8 4 S O U T H E R N A F R I C A N D E V E L O P M E N T C O M M U N I T Y 6.2.1 ownership of outputs by beneficiaries and facilitate Only programmes that add value to regional integration, integration with other initiatives at the national, regional, or enhance the capacity to achieve SADC objectives will continental and global levels. be implemented as priorities. This principle of additionality is essential in the sense that Member States 6.2.6 will respect the RISDP only to the extent that it is seen to In order to realise maximum impact and to address the be adding value or generating solutions to common development discrepancies that exist between Member problems faced by the Region. States, it is essential that the RISDP is implemented, as far as possible, in the context of spatial development 6.2.2 initiatives such as development corridors, growth Implementation of the RISDP must be based on broad triangles, growth centres and transfrontier conservation participation and consultation, in order to engage as areas. Special consideration should also be given to many stakeholders as possible, to create ownership for the outputs, and to internalise the principles upon which it is based. allowing for variable geometry, where a group of Member States could move faster on certain activities and the experiences learnt replicated in other Member States. The bottom line in prioritising programmes should be their 6.2.3 potential contribution towards poverty eradication. Management of programmes in the context of the RISDP should adopt the principle of subsidiarity, whereby all programmes and activities are undertaken at levels where they can be best handled. This means that the involvement of institutions, authorities, and agencies outside SADC structures to initiate and implement regional programmes using their own generated 6.2.7 While the RISDP provides a broad framework; detailed implementation plans should be drawn up for each intervention area/programme, clearly spelling out issues such as who the different actors are, implementation and management roles, benchmarks, and sustainability. resources should be promoted and encouraged. This will ensure that the available capacity of the Secretariat is most efficiently utilised for policy development and harmonisation, as well as programme coordination and management. 6.2.4 Related to the above is the maximum engagement of regional expertise and institutions for programme management and implementation, which should further 6.3 CHALLENGES TO RISDP IMPLEMENTATION 6.3.1 Resources required for the implementation of the RISDP Significant human and financial resources will be required for the implementation of the RISDP programmes. Securing adequate resources poses a key challenge upon enhance capacity building and local ownership. This which the effective implementation and rollout of the paves the way for the appointment of Implementing RISDP depends. Agents, i.e. institutions (or management bodies) at regional or national level (depending upon the scope of the programme) that are given responsibility for 6.3.2 Institutional Coordination overseeing and managing the implementation of The role of the Secretariat in the implementation of the individual programmes. RISDP will be that of facilitation and coordination. Implementation on the ground will be the responsibility of 6.2.5 stakeholders. Managing the various interests and The decentralised management approach will ensure perspectives of all stakeholders poses a major challenge adoption of the participatory approach, promote that may require capacity strengthening at the Secretariat.