You are on page 1of 2

Session (Lesson) Plan: Moving Towards Development 2.

0 This plan assumes that your organization has undergone similar shifts in policy and approach over the last few decades and is trying to move towards the principles outlined by the Development Aid 2.0 Table. It is aimed at guiding reflection for foreign workers who have been seconded (loaned) to a partner organization to work for a year and held accountable to specific job descriptions, goals, and evaluations. Objectives and Key Points: Works Will Be Able To describe the shift in development and aid approaches.  Development and aid in general have been quickly changing in the last decades.  In general, [your organization’s] approach has dramatically evolved in the last 40 years. WWBAT explain why [your organization] frequently values the approaches of “Development Aid 2.0.”  The principles of “Development Aid 2.0” generally mirror [your organization’s] values of walking alongside and supporting partner-driven work.  [Your organization] is working to complete a shift from primarily in-house (direct) work with beneficiaries to supporting partner-driven projects and programs. WWBAT apply the “2.0” principles to [your organization’s] relationship with their partner, and to their own individual work.  Each seconded worker is part of [your organization’s] relationship with their partner and contributes to the nature of that relationship.  Each seconded worker’s individual actions can define how [your organization] embodies “2.0” values. WWBAT formulate an explanation of their work to family and friends that emphasizes “2.0” principles.  There are many misconceptions about development and aid, and foreigners’ roles in that work.  It is important to help “constituency” move towards a more wholistic understanding of how [your organization] works. Broadly speaking, what is development? What is relief?  Development: The discipline of supporting the growth of a community--whether measured in the terms of economics, social capital, health, food security, conflict incidences, water access, education, or whatever issue a group is attempting to address.  Relief: Short-term aid specifically for responding to disasters. Examples: providing food and temporary shelter for people on the Gulf Coast after Hurricane Katrina or the same after the 2010 earthquake in Haiti.  N.b. This session focuses on analyzing Development practices What are [your organization’s] operating principles?  In this section, it is appropriate to refer back to documentation on your organization’s operating principles and practices so that they are fresh in the mind of the discussion group as they approach the task at hand. Shift in development: How [your organization] has changed in the past few decades The content in these tables represents how your organization operated in the past and how it is deliberately shifting towards another set of principles. We checked our archives to learn more specifics and used them to contrast past approaches with present values. We’ve left the “2013” table as-is to demonstrate the goals we utilizing now. 1973 (generalizations) 2013   Workers seconded to local partner organizations  Direct funding of partner-implemented projects  Goal: 100% of budget goes towards funding partner programs and projects  Local advisory board to provide strategic direction

Shift in development: From “Old School Development” to “Development Aid 2.0” Provide the handouts, explain the table and review two examples.  These two tables represent broad stroke generalizations about changes in development and aid work over the past few decades that have implications for the work of development organizations. The goal of this exercise is to reflect on these shifts in the context of our organization, our organization’s relationship with your partner, and your own work for the partner. Generally speaking, “Old School Development” is focused on the WHAT, physical acts, actions, and provisions, while “Development Aid 2.0” focuses on HOW those actions are done, with an emphasis on social inclusion. Example 1: Outside organizations run programs for “beneficiaries” moving towards Local, grassroots organizations serve the people in their locality. o This illustrates pretty well historic forms of volunteer service that was very direct and driven by foreign volunteers (e.g. American nurses running a clinic in a rural village), to today, where we emphasize partnerships with local base organizations serving their community (e.g. a local church-run daycare providing services for all the children in its neighborhood). Example 2: Ideas valued most—ideologically driven moving towards Local efforts and relationships valued most—social inclusion driven. o E.g. Coming to a country with a Marxist social analysis and forcibly applying it where it might not fit or be most useful, to adapting the organization’s social analysis in coordination and with advice from local partners.

 

Participants review the list, make notes/comments, and answer the questions on the back of the table.  Once you have reviewed this list, use the questions on the back to guide your critical thinking about principles described in the table.  We’ll 10-15 minutes to do this. Have participants come together with a partner to share their thoughts and initial answers. Take another 10 minutes. Bring everyone back to the larger group to share what especially stood out to them. Review using the questions provided on the sheet: 1. What do you think of the list? Do you agree with the movement from “old school” to “2.0”? Should a “2.0” approach be our goal? Are there any shifts you do not agree with? Why or why not? 2. Think about the relationship between our organization and your partner organization. In what ways are we maintaining this relationship well and in what ways is it not? 3. Think about yourself. In what ways are you abiding by the principles of “2.0” and in what ways are you falling into the “old school” approach? What can you do to move yourself towards a “2.0” approach? 4. Looking towards the future: We’ve noticed that often friends and family do not really understand the nature of our work. They think that service is just doing things (physical actions) for others. That said, how can you help them understand that the HOW of your work is just as, if not more important that the WHAT? Conclude by asking for concrete examples for #4.

Table based on: Lentfer, Jennifer. “Development Aid 2.0.” How Matters. http://www.how-matters.org/2010/08/05/developmentaid-2-0/. Accessed 27 February 2013.