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Development
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1 Module #1 – Introduction
to Community Development

2 What is a Community? Place Population Political system

Social organization
Cultural system
Economic system
Dimensions of Community
“Community” must be defined so stakeholders can be identified and
appropriately involved in the various stages of the community
development process.
The term “community” has different connotations. It is the generic concept
for how individuals or groups interact socially.
“Community” must be defined so stakeholders can be identified and
appropriately involved in the various stages of the community
development process.
Dimensions of Community:
Place: Determines how government focuses resources geographically
Population: Becomes important when considering growth potential,
employment, infrastructure elements, and institutional services such as
education or health care
Political system: Focuses on distribution of power and collective decision-
making
Social organization: Looks at how social classes and government, business,
and civic and volunteer organizations are structured
Cultural system: Explores values and beliefs, which are held in common by
a group of people and determine behaviors of individual members of the
group
Economic system: Examines strategies for wealth and job creation
“Sense of community” is the phrase commonly used when describing the
origin and maintenance of the social orders established within the group.
Community also refers to groups or groupings of people who happen to
have something in common—pursue a common interest or live in a
common place.
A community of interest may share ideas, beliefs, or concerns, as when a
group is described as being a “special interest” group.

3 What is Community Development?

PROCESS
OUTCOME
Structural changes in a community, including use of resources and the
function of institutions
Increased capacity of people
More community assets such as jobs, income, buildings, and city parks
More resources being used by people
Growth and development often are used interchangeably.
Growth and development can occur simultaneously or independently of
one another.
It can be either positive or negative, depending upon the the perspective of
the person making the judgment

4 What is Community Development?

Citizen participation , both in purpose and function, distinguishes
community development from other types of interventions.
Unless people buy in to self-help and the decision-making process is open
to all stakeholders, the process should not be designated as community
development.
A comprehensive process to manage change that involves citizens creating
a shared vision for the future
Distinguishing Characteristics
Focuses on the whole community.
Emphasizes public participation as self-help.
Uses participatory democracy as a model for decision making.
Uses a holistic approach.
Often initiates the process using a paid professional from outside.

5 Why Practice Community Development?

Can sustain community success despite minimal problems.
Addresses a critical need, such as safety.
Can begin the healing of a divided community.
Decreases feeling of hopelessness after years of neglectful community
building.
Allows people to participate in a civic dialogue.
Gives voice to ordinary citizens.
Creates a common vision for the community.
Improves crisis response.
It doesn’t matter where the community is on the spectrum of success. What
matters is how engaged citizens are in the decision-making process.
The practice of community development is perhaps the most important
action a community will every take. It is through this process that a
community will address its problems, react to change, determine its future,
and create the quality of life citizens desire.
Community development provides a process for citizens to engage in civic
dialogue , which can lead to new ideas and long-term problem solving
rather than short-term fixes.
Public dialogue gives voice to ordinary citizens. They must first understand
how to become involved in community affairs and how to access
information needed for to analyze problem and develop action plans.
When citizens participate meaningfully in community issues, they can \ take
ownership and see that the desired results are achieved.

6 Framework for Community Development

ASSUMPTIONS
VALUES
PRINCIPLES
Assumptions: Guides how we view and treat people.
Values: Describes what the community development practitioner believes,
which guides actions
Principles: Guides the daily decision-making of the community
development practitioner
Practice: Implementation of the community development process and
achievement of desired outcomes
These elements form the foundation for all elements of community
development. What individuals and organizations assume to be true about
people and their relationships guides how individuals and organizations
approach community development and the allocation of resources.
Principles provide the guiding framework for how community developers
practice their profession.
PRACTICE

7 Community Development Assumptions

People are capable of rational behavior.
Significant behavior is learned behavior.
Significant behavior is learned through interaction over time.
People can give purposeful direction to their behavior.
People can impact their environment toward a desired future.
ASSUMPTIONS
People are capable of rational behavior. They can come up with logical
solutions to issues that affect them and help make community decisions.
Significant behavior is learned behavior. As such, people learn to define
themselves in terms of race, gender, class, and other types of formative
characteristics.
Significant behavior is learned through interaction over time. Interacting
with other community members builds relationships and allows honest
discussion.
People can give purposeful direction to their behavior. Purposeful direction
is guidance based on the community’s collective vision of the future.
People can create, shape or reshape much of their collective environment
to formulate a desired future. Many assume people cannot direct their own
behavior—particularly those who rely upon social and charitable services—
but community development promotes this capacity in all citizens.
 8 Community Development Values
All people have basic dignity.
People have the right to help make decisions on issues that impact their
well-being.
Participatory democracy is the best way to conduct a community’s civic
business
People have the right to strive to create the environment they want.
People have the right to reject an externally imposed environment.
The more purposeful interaction and dialogue within a community, the
more potential for learning and development.
Implied within a process of purposeful interaction is an ever-widening
concept of community.
Every discipline and profession is a potential contributor to a community
development process
Motivation is created through interaction with the environment.
VALUES
All people have basic dignity. Communities should banish formal policies
and informal practices that allow racism, sexism, classism and other forms
of discrimination.
People have the right to help make decisions on issues that impact their
well-being. The people’s voice must be heard and honestly considered
regardless of their various viewpoints, interests, or opinions.
Participatory democracy is the best way to conduct a community’s civic
business. Systems must not only reduce barriers but encourage citizen
participation.
People have the right to strive to create the environment they want.
Community development should focus on what people desire for
themselves and not what someone else thinks is right for them.
People have the right to reject an externally imposed environment. People
have the right to voice opposition to projects they deem detrimental to
their quality of life. Community development should seek to bring people
together so various opinions are heard, especially from those in the
community who will be most impacted by the action.
The more purposeful interaction and dialogue within a community, the
more potential for learning and development. Attitudes and beliefs tend to
change after people spend time with new, unfamiliar groups. Over time,
prejudices and stereotypes can be replaced with respect for differences in
background, interests, and cultures.
Implied within a process of purposeful interaction is an ever-widening
concept of community. People realize they have access to information
outside of the community and consider this when developing lists of assets
and resources.
Every discipline and profession is a potential contributor to a community
development process. While the basic building block of community is the
individual, the resources of organizations and professions should be
identified and relationships developed among them.
Motivation is created through interaction with the environment. Sometimes
a person is considered apathetic when he or she really just feels there is
little that they can do about issues of concern to them. People must be
given situations in which they can learn how to make a difference.
Community development must allow citizens to learn new skills and
concepts that will motivate them to address issues of personal concern.

9 Community Development Principles

Self-help and self-responsibility are required for successful development.
Participation in public decision-making should be free and open to all
citizens.
Broad representation and increased breadth of perspective and
understanding are conditions conducive to effective community
development.
Methods that produce accurate information about the community are vital
to the process.
Understanding and general agreement are the basis for community
change.
All individuals have the right to be heard in open discussion, and the
responsibility to respect opposing viewpoints.
Trust is essential for effective working relationships.
PRINCIPLES
Self-help and self-responsibility are required for successful development.
Community residents know more about what they need than do paid
consultants. Citizens should articulate their thoughts and commit to
change; the community developer should organize citizens so they realize
their power, capabilities, and potential in the change process.
Participation in public decision-making should be free and open to all
citizens. While some may not participate in every facet of the community
development process, their ideas, opinions, and support should be sought
throughout the process. Wider involvement and the freedom to express
opinions without fear will produce the strongest array of experience,
knowledge, skills, and resources required for the work to be done.
Broad representation and increased breadth of perspective and
understanding are conditions conducive to effective community
development. Because it is not practical for every citizen to participate in
every community decision, committees are often formed to do the work of
community development. It is important that committees or task forces be
open to representation from all stakeholder groups and that participation
be encouraged.
Methods that produce accurate information about the community are vital
to the process. Information is necessary to assess the community, identify
critical issues, and analyze strengths and weaknesses so that an action plan
can be developed, implemented and evaluated.
Understanding and general agreement are the basis for community
change. When making decisions, consensus should be sought so the plan
can be supported by both sides.
All individuals have the right to be heard in open discussion, whether in
agreement or disagreement with community norms, and the responsibility
to respect opposing viewpoints. Individuals have the right to be heard but
also the respectful obligation to let others speak.
Trust is essential for effective working relationships. Trust must be fully
developed throughout the community before maximum potential can be
achieved. Establishing trust diligent attention and time, especially in
communities with a history of problems or misused power. Trust will only
occur if the community development process adheres to the assumptions,
values, and principles discussed here.

10 Community Development Practice

Process
Outcome
Practice
People develop the ability to collectively help themselves and reduce
reliance on external resources.
An orderly set of steps lead to problem solving, program planning and task
completion.
The results that occur from the community development process.
Outcomes can be physical, environmental, or human capital; financial
resources; or social capital.
Without process, the desired outcomes may be diminished or unrealized.
Without successful outcomes, the process can be devalued or abandoned.
Successful communities understand the role and contribution of each.
Community development is based upon the belief that people can work
together to shape their own destiny if given the opportunity to participate
in a free, open, non-threatening environment. Community development is
not easy and requires people with specific knowledge and skills to facilitate
the process. The results of the community development process are
outcomes that increase the capital of the community.
Outcomes: Outcomes build capacity in the community in various areas.
These areas need to be in balance. Social capital is related to other areas. If
social capital is fully developed, other areas will be successful as well. It will
be very difficult to build the community without social capital.

11 Community Development Process

ORGANIZE: Establish the organizing group and develop a plan for the
process
ANALYZE: Collect and analyze data to determine community conditions
COMMUNICATE: Keep the public informed and engaged in the process
PLAN: Establish the management team to oversee the process and to
create a vision and a strategic action plan with input from all stakeholders
IMPLEMENT: Establish action teams for specific areas of the action plan to
achieve goals and objectives
EVALUATE: Review progress and achievements of action plan; revise as
needed
CELEBRATE: Publicly celebrate accomplishment of goals and recognize
efforts of those involved
SUSTAIN: Set new goals and objectives and begin again
PROCESS
The CD process provides the basic framework within which the community
should work, altering details based upon its issues and resources.
Steps in the process are explained in detail on the following slides.
Slides include items to be considered and a checklist of tasks to be
accomplished.
The details of how the process should be implemented are provided as
suggestions only. Communities should develop the process based upon
their needs and capabilities; however, the general framework should be
followed and no steps skipped. The process will only be completely
successful if followed entirely.

12 A Champion Convenes the Organizing Group

Who: Champion calls a meeting of key leaders
What: Organizational meeting
When: First step in process
Why: To determine level of interest and who will commit to a
comprehensive community development plan
How: Champion organizes and chairs the meeting; champion may continue
in chair role or another leader may assume that role
Consider:
Do we expand an existing organization or create a new one?
Who will champion the cause?
Do planning group members understand the community development
process?
Should a professional community developer (facilitator) be used?
Are key stakeholder groups represented?
Do (Organizational Meeting):
 Meeting of organizers held
 Needs described and support sought
Community development process reviewed and adopted
Organizing group’s structure and name agreed upon
Use of a professional community developer considered
Finance committee established to identify financial resources to underwrite
the process and sustain it
 Action items developed and assignments made
Stakeholder representatives chosen and meeting planned
Strategies developed to ensure participation of underrepresented
stakeholder groups; must extend beyond mere invitation

13 Organizing Group Develops the Mission Statement and

Identifies Stakeholders
Who: Champion who called the meeting or a professional community
developer
What: Agenda items during organizational meeting
When: During organizational meeting
Why: To determine purpose and who should be involved
How: Leaders attending organizational meeting develop and approve
mission statement and identify stakeholders
Consider:
What is the scope of the community to be addressed?
Who are the stakeholders in the community?
What is the organizing group’s purpose?
What does the Organizing Group expect to accomplish?
Do:
 Mission statement developed
 Mission statement used to guide decision making and keep organizing
group focused on its purpose
Database developed naming key leaders in stakeholder groups that have
an interest in or will be affected by the community development plan
Future meeting planned for stakeholders identified in database

14 Organizing Group Collects and Analyzes Information Related to

Condition of Community
Consider:
How can information about the community be gathered?
Who will gather the information?
Who will analyze the information?
How will accuracy, validity, and reliability of data be assured?
Who will organize the information for public use?
Consider:
How can information about the community be gathered?
Who will gather the information?
Who will analyze the information?
How will accuracy, validity, and reliability of data be assured?
Who will organize the information for public use?
Who: Organizing group and CD professional identify
organizations/individuals with research and analysis skills and obtain
commitment to participate
What: Information and data that will provide foundation for CD process
When: Preliminary data can be compiled by Champion or CD Professional
before the organizational meeting with remainder complied between
organizational meeting and meeting of community stakeholders
Why: To provide factual basis for process and the action plan that will be
developed; to increase use of data rather than emotion in future dialogues
and decisions
How: Organizing group establishes a research committee to identify
community organizations with research capacity. Research committee can
oversee citizen surveys, focus groups, town hall meetings, workshops on
critical need areas, business opinion surveys, and other methods to obtain
demographic data as well as public opinion
Do:
 Information, both fact-based as well as public opinion, gathered
 An environmental scan of community conditions performed and a
community profile prepared
 A SWOT analysis conducted (strengths/weakness/opportunities/threats)
 Critical needs listed
 A report prepared to serve as a basis for communicating with the public;
it should document need and resources that will fund the community
development process
Who: Organizing group and CD professional identify
organizations/individuals with research and analysis skills and obtain
commitment to participate,

15 Organizing Group Communicates with the Public

How will the organizing group keep the public informed?
How will the organizing group seek public input?
How will organizing group members who represent specific stakeholder
groups keep their constituencies informed?
How will the media and other public outlets be involved?
How will the “hard to reach” be reached?
Consider
Communications committee established
Communications infrastructure put in place, including internet site
CD process materials developed
Public input acknowledged and acted upon, even if the action is only to
hold it for future consideration
Periodic reports to the public and to financial/in-kind contributors
published
The CD process branded through the use of logos, t-shirts, cups, bumper
stickers, etc.
Do
Who: Communications committee with guidance from CD professional and
in conjunction with research committee
What: Development of two-way communications plan between organizing
group and the public
When: Throughout the entire process
Why: It is a critical element of success; public input is needed from all
stakeholders to identify critical issues; public information is needed to
engage citizens and maintain their support for the process
How: WWW site, local media, public access cable channels, billboards,
printed materials distributed through stakeholder groups, public speakers
bureau, schools, churches; any public venue

16 Organizing Group Expands and Develops the Community

Development Action Plan
How can the organizing group more broadly represent stakeholder groups?
What is the shared vision of stakeholders participating in the process?
What must be included in an action plan to realize this vision, including
timeline and resources needed?
Who is on the team that will oversee implementation of the action plan?
Consider
Organizing group expanded to include representatives from all stakeholder
groups
A vision statement adopted to guide action plan
Action teams representing all critical-issue areas organized
Plan management team of 7-9 people appointed by organizing group to
keep the process moving forward
Do
Who: Organizing group
What: Extra stakeholders join in to adopt a shared vision statement, action
teams are formed to develop an action plan for each issue area. Each
action team must develop goals, objectives, strategies, a timeline, and
needed resources for its issue area. The action teams’ plans will be
combined into a master document covering the entire community. The
organizing group appoints a plan management team for the ongoing
process.
When: After data has been analyzed so supporting data can be provided to
identify and justify each critical issue area. Representatives from ALL
stakeholder groups must be identified and participate in this meeting.
Stakeholders should be given a chance to volunteer for action teams of
their choice.
Why: Data is needed so stakeholders can identify and justify each critical
area. Data will also be used to develop action plans. Action plan teams
must be appointed to manage the process for each critical area and the
plan management team provides overall guidance for the process.
How: Organizing group appoints action teams and respective chairs and
the plan management team.

17 Plan Management Team Implements the Community

Development Action Plan
How will the process be monitored?
Are timelines being met?
Have new issues emerged that warrant more action teams?
How can initial momentum be sustained through early successes?
How can more volunteers be recruited?
What internal and external resources can be tapped?
Consider
Regular meetings held between organizing group and plan management
team to monitor and adjust actions
New action teams created as new issues emerge
Regular reports from action teams provided to plan management team
Early success stories publicized to sustain momentum
Public regularly informed about progress
More resources sought to sustain the process and achieve outcomes
Do
Who: Plan management team, action teams, organizing group
What: Implementation of the original Strategic Action Plan, including early
successes
When: After plan management team and action teams have been
organized
Why: To provide structure and oversight for the process. Early successes
needed to maintain momentum.
How: Collaboration between management team, action teams, organizing
group and community volunteers

18 Organizing Group and Plan Management Team Evaluate the

Community Development Action Plan
How will success be evaluated?
When and how often should process be evaluated?
Do any activities need to be added or eliminated?
What is going well and what needs to be improved?
What are the next steps to keep the process moving forward?
Consider
Do
Evaluation procedures defined by organizing group and plan management
team
Procedures developed to include scheduled interim evaluations
New action teams appointed as needed
Who: Organizing group, plan management team, action team chairs
What: Evaluation of procedures and progress
When: At specific intervals and at conclusion of process
Why: Maintain integrity of the process, ensure quality, and give opportunity
to adjust if needed
How: Procedures for evaluation to be determined by the organizing group
and plan management team

19 Community Celebrates Achievements of the Community

Development Action Plan
What should be celebrated?
Who should be recognized?
What activities can be undertaken to celebrate?
When should celebrations occur?
Consider
Periodic public celebration events (can be public gatherings or published
information) planned by organizing group/plan management
team/communications committee
An annual progress report published
Volunteers from all stakeholder groups recognized, as is any progress
toward goals
Recognition materials, such as t-shirts, discount coupons, prizes, and other
creative items, provided at events
Do
Who: Managed by the communications committee but includes all involved
in the process
What: Celebration events
When: Throughout the process when success occurs; regular recognition of
volunteers at events and meetings; communitywide celebration at end of
process
Why: To create and sustain momentum, keep volunteers engaged, retain
and increase funding and resources, create social capital and community
spirit
How: Communications committee includes celebration activities into the
communications plan

20 Organizing Group Works to Sustain the Community

Development Action Plan
What new goals and objectives need to be addressed to achieve our vision?
What new citizen input needs to be considered?
Are any stakeholder groups still not participating and, if so, how can they
be enticed to become involved?
Can issues identified earlier now be addressed?
Do any changes groups or teams need to be made?
What resources are needed to continue progress long-term?
How can the process be institutionalized throughout community
organizations?
Consider
Do
Who: Organizing Group and Plan Management Team
What: Activities that will sustain the effort until the community vision has
been achieved; involvement of new leadership
When: At end of the process
Why: To ensure that the CD process is institutionalized within the
community and that initial efforts are the beginning, not the end. New
leadership will prevent burnout of existing leaders and expand the base of
leadership to include underrepresented stakeholder groups.
How: Facilitated assessment process
Effectiveness of organizational structure and leadership evaluated by
organizing group, which takes appropriate action
Resources to sustain progress sought
An action plan developed to begin the process anew

21 Community Development Outcomes

Environmental Capital
Human Capital
Physical Capital
Financial Capital
SOCIAL CAPITAL
Outcomes are the results of the community development process, which
increased the community’s capital in a variety of areas—human capital
such as a skilled work force, physical capital such as bridges, financial
capital such as micro loan funds, and environmental capital such as natural
resources.
All of these represent a physical increase in community capital that is
visible and easily identified as a community asset.
Another element of community capital is less visible but equally important:
Social capital.
Social capital is the extent to which members of a community can work
together effectively to develop and sustain strong relationships; solve
problems and make group decisions; and collaborate effectively to plan, set
goals and get things done.

22 Social Network Analysis and Mapping

Can represent relationships between individuals, organizations, businesses,
or other community/region entities
Annie
Jason
Connie
Larry
Peter
Karen
Each dot can represent an individual and that person’s relationship to other
individuals. It can also represent relationships between organizations or
map community assets.
If Annie is looking for a job and Karen has one to offer, Annie can ask either
Jason or Connie to provide an introduction. If Peter is looking for the same
job, he doesn’t need an introduction. The same process can be used to
identify how disease spreads or identify crime networks. It also can be used
to identify community assets and where gaps exist.
Social capital is characterized by shared trust, shared norms and values,
reciprocity, cooperation, social cohesion, volunteerism, mutual benefit,
neighborliness, and a variety of other conditions that relate to relationships
between and among individuals and the organizations through which
individuals conduct the civic business of the community.
There are three types of social capital—bonding, bridging, and linking.
Bonding social capital concerns relationships among those with personal
familiarity, such as family or friends.
Bridging social capital represents relationships across ethnic groups, the
workplace, or the neighborhood where one lives, with people who share
interests or characteristics but have limited personal interaction.
Linking social capital represents relationships among social classes, the
world on a more global scale, or groups where one segment has power and
influence and the other does not. Social capital, unlike other forms of
community capital, does not get used up, and in fact, the more it is used,
the more of it is generated.
Social network analysis is the mapping and measuring of community
relationships to reveal strengths as well as areas for improvement.
Mapping can span the entire community or just specific sectors.
With regard to the community development process, social network
mapping helps identify stakeholder groups and community strengths and
perform gap analysis. It is a tool for identifying areas where work is needed
to increase bridging and linking social capital.
 23 Building Social Capital
Is there trust in the community?
Is there a shared vision for the community with priorities identified?
Is there a spirit of cooperation with problems and needs discussed openly?
Are people willing to accept leadership roles?
Does a well-developed communications system keep citizens informed?
Does the community have a history of working together?
What organizations or groups have strong ties to the community?
Does a sense of reciprocity exist in the community?
Are social norms and values recognized with social services that facilitate
these values?
Do individual members of the community at large or in neighborhoods
know one another?
Are there festivals, parades, or other public events that bring people
together?
What is the level of volunteerism?
Are neighborhood organizations and citizen coalitions active?
Do people generally feel their participation in civic affairs can make a
difference?
These are examples of questions that can be discussed to determine the Strategic Planning for NIGP
level of social capital in the community. Chapters NIGP 2011 Forum
August 27. 2011 Paul J.
Brennan, CPPO.
24 Aspects of Development
Leadership
Development
Community
Development
Economic
Development
Holistic Approach to Development
Communities must maintain a balanced and comprehensive strategy for
development. Leadership development creates skilled citizens with the
desire to implement a community development process that prepares a
community to take advantage of economic opportunity.

25 Chattanooga, Tennessee
Crisis: Worst air quality in nation
Organized: Task force of public/private/nonprofit sectors was organized to
consider city’s future
Information Collection: Task forces conducted public meetings, studied
successful cities, profiled demographics of community
Development organization formed: Chattanooga Venture formed, mission
developed, community teams established
Strategic Plan: Included more than 200 programs and projects
Implementation: Outcomes achieved in all areas of community capital
Celebration: Community engaged throughout process and celebrated
success.
Evaluation: Leadership evaluated progress many times and adjusted course
as necessary
Sustained: Success continues through Chattanooga Venture
Success like that achieved in Chattanooga does not happen without
effective leadership.
Lasting legacy of the process is a structure that allows people to work
together to address common problems and opportunities with interests of
all stakeholders considered.

26 Essence of Community Development

I think a healthy community is one where people are not just out for
themselves, and they are not just working on their individual pursuits, but
where they understand their relationship and responsibility to other
people.
Wilma Mankiller, former chief of the Cherokee Nation

27 LouisianaCommunityNetwork.com

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