Community driven developement:Methods and Approaches

Presented by :
Salma Akter Surma
Lecturer, Architecture Department, premier
University, Chittagong, Bangladesh
Masters of Science in Human Settlements
(KU, Bangladesh)
Bachelor of Architecture ( KU,Bangladesh)
Fellow of CDD( Bala-Vikasa, India)
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COMMUNITY DRIVEN DEVELOPEMNT :
METHODS AND APPROACHES

Presentation Outline
1. Definition and Background : What is CDD
IV. RBM( Result Based Management)
2. Reasons behind to ensure CDD: Why CDD is necessary
3. How to Ensure CDD Program: Sustainability as approach
I. SD( sustainable Development Goal)
II. Strategic Planning
II. NLP ( Nero Linguistic programming)
• The Sustainable Livelihoods Approach
• The Social Capital Approach
• The Community Economic Development Approach
• The Civil Society Building up Approach
III. AI ( Appreciative Inquiry)
5. Conclusion
I. ABCD method
4. Insights From the field: Experiences with Bala Vikasa
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1. Definition and Background : What is CDD
1. Community driven development is not a project. It is an approach that aims to empower
communities and local governments with resources and the authority to use these flexibly, thus
taking control of their development. ¹
2. Empowerment means the expansion of assets and capabilities of poor people to participate in,
egotiate with and hold accountable institutions that affect their lives. ²
3. People who live within a geographically defined area and who have social and psychological ties
with each other and with the place where they live. (Mattessich and Monsey 2004: 56)
4. A grouping of people who live close to one another and are united by common interests and
mutual aid. (National Research Council 1975 cited in Mattessich and Monsey 2004: 56)
5. “Community development is an attempt to bring about a social and economic transformation of village
life through the efforts of the people themselves.” ( The planning Commission of India)

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1. Definition and Background : Why Community-Driven Development?
CDD is an effective mechanism for poverty reduction, complementing market and state-run activities
by achieving immediate and lasting results at the grassroots level. Experience has shown that CDD
can make poverty reduction efforts more demand responsive and can enhance sustainability. CDD has
also been shown to increase the efficiency and effectiveness of poverty reduction efforts. By devolving
responsibility to the local level, CDD has the potential to be scaled up by occurring simultaneously in a
very large number of communities thus achieving far-reaching poverty impact. Finally, well-designed
CDD programs are inclusive of poor and vulnerable groups, build positive social capital, and give them
greater voice both in their community and with government entities. The following section describes
in more detail some of the benefits of the CDD approach.
.
CDD objectives
The overall objective of CDD for IFAD is to enable rural poor people to overcome poverty
sustainably, more equitably and with more efficient use of resources. This may be achieved by
1. establishing an enabling institutional environment for the emergence of dynamic
2. community organizations;
3. developing community-level rural infrastructure;
4. fostering the local economy at the community level;
5. diversifying the sources of external support for CBOs.

THE HISTORY OF COMMUNITY DEVELOPMENT
Year History Experimental Area
18th Century In the 18th Century the work of the early socialist thinker
Robert Owen (1771-1851), sought through Community
Planning, to create the perfect community
Oneida in the USA and the New Australia
Movement in Australia, groups of people came
together to create intentional utopian
communities.
1920s and
1930s
In the 1920s and 1930s in East Africa, where Community
Development proposals were seen as a way of helping local
people improve their own lives with indirect assistance from
colonial authorities.
Example:
The Antigonish Movement which started in the 1920s in Nova
Scotia, through the work of Doctor Moses Coady and Father James
Tompkins, has been particularly influential in the subsequent
expansion of community economic development work across
Canada.
Ujamaa Villages established in Tanzania by Julius
Nyerere, where it had some success in assisting
with the delivery of education services
throughout rural areas, but has elsewhere met
with mixed
1950s- 1960s Mohondas K. Gandhi ( 1952, 2nd October) notions of
village self-reliance and small-scale development, adopted
African community development ideals as a basis of his
South African Ashram, and then introduced it as a part of
the Indian Swaraj movement, aiming at establishing
economic interdependence at village level throughout India.
The aim was to generate gainful
employment in rural areas and to improve
the quality of life. Wells of embankment ,
Supply of manure and fixing a minimum
price of grain.

THE HISTORY OF COMMUNITY DEVELOPMENT
Year History Experimental Area
1958s-1960s Paulo Freire, pedagogy of the oppressed Argues that
Oppressed needed to unite find a way to improving own
destinies was the first wave of Participatory development
In total 1,63000 Villages were under
CDD program in entire India.
1970s -1980s In Community Development became a part of "Integrated
Rural Development", a strategy promoted by United
Nations Agencies and the World Bank in all over the world.
In the 1990s
and onward
In the 1990s, following critiques of the mixed success of
"top down" government programs, and drawing on the
work of Robert Putnam, in the rediscovery of Social
Capital, Community Development internationally became
concerned with social capital formation
• Adult Literacy Programs,
• Youth and Women's Groups,
• Development of Community Business
Ventures and particularly
Cooperatives,
• Compensatory Education for those
missing out in the formal education
system, Dissemination of Alternative
Technologies,
• Village Nutrition Programs and
Permaculture Projects
• Village Village Water Supply Programs
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Since the mid-1990s, community-driven development has emerged as one of the
fastest-growing investments by NGOs, aid organizations and multilateral
developments banks.
Main Focus : Proverty Reduction, increase the institutional capacity of small
communities for self-development
Associated by : NGO
The World Bank supported approximately 190 lending projects amounting to $9.3
billion in 2000–2005 (Tanaka, 2006).
Associated by : Initiated by the International Development Association (IDA) at the
World Bank
Since the start of this decade, IDA lending for CDD has averaged annually just over 50
operations, for an average total of US$1.3 billion per year (International Development
Association, 2009).
Phase 01
Phase 02
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1. Definition and Background : Expansion of community-driven development

Background : What is CDD
Expansion of community-driven development
Asian Development Bank (ADB) has funded 57 projects worth about $2.5 billion between
2001-2007s.
Main Focus : Over one-third of the projects were in the agriculture and natural resources
sector, followed by a smaller proportion of water supply and sanitation, waste
management, education and health projects
Southeast Asia, South Asia, and Central and West Asia, where the developing country
governments were investing in rural development programs (Asian Development Bank,
2008).
Phase 03
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Agence française de développement (AFD), the African Development Bank (AfDB), the European
Union (EU), the Food and Agriculture Organization of the United Nations (FAO), the UN Capital
Development Fund (UNCDF) and the World Bank to create a platform for learning and sharing
knowledge on community-driven development (International Fund for Agricultural
Development, 2010). Department for International Development (DFID) of the United Kingdom
and the Canadian International Development Agency (CIDA), have used CDD-type approaches
for a long time as part of their sustainable livelihoods and integrated basic needs development
assistance in developing countries. The Swedish International Development Agency (SIDA) and
Danish International Development Agency have used CDD principles in the mandate of a rights-
based approach to the development projects they fund (FAO, 2010).
Acting
Bodies

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Characteristics of CDD:
Community Focus.
• Community Based Organization or a representative local council of a
community.
Participatory
Planning and
Design.
• community- or locally based representation is responsible for designing and
planning the subprojects in a participatory manner.
Control of
Resources
• Community occurs and control of the resources is delegated to the
community.
Involvement in
Implementation
• Directly involved in the implementation of the subproject. Often the
participation of the community comes directly in the form of labor or funds.
Evaluation
• community-based Monitoring and evaluation has become a characteristic of
CDD subprojects.
Figure 4 : Characteristics of Community Driven Development

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Characteristics of CDD:
Figure3 : Characteristics of Community Driven Development
CDD initially delivers pro-poor infrastructure; it is government-implemented, and across a relatively long
timeframe – usually a minimum of five years. ‘Government,’ here, is key. This is often confusing, but the World
Bank (WB) has its particular definition of CDD, and many non-WB-funded projects that might claim they utilize
CDD are really only doing something in a participatory manner, at least as far as the WB is concerned.

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Basic Principles of CDD:
Respect and value pre-existing capacities
Effective community development allows for exchange of expertise between groups. It is important to
identify pre-existing skills, structures, partnerships and resources and work with, and respect these.
Develop Trust
The notion of trust is imperative to effective community development. Community development is
underpinned by trust and respect, and lack of these qualities is often why so many good initiatives have
failed.
Be responsive to context
Context refers to the range of physical, economic, political, organizational and cultural environments within
which a program sits.
Avoid pre-packaged ideas and strategies
Community development is an approach rather than a set of pre-determined activities.
Develop well planned and integrated strategies
Capacity building needs to work at multiple levels including individuals, groups and across organizations and
use a combination of strategies from the action areas of organizational development, workforce
development, resource allocation, partnerships and leadership.

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Principles of CDD : Experiences From World Bank
To enhance the effectiveness and sustainability of CDD policies, programme design, and implementation, the
following principles apply:
1. Make investments responsive to informed demand.
Programme rules should facilitate informed choice so communities can select priority options and
enterprises that are within their capacity and that they can afford to operate in the long run.
2. Build participatory mechanisms for community control and stakeholder involvement.
Involvement of all stakholders should be sought throughout all phases of the CDD project cycle.
3. Invest in capacity building of community-based organizations (CBOs).
Building the capacity of CBOs and fostering relationships with formal support institutions are productive
investments in themselves, but should include explicit exit strategies.
4. Facilitate community access to information
Facilitating flows of information with all groups in a community in terms of programme contents and
rules, linkages with government and markets, and good practices of CBOs is an essential component of
CDD.

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Principles of CDD : Experiences From World Bank
5. Develop simple rules and strong incentives supported by monitoring and evaluation. Community access to
resources should be governed by simple rules and procedures that are easy for communities to interpret and
apply. Participatory monitoring and evaluation is an important tool for community assessment of its own
performance.
6. Establish enabling institutional and policy frameworks.
Fostering an enabling environment includes: (i) responsive decentralized local governments and inter-
governmental arrangements; (ii) a conducive legal and regulatory framework that supports community action;
and (iii) clear sector policies with well defined roles and responsibilities for key players in each sector.
7. Maintain flexibility in design of arrangements and innovation.
Programme design should be reviewed and adjusted periodically, as necessary.
8. Ensure social and gender inclusion.
9. Design for scaling-up. To have a broader impact on a country's poverty, CDD needs to spread simultaneously
in many communities, while respecting the unique features of specific communities.
10. Invest in an exit strategy.
Exit strategies for external support are vital. Permanent institutional and financial arrangements are required
for recurrent services, at a cost that can be supported over the medium and long term

Aspects of CDD
ECONOMIC DEVELOPMENT
COMMUNITY DEVELOPMENT
LEADERSHIP DEVELOPMENT
To some people, development is all about creating jobs and community comes into play only when it positively or
adversely affects the decision making process of a relocating company or site consultant.
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helping people find common cause
helping people work together
empowering people to influence and transform
advising and informing public authorities
building organizations' strength and independence
building equity, inclusiveness, participation and
cohesion
SUSTAINABLE COMMUNITY

Forms of Community Development
Community development is in fact a process and a method to bring about proper development and up liftmen of
the village society. It has the following forms:
Community development as a Process
Community Development as a Programme
Community development as a Method
Community development as a Movement
Community development is not only a process of social change but also a
method for achieving this object
As a process it is responsible for bringing about social change. Before launching of this
programme people do not interest in the planning and development activities.
Community development is also a programme on the basis of which the process of
change is carried out.
It is not only a method and a programme but a movement for eradicating illiteracy,
unemployment and poverty
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Programs of Community Development
Development of Agriculture and connected works
Development of communication
Development of education
Development of health services
Development of training facilities for workers
Development of housing facilities
Development of Social Welfare Work
Community Development program
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Community Development Process
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Figure 5 : Process of Community Driven Development

Community Development program In World
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East Asia and Pacific
Indonesia
Lao People’s
Democratic Republic
Viet Nam
Mongolia
Cambodia
Philippines
China, People’s
Republic of
Tonga
South Asia
Bangladesh
India
Pakistan
Nepal
Sri Lanka
Afghanistan
Bhutan
East Europe & Central Asia
Armenia Kyrgyz Rep
Tajikistan
Azerbaijan
Turkey

Why Use a CDD Approach?
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Having described CDD conceptually and operationally, the next question to address is why one
would use a CDD approach as opposed to more traditional top-down forms of project and service
delivery.
Equity and Inclusiveness
Effective Targeting
Putting Resources in
Direct Control of Poor
People.
Inclusion of Vulnerable
and Excluded Groups
Allowing Poverty
Reduction Measures to
Go to Scale.
Efficiency
Demand-responsive
Allocation of Resources
Reducing Corruption
and Misuse of Resources
Lower Costs and Better
Cost Recovery.
Better Quality and
Maintenance.
Greater Utilization and
Willingness to Pay
Governance
CDD approach’s focus on
empowerment through
the devolution of
decision making and
resources directly to
communities naturally
affects power relations
at the local level in a way
that should ideally make
local institutions
Human Rights-
based Objectives
CDD approach, such as
participation,
empowerment,
accountability, and
nondiscrimination are
also ends in themselves
from a human rights
perspective,
SustainableCommunities
Figure 6 : Approach od CDD

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Reasons behind to ensure CDD: Why CDD is necessary
Section B
I. SD( sustainable Development Goal)
II. Strategic Planning

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Reasons behind to ensure CDD: Why CDD is necessary

Sustainable Development Goal
The concept emerged a few decades back
• The 1972 UN Conference at Stockholm is the first international arena to focus on
Sustainable Development
• The wide recognition for environment and development at World Commission on
Environment and Development (WCED) in 1987
• Sustainable development was further legitimized following the United Nations
Conference on Environment and Development held in Rio de Janeiro, Brazil in 1992
(known as Earth Summit)
• World Summit for Sustainable Development which was held in Johannesburg in 2002
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Reduced Costs
Better Work-Life Trade-Off
Public Use Efficiency
Reduced Environmental Impact
Energy Efficiency
Community Aesthetics
Tourism Boosts
Sustainable Communities
What is Sustainable Development
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The five pillars of SD
The five pillars should not be seen as standing independently, but as being closely linked has to take into
consideration all the five dimensions and incorporate them simultaneously in all the development efforts
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Figure 8 : Five Pillars of SDG

Integration between Culture and Community Driven Development
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4. Is the development process sensitive to cultural factors, traditions, and indigenous
knowledge and values of the target groups to make it more conducive and harmonious to local
cultural systems?
3. Is development being appropriated by the people involved, leading to an integrated
approach, to benefit the whole community and thereby avoid conflicts?
1. Is there a participatory approach and public participation in the decisions that will affect
the target groups?
2. Is development being built on the basis of trust in the ability of the people, thereby taking
into consideration the social forces to the development of the society?

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How to ensure Sustainable Development?
2. Reasons behind to ensure CDD: Why CDD is necessary
I. Strategic Planning

What is Strategic Planning
A strategic plan is a tool that provides guidance in fulfilling a mission with maximum efficiency and
impact.
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“Have a core principle, everything else is just tactics.”
- Nelson Mandela 29

Why Do Strategic Planning?
• Keeps organization competitive in a
dynamic and often unpredictable
environment
• Promotes a clearly defined direction
• Promotes buy-in, ownership, and
commitment
• Prevents disenfranchised employees
• Sets priorities for resource allocation
• Brings external factors to light
• Leads to positive action and
change
• Helps in changing direction
• Can accelerate growth
• Promotes innovation and
creativity
• Promotes communication &
teambuilding
• Expands data and intuition
30

Risks and Pitfalls of Strategic Planning
• Not planning to plan
• Not knowing or having a planning process
• Not allotting enough time to plan
• Strategic planning costs money
• The risk of switching directions
31

When Not to Do Strategic Planning
• No time
• No resources
• No commitment from leadership
• In an acute crisis or transition
32

Results of a poor planning process
• Disillusioned stakeholders
• Poor use of resources
• Fiscal
• Physical
• Human
• Failed accreditation reviews
33

General Principles
• There is no one absolute process
• There are specific principles and required steps
• Should be treated as an ongoing process
• Must evolve and change as the “market” (environment) changes
• Must reflect the vision, mission, and values of the organization
34

Steps to a Comprehensive Strategic Planning Process
1. Situational assessment and analysis
2. External competitive analysis
3. Identify strategic or critical issues
SWOT and PO analysis
4. Design the strategic plan
5. Write up the plan
6. Implement the plan
7. Measure success of the plan
35

Why do Strategic Planning?
If you fail to plan, then you plan to fail.
be proactive about the future
Improve performance
• open mind
• solve major issues at a macro level
• communicate what is most important
36

A Good strategic plan should…
• Articulate specific goals
• Describe specific action steps
• Be reviewed every 3-5 years
• Visionary
• Flexible
• Guide decision making at lower levels
• Address critical performance issues
• Balance between capability vs. want
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Benefits of Strategic Planning
• Promotes proactivity
• Involves internal and external stakeholders in the process
• Involvement of external stakeholders creates advocacy for the program
• Promotes stability over time
• Assists with planning for assessment, resource allocation, and accreditation
• Better prepare the program to evolve with changes
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Strategic Planning as a Cycle

BEGIN with
the END in mind
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Benefits of Strategic Planning

In Community Development
Ends:
Enhanced social functioning, self-reliance in problem-solving and decision-making,
increased income and
poverty reduction, access to support services, gender fairness in society, among others.
Means:
Personnel, facilities, funding, training models, instructional materials, staff development,
performance
evaluation, technology, budgetary provision, site-based management, leadership style
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Strategic Planning in Community Development

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Strategic Planning :Process

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Assessment

Operating Environment
• Products and Services
• Organizational Culture
• Workforce Productivity
• Infrastructure
• Regulations
• Organizational Structure
• Customer Relationships
• Partner Relationships
Business Relationships
Organization / Community’s Profile
45

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Let’s try for your own organization or Community development
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Identify the GAPS between the reality
and the ideal.
Identify the specific actions that need
to be done to achieve the IDEAL.

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VISION
It all begins with an ideal vision, a panoramic view, a mega-dream of the kind of society
that we want to establish for us and the children of tomorrow.
It must point to the future, without tying
itself down with negative thinking about
the past or present.
It should identify a clear set of desirable
conditions that is written in a format in
which all components represent observable
or measurable ends;
It must communicate hope, energy, and
destiny for all rather than discouragement,
distrust or depression.
49

Formulate the vision
•What are our hopes and dreams?
•What problem are we solving for the
greater good?
•Who and what are we inspiring to change?
50

What kind of World (community, country) do you dream for you and your love ones to live?
What kind of people do you dream to live in that ideal society?
1. Answer the following questions and list down your answers:
3. Using adjectives, convert your answers in numbers 1 and 2 in a vision statement.
4. Polish the output in no. 3 to ensure that it communicates hope and inspiration for all
5. Check the criteria for determining a good vision statement.
2. Make a social photography of our present society from the social, political, economic, cultural, and
environmental milieu
List down what you like in our current society which you can reinforce, legitimize, and/or
rationalize.
List down what you dislike in our current society which you can change
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Sample Vision Statement
Vision: Middle-income nation by the year 2021, Bangladesh
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Mission is what we do.
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Mission
A mission statement is a formal summary that
explains:
What you do.
How you do it.
Why you do it.
A good mission statement can surprise, inspire,
and transform your business. They provide a
clearly stated purpose of your business and the
goals you have for succeeding.
54

Sample Mission Statements
Mission: Every citizen has equal opportunities to achieve
his/her fullest potential.
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GOAL is what we can achieve
56

Describes a future end-state – desired outcome that is supportive of the mission and
vision.
Shapes the way ahead in actionable terms (verbs).
Best applied where there are clear choices about the future.
Puts strategic focus into the organization – specific ownership of the goal should be
assigned to someone within the organization.
May not work well where things are changing fast – goals tend to be long-term for
environments that have limited choices about the future.
Goal
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Ensure all needs of citizen utilizing their capacity and efficiency
1. Democracy and effective parliaments
2. Political framework, decentralization of power & people's participation
3. Good governance through establishing rule of law and avoiding political
partisanship
4. Transformation of political culture
5. A society free from corruption
6. Empowerment and equal rights for women
7. Economic development & initiative
8. Bangladesh in the global arena
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Sample Mission Statements

objectives
59

SMART Objectives
Specific
Measurable
Attainable
Realistic
Time-bound
60

All citizens have access to a modern, technical,
and vocational education tailored to meet the
human resource needs of a technologically
advancing nation
Goal No.7 of Bangladesh vision 2021
Economic development & initiative
Education
Provides Free books up to primary education
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Action Plans
gets the Goal
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Action Plans
• identify the specific steps that will be taken to achieve the initiatives and
strategic objectives – where the rubber meets the road.
• support each objective points toward operations, procedures, and
processes
• describes who does what, when it will be completed, and how the
organization knows when steps are completed
• requires the monitoring of progress
63

Action Plans
1. Recruitment of a sufficient number
of qualified teacher within 2 year.
2. Develop a committee for recruit
teacher.
3. ….
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Goal No.7 of Bangladesh vision 2021
Economic development & initiative
Education
All citizens have access to a
modern, technical, and vocational
education tailored to meet the
human resource needs of a
technologically advancing nation
1. Provides Free books up to
primary education
ObjectivesGoal

Hitting the Target
Monitoring and
Evaluation
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Vision
• The IDEAL
• Bangladesh vision 2021
• Middle-income nation by the year 2021, Bangladesh
Mission
• WHAT WE CAN DO
• Every citizen has equal opportunities to achieve his/her fullest potential.
Goal
• WHAT WE CAN ACHIEVE
• Economic development & initiative
Objectiv
es
• SPECIFC POINTS
• Education (Provides Free books up to primary education)
Action
plan
• SPECIFIC STEPS
• Recruitment of a sufficient number of qualified teacher within 2 year.
• Develop a committee for recruit teacher.
Evaluati
on
• Hitting the Target
• Monitoring and Evaluation

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Section C
II. NLP ( Nero Linguistic programming)
• The Sustainable Livelihoods Approach
• The Social Capital Approach
• The Community Economic Development Approach
• The Civil Society Building up Approach
III. AI ( Appreciative Inquiry)
I. ABCD method

The ABCD approach to
community development is
'asset based' and 'relationship
driven'. It recognizes and
reinforces the prevailing assets
within the community. It is
founded on the principle that
recognition of strengths, skills
and abilities of individuals and
communities is more likely to
generate positive action for
change.
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Asset Based Community Development (ABCD)

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Methodology:
Participatory Method through interactive Lecture methods (ILM), sharing experiences,
Group discussions, presentations, video, case studies, field exposure visit
Knowledge To understand ABCD as an, Approach, Methodology, and Strategy.
The theoretical influences on ABCD
Need based versus Asset Based approach
Mapping the assets and resources
Abilities & tools Participants will discover the different types of assets among
themselves and the communities they are working.
How to map the assets of individuals, communities with resources
Develop abilities in community mobilization, resource acquisition and
community participation to drive their own development
Values & Change of
attitudes
Participants will discover the different types of assets among
themselves and the communities they are working.
How to map the assets of individuals, communities with resources
Develop abilities in community mobilization, resource acquisition and
community participation to drive their own development
Goal :
ABCD as an Approach, Methodology and Strategy makes the participants understand the inherent qualities and
strengths in each individual / community which are more likely to inspire positive action for change than an exclusive
focus on needs and problems.
Objectives
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Key Assets in ABCD
Communities can no longer be thought of as complex masses of needs and problems, but rather diverse and
potent webs of gifts and assets. Each community has a unique set of skills and capacities to channel for
community development. ABCD categorizes asset inventories into five groups:
Individuals
Associations
Small informal groups of people, such
as clubs, working with a common
interest as volunteers are called
associations in ABCD and are critical
to community mobilization.
Everyone
Institutions
Paid groups ;include government
agencies and private business, as well as
schools, etc. They can all be valuable
resources. The assets of these institutions
help the community capture valuable
resources and establish a sense of civic
responsibility
Physical Assets
land, buildings,
space, and funds
Connections
exchange between
people sharing
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Key Assets in ABCD
Communities can no longer be
thought of as complex masses of
needs and problems, but rather
diverse and potent webs of gifts
and assets. Each community has
a unique set of skills and
capacities to channel for
community development. ABCD
categorizes asset inventories into
five groups:
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Guiding Principles for ABCD
Most communities address social and economic problems with only a small amount of their total
capacity. Much of the community capacity is not used and is needed! This is the challenge and
opportunity of community engagement.
Everyone Has Gifts with rare exception; people can contribute
and want to contribute. Gifts must be discovered.
Relationships Build a Community see them, make them,
and utilize them. An intentional effort to build and nourish
relationships is the core of ABCD and of all community building.
Citizens at the Center, it is essential to engage the wider
community as actors (citizens) not just as recipients of services
(clients).
Leaders Involve Others as Active Members of the Community.
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Most communities address social and economic problems with only a small amount of their total capacity. Much of
the community capacity is not used and is needed! This is the challenge and opportunity of community engagement.
Motivation to Act must be identified. People act on certain themes
they feel strongly about, such as; concerns to address, dreams to realize,
and personal talents to contribute. Every community is filled with
invisible “motivation for action”. Listen for it.
Listening Conversation – one-on-one dialogue or small group
conversations are ways of discovering motivation and invite participation.
Forms, surveys and asset maps can be useful to guide intentional
listening and relationship building.
Ask, Ask, Ask – asking and inviting are key community-building
actions. “Join us. We need you.” This is the song of community.
Asking Questions Rather Than Giving Answers Invites Stronger
Participation. People in communities are usually asked to follow outside
expert’s answers for their community problems. A more powerful way to
engage people is to invite communities to address ‘questions’ and finding
their own answer-- with agencies following up to help.
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People Care About Something agencies and neighborhood
groups often complain about apathy. Apathy is a sign of bad listening. People
in communities are motivated to act. The challenge is to discover what their
motivation is.
A Citizen-Centered “Inside-Out” Organization is the Key to
Community Engagement A “citizen-centered” organization is one where local
people control the organization and set the organization’s agenda.
Institutions Have Reached Their Limits in Problem-Solving all
institutions such as government, non-profits, and businesses are stretched thin
in their ability to solve community problems. They can not be successful
without engaging the rest of the community in solutions.
Institutions as Servants people are better than programs in
engaging the wider community. Leaders in institutions have an essential role
in community-building as they lead by “stepping back,” creating opportunities
for citizenship, care, and real democracy.
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“Asset Based Community Development” (ABCD) approach is supported by 4 sets of tools based on
"positive thinking" which are used at the grassroots, to bring out change of attitude and empowerment at
the Community Level:
At organizational Level
“Appreciative Inquiry” (AI)
At the Management Level
Results Based Management
At the Individual Level
Neuro-linguistic
Programming (NLP)
At Community Level
Participatory Rural Appraisal
(PRA) tools are used to enhance
real participation of all the
members of the community.
80
ABCD: As A Methodology

A typology of participation: How people participate in the development programs and
projects
Community Development a Paradigm Shift
81

Community Development : A Traditional Need Map
Community development in the South has
long focused on service delivery
(governments, NGOs, etc.) using a
needs-based or problem-solving
approach.
The focus on needs and deficiencies can
make people lose sight of what they have
already accomplished and what they have
the capacity to do. 82

• Negative effects on community leadership
• “Only outside experts can”
• Deepening the cycle of dependence
• A survival strategy not a development plan
• Internalizations of the “deficiencies” identified by local residents
• Destruction of social capital
• Direction of funds toward professional helpers, not residents
• Focus on “leaders” who magnify deficiencies
• Rewards failure, produces dependency
• Creates hopelessness
Consequences of the Power of the Needs Map
83

Need based Asset Based
Purpose Changing Communities trough increased
Services
trough citizen involvement
Method Institutional Reform Citizen centered production
Accountability Leaders are professional Staff,
accountable to institutional stakeholders
Leaders are widening circles
Significance of Assets Assets are system input. Asset mapping
are data collection.
Assets are dots to connect, Assets
mapping are self realization and
leadership development
Production Resources Money is the key resources Relationship is the key resources
Operating Challenges How do we get citizen’s involved How do we channel and Build on
all citizen participation
System Dynamic Tends to spread itself thinner over time Tends to snow ball over time
Evaluation Success to services outcome. Measured
mostly by institutional stake holders
Success is capacity, measured
mostly by relationship
Difference Between Need based and Asset based System
84

Theoretical Influences on ABCD
1. The Sustainable Livelihoods Approach
2. The Social Capital Approach
3. The Community Economic Development Approach
4. The Civil Society Building up Approach
A framework for analysis based on the full range of assets that people draw upon to compose a
livelihood (human, natural, financial, physical, social, cultural assets) and examines these in the
context of the larger economic, political, and institutional environment.
85

1. The Sustainable Livelihoods Approach
• Evolved by Robert Chambers (in the 1980s) and then developed into
specific approach by DFDI ( in 1990s) and other pioneers include UNDP,
Oxfam UK, etc.
• SLA grew out of a concern that poverty alleviation was being treated too
narrowly with the promotion of income generating activities.
• A framework for analysis based on the full range of assets that people
draw upon to compose a livelihood (human, natural, financial, physical,
social, cultural assets)
and examines these in the context of the larger economic, political, and
institutional environment.
86

2. Social Capital Approach (SC)
It consists of active connections among the people:
• Trust, mutual understanding
• Shared values and behaviors that bind people together
• Bonding –bridging- going beyond local communities
• These connections help for collective achievement of the targets
87

3. Community Economic Development Approach
Focus is on reforming
economic system
Focus is on the
economic capacities of
individuals
Focus is on the
economic capacities of
groups
Resource privatization Extension services Community-based
Resource
management
Financial system reform Micro finance institutions Community-based
Resource management
Village banks, credit
unions, savings and
credit coops
Industry attraction Entrepreneurship
development
Coops, community
enterprise
88

The goal of SC approach is to strengthen the civic and political participation of
people/groups in charting the future of their societies.
• Promotion of accountable governance at all levels
• Stimulating participatory decision making of the deprived for
development
• Creating institutional mechanisms for their voice to be heard
4.Civil Society Building up Approach (SC)
89

Decision Making Process of ABCD Method
90

1 .It requires commitment to “step back” and allow the community to
lead.
2. It requires commitment to act as a facilitator rather than the
“driver” of the community development process.
ABCD approach requires a change in the mindset in which the following are essential.
91

93
I. NLP ( Nero Linguistic programming)

Neuro-Linguistic Programming (NLP): A Motivational and Empowering
Tool for Community Development
94
What is NLP?

95
What is NLP?
Neuro-linguistic programming (NLP) the art of communication excellence, the study of
subjective experience and a framework for personal development (Richard Bandler, a student, and John
Grinder, a professor of linguistics, in association with the social scientist Gregory Bateson 1970)

Neuro-Linguistic Programming (NLP) is a powerful and rapidly evolving study of human potential,
most specifically via the areas of language, thought, belief and behavior.
NLP- Neuro-Linguistic Programming, is "The Study of the Structure of Subjective Experience and
what can be calculated from it.“
96
What is NLP?
The term "Neuro-linguistic programming" denotes a set of models and principles meant to
explore how mind and neurology (neuro), language patterns (linguistic), and the organization
of human perception and cognition into systemic patterns (programming) interact to create
subjective reality and human Behaviors.
NLP teaches you distinctions of how to use your, how to generate unlimited potential, using
skills everybody can learn.

refers to our "silent
language" or postures, gestures,
and habits that
reveal our thinking styles,
beliefs, etc.
Neuro
Linguistic
Programming
refers to our nervous
system, the mental
pathways of our five senses
by which we see, hear, feel,
taste, and smell.
is borrowed from computer
science, to suggest that our
thoughts, feelings, and
actions are simply habitual
programs that can be
changed by upgrading our
"mental software. 97
What do the words NLP and Neuro Linguistic Programming mean?

NLP can be used for personal and business development. For personal development it’s used to clarify
purpose and direction, improve relationships and overcome challenges such as anxieties and phobias.
In business it’s used to improve coaching, sales, leadership, communication and influence.
If you’re already a good coach, sales person and / or leader, then NLP can be an effective amplifier to
help you become a really great coach, sales person and leader
Benefits of NLP
Our clients benefit by:
1.Connecting to their purpose, values and motivation.
2.Having more successful and fulfilled lives.
3.Improving performance at work, and starting and building
companies.
4.Achieving better relationships at work and at home.
5.Developing beneficial health routines.
6.Overcoming blocks and continually learning new skills.
7.And in many cases enjoying their hero’s or heroine’s journey
through life.
98
What is NLP used for?

CONCEPT OF NLP
NLP is a positive attitude towards live, believing that You are perfect as you are.
With NLP you have the possibility to choose your believes, your strategies and your
attitude, that form your life and use your imagination to reach your purpose.
Usually our thinking consists of images, sounds, feelings and to a lesser extent, tastes
and smells. Change one of these and you may change the world you live in.
As a result with NLP you have the ability to find other people's meaning in their
communication, so you can be more capable in communicating with them. You can
choose the filters through which you perceive the world.
99

How brain response towards NLP
Logical
Reasoning
Deductive
Linear
Analytical
Scientific
Temporary
Memory
Male Attributes
Conscious
Right Brain
Imaginative
Creative
Intuitive
Non Linear
Emotional
Left Brain
Playful
Memory
Female Attributes
Sub Conscious 100

Division of The Mind
Conscious Mind
7%
Sub Conscious
Mind 38%
Un Conscious Mind 55%
101

NLP is comprised of two recursive loops.
The first loop feeds into the second loop, which then feeds back into the first loop, which then feeds
back into the second loop again, and so on.
The first loop is the structure of internal
experiences
The second loop is the structure of external
experiences resulting from the first loop.
102

NLP techniques
Anchoring Critical Sub-modalities Association/Dissociation Reframing Chunking
How we can create
relationship with
others through
these
sensory input-visual,
auditory, kinesthetic,
olfactory or
gustatory.
Each of the senses
(modalities) involves a
number of sub-
modalities. For
instance, in the visual
modality, the sub
modalities include
colour, brightness,
focus, dimensionality,
In essence, associated
means remembering
something and seeing
it through
your own eyes.
Dissociated means
seeing it from
somewhere else with
yourself
in the picture.
Reframing causes
us to see things
differently: it is a
new
interpretation,
with the result
that we arrive at a
different
conclusion,
evaluation or
feeling.
Chunking is
the process
of grouping
items of
information
into larger
and
smaller
units.
Chunking is a
good tool to
enhance our
communication
skill
Unique‐ handshake is
common.
Timing –just before
the peak experience
Intensity –no washy
washy. It should be
strong.t
Pure – keep it independent.
Associated‐ associate it with place, people etc., 103

The Four Pillars of NLP
Relationship
Relationship
SettingGoalsorOutcome
SensoryAcuity
BehavioralFlexibility
NLP lays emphasis on
building quality
relationship of mutual
trust and responsiveness
known as rapport.
Setting Goals or Outcome
Breadth/depth/levels
Time/proximity
Listening/feedback
'knowing what you want'.
Without knowing what you
want, you cannot describe
or define what is success.
One needs to consistently
ask 'what do I want' and
other, 'what do you want'?
Sensory Acuity
Sensory acuity
(seeing, hearing,
feeling
physically and
emotionally, smelling
and tasting)
Behavioral Flexibility
Behavioral flexibility is
the ability to vary one's
own behavior in order to
elicit, or secure, a
response from another
person. It recommends
many choices of action.
Keep Your Goal Constant
Change Strategies
Visual/Audio/Kinestheti
c/Olfactory/Gustatory
Playing the role Vs
Living the role
105

Sensory Acuity
Visual/
Audio/
Kinesthetic/
Olfactory/
Gustatory
106

Behavioral Flexibility
NLP puts emphasis on three ways of doing things.
1. no choice at all.
2. is a dilemma
3.Choice begins only when you have a minimum of three approaches.
Having at least three powerful approaches to any goal, and being willing to use whichever
option is most appropriate at the time, is what NLP refers to as behavioral flexibility.
There is no failure, only feedback
When things don't work out we call them a failure.
NLP offers an alternative view. What has happened is neither good nor bad, but merely information.
We do not learn driving at One go.
107

Application of NLP techniques for Community Driven Development
NLP is an Empowering Tool: changes mindsets
Bill Gates, the founder of Microsoft once said: “If you are born poor, it is not your mistake. But
if you die poor it's your mistake”. He was laying emphasis on the need to work hard and the
need to have a success oriented mindset
NLP stands on the solid ground of "Positive Psychology" and can be successfully used in bringing to the poor
of this world, the hope, the motivation and the strength to empower themselves and work at their own
development.
108
Figure: NLP training, CDD program, Bala Vikasa, India,2020

Application of NLP techniques for Community Driven Development
Modeling Congruence
Modeling is the basis of NLP. It comes
from asking the question: "How do
outstanding people achieve excellence? It
is the process of finding out specifically
how people go about doing something.
For NLP, Congruence means that the
body language, tonality and words
should carry the same message; that
beliefs and values line up actions.
The founder of Bala Vikasa "Balakka"11 (Sister
Bala) is the role model of the organization,
especially for the 1,80,000 Bala Vikasa 109

Do we have any contextual case for taking as example as Modeling
like Model Village by BALA VIKASA?
What is the status of our Community development Program like Ashrayn Prakalpa?
110

HOW DOES NLP HELP FOR OUR COMMUNITY’S LIFE ?
NLP IS A TECHNIQUE ORIENTED SCIENCE WITH VERY SOUND THEORITICAL
BACKGROUND AND OVER FIVE DECADES OF PROVEN RESULTS.
IT HELPS IN
• STRENTHENING RELATIONS with Community
• BUILDING CAREER with Community
• SELF DEVELOPMENT For Attending Multi People
• HEALING SELF & OTHERS
• IMPROVING SALES ; when Community is your Client
• TEACHING & TRAINING When you are a motivator for Community
• SPIRITUAL GROWTH when You believe others religion and aspiration
111

NLP proposes that there are three elements to any skill or behavior.
There is external behavior. That is, what the person actually does and says.
There is the person's internal computation. That is, what they think.
There is the person's internal state. That is, what and how they feel.
112

113

RBM: Result Based Management
114
• What is Results-Based Management (RBM)?
• Key Features of RBM
• Key principles of RBM
• Why is Results-Based Management necessary?
• What is a Result?
• Managing of Results
• Key RBM Terms
• The Performance Measurement Framework (PMF)

What is Result Based Management
115
The objective of RBM is to “provide a coherent framework for strategic planning and
management based on learning and accountability in a decentralized ¹. ( Note on RBM, Operations
Evaluation Department, World Bank, 1997)
Introducing a results-based approach aims to improve management effectiveness and
accountability by “defining realistic expected results, monitoring progress toward the
achievement of expected results, integrating lessons learned into management decisions and
reporting on performance² . (Results-based Management in Canadian International Development Agency”, CIDA, January 1999. )
.
RBM is a strategic management approach that aims to improve decision-making,
transparency and accountability.
RBM aims to maximize the achievement of ultimate outcomes –improvements in people’s
lives. RBM is about effectiveness and meaningful change.

Background of Result Based Management
116
the concept of RBM is not really new. Its origins date back to the 1950’s. In his book “The practice of
Management”, Peter Drucker introduced for the first time the concept of “Management by
Objectives” (MBO) and its principles:
- Cascading of organizational goals and objectives,
- Specific objectives for each member of the Organization
- - Participative decision-making Explicit time period - Performance evaluation and feedback
MBO was first adopted by the private sector and then evolved into the Logical Framework (Logframe) for
the public sector. Originally developed by the United States Department of Defense, and adopted by the
United States Agency for International Development (USAID) in the late 1960s, the logframe is an
analytical tool used to plan, monitor, and evaluate projects
In the process, the logical framework approach was gradually introduced in the public sector in many
countries (mainly member States of the Organization for Economic Co-operation and Development (OECD).
This morphed during the same decade in RBM as an aspect of the New Public Management, a label used to
describe a management culture that emphasizes the centrality of the citizen or customer as well as the
need for accountability for results.

What is Result Based Management
117
A Management Philosophy A management Approach
Emphasizes on development results in
planning, implementation, reporting and
evaluation. Encourages a learning process.
RBM involves the participation of stakeholders
in all phases of a program/project cycle.
Defining realistic expected results, based
on appropriate analysis.
• Clearly identifying program beneficiaries
and designing programs to meet their
expectations.
• Monitoring progress towards results
with the use of appropriate indicators.
• Identifying and managing assumptions
and risks.
• Increasing competence by learning
lessons and integrating them into
decisions for follow-up.
• Reporting and evaluating on results
achieved with the resources involved.

Key Features of RBM
118
Focus on:
Analyzing problems and determining their causes;
Identifying measurable changes (results) to be achieved based on problem analysis;
Designing strategies and activities that will lead to these changes (results);
Balancing expected results with the resources available;
Monitoring progress regularly and adjusting activities to ensure results are achieved
Evaluating, documenting and incorporating lessons learned into next planning phase;
Reporting on the results achieved and their contribution to achieving goals;
( source: (UNITED NATIONS STATISTICAL INSTITUTE FOR ASIA & THE PACIFIC (SIAP) CHIBA, JAPAN, 2007)

Principles of RBM
119
Key Principles for the application of RBM include:
• Simplicity: keeping it easy to understand and apply
• Learning by doing: Implementing programmes /projects iteratively.
• Broad application.
• A true participatory partnership.
• Accountability: Results on the People (Reach)
• Transparency: better sharing of information in both directions .

The processes or phases of RBM
120
1) Analyzing the problems to be addressed and determining their causes and effects;
2) Identifying key stakeholders and beneficiaries, involving them in identifying objectives and in
designing interventions that meet their needs;
3) Formulating expected results, in clear, measurable terms;
4) Identifying performance indicators for each expected result, specifying exactly what is to be
measured along a scale or dimension;
5) Setting targets and benchmarks for each indicator, specifying the expected or planned levels of
result to be achieved by specific dates;
6) Developing a strategy by providing the conceptual framework for how expected results shall be
realized, identifying main modalities of action reflective of constraints and opportunities and
related implementation schedule;

The processes or phases of RBM
121
7. Balancing expected results and the strategy foreseen with the resources available
8. Managing and monitoring progress towards results with appropriate performance
monitoring systems drawing on data of actual results achieved;
9. Reporting and self-evaluating, comparing actual results vis-à-vis the targets and reporting on
results achieved, the resources involved and eventual discrepancies between the “expected”
and the “achieved” results;
10. Integrating lessons learned and findings of self-evaluations, interpreting the information
coming from the monitoring systems and finding possible explanations to eventual
discrepancies between the “expected” and the “achieved
11.Disseminating and discussing results and lessons learned in a transparent and iterative way
Using performance information coming from performance monitoring and evaluation sources
for internal management
12. learning and decision-making as well as for external reporting to stakeholders on results
achieved.

Why Results-Based Management?
122
• Resources are shrinking and increasing demand for better quality results
(statistics).
• Increasing needs to improve efficiency and accountability for results.
• It is a global trend: using results-based management to improve the
efficiency of development program .
• NSOs need to improve statistical support for monitoring
development goals. Source : (source: UNITED NATIONS STATISTICAL INSTITUTE FOR ASIA & THE PACIFIC (SIAP)
CHIBA, JAPAN, 2007)

What Is a Result?
123
A result is a describable or measurable change that derived from a cause and effect
relationship.
RESULT = CHANGE
CAUSE EFFECT
source: UNITED NATIONS STATISTICAL INSTITUTE FOR ASIA & THE
PACIFIC (SIAP) CHIBA, JAPAN, 2007)
Results are changes in a state or condition that derive from a cause-and-effect relationship. There are
three types of such changes - outputs, outcomes and impact - that can be set in motion by a
development intervention. The changes can be intended or unintended, positive and/ or negative.

How to Formulate Result ?
124
Formulate the expected results from the beneficiaries’ perspective
Formulating expected results from the beneficiaries’ perspective will facilitate focusing on the
changes expected rather than on what is planned to be done or the outputs to be produced. This
is particularly important at the country level, where UNESCO seeks to respond to the national
development priorities of a country. Participation is key for improving the quality, effectiveness
and sustainability of interventions. When defining an intervention and related expected results
one should therefore ask:
• Who participated in the definition of the expected results?
• Were key project stakeholders and beneficiaries involved in defining the scope of the project
and key intervention strategies?
• Is there ownership and commitment from project stakeholders to work together to achieve
identified expected results?

Types of Results
125
Operational results
The administrative and management
product achieved by a
program/project
Developmental results
The transformation that occurred in
program/project which correspond to
the OUTPUTS, OUTCOMES, and
IMPACT.
Results

Nature of Results
126
RBM: A Result should be SMART
S: Specific: clear about what, where, when, and how the situation will be changed;
M: Measurable: able to quantify the targets and benefits;
A: Achievable: able to attain the objectives (knowing the resources and capacities at the disposal of
the community);
R: Realistic: able to obtain the level of change reflected in the objective; and
T: Time bound: stating the time period in which they will each be accomplished.
RBM: Activities & Results

Nature of Results
127
RBM: A Result should illustrate
A quantitative change towards:
An improvement (in the health conditions).
An increase (of revenue of a given group).
Strengthening (of the capacities of a local NGO)
A reduction (in the infant mortality rate).
RBM: A Result should illustrate
A qualitative change for:
A transformation in the attitudes, practices
and behavior of a given group.
RBM: Activities & Results

128
MANAGING FOR RESULTS
Types of Development Results
In RBM, inputs and the activities which transform them into outputs reflect the process of
implementing projects/programmes4 rather than desirable end results in themselves.
From a results perspective, the implementation process is significant only in terms of what it
leads to – or what follows from the process of planning, managing and implementing.
results-based management is centered on two types of development result: outputs and
outcomes
Outputs Outcomes
actual or intended changes in development
conditions
specific products and services which emerge
from processing inputs through programme
or non-programme activities. Outputs,
therefore, relate to the completion (rather
than the conduct) of activities and are the
type of result over which managers have a
high degree of influence.

RBM: What is a Result Chain?
A result chain is a logically linked set of results, some immediate, others more distant.
Results at each level aggregate to produce the results at the next higher level.
The Results Chain includes:
The causal sequence for a development intervention that stipulates the necessary sequence to
achieve desired results – beginning with inputs, moving through activities and outputs, and
culminating in individual outcomes and those that influence outcomes for the community,
goal/impacts and feedback. It is based on a theory of change, including underlying assumptions.
126

A result chain is a logically linked set of results, some immediate, others more distant. Results at
each level aggregate to produce the results at the next higher level.
RBM: The internal logic of the Performance Chain 127

RBM: The internal logic of the Performance Chain 128

Figure : Result Chain. Source (Results Chain – An overview « Thomas Winderl, Ph.D.)
129

RBM: The internal logic of the Performance Chain
Case Study :Improving Supply of Potable Water and Sanitation Facilities
130

RBM: What is Reach?
RBM: What is Reach?
The Reach refers to the groups who will benefit directly & indirectly or be affected, by
the results of the program/project. Other NGOs involved Local or regional
organizations Direct and indirect beneficiaries: Community disaggregation (Who,
within the community will benefit from the program/project.)
131

What is Assumptions and Risk Analysis
RBM: Identifying Assumptions
The assumptions are:
The necessary conditions are existing to produce expected results at the Output, Outcome &
Impact levels keeping in view the Internal & External Influences.
Internal: ex. Access to trained personnel to implement program/project
External: ex. Political, economic and social stability of the region where the program/project is
to be implemented.
RBM: Identification and Analysis of Risk
Identification and Analysis of the conditions which have a negative influence on the
program/project.
132

What is Assumptions and Risk Analysis
Assumptions Risks
Commitment of
partners and
stakeholders to
gender equality and
women’s
empowerment
Political will and
support
What does this
commitment look
like?
Lack of access to
resources
Other assumptions to
test?
Other risks?
Mitigation measures
to address risks…
133

137
Key RBM Terms
Activities
Inputs
Results

138
Definitions of Key Term OF RBM
Input: these are human, material, financial and other resources that are required to undertake
activities.
Activities: Actions taken or work performed to produce specific outputs through mobilizing
inputs.
Output: these are immediate results as a consequences of completed activities
Outcome: these are likely or achieved short-term and medium-term effects of outputs.
Impact: long-term effects that are the logical consequence of the achievement of the outcomes.
Activities
Inputs
Output Outcomes Impact
HOW
What We Want ? What?
Immediate
results
End-of-project/
programme
results
A long-term
result as a logical
consequence
of the outcomes
Intermediate
users
End users Society

RBM: Key Definition
Impact
Implies changes in people’s lives. This might include changes in knowledge, skill, behaviour, health or
living conditions for children, adults, families or communities. Such changes are positive or negative
long-term effects on identifiable population groups produced by a development intervention,
directly or indirectly, intended or unintended. These effects can be economic, socio-cultural,
institutional, environmental, technological or of other types.
Goal
A specific end result desired or expected to occur as a consequence, at least in part, of an
intervention or activity. It is the higher order objective that will assure national capacity building to
which a development intervention is intended to contribute.
Outcome
Outcomes represent changes in the institutional and behavioral capacities for development conditions
that occur between the completion of outputs and the achievement of goals.
Outputs
Outputs are changes in skills or abilities and capacities of individuals or institutions, or the availability
of new products and services that result from the completion of activities within a development
intervention within the control of the organization. ( Source: RESULTS-BASED MANAGEMENT HANDBOOK, UNDP,2011)

Hierarchy of RBM Terms
IMPACT
Sustainable improvements in society or well-being of people
OUTCOME
Changes in behavior or improvements in access or quality of resources
OUTPUT
Product of project/ program activities
ACTIVITIES
Activities done by project/program
INPUT
Resources needed to undertake activities

Input? Activity? Output? Outcome? Impact?
Splash
(cause)
Ripple
(effect)

142
The Performance Measurement Framework (PMF)
• Results: What will be achieved in the short, medium and long-term.
• Indicators: Evidence to measure progress toward achieving results.
• Data Collection Methods and Techniques.
• Frequency of collection of the data
• Responsibility for collecting data
PMF - Essential Elements

143
Indicators: Evidence to measure progress toward achieving results.
Instrument to measure evidence of progress towards a result or that a result has been achieved
stablishes the level of performance necessary to achieve results specifies the elements necessary to
establish whether expected results were achieved
They can
• Clarify the scale and scope of a result in the results framework
• Demonstrate progress when things go right
• Provide early warning when things go wrong
• Assist in identifying changes that need to be made in strategy and practice
• Inform decision making
• Facilitate effective evaluation
• Performance against results is measured through the use of indicators
• Indicators play an important role by establishing the status of expected results
• Indicators tell us how we will know when we have been successful in progress towards results

144
PMF: Selection Criteria for Indicators
Validity: Does the indicator allow precise measurement of the results?
Reliability: Do the indicators measure trends over time (collection at the same period
of time)?
Representative: Do the indicators provide a disaggregated information by sex, age
group, marginalized, etc.?
Simplicity & utility: Is the information available and will it be feasible to collect and
analyze it?
Affordability: Can we afford to collect and analyse this information?

145
Indicators: Evidence to measure progress toward achieving results.
Indicator
Quantitative Qualitative
• Number of
• Percentage of
• Frequency of
• Rate of
• Proportion of
• Ratio of
• Changes in opinions
• Changes in attitudes
• Changes in feelings
• Changes in behavior
• Changes in knowledge
• Changes in skills
Quantitative indicators are
represented by a number, percentage
or ratio.
qualitative indicators seek to measure
quality and often are based on
perception, opinion or levels of
satisfaction. Indicators should be
expressed in neutral language, such as
‘the level or degree of satisfaction’ or ‘the
percentage of school enrolment by
gender’.
Verbs of positive direction:
increased, improved, enhanced,
reduced, strengthened, decreased

Proxy indicators are used when results cannot be measured directly. For example, a proxy
measure of improved governance could be, in some cases, the number of political parties and
voter turnout
Purpose
To increase per capita
income of small farmers
Direct indicator Proxy indicator as substitute
Improvements in the national
Quality of judicial cases
improved -> difficult and
expensive to obtain
Crop sales and food
consumption -> survey
needed -> too expensive
household income ->
household income survey
needed -> not frequent
enough
changes in local retail sales
Increase in the total number
of cell phone users in the state
purchase of typical consumer
items
Number of judicial cases
challenged in the higher courts
Ratio of cases filed to the
cases processed in the judicial
courts
Increase in per capita family
income in the poorest state
Improvements in the national
judicial system

147

148

149
Measuring, Monitoring , Reporting on Results
The PMF is an RBM tool used to systematically plan the collection of relevant information for
1. Planning,
2. Monitoring
3. Learning
/Evaluation
Reporting

150
What includes in Base Line?
• General information about the situation (Eg. . infant mortality rates, school enrolment by
gender, unemployment rates, literacy rates )
• Socio-economic, political, cultural, geographical information of the community at large.
• Individual, Family information (Age, Gender, Name etc. Current Income, Employment Status,
levels of education etc.)
What should it focus on?
• The baseline should focus on the indicators which you think are important or which guide the
Project

Baseline data provides a specific value for an indicator at the outset of a project or program
so meaningful targets can be set.
Example:
A typical baseline in a primary education programme might be the enrolment rate at the
beginning of the project, such as 90 percent of school-aged children enrolled in school.
Targets are set to incrementally increase change to the desired outcome level.
Example :The target in the case of a primary education project might be reaching 100 percent
enrollment for school-aged children.

152
Baseline data is the information you have about the situation before you do anything.
• It is the information on which your situation analysis is based.
• It is very difficult to measure the impact of your initiative if you do not know what the
situation was when you began it.
• You need baseline data that is relevant to the indicators you have decided which will help you
measure the impact of your work. Baseline Data
Primary:
Interviews, Discussions, Observations, PRA,
RRA, Questionnaires etc.
Secondary:
Often available in official statistics, Reports,
Studies, Action Research etc.

153
PMF: Highlights Reporting on Results using Indicators
• Indicators help you to assess whether or not your efforts are achieving expected results.
• In measuring results, it is important to use both quantitative and qualitative indicators.
• A maximum of 3 indicators should be sufficient to ensure your findings are valid.
• Whenever relevant, ensure that your indicators are disaggregated.
• The PMF helps to systematically plan the collection of relevant information for monitoring,
learning and reporting.
• Reports (ex. to the LF) should be results-based.

154
PMF: Elements of a Report on Results
• Results achieved against planned results (outputs, outcomes, impact).
• A description of the key activities undertaken.
• The identification of development factors affecting the results.
• An analysis of factors affecting the achievement.
• Recommending solutions to any elements affecting the planned results.
• Update of the beneficiary reached at all levels of results.
• Update of the risks.
• Best Practices
• Lessons learned
• Recommendations for action.

Part IV : Case Study
Case Study : Bala Vikasa, Hydrabad, India

156
360° COMMUNITY DRIVEN
DEVELOPMENT APPROACH

157
In 1990, Bala Vikasa was established in Warangal, Andhra Pradesh, as an Indian counterpart
to SOPAR, a Canadian Non-government Organization. In 1991, it became a registered, secular,
non-partisan, non-profit, voluntary, social service organization. Through its collaboration
with donor agencies in Canada and Europe, Bala Vikasa assumes a dual role, that of an
implementer and a fund provider.
VISION
We long for a just and peaceful society in which each individual and each community is empowered and
self-reliant; where human dignity, equal rights and equal opportunities are enjoyed by all.
MISSION
•Capacitating communities with special emphasis on women empowerment and youth mobilization, to help
themselves through sustainable, community development initiatives and programs.
•Sharing knowledge and building capabilities, offering technical support and training to Civil Society
Organization/institutions (CSO), in sustainable community driven development.
•Providing comprehensive technical support and training to the business community towards social
responsibility. Promoting and incubating social enterprises towards sustainable community development.

158
Values
In pursuing our goals, we are guided by focus on impact, integrity, innovation, sustainability,
collaboration, stakeholder engagement and exceptional quality.
Motto
Helping communities help themselves

159
Development is people
Development is women first
Development is change of attitude
Development is solidarity
Development is iterative
Development is participatory
Development is intra-cultural
Development is long term
Development is not free
Development builds on results and credibility
The 10 Rules of SOPAR-Bala Vikasa
SOPAR-Bala Vikasa’s rules are the result of experience gained over 40 years and are at the heart of
its development approach. These rules are embedded in SOPAR-Bala Vikasa’s motto.

160
• 6000 villages
• reached in Andhra Pradesh and Telangana states of India
• 4 million people
• impacted through our various programs
• 10,000 community leaders
• trained to drive village development projects
• 350 women leaders
• regularly trained to run Self-Help Groups across 1500 villages
• Community Driven Development Program
• Capacity Building NGO
• Responsible Business
Responsible business
Working Area

161
Program Name Aspects of Program Outcome
Community
Driven
Development
Program
Women Empowerment
Widow Empowerment
Safe Water
Water Conservation
Sustainable Agriculture
Model Communities
Education
Orphan Education
Humanitarian Work
To encourages villagers to engage in their own
development process and effect change on multiple
levels: social, financial, environmental, physical and
psychological
Capacity
Building NGO
National Training
International Training
Overseas Training
Customized Training
To facilitate capacity building for program beneficiaries,
community leaders and change agents from local and
international NGOs
Responsible
Business
Social Entrepreneurship
Business Responsibility
Academics
To facilitate the strengthening of the entrepreneurship
sector, specifically social entrepreneurs and micro-
enterprises.
To promote business responsibility amongst companies
and enable them to engage in meaningful CSR.
Responsiblebusiness

162
Model Village Programs
• Safe Water
• Water Conservation
• Sustainable Agriculture
• Education
• Women Empowerment
• Widow Empowerment
• Model Communities
• Humanitarian Work

163
Program
Name
Aspects of
Program
Outcome Images
Safe Water Bore Wells
Community
Water
Purification
Plants
Water
Infrastructure
for Tribal
Communities
The bore well program aims to
make water accessible to rural
families who would otherwise
have to walk punishingly long
distances to collect water. The
program is designed for
communities of about 100-200
people, or around 40 families.
20 Liter @3 Rupes
A Community Water Purification Plant
for the Village of Karadpalli
Sustainable
Agriculture
Organic
Farming
Different kinds of material
inputs to encourage the farmers
pursue sustainable agriculture
through organic farming.
Average cost for implementing organic
farming project in one village with 20
1,261 Farmers
1,404 Acres of land
is being used for organic
cultivation.
10+ Varieties of Crops

164
Empowering women socially, financially, intellectually
and politically
2,29,708 women
are part of a network of 18 000 Self-Help Groups across 1 500 villages
in 23 districts of Telangana and Andhra Pradesh, and one district in
Karnataka.
176,337 micro entrepreneurs
are economically empowered each year through support for their
micro-enterprises.
41,974 literacy beneficiaries
have taken adult literacy classes and can now read and write.
541 rural government schools
with more than 160 000 children have been provided furniture, library
infrastructure, water and sanitation facilities.
1 600 Vikasa (orphan) children
have been identified through our Women’s Program and are being
cared for and educated
Improving the quality of public education through active
community involvement
50 000 women, 1 400 children and 300 guests
attend the annual Orphan Solidarity functions and fundraise
millions of rupees among themselves for the children’s
education.
730 children of widows
received above 80% marks at the university level and have
received partial financial help to continue their studies.
193 college-going children
have been helped financially, selected on the basis of their
excellent academic performance.
3 655 youth
have been organized into 400 youth groups in 55 villages,
coordinated by 18 Youth Development Agents and Bala
Vikasa field coordinato

165
Some NLP Techniques used by Bala Vikasa
NLP has many techniques that can be used to suit different situations. Bala
Vikasa NLP practitioner drew on the following NLP techniques as they were the
best suited techniques to achieve the objectives of its training sessions, that of
motivating and empowering women leaders and poor widows:
1.
2.
3.
4.
The circle of Excellence
Distancing oneself from the unwanted Memories
Swish Pattern
Flower Technique

166
Some NLP Techniques used by Bala Vikasa
The circle of Excellence
What would you have accomplished in your life if you had more confidence in yourself?
Which positive feelings from your past would you want to re-experience if you could
transfer them from where they happened in your life to where you really want them now?
Distancing oneself from the unwanted Memories
Ask the participants to think of an unpleasant memory. Let the participants see it in
form of a movie from beginning to the end, seeing the people whom they saw, hearing
what they heard and feeling what they felt.
Quickly Swish from Unpleasant memory.
Swish Pattern
Flower Technique
Make the participants think of a favorite flower and Sad memories.

167
Anchor: A specific stimulus; sight, sound, word or touch that automatically
brings up a particular memory and state of body and mind.
Associated (first position): seeing the world out of your own eyes. Experiencing life in your body.
Contrast with Dissociated and third position
.
Behavioral Flexibility: The ability to vary one's actions in order to elicit a
desired response in another person.
Chunk Size: the amount of information or level of specificity considered at one time. People who are
detail-oriented are "small chunkers". People who think in general terms are "large chunkers" - they see
the big picture.
Congruence: When goals, thoughts and behaviors are all in agreement.
Critical Sub modalities: the sub modalities that, when they are changed, the rest of the sub modalities
will change automatically.
Kinesthetic: The Sensory modalities of touch, muscle tension(sensations),
and emotions (feelings).
Dissociated: Viewing/experiencing an event from outside of one's body. Ex. Seeing yourself on a
movie screen. Contrast with Dissociated and third position.
Some Terms of NLP
The definitions of terms are mostly taken from NLP The New Technology of Achievement, edited by Steve Andreas and Charles Faulkner, Harper, 1994.

168
Over the long-term, the 360° approach
results in villages becoming model
communities. A “model community” is one
where villagers have effected change on
multiple levels and where all members enjoy
basic human rights and dignity.
A Model Community that Bala Vikasa has closely
worked with over the last 20 years is
Gangadevipally, which has won numerous awards
and recently attracted the attention of the national
government as an inspiration for its Sansad Adarsh
Gram Yojana (rural development) scheme that was
launched in October 2014.

169

170
“Not so much for the material achievements that they would bring
about, but much more so, because they seem to build up the
community and the individual and to make the latter the builder of his
own village centers and of India in the larger sense.”
Pt. Jawaharlal Nehru – the so called Architect of Modern India

171
Reference:
1. AN INTRODUCTION TO COMMUNITY DEVELOPMENT, Rhonda Phillips and Robert H. Pittman,2009.
2. Community Driven Development in the Philippines, poverty-action.org, GLOBAL HEADQUARTERS 101 Whitney Avenue.
3. Community-driven development decision tools for rural development programmes, Enabling poor rural people to overcome poverty,IFAD,2009.
4. Community-Driven Development: Delivering the Results People Need. July 2009. http://www.worldbank.org/ida.
5. LOCAL AND COMMUNITY DRIVEN DEVELOPMENT MOVING TO SCALE IN THEORY AND PRACTICE, Hans P. Binswanger-Mkhize Jacomina P. de
Regt Stephen Spector,2010.
6. Community development: a different way to think about local economies. www.nsplus.co.uk
7. www.newstartmag.co.uk http://livingwithrats.blogspot.com.
8. Community –Driven Developemnt and Local Goverence and Haiti, Shree Bennett; Powerpoint presentation, Bouchet Conference,2009
9. StrategicPlanning workshop,Power Point Presentation, ren.guray@gmail.com.
10. NLP (NEURO LINGUISTIC PROGRAMMING), A. RAJ SHRAVANTHI.
11. What is!Asset,Based Community!Development,(ABCD), Collaborative!for!Neighborhood!Transformation!
12. http://www.neighborhoodtransformation.net/
13. A REVIEW OF COMMUNITY-DRIVEN DEVELOPMENT AND ITS APPLICATION TO THE ASIAN DEVELOPMENT BANK, 2006,
14. Results-Based Management Methodologies and Tools, Cheryl Hebert 2018 Results-Based Management:
15. Logical Framework Approach, UNITED NATIONS STATISTICAL INSTITUTE FOR ASIA & THE PACIFIC (SIAP) CHIBA, JAPAN, SIAP 2007.
16. Results Based Management Concepts and Methodology, UNDP Results Framework Technical Note: 2000
17. Results-Based Management (RBM) for M&E Staff – ITA ,Fida Karim,2015.
18. RESULTS-BASED MANAGEMENT HANDBOOK, UNDAF Programming Network review and UNDG meeting of January 2011.
19. Result Based Management ( RBM) , Balavikasa, CDD training, 2020,
20. Neuro-Linguistic Programming (NLP): A Motivational and Empowering Tool for Community Development,Bala Vikasa, Sharing Series,9
21. http://www.sopar-balavikasa.org/
22. An Introduction to Community Development.www.workforce.org.au
23. Community Development Programme ,1952, BYROHIT DABAS, AKASH SINGH, I.I.T. ROORKEE
24. "Community Driven Development: Broadening Community Authority and Control Over Decisions and Resources" brochure, Social Development
Department, The World Bank.
25. Community based and –driven Developemt : A critical Review ;Ghazala Mansuri and Vyjaendra Rao,The world Bank Research observer, Vol,19,
Spring 2004

172
Thank you
Salma Akter Surma
Lecturer, Architecture Department, premier University, Chittagong, Bangladesh.
Email : surma.arch@gmail.com/ surma.arch@puc.ac.bd.
Linkedin: Salma Akter
https://surmasustainlehumansettelemnt.blogspot.com/

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