Bro­ken is beau­ti­ful

Sun.Star Baguio - - Opinion -

THE store of wis­dom does not con­sist of hard coins which keep their shape as they pass from hand to hand; it con­sists of ideas and doc­trines whose mean­ings change with the minds that en­ter­tain them.” - John Pla­me­natz, Po­lit­i­cal Philoso­pher

Puerto de San Juan, San Juan, La Union - Two an­cient proverbs, like pieces of bro­ken pot­tery when joined, form a beau­ti­ful whole.

In a learn­ing ses­sion, such beauty is ap­pre­ci­ated by cap­tur­ing and com­bin­ing pieces of in­for­ma­tion to ex­pand our con­scious­ness of some­thing, the en­vi­ron­ment we live in, and our uni­verse.

For in­stance, Aris­to­tle, Greek philoso­pher. and sci­en­tist was known to have orig­i­nated the old proverb: “One swal­low does not a sum­mer make.”

Amer­i­can philoso­pher and ecol­o­gist Aldo Leopold im­proved on this an­cient adage. He agreed that “one swal­low does not make a sum­mer, but he added his ob­ser­va­tion, "one skein of geese, cleav­ing the murk of March thaw, is the spring.”

Such is the ap­pre­ci­a­tion and pro­cess­ing knowl­edge - the join­ing of pieces of data and in­for­ma­tion to un­der­stand and con­vey mean­ing to peo­ple in their own times.

Knowl­edge is not static. Among hu­man be­ings, it af­fects the way we live and is a work in progress.

In­deed, there is so much knowl­edge to­day that you can­not just take it for granted. It has al­ways been part of so­cial gov­er­nance but now more than in any other time of his­tory, knowl­edge has be­come a crit­i­cal cap­i­tal.

Knowl­edge and its man­age­ment are not made by per­fect peo­ple (Are there any?), but by com­mon folks, who are, in many ways bro­ken and need­ful of its ben­e­fits

Knowl­edge is orig­i­nated and evolved as peo­ple ex­pe­ri­ence and act on its ben­e­fits. Pro­cessed this way, it has an in­di­vid­ual and com­mu­nal face and char­ac­ter­is­tics.

In the Cordillera, good and best indige­nous prac­tices are de­vel­oped through time and are im­ple­mented by fam­ily mem­bers, rel­a­tives, clan mem­bers, and the com­mu­nity to im­ple­ment their en­ter­prises and projects.

One can never make a judg­ment against a com­mu­nity best and good prac­tice with­out know­ing and un­der­stand­ing how the peo­ple in the com­mu­nity are do­ing it. But what is best and good in one place may not ap­ply in an­other.

At the CHARMP2, we orig­i­nated the idea that our ben­e­fi­cia­ries can be in­volved in the im­ple­men­ta­tion and mon­i­tor­ing of sub­pro­jects in the field.

The ac­tions in pur­suit of this pro­posal were an­chored on the par­tic­i­pa­tory na­ture of the Project.

In con­sul­ta­tion with Project stake­hold­ers, we de­vel­oped strate­gies and method­olo­gies to guide the im­ple­men­ta­tion of the de­sired ideal. Soon, the Barangay Project Mon­i­tor­ing Eval­u­a­tion Team (BPMET) came into be­ing, with mem­bers who are mostly project-ben­e­fi­cia­ries.

Through­out the im­ple­men­ta­tion of the CHARMP2, the BPMET and its roles and ac­tiv­i­ties be­came a good prac­tice in project im­ple­men­ta­tion.

It has since been scaled-up ver­ti­cally and hor­i­zon­tally in the quest to im­prove the man­age­ment and op­er­a­tion of sub-project im­ple­men­ta­tion.

Knowl­edge and its prod­ucts are con­stantly be­ing chal­lenged from within and with­out. That is its dy­nam­ics or it fades into ob­scu­rity.

In Benguet Prov­ince, par­tic­u­larly in Ka­pan­gan, where the best CHARMP2 BPMET evolved, the com­mu­nity and lo­cal gov­ern­ment unit (LGU) have seen the many ben­e­fits of in­volv­ing ben­e­fi­cia­ries in mon­i­tor­ing de­vel­op­ment projects. They have passed barangay and mu­nic­i­pal or­di­nances in­sti­tu­tion­al­iz­ing and sus­tain­ing the BPMET and its ac­tiv­i­ties.

At the CHARMP2 and now CHARMP2 Scale-

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