Strategizing for the Integrated Approac

Topics: Millennium Development Goals, Development, United Nations Pages: 15 (878 words) Published: January 17, 2015
STRATEGIZING
FOR THE
INTEGRATED
APPROACH IN
LOCAL
DEVELOPMENT
MANAGEMENT
Prepared by
Mr. Rasell A. De Luna



Development management deals
with the coordination and
management processes of
development programs and projects.
The dominant paradigm in
development management is the
intervention in the form of a
transfer of aid by an external
agency/donor and the oversight of
the related project cycle, i.e. project
identification, planning (formulation
and appraisal), implementation and



Integrated Approach: Looking at the
complex systems as a whole and see if
the individual components fulfil the
main objective of an organisation or
system in a manner which result in
integration of many different disparing
functions and different disciplinary
fields for collective optimum
performance at minimum cost to the
objective in a sustainable manner and
also result in long term benefit to the
environment. Strong emergence of
collective behaviour of complex system
should be the cornerstone of an
integrated approach

THE DOMINANT PARADIGM IN LOCAL
DEVELOPMENT MANAGEMENT
1.

. A

Transfer of aid by external
agencies and donors

non-governmental
organization (NGO) is the term
commonly used for an
organization that is neither a
part of a government nor a
conventional for-profit business.

2. Project identification


Project identification is the
initial phase of the project
development cycle. It begins
with the conceiving of ideas or
intentions to set up a project.
These ideas are then
transformed into a project.

3.

Planning

. Planning

(also called forethought) is
the process of thinking about and
organizing the activities required to
achieve a desired goal.
. Planning involves the creation and
maintenance of a plan. As such,
planning is a fundamental property of
intelligent behavior. This thought
process is essential to the creation and
refinement of a plan, or integration of
it with other plans; that is, it combines
forecasting of developments with the

4.

Implementation

Process whereby “project inputs are
converted to project outputs”. May be
looked at as:
. a. Putting in action the activities of the
project.
. b. Putting into practice what was
proposed in the project document (i.e.
transforming the project proposal into the
actual project.)
. c. Management of the project or
executing the project intentions.
.

5. Monitoring and Evaluation


Monitoring and evaluation (M&E) helps
those involved with community
development projects to assess if
progress is being achieved in line with
expectations. Monitoring is the ongoing
collection and analysis of data that
informs project managers if progress
toward established goals is being
achieved. Evaluation is a comprehensive
appraisal that looks at the long-term
impacts of a project and exposes what
worked, what did not, and what should
be done differently in future projects.

STRATEGIES

TOP-DOWN
DEVELOPMENT


Top-down development is where
decisions about development
are made by governments or by
private companies. The
decisions are enforced on
people. The locals have very
little say. The argument goes
that people gain from ‘trickle
down’ effects – e.g. jobs.

GROWTH POLE APPROACH
DEVELOPMENT OF A CORE
REGION OR GROWTH POLE.




Leading to spread effects benefiting the
country as a whole.
Growth Pole – Could be planned or
unplanned. Development of a specific
location through agglomeration.
(Special Enterprise Zones in China)
Propulsive Industry – Industries which
can stimulate growth. Ship building,
Automobile, Hi tech.

“ BOTTOM UP” “GRASS
ROOTS” DEVELOPMENT


“ Bottom up” “Grass roots” development is to lift people out of poverty by helping them directly. Helping them to
help themselves. Local involvement in the decision
making process. Identifying their needs and deciding on
the most effective solution....
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