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Community development programmes have been initiated to tackle the shared problems of local communities. The nature, volume and tenure of the development programmes depend on the felt needs and available resources. Different nations initiate community development programmes at different times. Pakistan was among first few countries to launch local level development programmes during the early 1950s, after consultation from the United Nations. The Government started the Village Agricultural Industrial Development (V-AID) and Community Development Projects (CDPs) that focused on rural and urban areas, respectively. The CDPs introduced the self-help and bottom-up development approaches in the early years, which led to great success. The mode of working of CDPs was changed with different transitions and expansions in their working styles and services. These projects are still alive and provide community development services directly, as well as indirectly through nongovernmental organisations (NGOs) registered with the Department of Social Welfare. This survey research was conducted to describe and explore the present working practices, problems and needs of government-run CDPs in Punjab Province, Pakistan. In 36 districts of Punjab, officers-in-charge at the CDPs (Deputy District Officers), NGOs registered with the CDPs and non-CDP-registered NGOs were included as respondents. Questionnaires having both closed-ended and open-ended questions were used as data collection tools. Results in the form of frequencies and percentages are presented in simple tables, multiple response tables, bar charts and pie charts. In addition, open-ended responses were coded, quantified and presented in multiple response tables. Analysis of data obtained from the three groups of participants provided rich and valuable results about the current work practices of CDPs. I found that CDPs are well-known government-run development projects that register, guide, assist and monitor NGOs and initiate direct programmes in communities. Almost all CDPs cover more than 35,000 people in their working areas with and face problems of untrained staff and staff shortages as mainly reported by NGOs. The respondent NGOs, in comparison to the DDOs, report the CDP staff performance as low and unsatisfactory. The role of CDPs in the NGO registration and emergency services is acknowledged. NGOs viewed the CDPs registration services overly long and complicated. Further, the mode of operation of the CDPs and their authority to deal with the local people and NGOs was found to be complex. In this regard, CDPs have limited authority and have to follow instructions given by higher authorities. The respondent NGOs consider the CDPs and higher authorities to be more authoritative in deciding planning and implementation of projects initiated by the CDPs directly at the local level. The CDPs face various problems that affect their smooth working. The responses of all three types of respondents report heavy population coverage, staff shortages, lack of staff training, lack of funds, and a lengthy and complicated NGO registration process as major hurdles affecting CDPs performances. Other problems include the limited authority of CDPs to fund NGOs and to take action against nonfunctional and unregistered NGOs, lack of transportation for field activities and noncooperation of the NGOs and local people. In addition, the CDPs need proper office buildings, equipment and cooperation from higher authorities, NGOs and local people. Following analysis of the responses provided, this study recommends that the higher authorities should equip the CDPs with more and better trained staff, more funding, better office buildings and equipment, more transportation, an improved and easy NGO registration process and more authority. The respondents also suggest the local NGOs and community should remain in contact and cooperate with the CDPs, and that the DDOs should assist the local communities and NGOs in problem-solving.

Thesis (M.Dev) --University of Limpopo, 2010 / This study focuses on the impact of management on the sustainability of the community development projects in Mutale Local Municipality. Mutale Local Municipality (MLM) is in the Limpopo Province and is about 262km north of Polokwane. MLM is predominately rural and it has two towns, which are: Mutale and Masisi. Fighting poverty is a serious challenge facing the people from this area today. It is interesting to note that poor people in the rural area are mobilizing themselves and start community development projects in cooperation with the government. The Department of Health and Social Development is providing government officers who visit these community development projects with the aim of helping the communities to ensure that these projects are sustainable. The labourers who are attached to the community development projects are then able to look after their families with the money they get from the projects. The communities of Mutale decided to tackle poverty through the establishment of the following community development projects: Tshandama Community Bakery, Thengwe Egg- laying, Mveledziso Catering and Decoration, Matomboni Crusher Stone and Bale Vegetable Garden. The final results from the study show that most of the rural community development projects lack proper management. The main reasons leading to poor performance of community development projects, among others are lack of financial plan, improper management style and lack of active participation of key stakeholders. The study highlighted significant information about the impact of management on the sustainability of the community development projects in Mutale Local Municipality. It was hoped that the recommendation made in this study would assist the community development projects in our country South Africa. Youth should be involved in community development projects. Community projects should be monitored regularly in order to improve the productivity. All the people who are attached to the community development projects should be trained and capacitated toward financial planning, marketing and security management.

Thesis (M.S.W.)--University of Hong Kong, 1987.

Thesis (M.S.W.)--University of Hong Kong, 1981.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1994. / Includes bibliographical references (leaves 183-190).

Thesis (M.Soc.Sc.)--University of Hong Kong, 1994. / Includes bibliographical references (leaves 183-190). Also available in print.

Thesis (M. Dev.) -- University of Limpopo, 2003 / Refer to document

Thesis (M.Dev.) -- University of Limpopo, 2012 / The study focused on the Local Economic Development (LED) challenges facing the local government in Limpopo Province. The specific study area was Motumo Trading Post located in Molemole Local Municipality. Molemole Local Municipality is one of the five municipalities in the Capricorn District Municipality. The study was qualitative in nature and included some elements of quantitative research in the form of numbers, graphs and tables and concentrated on the functionality of the Motumo Trading Post project. The respondents in this study were the community members of Matoks (known as Botlokwa in Sepedi), the Councillors of Molemole Municipality, managers of both Molemole local Municipality and Capricorn District Municipality, the traditional leaders and mayors of Molemole Local Municipality and Capricorn District Municipality. The study indicates that the local government, through municipalities is faced with challenges of bringing about economic growth to the poor people, especially in rural areas, through local economic development projects. The findings in this study indicate that Motumo Trading Post, which is a government initiative to improve the standard of living of Matoks community, has had no impact since its completion. The community of Matoks did not benefit from the project and the plans by the municipalities were not realised. The study also shows that not enough was done to involve the stakeholders in the planning and development of the project.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1984.