2/25/2010
Creating the Dynamic Fit:
Steering Community-driven Projects
for Environmental Protection
Benjamin Bagadion, Jr.
UP School of Management
Community-driven
• Involvement of
stakeholders in the
planning,
implementation,
evaluation of projects
• Participation drives
projects to success and
completion.
• CBRM
Forms of
Community-driven Projects
Ecotourism
• Bantay-Dagat or
Gubat
• Ecotourism
• Community Social
Enterprise
Community Social Enterprise
•
Sustainable production of citronella
oil in Kanapawan, Labo, Camarines
Norte
INGREDIENTS FOR CBRM SUCCESS
 community needs
 organizational
strategy
 capacity
 inputs
 leadership
 sense of ownership
by the community
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MAKILING MOBILIZATION MODEL
N
The presence of these
variables in a project
neither guarantees nor
determines project
success. Success ensues
from the way these
variables interact to
create an equilibrium, a
DYNAMIC FIT.
S
L
C
I
PRINCIPLES OF THE MODEL
O
PRINCIPLES OF THE MODEL
N
S
L
I

the double-pointed arrows forming the triangles
interlink the different variables with one another,
signifying their interdependence and
interrelationship
MAKILING MOBILIZATION MODEL
C
O
• the circle connotes the linkage between external
and internal forces (the feedback and feedforward
processes)
• the discs signify the different variables: needs,
input, sense of ownership, strategy, leadership,
capacity
FIRST PRINCIPLE
N
Other stakeholder interests
S
L
I
Strategy:
A fusion of community
needs and the concerns
of external agencies
C
O
N = Needs
S = Strategy
C = Capacity
L = Leadership
I = Inputs
O= Ownership
Community needs
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SECOND PRINCIPLE
The organizational
capacity/expertise must
fit the strategy
FOURTH PRINCIPLE
The people must have a
sense of ownership for the
project.
SIXTH PRINCIPLE
Inputs must be timely
and congruent with the
strategy, and with the
needs of the situation.
THIRD PRINCIPLE
There must be a capacity or
mechanism to respond to
evolving situations on the
ground.
FIFTH PRINCIPLE
Break down the strategy
into small, doable segments
around which people can
mobilize and do things by
themselves.
SEVENTH PRINCIPLE
A dynamic leadership to
ensure equilibrium
among all the variables
of project success
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EIGHTH PRINCIPLE
Tread softly,
engender trust and
confidence among all
stakeholders
4

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