sectors can also be identified from the potential linked credit plans prepared by NABARD. While identifying lead sectors, care should be taken to balance the desire for standardisation with the desire for promoting diversity. On the one hand, the lead sector selection should not be too narrow or isolated as then the ripple effect might be diminished. On the other, since there might be several agro climatic regions and immense diversity in a district, a singe lead sector may be of little value. 3.3.3 Normally the focus on planning is on CSSs and State Schemes, which are usually tied to pre determined objectives, leaving little scope for the own priorities of a district. Even in urban areas, which depend less on government tied funds for their budgets and more on their own revenues, envisioning is curtailed because of low collection of own revenues and tied commitments, such as payments to staff. Moreover, line departments and local governments, by their very nature are less aware of the vision for economic growth. Therefore, it is better if the DPC, being at the top of the government set up, focuses more on envisioning in the government sector and invites much larger stakeholder consultation, particularly with the private sector, in envisioning on lead sectors. The key matters to consider for identifying the district lead sectors are given in Box 10. Box 10: Some key matters to consider when identifying district lead sectors a. Natural resources (such as the land, water, forests, etc.) b. Traditional knowledge, skills and capacities (such as arts, crafts, trades, etc.) c. Natural/cultural/historical heritage (historical monuments, natural wonders, etc.) d. Physical infrastructure (roads, energy, transportation, etc.) e. Social infrastructure (NGOs, SHGs, citizens’ action groups, etc.) f. Economic infrastructure (industries, markets, ports, etc.) g. Demographic advantages (large proportion of productive age groups, skilled immigrant populations, etc.) h. Geographical/situational advantages (proximity of opportunities of trade, tourism, etc.). 67 SWOT Analysis An acronym for analysing relative Strengths, Weaknesses, Opportunities and Threats. SWOT analysis helps in planning and strategising any task through making the right choices at the right time. SWOT analysis can be an extremely useful tool for the district envisioning process.
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Planning Commission of India Manual
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Foreword The overriding them of the
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Acknowledgements In pursuance of th
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Abbreviations ACA AIBP AIILSG ANM A
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Manual for Integrated District Plan
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This manual attempts to set out the
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