The workshop in Arusha explored the East African/Tanzanian environment for village energy, local case studies, challenges and opportunities, with a view to formulating policy recommendations for policymakers, funders, NGOs and other stakeholders the region. An important part of the workshop, and indeed the whole Smart Villages initiative work programme, was to gather evidence from existing projects that have provided or facilitated sustainable off-grid energy solutions in the developing world.The workshop gathered more than 50 experts, including policymakers, NGOs, off-grid energy entrepreneurs and others to look for solutions to providing energy to villages off the grid.

1. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Smart Villages Workshop
Arusha, Tanzania 2nd – 5th June 2014
Dr Heather J Cruickshank
hjc34@cam.ac.uk

2. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
my background
• Chartered Civil Engineer
• Infrastructure in UK
• International Development
• Emergency Humanitarian Response
• Centre for Sustainable Development est. 2000
• Undergraduate teaching
• MPhil in Engineering for Sustainable Development
• PhD supervision
• Research
• Engineers Without Borders UK Trustee
• Research and Education

3. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
SUSTAINABLE
IMPLEMENTATION

4. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
sustainable development considerations
longer geographical
and temporal
scales
context specific
challenges and aims
complex system
and wider impacts

5. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Development
“...intervention aimed at external goals in a context of value-
based conflict”
intervention
influencing social processes rather than using
resources to meet goals directly
external social goals
actions directed outside an organisation. People
not profit.
value-based conflict
not everyone agrees over social goals, what they
are and how to achieve them
Thomas 1996

6. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Development involves...
• Responding to tensions, conflicts and negotiations
• Acting as AGENTS OF CHANGE influencing social change
• Dealing with PEOPLE, VALUES, POWER, POLITICS at a
micro level
• Emphasis on social goals and value-based conflicts leading
to dynamic development where marginalized groups may
influence structure

7. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Philanthropy?
• Development should be focussed on outcomes
• The impulse of philanthropy leaves the recipient with no
rights, they can only receive
• Humanitarianism is more of a contract and relationship
between giver and recipient
• Metaphors of ‘repair’ after disasters etc.
• Need to consider unintended consequences of development
• Obligation based intervention
Erica Bornstein 2008

8. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Value types
Functional value
Social significance value
Epistemic value
Emotional value
Cultural value
Stephi Hirmer PhD 2014

9. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Appropriate technology?
Systems
independence
Image of
modernity
Individual
technology
versus collective
technology
Cost of
technology
Risk factor
Evolutionary
capacity of
technology
Single-purpose
versus multi-
purpose
technology
Wicklein, Robert C. (1998)

10. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk

11. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk

12. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Maintenance
ongoing finance
for fuel,
insurance,
servicing
road-
worthiness
standards
a reliable
mechanic
petrol
stations and
road network
In short, we need, the private
sector, the public sector, and
sufficient money
initial
capital
investment

13. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Development Policy
Processaffected by a multiplicity of interests among
state and non-state actors

14. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Who does what for/with whom?
GOVERNMENT ORGANIZATIONS
Resource mobilisation
POWER
COMMERCIAL ORGANIZATIONS
Mechanisms for exchange
INCENTIVES
VOLUNTARY ORGANIZATIONS
Mobilise social energy
VALUES

15. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Self Reliance?
Juvenile
Adult
Adolescent

16. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Development Management
Development interventions are characterized by
‘unacknowledged assumptions and unanticipated outcomes’
conflicting goals and ‘diverse development agencies’
Kabeer 1994
‘Management’ is not a single-minded entity. Awareness of
discourses is useful. Actors attribute SUBJECTIVE
meanings to their situations.
Degeling and Colebatch 1984

17. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Project Stages
Needs assessment
Formulation / appraisal
Implementation
Operation
Evaluation and monitoring

18. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Project Cycle
Needs assessment
Formulation / appraisal
Implementation
Operation
Evaluation and monitoring

19. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Project Evolution
• Gradual, long and uneven process
• Individual ACTIVITIES may be clear but not the overall AIM
• Project or programme should be sufficiently flexible to
respond to changing circumstances
• Objectives of individual organizations may not necessarily
coincide with those of the intervention or target group

20. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Organisational Issues
1. Commitment from local community to participate
fully is essential
2. Before the scheme begins consideration must be
given to :
Final ownership
Management of day to operations, however small
Method of payment for any repairs and maintenance
Possibility of future extensions (to neighbouring
communities)

21. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
A spiral of unsustainable dependence
Unsuitable
tariff
Further
unwillingness to
pay for poor
service
Long
down-time
Unaffordable
repairs
needed
Inability or
unwillingness to pay
Back to the
start and wait
for the next
donor ...
combined with
leading to
resulting in
leading to

22. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Needs Assessment
Intervention as a process means consensus building and priority on
coherence requiring open consultation between:
Principals (owners / sponsors)
Beneficiaries (target groups)
Supporters
Opponents
NEEDS vs DESIRES?

23. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Factors That Limit Participation
Power
Knowledge
Time and Money
Culture

24. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Community Based Development
Community Participation Increases
Community Based Development
Community Driven Development
Information
Sharing
Consultation
Collaboration
Community
Empowerment

25. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Values
Functional
value
Economy
Purchase Economy
Installation price
Per unit price
Use economy
Operational benefit
Financial benefit
Quality & Performance
Reliability
Durability
Effectiveness
Convenience
Time
Time management
Time benefit
Flexibility
Power output
Timing
Accessibility
Physical compatibility
Aesthetics
Appropriateness
Ease of use
Personal interaction
Human energy/ effort
Service/service support
Training
Maintenance
Social
significance
value
Identity
Group belonging
Prestige
Status
Leadership
Role fulfilling
Epistemic
value
Knowledge
Access to knowledge
Acquired knowledge
Novelty
Curiosity
Emotional
value
Association
Fun
Family
Group
Memorability
Safety
Cultural value
Tradition
Spirituality
Sacredness
Magic
Religion
Stephi Hirmer PhD 2014

26. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Key Policy Questions
what are we measuring

27. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
philosophy

28. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Key Policy Questions
what are we measuring?
OUTPUTS
or
OUTCOMES

29. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
evidence
inputs outcomes impacts
short-term medium-term long-term
activities outputs
immediate
Implementation measurement Results measurement

30. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
False Positive Feedback
Misreporting
Selected
Perception
Methods
which Mislead
Diplomatic
Prudence
Defences
against
Dissonance
Chambers1992

31. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
EVIDENCE Empirical Validation of Impacts Developed from
Existing Networks Assessing Clean Energy

32. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
philosophy
objective is not to provide definitive
answers but to develop the skills
and knowledge necessary to
ask better
questions

33. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Guiding Principles
Identify functional
requirements
Encourage participatory
development
Value indigenous
knowledge
Promote local
innovation
Strive for
sustainability

34. CambridgeUniversityEngineeringDepartment
CentreforSustainableDevelopment
Heather Cruickshank hjc34@cam.ac.uk
Thank you
Dr Heather J Cruickshank
Centre for Sustainable Development
Department of Engineering
University of Cambridge
hjc34@cam.ac.uk