Sustainable development depends on a continual local participatory process, in evaluating the existing situation, proposing and choosing aims to be reached, designing methods of fulfillment, organizing participants, defining plans of action, resources to be allocated and profits to be distributed after fulfillment.

The usual external consultancy system is confronted with the problem of an uncommitted internal management system. This has been overcome by us by initiating a joint managerial and consultancy system between external and internal stakeholders based at the local office. This canalizes the task of the consultant to activating and supporting the internal managerial and technical development system working on a self motivated mission of defining visions of a prosperous sustainable livelihood in an improved and sustainable environment in their undeveloped region. Thus the consultant motivates the internal system to change its visions and actions from what it is in the unsustainable and undeveloped state to what it could become in the sustainable and developed state. It assists local society:

-  To learn how it can technically reach the new vision, choosing one of the many available technologies.

-  To permit the interaction of indigenous and academic knowledge.

-  To activate a profit sharing system between committed and active stakeholders to motivate long term commitments based on the fruits of joint efficiency achievements

-  To formulize the forming of local funds to support the continuation of the services.

Consultancy: A joint commitment
 

• Committed involvement of stakeholders in the consultancy process, brings mutual responsibility to affiliated local and non-local members.

• The consultant negotiates with local management to reach a common understanding of common goals and to define a common methodology of approach.

• It is the duty of local management to convince their own society towards the proposed sustainable development aims.

• Once this awareness and public determination to confront undevelopment has been achieved the local operation structure of programming and Development Management (P.D.M), Local Technical Groups (academic and indigenous), and owners committees are defined by P.D.M and appropriate external links are made for training.
   

  
  the Consultant Paves the Way for Full Participation

  
  The role of the consultant in activating local participation

  Development planning can be envisaged from national to local levels. A healthy and holistic society is the result of a committed and responsible action of all members of society, therefore any pre-designed development plans dictated from top to bottom will reduces the chances of a sustainable and cooperative development at local level and deprives society of the chance of social participation as a part of the process.
   

  
  The Misagh organization acts as a "coordinator" transferring the commitment to planning and project design from the hierarch of the planning structure to the local level and provides the necessary means for a joint and coordinated process of area based development undertaken by a mutual cooperation of internal and external stakeholders concerned. This techno - managerial local developing group has its roots in the traditions of rural management and is therefore favorably accepted by local society and the government and is therefore implanted smoothly by the consultant at project level.

  1. Local office members act as coaches and facilitators to new regional development groups. This method of decentralized leadership at the field level provides a useful and reliable method of self supported training and an active arena for the exchange of experiences between regions

  2. The structure of consultancy strengthens local management

  3. Contract basis of cooperative development

  4. The organization of talented members of decentralized offices as leaders of interregional developers

  5. The role of the consultant in local participatory organization

  6. Investment for self supported development 
      

  Decentralized Interregional Consultancy Management

  The mission of the consultant and the allocated budget provide the most appropriate opportunity for local study. The study of natural geography of the region, the social, cultural- economic and … all matters which define constituting the planning situation and the related solutions involved. Therefore the consultant takes responsibility and provides the opportunity for all stakeholders to hold a position in the consultancy developing team and to make use of the allocated budget as team members and to make use of this opportunity to study - learn - discuss - propose - design and execute the project which will realize the aims of providing a prosperous and sustainable society in a sustainable and upgraded environment. The opportunity which most consultants can not offer to the local society because of their closed system of membership.
   

  
   

  The Misagh corporative stakeholder membership team also undertakes the responsibility of initiating the scientific and social art societies at local level which permits full participative opportunities for all members of the society even though they may not be direct stakeholders.

  The development management consultant acts as facilitator for local management improvement.

  
  Cooperative Conferences

  - The collaboration of local office members at joint conferences as active panel groups provides an effective and quick method of transferring successful experiences to other regions.
   

Interrelated Local Participation
 

The technical groups working on problems and solutions of local development propose their projects to the local village council who while authorizing and supporting them, coordinates the proposals with neighboring councils and the administrate departments, involved. These involvements are themselves the basis of techno - managerial training available to all involved coordinating local tradition with scientific improvement on development aims.

The joint action of the technocrats and local indigenous intelligent provides the basis of this fusion. The internal development of this new techno- managerial capacity and spread of this structure in to the villages and production plants of the region provides a self sustained and interrelated structure of local techno- managerial involvement.

-   Such an internal structure not only provides the means of full local participation, coordination and programmed interaction with neighboring settlements but also provides an institutional capacity and structure for coordinating local development with higher administration.

Benefit share holding

The benefit shareholding contracts of efficiency achievement in eco-production unit, grants the movement a permanent support.

The inefficient and uneconomic operation of present plant management opens up the way for joint active planning between the consultant and the legal owners of these plants to enter a partnership for improvement.

The joint consultancy teams study conditions, define methods and means of improving the plant.

The wide acceptance of the local plant owners for this joint movement shows their needs for such a techno- managerial support.
 

By agreement all those involved in any way with managerial, technical, supporting services became members of the group and are trained as copartners for improvement and efficiency aims to be implemented finally by themselves through agreements reached with higher education. Institutes now permits the consultant to grant educational certificates to those who learn to became effective in this process of sustainable development.     

The shares received from plant improvement provides the necessary self supporting income for the continuation of activities after government assistance is cut.

-  Other than big economic enterprises which will afford to buy techno- managerial services to assure the success of their projects the small business and production plants which form the traditional back bone of local economy will have to be addressed and backed up by a sustainable consultancy and managerial system self dependent on sales of services and efficiency boost share holding incomes in order to be able to develop the necessary permanent techno- managerial structure at local level to meet the permanent aims.

-  The group and network membership based on cooperative action between the internal and external forces aiming to work on the long term mission of sustainable local development, supported by benefit shareholding with stakeholders from efficiency successes of services offered, provides the economic support structure for meeting this aim.

-   The historic backgrounds of local management and planning systems of this country and more then fifty years of modernization provide a suitable background to initiate a more armful sustainable development joint management system. The joint mission of the local and external systems provides the necessary means of a fusion in decision and assists in the smooth and natural transfer of technology to local society.

  Techno-managerial services self - sustained

Initiating a self - sustained and permanently established local consultancy and managerial office:

*     Governmental investment in consultancy and managerial services in any project and region is temporary. So as soon as these grants stop the above services also stop in that region; thus depriving the local community of a continuation of the necessary services for sustainable managerial development.
 

The consultant has defined methods for a self sustained economy of services to be made available at local level which is achieved through four stages. Services are initially offered at local level with governmental aids and gradually motivate local support and incomes. Thus the budget allocated through the government to the consultant, are used in such a manner as to activate a continuous system of consultancy at community level.
 

Stage one: Governmental investment is used to organize information transfer to the local office, for the study of the existing conditions, for the analysis of efficiencies and deficiencies and for the design of prototype projects.

Stage two: investment as grant or loan, with which the consultant starts applying prototype projects to client oriented project contracts aiming at committed members accepting the principles of future self supported funds generated in the execution of these projects; thus activates private -, bank -, government - or joint investment opportunities.

Stage three: In the project cost break down 5% is predicted as consultancy and 10% as executional managerial fees which are paid through the project to the developer, thus materializing the first stage of local economic support of the consultant by local projects.

Stage four: The organization receives by terms of contract 20% of the development efficiency achievement as shares, thus becoming a permanent shareholder in the economic boost achievements of the local plants to which fruitful services have been offered. The group divides this grant between active stakeholders to achieve sustainability of motivation and reinvests for the continuity of aims and services.

• 10% goes to supporting company share holders

• 20% to active managerial and technical members involved in projects

• 10% for research and educational institutes committed and active to aims

• 10% administrative- political supporters of action plan

• 10% as insurance reserve funds to cover plant production risks

• 40% reinvestment in research- development and consultancy aims
  In this manner members and institutes are motivated to assist the development and 40% of the income is reinvested for the continuation of services needed for sustainable development aims

 Benefit share income of members

The benefits of members within the plant in the shares of the efficiency action plans motivate them to improve their internal systems, define shares, allocate them to the cause and fixe their permanent link with Research and Development aims of the group for higher goals