Natural RM Extension Teckniques ppt-1.pptx

1. By Abel Arja

2. CHAPTER ONE
INTRODUCTION
Concept of Extension
• The original concept of extension was that of bridging the gap
between the farmers and the sources of information or
knowledge.
• Such sources included organizations or institutions generating
knowledge and technologies such as research centers,
universities and administration.
• Research Extension Farmer
(This is also called technology transfer).

3. What you understand from the picture?

4. Principles of Extension
1. Principle of cultural difference. Extension work to be successful,
it must be carried out in harmony with the cultural pattern of the
people.
2. Grass roots principle. Extension program should start with local
groups, local situations and local problems.
3. Principle of indigenous knowledge. Instead of ignoring the
indigenous knowledge systems as outdated, the extension agent
should try to understand them and their implication in the life of the
people, before proceeding to recommend something new to them.
4. Principles of interest and needs. People’s interest and people’s
needs are the starting point of extension work. Extension work shall
be successful when it is based on the interest and needs of the people
as they see them.

5. CONT…
5. Principles of learning by doing. Learning remains far from perfect,
unless people get involved in actually doing the work. People should learn
what to do, how to do, and with what result.
6. Principle of participation. Most people of the village community
should willingly cooperate and participate in identifying the problem,
planning of projects for solving the problems and implementing the
projects in getting the desired results.
7. Family principle. Family is the primary unit of the society. The target
for extension work should, therefore, be the family. That is, developing the
family as a whole, economically and socially. Not only the farmers, the
farm women and farm youth are also to be involved in extension program.
8. Principle of leadership. Identifying different types of leaders and
working through them is essential in extension. The leaders may be trained
and developed to act as carriers of change in the villages.

6. 9. Principles of adaptability. Extension work and extension teaching
methods must be flexible and adapted to suit the local conditions.
10. Principles of satisfaction. The end product of extension work should
produce satisfying results for the people. Satisfying results reinforce
learning and motivate people to seek further improvement.
11. Principles of evaluation. Evaluation prevents stagnation. There
should be continuous built-in methods of finding out the extent to which
the results obtained are in agreement with the objectives fixed earlier.
CONT…

7. Extension Method
 Extension methods may be defined as devices used to create
situations in which new information can pass freely between
the extension worker and the farming communities.
 It can also be defined as the tools and techniques used to create
situations in which communication can take place between
the rural people and the extension workers.
 The extension methods can be
grouped based on the number of
people they aim to reach:
• Individual extension methods
 Group extension methods
 Mass extension methods

8. • The extension agent meets the farmer at home or on the farm
and discusses issues of mutual interest, giving the farmer both
information and advice.
• Individual meetings are probably the most important aspect of
all extension work and invaluable for building confidence
between the agent and the farmer.
 Farm/Home visit
 Office calls
 Personal Letter
 Telephone calls
 Informal contacts
1. Individual extension method

9. Advantages of individual extension method
 Immediate feedback
 Freedom of speaking is high
 Solving problems of investment decision,
 Integration of Extension agents' information with the farmer and
 Building trust between the two parties.
Disadvantages of individual extension method
 Costs are very high in terms of travel resource, etc.
 Small proportion of a target group could be reached.
 It is seldom a solution for promotion of collective interests

10. 2. Group extension methods
• The rural people or farmers are contacted in a group, which
usually consists of 20 to 25 persons. These groups are usually
formed around a common interest.
• These methods also involve a face-to-face contact with the people
& provide an opportunity for the exchange of ideas, for
discussions on problems & technical recommendations &
finally for deciding the future course of action.
 Group meetings/discussions
 Demonstrations
Advantages of group methods
• A large number of farmers can be reached, even if the material
and staffing provision of the extension service is limited.
• Extension costs per head of the target group are reduced.
 Field days
 Field Tours

11. • Group methods permit more participation by the target groups.
• Techniques of group dynamics can be used to accelerate the
spread of information and increase the willingness of the farmers
to make decisions.
Disadvantages: These include the following
• Wide diversity in the interest of group members may create a
difficult learning situation.
• Vested interests, caste groups and village factions may hinder
free interaction and decision-making by the group members
• Difficult to give attention to all members
CON’T

12. 3. Mass extension methods
 Printed media (e.g. newspaper)
 Radio
 Television

13. Advantage of mass extension methods:
• They reach large and varied audiences
• They reinforce individual and group contact methods by
complementing or supplementing them.
• They save time and expense in reaching large numbers.
Limitation of mass extension methods:
• Less intensive and less effective than individual and group contact
methods in bringing about changes in practices.
• Lack the advantage of “social contacts” or “personal touch”
• The information provided may not apply to special situations or
individual needs.
• Difficult for the result to be evaluated.
• One way flow of information
• Possibility to ignore the message is high
CONT…

14. CHAPTER
TWO
EXTENSION APPROACHES
Definition:
• Agricultural extension approach refers to the dominant guide
and style of action of an extension system to achieve its goals.
• It is the philosophy or the doctrine for extension system that
informs, stimulates and guides the aspects of the system like
its :
structure,
leadership,
programs,
resources,
linkages etc.
• Many extension approaches have been implemented from time
to time in different parts of the world.

15. 1. General Clientele Approaches
2. Training and Visit Extension Approach (T&V)
3. Integrated (Project) Approach
4. Educational Institution (University-Based) Extension Approach
5. Farming Systems Research/Extension (FSR/E) Approach
6. Commodity Specialized Extension Approach
7. Participatory Extension Approach (PEA) (Client-Based and Client-
Controlled Extension)
8. Cost Sharing Approach (Extension as a Commercial Service)
CONT…
• These approaches have different objectives, but one common objective has
always been to guide and educate the farmers regarding the utilization of
improved agricultural technology so that they can raise their agricultural
productivity and can make it profitable for them.
Eight main Extension approaches are:

16. 1. General Clientele Approaches(General Agricultural
Extension Approach)
• Assumes that technology and information are available which are
not being used by the farmers and if this available technology
could be effectively communicated to the farmers, farm practices
would be improved and the farmers could increase their per hectare
yield.
• Top-down oriented as the technology is being transferred from
extension to rural people.
• Purpose: Improve the welfare of the participants
• Program planning: This is controlled by the extension
organization.
• Implementation: The methods used are demonstrations, visit to
farmers, conducting meetings, tours, sometimes these activities are
supported by radio, posters & other publications.
• Success is usually measured by increase in the national production.

17. Advantages
• Integrated development could be achieved
• Large coverage
• It can interpret national government policies and procedures for the
farmers
• Relatively easy to control by central government.
• It provides for rapid communication from ministry level to rural
people.
Disadvantage
• It lacks two way communication
• Field staffs are not accountable to the rural people.
• Expensive and inefficient
CONT…

18. 2. Training and Visit Extension Approach (T&V)
• Assumes that extension field persons are poorly trained, not up-to-
date and not visit farmers and further anticipate that management
and supervision is not adequate.
• It also assumed that there is lack of two way communication
between research extension and farmers.
• Purpose: Is to induce farmers to increase production of specified
crops.
• Control of program planning is centralized.
• Implementation: Relies basically on visits by village level
extension workers to small group of farmers or to individual
contact farmers.
• Success is measured by increase in yields & total production of
crops being emphasized.

19. Advantages of T&V approach
• Close working relationship between research, extension and farmer
• Organized extension service provision
• Because of regular training, It gives and works a guideline up-date with
timely information.
• Close supervision of extension activities
• Logistical support to extension staffs are more available.
Disadvantages T&V approach
• Lack of actual two-way communication.
• Not cost effective
• Not work in absence of good research establishment (No ready technologies )
• T & V cannot increase production unless the contemporary parts of the small
farmer development package like input supply & credit, market mechanisms
& price incentives are in place.
CONT…

20. 3. Integrated (Project) Approach
• Assumption: It assumes that large government funded approaches
are not likely to have a significant impact upon either agricultural
production and rural people, and that better results can be achieved
in a particular location during a specified time period with large
infusions of outside resources.
• sometimes it is assumed that the successful methods and
techniques, demonstrated inside the project will be replicated in
other locations throughout the country.
• Project approach has to rely on special outside funds by the donor
agencies.
• The lifetime of a project is relatively shorter and is limited to a
specific location.

21. • Purpose: to demonstrate within the project area, what can be accomplished in a
relatively short period of time.
• To test a variety of alternative extension methods/approaches so as to learn
which are most appropriate for the particular setting.
• The program planning is usually outside the project location, with the central
government, the donor agencies or some combination as may be indicated in
the project agreement.
• Implementation: project management staff, project allowances for field staff
with better transportation, facilities, equipment, better housing than regular
government program and as well as foreign advisors for local staff.
• The project staff is exclusively responsible for the execution of the program
plans according to a set line of directions by the government and donor
agencies.
• Success is measured usually in short run achievements like the adoption of
recommended technologies by the people in the project area.
CONT…

22. Advantages of Project Approach
• Quick results will be achieved in short period of time.
• New technologies and methods can be tested and experimented.
Disadvantages Project Approach
• Time too short
• Anticipates a flow of the ‘good ideas’ in the project area to other places.
• When the supply of money ends, so does the project. i.e. The assumption
of continuity seems usually to be un warranted. Once project termination
looms, there is a running down as staff leave and the field unit straggles to
become reintegrated in to a larger national system.
• A tendency to consume a large proportion of resources on baseline
surveys & the establishment of a temporary logistic base.
• Pressures to show immediate results leading to fictitious reporting.
CONT…

23. 4. Educational Institution (University-Based)
Extension Approach
Assumption
• Colleges or schools of agriculture have technical knowledge which is relevant
& useful to farm people. And teaching staff need interaction with ‘real
farmers’ in order to be good teachers of agriculture.
Purpose
• To help rural people learn about scientific agriculture and
• To help teachers & students at schools learn about actual farming practice.
Program planning: Program planning tends to be controlled by the educational
institutions.
Implementation is usually through non-formal instruction in groups, with
individuals and with other methods & techniques.
• Some universities have also established their own radio stations and have
their television channels for the effective transmission of the technologies
developed by them.
Measure of success: High rate of adoption of recommended practice and some
times also participation of farmers in the institutions extension activities.

24. CONT…
Advantages of Educational Institution Extension Approach
 It can help educational institutions in providing real world
relevant examples to their academic teaching materials.
 It can bring researcher to the farmers so that they will be able to
identify the problems of farmers and provide solutions.
Disadvantages of Educational Institution Extension Approach
 The tendency to the institutions to speak too academically which
could not easily understood by the farmers.
 There is competition (i.e. competition which may develop
between personnel from ministry of agriculture & personnel of
ministry of education).

25. 5. Farming Systems Research/Extension (FSR/E)
Approach
Assumptions: Too often, agricultural extension efforts have failed because the
technology available to field extension personnel did not ‘fit’ the local farming
systems. So, if such technology is not available, it needs to be generated locally.
Purpose: To generate more appropriate technologies for farmers and where
possible to improve policies & support services for farm production, to raise
farm families welfare & to enhance society’s goals.
• To provide extension personnel with research results to meet the results to
meet the needs & interests of local farming system conditions.
Program planning: Control of program is shared jointly by local people,
agricultural extension & agriculture researchers.
Measures of success: It is the extent to which people adapt the technologies &
continue to use them over time.
Implementation is through the partnership of research and extension personnel
with each other and with local people/farmers, taking a “systems approach” to
the farm and Extension methods such as meetings, tours and
demonstrations are used

26. • Problem solving in that FSR teams seek researchable problems and
opportunities to guide research & to identify ways for making local
services and national policies more attuned to the farmers needs.
• Comprehensive because FSR team consider the whole farming
activity (consumption as well as production to learn how to
improve the farmers output & welfare, to identify the flexibility for
change in the environment & to evaluate the results in terms of
both farmers & society’s interests.
• Interdisciplinary: in that researchers & extension staff with
different disciplinary back grounds work with farmers in
identifying problems & opportunities searching for solutions
implementing the results.
• Complementary: because it offers a means for using the outputs of
other research & development organization and for giving direction
to others’ work.
The main features of FSR/E

27. Interactive in that FSR teams use the results from research to
improve their understanding of the system & to design subsequent
research & implementation approaches.
Dynamic: in that often team introduce relatively modest changes
in the farmers’ condition first & the favorable results encourage
more significant changes latter.
Responsible: to the society in that FSR team keep the long-run
interests of the general public - both present & future in mind as
well as those of the farming groups immediately affected.
CONT…

28. FSR activities
The basic FSR activities are :
Target & research area selection,
Problem identification & development of research base,
Planning on-farm research,
On-farm research analysis &
Extension of results.
Advantages of FSR
• The messages & the technologies are ‘fit’ to the realities of people.
• Linkage between research & extension
Disadvantages of FSR
• It is a team approach, so costs are usually too high.
• It takes time & patience to study the farming system.
• Reporting & administrative control is difficult

29. 6. Commodity Specialized Extension Approach
• This approach tends to focus on one export crop such as coffee, sugar,
tobacco, cotton or rubber.
• The objective of this approach is to produce & market relatively high value
commodities efficiently & effectively. These commodities are generally
produced for export, as they generate foreign exchange.
• Assumption is that the way to increase productivity or production of a
particular commodity to concentrate on it.
• It is also assumed that grouping extension with such other functions as
research, input supply, marketing, credit and same time’s price control will
make the whole system effective.
• The purpose is to increase the production of particular commodity.
• The program planning controlled by the commodity organization.
• The success of the approach is measured by the increase of the product of
given commodity.

30. • Implementation: tends to be in the form of instructions given to cultivators by
the extension staff.
• This is often done by word of month in face- to-face communication.
• Demonstration & printed media may also be used.
CONT…
Advantages of the Commodity Specialized approach
• The technology tends to ‘fit’ the production problems & therefore the messages
tend to be appropriate.
• Agricultural extension tends to be efficient & effective since extension activities
tend to be coordinated with both input supply & marketing of out put.
• Better coordination with research & marketing, messages tend to be delivered
timely.
• Focus on narrow range of technical concerns, closer management &
supervision, fewer farmers for a given extension worker.
• Being smaller & more focused, it tends to be easier to monitor, evaluate &
relatively more cost effective.

31.  Disadvantages of the commodity specialized approach
• Interest of farmers may have less priority
• It does not provide advisory service to other aspects of farming in the case of
farmers who produce more than one commodity. e.g. Soil conservation, food
production, livestock production etc....
• Farmers may be forced with several extension workers from different agencies,
with competing advice or demands.
• Needs & potentials of the whole farm may not be considered.
• Its narrow focus means that environmental factors may be ignored.
• Extension objectives are determined by agency needs & priorities not those of
farmers.
• Only minority farmers (with particular type of soil, proximity to processing
plants, above average land holding or identified by some criteria) may be
potential beneficiaries
CONT…

32. 7. Participatory Extension Approach (Client-Based
and Client-Controlled Extension)
• Participation of the people involved in development programs is often seen as a
way to make these programs more successful specially for solving problems of
poor people.
• Assumption: Farming people have much wisdom regarding production of food
from their land, but their levels of living & productivity could be improved by
learning more of what is known outside.
• There is an indigenous knowledge system and while it is different from
‘scientific knowledge system’ there is much to be gained by the interaction of the
two.
• Purpose: to increase the production of farming people & to increase the
consumption & enhance the quality of life of rural people.
• Success is measured through continuity of local extension organizations & the
benefits to the community.
• Since programs are planned locally the extent to which program goals and
objectives are achieved is also a measure of success.

33. • Implementation with this approach involves meetings with
small, large, specialized and general community groups.
• In addition demonstrations are typical features with this
approach.
• The farmers’ associations and community organizations visit
each others’ farms, plan tours to distance places to see the
recommendations being practiced successfully.
• Extension agents’ tasks are to stimulate farmers to organize
groups and help them to work effectively for their own benefit.
CONT…

34. Advantages
• Development of self confidence in each participant
• Increasing the relevance of extension messages to farmers’ needs,
• Enhancing learning through purposeful participation and group
pressure,
• Securing appropriate recommendations from researchers through
participatory feedback,
• Assisting in adjusting inputs of supplies, credit and marketing to
farmers’ needs, and increasing efficiency and effectiveness of
agricultural extension
CONT…
Disadvantages
• Lack of control of the program,
• Difficult to manage central reporting and accounting

35. 8. Cost Sharing Approach (Extension as a
Commercial Service)
• It is an extension approach where the cost of agricultural extension is
supposed to be shared between the clients & agricultural extension
system.
• The assumption with this approach is that an extension system is more
likely to achieve its goal if those who benefit from it share same part of
the cost.
• It is assumed that the program is more likely to fit local situations and
personnel are more likely to serve the interests of the clientele of the
program if the costs are shared between the ‘outside’ sponsors of the
program & the ‘inside’ target groups for the program.
• It also assumes that farm people are too poor to pay the whole cost. So,
central and regional government typically provides most of it.

36. • Purpose: Helping farm people learn those things they need to
know for self-improvement and increased productivity.
• It is for this purpose that local people are willing to pay part of
the cost to make funding of Agricultural extension affordable &
sustainable both at the central & local levels.
• It is therefore considered as one of the most promising
approaches to financing agricultural extension.
• Control of program planning is shared by the various levels
paying the costs but must be responsive to local interests in order
to maintain ‘cooperative’ financial arrangements. i.e. Local
people tend to have a strong voice in program planning.
• Success is measured by farm people’s willingness and ability to
provide some share of the cost.
CONT…

37. The advantages of cost sharing approach include:
• Local control of program planning, which increases the relevance
of the program contents and methods to the needs and interests of
clientele, this tends to higher adoption rates
• Local people’s influence on the recruitment and selection of
extension staff,
• Lower cost to central governments as the cost is shared by lower
levels of governments, and often by the farmers/community
organizations.
The disadvantages with this approach are:
• It is difficult to control program planning and personnel,
• Financial management and other aspects of administration tend to
be complex and difficult
CONT…

38. CHAPTER THREE
PARTICIPATORY EXTENSION APPROACH
The concept of participatory approaches
• Participation refers people’s involvement in decision-
making processes, in implementing programs, their
sharing in benefits of development programs and their
involvement in efforts to evaluate such programs
• The concept of participatory approaches refers to
methods and practices that actively involve stakeholders—
especially local communities—in decision-making
processes related to projects, policies, and resource
management.

39. • Is a participatory learning process where farmers and
villagers are involved in identifying, prioritizing and
analyzing problems, make action plans to address these
problems, implement and monitor activities in the action
plans.
• Emphasizes the value of local knowledge and the importance
of empowering communities to take an active role in
managing their resources.
• It contrasts with top-down approaches where decisions are
made by external experts without significant input from those
directly affected.
• Implies a major, but not exclusive role for local populations
in allocating rights and responsibilities over resources.
CONT…

40. Participatory Approaches for Natural Resource
Management
• Participatory natural resource management is a
practice that involves local communities in the decision-
making process for managing natural resources.
• Involve engaging local communities, stakeholders, and
other relevant parties directly in the management and
decision-making processes around natural resources like
land, water, forests, and wildlife.
• Focus on collaboration and shared responsibility,
ensuring that those who are most affected by natural
resource management decisions have a voice in shaping
them.

41. Levels of participation in Natural Resource
Management
i) Manipulation: The lowest rung applies to situations of ‘none-
participation’, where participation is contriving as the opportunity
to indoctrinate.
ii) Information: When stakeholders have informed about their
rights, responsibilities, and options, the first important step
towards genuine participation takes place.
• The main drawback at this stage is that emphasis has placed on
one—way communication, with neither channel for feedback nor
power for negotiation.

42. iii. Consultation: This level entails two—way communication,
where stakeholders have the opportunity to express suggestions
and concerns, but no assurance that their input will be used at all
or as they intended.
• Therefore, it could be said that at this level stakeholders are
‘participating in participation’.
• The most frequent approaches to consultation are chaired
meetings where stakeholders do not contribute to the agenda,
public hearings, and surveys.
CONT…

43. CONT…
iv. Consensus building: Here stakeholders interact in order to
understand each other and arrive at negotiated positions, which
are tolerable to the entire group.
• A common drawback is that vulnerable individuals and groups
tend to remain silent.
v. Decision—making: When consensus is acted upon through
collective decisions, this marks the initiation of shared
responsibilities for outcomes that may result.
• Negotiations at this stage reflect different degrees of advantage
exercised by individuals and groups.

44. vi. Risk—sharing: This level builds upon the preceding one but
expands beyond decisions to encompass the effects of their
results, a mix of beneficial, harmful and natural consequences.
• Things being constantly in flux, there is always the element of
risk, where even the best-intended decisions might yield the least
desired results.
• Hence, accountability is fundamental at this level, especially
when those with the greatest advantage may be the ones with the
least at risk.
vii. Partnership: This relationship entails exchange among equals
working towards a mutual goal.
• Since partnership builds upon the proceeding levels, it assumes
mutual responsibility and risk sharing.
CONT…

45. 1. Passive Participation: People participate by being told what is
going to happen or has already happened.
• It is a unilateral announcement by an administration or project
management without any listening to people’s responses.
• The information being shared belongs only to external
professionals.
2. Participation in Information Giving: People participate by
answering questions posed by extractive researches using
questionnaire surveys or similar approaches.
• People do not have the opportunity to influence proceedings, as
the findings of the research are neither shared nor checked for
accuracy.
Typology of participation in Natural Resource
Management

46. 3. Participation by Consultation: People participate by being consulted, and
external agents listen to views.
• These external agents define both problems and solutions and may
modify these in the light of people’s responses.
• Such a consultative process does not concede any share in decision
making, and professionals are under no obligation to take on board
people’s views.
4. Participation for Material Incentive: People participate by providing
resources, for example labor, in return for food, cash, or other material
incentives.
• Much on-farm research falls in this category, as farmers provide the
fields but are not involved in the experimentation or the process of
learning.
• It is very common to see this called participation, yet people have no
stake in prolonging activities when the incentives end.
CONT…

47. 5. Functional Participation: People participate by forming groups to meet
predetermined objectives related to the project, which can involve the
development or promotion of externally initiated social organization.
• Such involvement does not tend to be at early stages of project cycles or
planning, but rather after major decisions have been made.
• These instructions tend to be dependent on external initiators and
facilitators, but may become self-dependent.
6. Interactive Participation: People participate in joint analysis, which
leads to action plans and the formation of new local institutions or the
strengthening of existing ones.
• It tends to involve interdisciplinary methodologies that seek multiple
perspectives and make use of systemic and structured learning
processes.
• These groups take control over local decisions, and so people have a
stake in maintaining structures or practices.
CONT…

48. CONT…
7. Self-Mobilization: People participate by taking initiative
independent of external institution to change systems.
• They develop contacts with external institutions for resources and
technical advice they need, but retain control over how resources
are used.
• Such self-initiated mobilization and collective action may or may
not challenge existing inequitable distribution of wealth and
power.

49. Co-Management in Natural Resource
• Co-management is: a situation in which two or more social
actors negotiate, define and guarantee amongst themselves a
fair sharing of the management functions, entitlements and
responsibilities for a given territory, area or set of natural
resources.
• Defined as sharing of responsibilities, rights and duties between
the primary stakeholders, in particular, local communities and
the nation state.
• Co-management in natural resource management is a
collaborative approach where multiple stakeholders, including
local communities, government agencies, and sometimes
private entities, share the responsibility and authority for
managing natural resources.

50. • Co-management involves shared governance of natural
resources between the government and local communities.
CONT…
• Recognizes the value of combining traditional knowledge with
scientific management practices.
• Successful co-management requires clear agreements, mutual
trust, and effective communication between all parties
involved.
• A pluralist approach to managing natural resources,
incorporating a variety of partners in a variety of roles,
generally to the end goals of environmental conservation,
sustainable use of natural resources and the equitable
sharing of resource-related benefits and responsibilities.

51. Characteristics of Co-Management
 Capitalizes on multiplicity and diversity. Different social actor
possesses different capacities and comparative advantage in management,
and a partnership stress and builds upon their complementary roles.
 Multi-party but also multi-level and multi-disciplinary. Processes,
agreements and institutions are inclusive rather than exclusive, they
attempt to include all the bearers of interests and concerns who wish to
participate.
 Based upon a negotiated, joint decision-making approach and some
degree of power sharing and fair distribution of benefits among all
institutional actors.
 Stand on the concept of common good, the trust that it is possible to
follow action that harmonizes different interests while responding, at least
to some extent, to all of them.
 Part of abroad social development towards more direction and
collaborative democracy

52. Preparatory Phase:
 Assessing the need and feasibility of co-management
 Identifying stakeholders and resources
 Establishing a start-up team and gathering information
Negotiation Phase
 Developing a common vision and strategy
 Negotiating management plans and agreements
 Establishing co-management organizations.
Learning-by-Doing Phase
 Implementing plans and agreements
 Monitoring and evaluating progress
 Adapting strategies based on feedback
Phases of Co-Management

53. Critical assumptions underlying the participatory approach
1. Participatory approaches facilitate local empowerment by
creating opportunities for specific disadvantaged groups, such as
women or the landless, to have access to external resources
(training, credits) or to mobilize their own resources (organization,
knowledge, skills).
2. The use of participatory approaches will allow the integration of
local knowledge systems into local project planning and
implementation.
• Therefore, in particular during the planning process, emphasis
should put on the mutual assessment and mobilization of local
knowledge and management systems.
• Participation does not just mean getting the basic information out of
the community in order to "target" the project interventions
effectively.

54. 3. Participatory planning facilitates a two-way learning process
between the local community and the project.
• This two-way learning process should facilitate the timely
adjustment of project support services to changing local realities.
4. participatory planning will enhance political
commitment and institutional support for local
planning by building a common understanding
between institutions and local groups.
CONT…

55. Key Principles of Applying Participatory Methods
 Inclusion - of all people, or representatives of all groups who
will be affected by the results of a decision or a process
 Equal partnership - recognizing that every person has skill,
ability and initiative and has an equal right to participate in the
process, regardless of their status.
 Transparency - all participants must help to create a climate
conducive to open communication and building dialogue.
 Sharing power - authority and power must be balanced evenly
between all stakeholders to avoid the domination of one party.
 Sharing responsibility - similarly, all stakeholders have equal
responsibility for decisions that are made, and each should have
clear responsibilities within each process.

56.  Empowerment - participants with special skills should be
encouraged to take responsibility for tasks within their
specialty, but should also encourage others to also be involved
to promote mutual learning and empowerment.
 Cooperation - is very important; sharing everybody's strength
reduces everybody's weaknesses.
CONT…