As social development 'experts' continue to realise their mandate of introducing business and project management principles into the lives of the vulnerable, grassroots people have to adapt or die to what is quickly becoming a normative discourse. The ever popular M&E paradigm of doing development employs vocabulary of learning, transparency, accountability and growth; but the reflective practitioner, historian and social scientist has long recognised that the heart of the matter is a preference of control over trust. The powerful are willing to relinguish a small percentage of their money, but they are not willing to give up control. In search of predictability, linear managerialism is employed and the cycle of planning and evaluation informs ever increasingly complicated systems of M&E. Rural young people has to adapt and 'get with the programme' or the river of funding will flow past them, without wetting the ground. GDM in their contant desire to learn and grow (insert smiley face) have also adapted and started to become professional managers of programmes, able to talk and bark with the big dogs. Below is a stamp of the revised GDM M&E MODEL, comprising 43 sub-sections that gather and analyse data.

* Note: The Chigueda Index does not form part of GDM's oficial model, since the model is actually used.

Attachments:

model key

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