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Structure of Presentation
_ Participatory Planning and Management

1. Objectives
2. Introduction
3. Perspective of participatory extension
4. Stages of participatory management
5. Roles of extension managers
6. Application of participatory approaches in extension
 v

Öhis presentation will strengthen extension managers in-
_ ievelop understanding on participatory development and its
principles;
_ Explain the stages of participatory management viz. planning,
implementation, monitoring and evaluation
_ Identify the roles of extension functionaries in participatory
management
_ Apply the participatory approaches in agricultural extension
V

 

_ Participation is a dynamic group process in which all members of

a group contribute, share and are influenced by the interchange of
ideas and activities toward problem-solving or decision making,
an empowering process which enables local people to do their
own analysis, to take command, to gain in confidence, to make
their own decisions, plan and take action.
_ A participatory approach are implies a major role for local
populations in allocating rights and responsibilities over
resources
_ It may involve partnerships with other interest groups at micro
and macro levels, such as district level agencies.
_ Understanding the process of participatory management would
help the extension functionaries to encourage participation at field
level and to play an effective role in sustainable development of
agriculture as a facilitator and catalyst.
3-Perspectives of participatory extension
_ Sen indicates that People¶s participation is a
central feature of rural development and extension
efforts throughout the developing countries across
the world. People¶s participation has been a
constant theme since the beginning of rural
development in all the Asian and African countries,
those have emerged free from the colonial powers.
1. iecentralization of the burden of extension costs
through fiscal system
2. iecentralization of extension through structural
reform with the goal of improving institutional
responsiveness and accountability; and
3. iecentralization of the management of extension
through farmer¶s participatory involvement in
decision making and responsibility of extension
programs
_ Extension Program-----People¶s participation in
extension---involvement of people in the
programs-----directed social change-----
development agencies------analyzing the
situations------- deciding on the problems------
fixing of priorities------- drawing plans of action----
--, taking initiative in implementing activities--------
--through contributing their ideas, materials,
resources, labour and time-------finally evaluating
the results
Rationale of People¶s Participation

   
   




  

   
   
 
 


   
 
   
 
  
  

  
     



   
      
  

   
   
   
   
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_ þasu and Goswami explain two things

i) structural relationships development and the developing people¶s
capacities and skills
ii) the methods and techniques whereby local people can be
brought to play a part and to develop a stake in development
programs and projects. Another way of distinguishing between
different forms of participation is to think in terms of levels or
degrees of participation. Öhese can be understood along a
continuum and can range from participation as essentially an act
of manipulation to a degree of participation in which
stakeholders become partners in the development initiative and
begin to assume full responsibility for its management:
A. Information: When stakeholders are informed about their rights,
responsibilities, and options, the first important step towards
genuine participation takes place. Öhe main draw-back at this
stage is that emphasis is placed on one way communication,
with neither channel for feedback nor power for negotiation.
þ. Consultation: consult with all stakeholders to obtain input of
ideas and suggestions.
C. Consensus building: Enhancing understanding among
stakeholders and draw a acceptable conclusion to all;
i. iecision making: through the collective decisions and
initiation of shared responsibilities for outcomes that may
result.
E. Risk sharing: Öhis 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.
F. Partnership: Öhis relationship entails exchange among equals
working towards a mutual goal. Note that equal as applied here
is not in terms of form, structure, or function but in terms of
balance of respect. Since partnership builds upon the
proceeding levels, it assumes mutual responsibility and risk
sharing.
 Pretty and Vodouhê present a typology of participation: how people
participate in development programs and projects.

1.Passive Unilateral announcement by administration or

Participation project management
2.Participation in People participate by answering questions
Information Giving using questionnaire surveys
3.Participation by People participate by being consulted, and
Consultation external agents listen to views
4.Participation for People participate by providing resources, for
Material Incentive example labor, in return for food, cash or other
material incentives.
5.Functional People participate by forming groups to meet
Participation
predetermined objectives related to the project
6.Interactive People participate in joint analysis, which leads
Participation to action plans and the formation of new local
institutions
7. Self-Mobilization People participate by taking initiative
independent of
external institution to change systems.


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 4. Stages of participatory management

_ Participatory management is a process that consists of

diagnosis of issues and understanding the resources base,
planning the interventions, implementation, monitoring and
evaluation of the outcomes and processes. Öhere should be a
logical sequence of actions and events, which is an important
feature of participatory development. It can be divide into
following-
A-Generating information on the resource situations and issues
concerned
þ-Planning
C-Implementation
i-Monitoring and evaluation
E-Impact assessment
A-Information Generation
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þ- þenefits of planning according to ³Sarkar´
‡ Öo execute program effectively.
‡ Öo focus attention on objectives.
‡ Öo give direction to administration.
‡ Öo reduce overlapping and wasteful activities.
‡ Öo lay foundation for successful operations.
‡ Öo identify potential opportunities and risks.
‡ Öo set standards or criteria against which performance may
be evaluated for facilitating control.
Steps in participatory planning
‡ Understanding the existing condition and Situation analysis
‡ Setting objectives
‡ Community Organization
‡ Analysis of problems and constraints
‡ Conflict resolution
‡ iefinition of options and interventions
-Low cost and Local made
-Ease of adopting by the stake holders
-Low cost of maintenance
-Should take care of problem of displacement of labour
- Should not add to drudgery
-Should be able to address every primary stakeholder
‡ Preparation of action plan
iefinition of objectives intended to be achieved
SMARÖ objectives need to be set for the project SMARÖ
stands for
_ Specific: the objective should specify what intends to be
achieved.
_ Measurable: standards need to be defined so that
achievement of objectives can be judged
_ Achievable: At the field situation, the set objectives should
be achievable and realistic
_ Relevant: objectives need to be relevant to the needs of
local people
_ Öime þound: Öime dimension needs to be defined for
achieving the objectives
Objectives should be set in such a manner that they should
overtly define why the project needs doing, whom it is
meant for and what is the benefit at the completion of the
project. Extension agency should have clarity that
concerns of marginalized poor need to be addressed while
setting the objectives.
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C-þenefits of implementation
_ Most local people are committed to continue the
activities even after withdrawal of external
support.
_ Active participation during implementation helps
develop skills and confidence among the
stakeholders
_ Greater sense of ownership and agreement of the
process to achieve commonly designed
objectives
_ Efforts of local people and inputs are more likely
to be targeted at the identified needs to get useful
outputs.
_ Inputs and activities are more likely to result in
outputs in time, of good quality and within the
specified budgets when local knowledge and
skills are tapped into the project
_ As most stakeholders participate in
implementation, transparency and accountability
Participatory Implementation: Ö
  

  

       
    
 
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Öhe benefits of Participatory Monitoring
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 5. Application of participatory approaches in
extension
According to Chambers-
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