DEVELOPMENT

MANAGEMENT
PEOPLE CENTERED DEV’T & MANAGEMENT I PROJECT DEV’T AND MANAGEMENT I
COMMUNITY EMPOWERMENT I COMMITMENT BY VOLUNTEERISM I
PEOPLE-
CENTERED
DEVELOPMENT
AND MANAGEMENT
2
“ PEOPLE-CENTERED DEVELOPMENT is
an approach to international
development that focuses on improving
local communities' self-reliance, social
justice, and participatory decision-
making.

It recognizes that economic growth does

not inherently contribute to human
development and calls for changes in
social, political, and environmental
values and practices.
CENTRAL THEMES:

SUSTAINABILITY PARTICIPATION JUSTICE

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SUSTAINABILITY
▪ Is an inherent component and explicit goal
of people-centered development.

▪ People-centered development calls for

the establishment of self-supporting
social and economic systems, key
elements of a sustainable society.
5
SUSTAINABILITY
▪ The Manila Declaration stated that people-
centered development is the only way to
achieve sustainable communities.

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PARTICIPATION
In the context of people-centered development,
central elements of participation include:
▪ Democratic processes
▪ Government accountability
▪ Access to relevant information
▪ Gender equality
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PARTICIPATION
▪ The OECD noted that democratic processes are essential to
people-centered development because they allow communities to
create their own development goals and influence the decisions
that determine their quality of life.

▪ Community participation and true democratic process demand that

people have the means to hold government officials and public
institutions accountable. It requires that governments act as
enablers for the peoples' agenda, creating policies that enhance
citizen action.
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PARTICIPATION
▪ Communities must have access to relevant, reliable
information in order to make the best decisions for
themselves and their communities.

▪ The Manila Declaration proposed global monitoring

systems to increase peoples' access to relevant
information in order for communities to make
rational decisions and protect their interests. 9
PARTICIPATION
▪ True democratic processes can only be
achieved when men and women are
represented equally.

▪ People-centered development necessitates

equality in the roles of men and women, a
systemic problem in many developing nations.
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PARTICIPATION
The OECD noted several reasons why women are essential to
sustainable, people-centered development:
1. the rate of return on female education investment could be higher
than that of any other investment,
2. the problems brought by poverty affect women more than other
groups,
3. as managers of natural resources, women are key contributors to
sustainability
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JUSTICE
In the context of people-centered development,
elements of justice include:
▪ Local ownership
▪ Sovereignty of the people & government
enablement
▪ Employment and income generation
12
JUSTICE
▪ The OECD's DAC affirms that the role of external development
partners is to enhance developing countries' capacity to meet
sustainable development requirements.
▪ This strategy emphasizes the need for local ownership so that
communities have responsibility and control over their resources
in order to benefit themselves and also stresses the role of
government as an enabler for the peoples' agenda.
▪ In addition, he says that people-centered development "rejects the
right of one person to self-enrichment based on the appropriation
13
of the resources on which another person's survival depends."
JUSTICE
▪ Japan's Ministry of Foreign Affairs adopted a strategy of
people-centered development in 1996, citing the concept's
growing centrality at international development conferences.
▪ It recognized a primary concern of people-centered
development – whether or not the benefits of economic
growth (e.g. increased employment and income) are seen in
underserved communities.
▪ The Manila Declaration proposed reductions in resource
exports in order to address this concern. A reduction in
exports would allow communities to meet their local needs
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first.
PROJECT
DEVELOPMENT
AND
MANAGEMENT
15
What is Project?

PROJECT- it is a planned set of

interrelated tasks to be executed over
a fixed period and within certain cost
and other limitations.
BusinessDictionary.com
16
PROJECT DEVELOPMENT
Is an interrelated process of organizing,
implementing task, and evaluating projects.
It is ongoing and progressive. It involves
different resources which your group must
utilize wisely and efficiently for a successful
and effective project outcome.
17
PROJECT MANAGEMENT

Is the application of the planning,

organizing. Directing and controlling
functions to all project related
activities

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In creating a plan, you should be SMART

▪ S- specific
▪ M- measurable
▪ A- attainable
▪ R- resource oriented
▪ T- time bounded
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In developing a project, you must first,

▪ Identify the problem

▪ Needs or concerns of the community

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Characteristics of a project

▪ Has definite end point

▪ Complex
▪ Non repetitive in nature

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 Steps and Activities in
Participatory Project Development
and Management
1. Community Organizing
▪ If the project development and management is
geared towards promoting capability building,
empowerment and self-reliance, it is but
imperative that the process starts with organizing
the community. This should be the case because
people’s participation in the planning and
management of development projects can never
be strong and decisive if they are not organized, if
they are not united.
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2. Social Analysis
▪ In planning and management of development
projects, social analysis of a community is
specifically focused on the problems, needs
and potentials of the people which will help
them in the systematic identification of
potential projects which can help solve their
problems and meet their needs.
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3.Project Identification

▪ Project identification gains meaning as the

people discover potential projects which can
help change oppressive conditions in their
community and respond sensitively to their
problems and needs.

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4. Feasibility Study Preparation

▪ There are numerous projects which can

possibly help solve the people’s problems
and meet their needs. But in doing studies on
development projects, we want to be critical
in their decision-making as to what projects
would be implemented.

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▪ Which of these projects can fulfill our needs?
▪ Which of these are not quite new to us since they are already part
of our experiences?
▪ Which among these are we are capable of implementing even
without outside assistance so that we can start from where we are
and on what we already have?
▪ Which of these projects need outside support, a proposal and a
thorough going follow-up?

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5.Project Selection and Approval
▪ At this stage in the process of planning and
management of development projects, we want
the people to decide : These are the projects
that can fulfill our needs. These are the projects
that we want to implement.” Once the people
have already selected and approved the projects
which they will implement, we want them to
prepare a proposal and plan for implementing
the project. 28
6. Project Implementation
▪ In implementing the project, we want to see
the people taking the lead role. At this stage
in the process of planning and managing
development projects, the actual
participation of the people shall be fully
harnessed in meeting their objectives.

29
7.Project Management and Sustenance

▪ Once completed, the must be continually

managed and sustained. The project must
serve as an avenue for the people’s
continuing capability building, self –reliance
and empowerment.

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8. Project Monitoring and Evaluation

▪ In this activity, we want the people to

monitor and evaluate their project. we want
the people to monitor and evaluate their
project.

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COMMUNITY DEVELOPMENT GOALS:
▪ If the project development and management must be
participatory, it must be viewed in the context of the lives,
experiences and aspirations of the people, especially the
poor.
▪ It must not be divorced from the overall process of
community organizing and development directed towards
the building of self-reliant communities where the people
are continuously building their capabilities and promoting
their empowerment.
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“ To be really people-centered
and participatory, project
development and
management must help in
the pursuit of the following
overall community
development goals:

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1. RAISING PRODUCTIVITY LEVELS
▪ Undoubtedly, levels of production must be raised. But this
should correspond appropriately to the needs of the
community.
▪ The people in the community should be the ones decisive
as to what is beneficial or good to them based on their own
study and evaluation of their situation and potentials.
▪ It is good that development starts from where the people
are and what they already have. In this way, the
development that can be generated, say, in increasing
productivity, would really be participated and people
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oriented.
2. BROADENING THE SHARING OF
DEVELOPMENT’S BLESSINGS

▪ Since development must primarily benefit

the poor, the distribution of its rewards must
be broadened and reach out to them. It is
often said that the poor will ultimately
benefit from the blessing of development,
yet this is far from being true. And so we
must first have balanced view about
development. 35
3. DEMOCRATIZATION OF PROJECTS AND
SOCIAL SERVICES

▪ Since the poor have the least opportunity to

develop their livelihood, they should be given
the utmost priority in projects and social
services.
▪ It is said that those who have less in life
should have more in law. In this regard, it
would be best to look into the present
service delivery system in our communities. 36
4. CREATING MORE JOBS OPPORTUNITIES AND
MEANS OF LIVELIHOOD

▪ With the increasing ranks of the unemployed

and underemployed it is imperative that
development projects should always take
into account the need to create more jobs
and means of livelihood.

37
5. DEVELOPING THE PEOPLE’S POTENTIALS FOR THEM TO
TAKE THE LEADING ROLE IN DEVELOPMENT

▪ People’s participation in development is still

quite insignificant today. Necessarily, their
participation in planning and management of
development projects has to be enlivened
and invigorated.
▪ The people should have an active and
decisive involvement, from the initial
analysis of their own conditions to the actual 38

implementation of their projects.

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39
STAGES IN PROJECT
MANAGEMENT
1. PLANNING
▪ Using the network-based management information
system would integrate the elements of project
planning which are outputs, identification and
specification, activities and work packages, activity
scheduling, networking, resource requirement,
determination, resource estimating, allocation and
scheduling
▪ Project plan must be specific and measurable. 41
2. SCHEDULLING

▪ Involves superimposing the developed

plan into a timetable and working out
minimum cost schedules.
▪ Schedules are activity duration. It is
characterized by activity starts and
finishes and milestone
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3. MONITORING AND CONTROL

▪ This involves basically seeing to it that the

actual progress conforms to the developed
schedules. This continues up to the end of
the project and will involve many activities
into preceding stages due to inevitable
changes in the developed plan.

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COMMUNITY
EMPOWERMENT
COMMUNITY
are groups of people that may or may not be spatially
connected, but who share common interests,
concerns or identities.
These communities could be:
▪ Local
▪ national
▪ International
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 EMPOWERMENT
• refers to the process by which people gain control
over the factors and decisions that shape their lives.

• It is the process by which they increase their assets

and attributes and build capacities to gain access,
partners, networks and/or a voice, in order to gain
control.
46
COMMUNITY EMPOWERMENT
COMMUNITY EMPOWERMENT

Community empowerment refers to the

process of enabling communities to increase
control over their lives.
 Involvement
 Participation
 Engagement of communities.
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COMMUNITY EMPOWERMENT

▪ It implies community ownership and action that

explicitly aims at social and political change.
▪ Community empowerment is a process of re-
negotiating power in order to gain more control.
▪ It recognizes that if some people are going to be
empowered, then others will be sharing their
existing power and giving some of it up (Baum,
2008). 49
COMMUNITY EMPOWERMENT

Community empowerment necessarily addresses:

▪ Social
▪ Cultural
▪ Political
▪ Economic determinants that underpin health
and seeks to build partnerships with other
sectors in finding solutions. 50
FACTS OF COMMUNITY
EMPOWERMENT

▪ Globalization adds
another dimension
to the process of
community
empowerment.
51
FACTS OF COMMUNITY
EMPOWERMENT

▪ Community
empowerment
recognizes and
strategically acts upon
this inter-linkage and
ensures that power is
shared at both local and
global levels. 52
FACTS OF COMMUNITY
EMPOWERMENT

▪ Communication
plays a vital role in
ensuring community
empowerment.

53
FACTS OF COMMUNITY
EMPOWERMENT

▪ Participatory approaches in
communication that
encourage discussion and
debate result in increased
knowledge and awareness,
and a higher level of critical
thinking.
54
FACTS OF COMMUNITY
EMPOWERMENT

▪ Critical thinking enables

communities to understand
the interplay of forces
operating on their lives and
helps them take their own
decisions.

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“ THERE IS NO POWER
FOR CHANGE
GREATER THAN A
COMMUNITY
DISCOVERING WHAT
IT CARES ABOUT
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COMMITMENT BY
VOLUNTEERISM
COMMITMENT

an engagement or obligation that

restricts freedom of action

58
VOLUNTEERISM

the use or involvement of

volunteer labor, especially in
community services

59
10 REASONS TO VOLUNTEER

▪ It’s good for you

▪ It saves resources

▪ Volunteerism gain professional experience

▪ It brings people together

▪ It promotes personal growth & self-esteem 60

10 REASONS TO VOLUNTEER

▪ Volunteering strengthens your community

▪ You learn a lot

▪ You get a chance to give back

▪ Encourages civic responsibility

▪ You make a difference 61

10 STRATEGIES FOR RECRUITING ACTIVE
VOLUNTEERISM

▪ Start with a plan

▪ Be clear about the time commitment

▪ Ask for a small commitment first

▪ Match their skills with assignments

▪ Remove potential barriers to participation 62

10 STRATEGIES FOR RECRUITING ACTIVE
VOLUNTEERISM

▪ Make them feel appreciated

▪ Offer an orientation

▪ Share stories of other volunteers

▪ Highlight the positive

▪ Communicate what’s in it for them 63

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REFERENCES:
▪ https://www.scribd.com/document/295869221/MANAGMENT-
EXTENSION-PROGRAM-Concepts-and-Principles-of-NSTP-
Extension-Management-Program-and-Community-Immersion-1
▪ WHO (WORLD HEALTH ORGANIZATION)
▪ https://en.wikipedia.org/wiki/People-centered_development
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ACTIVITY:
Each group will portray the
following situations in one
setting in the community.
*People-Centered
*Volunteerism
*Participatory
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GROUP 2
⁞ SORIANO, NICHOLE JEAE SHAINE
⁞ GAYO, CRISTAL
⁞ BALBUENA, ABIGAIL
⁞ REASOL, ROSHEL MAE
⁞ DURAN, LALAINE
⁞ DE LEON, DANIELLE ELAINE
⁞ ARCETAS, DIANE
⁞ BAUTISTA, MARIS
⁞ OROSCO, VINCENT
DAMIANNE
67