SOCI 202 COMMUNITY DEVELOPMENT AND WELFARE

Topic 2 Theoretical Frameworks in Community Development

1.Needs Assessment Approach to Community Development

The Needs Assessment Approach in community development involves identifying and analyzing
the gaps or deficiencies within a community. The goal is to find out what the community lacks,
such as infrastructure, services, education, health, or economic opportunities, and then design
programs or interventions to fill these gaps. This approach follows a problem-solving paradigm,
where the community is assessed in terms of what it needs in order to progress

Key Tenets of the Needs Assessment Approach

Needs assessment approach to community development is premised on the following tenets

guiding practice;

1. Identification of gaps and problems-The process begins by surveying the community to

identify problems, deficiencies, and areas of need, often through surveys, interviews, or
consultations with local stakeholders.
2. Data collection and analysis-Quantitative and qualitative data is collected about the
community to understand its challenges. Data can include poverty levels, access to
healthcare, education standards, infrastructure, economic opportunities or any other area
of concern or interest.
3. External assistance-After identifying the needs, the next step often involves seeking
external assistance, whether from the government, NGOs, or international aid
organizations, to design and implement solutions that address the deficiencies.
4. Use of a Top-Down Approach-Many needs assessments are initiated by external actors
(government agencies, NGOs) who come in to identify problems and suggest solutions for
a community. The focus tends to be on what the community lacks, rather than on what it
already has.
5. The reliance on targeted interventions-The solutions are typically focused on addressing
specific deficiencies and are aimed at bringing the community up to a certain standard by
providing necessary services, infrastructure, or resources

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 Weaknesses of the Needs Assessment Approach

While the needs assessment approach has been widely used, several limitations and weaknesses
have led to the emergence of alternative approaches like Asset-Based Community Development
(ABCD) and Participatory Approaches.

1. Deficit-Based Mentality- The needs assessment approach tends to focus on problems,

deficiencies, and what the community lacks. This can reinforce a sense of dependence on
external assistance, as the community is seen as inherently deficient rather than having the
capacity to improve itself.
2. Top-down Approach-Often, the solutions are imposed by external agencies or
governments rather than being driven by the community itself. This can lead to a lack of
local ownership and sustainability, as solutions may not align with the community’s
priorities or cultural context.
3. Over-reliance on external resources-By focusing on needs and gaps, communities may
develop an over-reliance on external aid, funding, and expertise. This discourages local
innovation and empowerment.
4. Short-term Solutions-The approach often leads to the implementation of short-term fixes
rather than sustainable, long-term development. Since the focus is on solving immediate
problems, there is little attention paid to building the community’s capacity to address
future challenges.
5. Limited Community Participation-In many cases, the needs assessment approach
marginalizes community members in the decision-making process. The assessment and
design of interventions are often done by experts, without deep involvement from the local
people, making them passive recipients rather than active participants.
6. Lack of Holistic Understanding-Needs assessments often focus on specific problems in
isolation (e.g., lack of clean water or healthcare), without considering the broader socio-
economic, cultural, or environmental context. This can result in fragmented interventions
that fail to address the root causes of issues.

Emergence of Alternative Approaches

Due to these weaknesses, more empowering and participatory approaches have emerged. Two of
the most significant alternatives to the Needs Assessment Approach, these are Asset-Based
Community Development (ABCD) and Participatory Approaches to community development.

2.The Asset Based Community Development (ABCD) Approach

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Asset Based Community Development (ABCD) is an approach to sustainable
community-driven development. Beyond the mobilization of a particular community,
it is concerned with how to link micro-assets to the macro-environment-bottom U
approach. Asset Based Community Development’s premise is that communities can
drive the development process themselves by identifying and mobilizing existing, but
often unrecognized assets.

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Asset Based Community Development builds on the assets that are found in the
community and mobilizes individuals, associations, and institutions to come
together to realize and develop their strengths. This makes it different to a Deficit
Based approach that focuses on identifying and servicing needs. From the start an
Asset Based approach spends time identifying the assets of individuals, associations and
institutions that form the community. The identified assets from an individual are
matched with people or groups who have an interest in or need for those strengths.
The key is beginning to use what is already in the community. Then to work together
to build on the identified assets of all involved.
The first key method of the ABCD approach is that development begins with the
recognition of asset categories that can be uncovered in any community and place.
When applying ABCD principles communities are not thought of as complex masses of
needs and problems, but rather diverse and capable webs of gifts and assets. Each
community has a unique set of skills and capacities it can channel for community
development.

A needs assessment map generated from an institutional “common perspective”

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Asset Based Community Development categorizes asset inventories into five groups,
Individuals, Associations, Institutions, Place Based and Connections.

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 1. INDIVIDUALS – EVERYONE HAS ASSETS AND GIFTS.
At the center are residents of the community who all have gifts and skills. Individual
gifts and assets need to be recognized and identified. In community development you
cannot do anything with people’s needs, only their assets. Deficits or needs are
only useful to institutions.
2. ASSOCIATIONS – PEOPLE DISCOVER EACH OTHER’S GIFTS.
Small informal groups of people, such as clubs, working with a common interest as
volunteers are called associations in ABCD, and are critical to community
mobilization. They don’t control anything; they are just coming together around a
common interest by their individual choice.
3. INSTITUTIONS – PEOPLE ORGANISED AROUND ASSETS.
Paid groups of people that generally are professionals who are structurally organized
are called institutions. They include government agencies and private business, as
well as schools, etc. They can all be valuable resources. The assets of these
institutions help the community capture valuable resources and establish a sense of
civic responsibility.
4. PLACE BASED ASSETS – PEOPLE LIVE HERE FOR A REASON.
Land, buildings, heritage, public and green spaces are all examples of assets for the
community. Every place where people choose to be was chosen for good reasons, and
whilst people remain those reasons remain. A place might be a center of natural
resources, a hub of activity, living skills, transit connection or marketplace. Whatever
the strengths of a place are, the people of the community will be the closest to
understanding it.
5. CONNECTIONS – INDIVIDUALS CONNECT INTO A COMMUNITY.
Asset Based Community Development recognizes that the exchange between people
sharing their gifts and assets creates connections, and these connections are a vital
asset to the community. People whose gift is to find and create these connections
are called connectors. It takes time to find out about individuals; this is normally
done through building relationships, person by person. The social relationships,
networks and trust form the social capital of a community. ABCD recognizes the
value of these assets, and is a practical application of building relationships to
increase social capital.

PRINCIPLES OF ABCD
Most communities address social and economic problems with only a small amount of
their total capacity. A large amount of the community capacity is often diverted into
meeting the service and eligibility requirements of external deficit focused provision.
This capacity is needed internally by the community as it reacts to challenges and
seeks t o l e a d i t s o w n d e v e l o p m e n t . This i s t h e c h a l l e n g e a n d o p p o r t u n i t y
o f community engagement.

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1.EVERYONE HAS GIFTS-With rare exception; people can contribute and want to
contribute. Everyone in a community has something to offer. There is no one who is not
needed. Gifts must be discovered.
2.RELATIONSHIPS BUILD A COMMUNITY-See them, make them, and utilize
them. An intentional effort to build and nourish relationships is the core of ABCD and of
all community building.
3.CITIZENS AT THE CENTRE-It is essential to engage the wider community as
actors (citizens) not just as recipients of services (clients).
4.LEADERS INVOLVE OTHERS AS ACTIVE MEMBERS OF THE
COMMUNITY-Leaders from the wider community of voluntary associations,
congregations, neighborhoods, and local business, can engage others from their sector.
This form of leadership utilizes relationships, inclusion, showing and sharing to lead
involvement based on trust.
5.PEOPLE CARE ABOUT SOMETHING-Agencies and neighborhood groups often
feel trapped by perceived apathetic responses. Apathy is a sign of bad listening. People
in communities are motivated to act. The challenge is to discover what their motivation
is.
6.MOTIVATION TO ACT-People act on certain themes they feel strongly about, such
as; concerns to address, dreams to realize, and personal talents to contribute. Every
community is filled with invisible “motivation for action” that must be identified. Listen
for it.
7.LISTENING CONVERSATION-One-on-one dialogue or small group
conversations are ways of discovering motivation and invite participation. Forms,
surveys and asset maps can be useful to guide intentional listening and relationship
building but cannot fill the void left by its absence.
8ASK, ASK, ASK-Asking and inviting are key community-building actions. It is
integral to showing that people have been listened to and their gifts are recognized. “Join
us. We need you.” This is the song of community.

9.ASKING QUESTIONS RATHER THAN GIVING ANSWERS INVITES

STRONGER PARTICIPATION-People in communities are usually asked to follow an
outside expert’s answers for their community problems. A more powerful way to engage
people is to invite communities to address ‘questions and lead finding their own answer,
changing the role of agencies to following up with help.

10.A CITIZEN-CENTRED “INSIDE-OUT” ORGANIZATION IS THE KEY TO

COMMUNITY ENGAGEMENT-A “citizen-centered” organization is one where local
people control the organization and set the organization’s agenda.

11.INSTITUTIONS HAVE REACHED THEIR LIMITS IN PROBLEM-

SOLVING-All institutions such as government, not-for-profits, and businesses are
stretched thin in their ability to solve community problems. They cannot be successful
without engaging the rest of the community in solutions.

12.INSTITUTIONS AS SERVANTS-Local people are better than outside programs in

engaging the wider community. Leaders in institutions have an essential role in
community-building as they lead by “stepping back,” creating opportunities for
citizenship, letting people show they care, and engaging in real democracy.

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 ABCD PRACTICE
Asset Based Community Development in Practice
ABCD is an approach built on tried and tested methods from sustainable community
development practice. It is not a set formula that can be prescribed in a one size fits all
manner. Here are basic common steps reflecting the experience and principles of
applying an asset-based approach.

1) COLLECT STORIES
Stories are collections of the cultural capital of a community. The listening
conversation can engage people’s experience of successful activities that will help to
uncover the gifts, skills, talents and assets within the community. From the stories, what
people care about and their motivations to act can be discovered. Importantly this
form of inquiry does not diminish but reinforces citizens as the center of their
community. (Review extant methods of data collection in traditional needs assessment
vs storytelling in ABCD)
2) BRING TOGETHER A CORE GROUP
From the stories, people will emerge who have shown commitment and leadership in
the past or who are currently taking a leadership role. Next bring together a group of
these committed individuals who are interested in exploring the community’s assets,
identifying opportunities and leading developmental action. Engaged and motivated to
act on what they care about, using their strengths and gifts, these individuals will open
networks of relationships inside the community.
3) MAP THE GIFTS, CAPACITIES AND ASSETS OF INDIVIDUALS,
ASSOCIATIONS, AND LOCAL INSTITUTIONS
Citizens and their associations do the asset mapping so that they build new relationships,
learn more about the contributions and talents of community members, identify
connections that open opportunities and enable change. The objectives are:
Identifying associations
A list of associations can then be clustered by type and those associations most likely
to participate in working together for a common purpose can be identified. In the
process of identifying associations, the list of leaders in the community also expands.
Identifying individual gifts, skills, and capacities
The focus is to show people that their abilities and contributions are appreciated. A
capacity inventory will be developed listing these capacities in categories such as
community-building, ent erpri se , teaching, artistic or other skills. The
categories

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should reflect the self-identified strengths of the community, and not an external requirements
list.
Identifying the assets of local institutions
This includes government services, non-government service providers and private sector
businesses. These assets could be the services they provide, meeting places, the equipment and
other supplies they can make available, communications links and staff who can envision
the wider benefits for the whole community of stronger relationships.

Identifying physical assets and natural resources

This is a list of the potentials of a place, in which new ideas and re-imaginings can emerge. It is
not a dry list for valuations, but revealing and understanding of the foundations on which
development can be built. Because access and use have different conditions those which are
communally owned and managed should be identified separately from those which are
individually owned and managed.

Mapping the local economy

Provision of services has led to a distancing of community understanding from how their needs
can be met. This process returns knowledge to people in the community of how the local
economy works. With this people can see how well local resources are maximized for local
economic benefit, and evaluate plans for economic development that can enhance local
provision for externally provided services that drain resource away from the local economy.
4) FIND AND ENGAGE CONNECTORS WHO CAN BUILD
RELATIONSHIPS
Lasting change comes from within the community and local people know what needs to change.
Possibly the most vital step of Asset Based Community Development is encouraging the
building of new relationships and strengthening and expanding existing ones. This is the heart
of community building, and will lead to the immeasurable benefit that communities protect and
support what they create.
5) ASK THE GATHERED COMMUNITY TO LEAD THE CREATION OF A
COMMUNITY VISION AND PLAN
Asset Based Community Development’s core idea is that communities can drive the
development process themselves by identifying and mobilizing existing, but often unrecognized
assets. This requires a strong commitment to community driven efforts through active
citizenship and participatory democratic methods. The community can meet the challenge to
match assets with opportunities and decide their organizing theme. A concrete, achievable and
understood activity should be selected within that organizing theme to begin working on right
away.
6) ENGAGE THE SELF MOBILISATION OF THE COMMUNITY’S ASSETS
BY ACTION APPLIED THROUGH ASSOCIATION.
When people know what to do to succeed, know what success looks like, can see where to
start and that it can be achieved within available resources, the chosen activity will have
had a unifying and strengthening outcome. This creates the self- mobilization as an ongoing
process. Associations lead transformative efforts for local social and economic development.
This leads to information sharing and realization of what can further be achieved through new
connections and association. From this emerges larger community-wide connected associations
with common purpose.
7) LEVERAGE KNOWLEDGE OF THE COMMUNITY’S ASSETS AND STRENGTHS
TO SECURE INVESTMENTS AND RESOURCES NEEDED FROM OUTSIDE THE
COMMUNITY FOR COMMUNITY-DRIVEN DEVELOPMENT.
Institutions lead by “stepping back” into a supporting and helping role, leaving decision-making
to associational leaders to facilitate within the community. Achieving a community
vision begins with people that realize the power of their associations and accepting the challenge
of making things happen. External resources are not sought until local resources have been
utilized and clear understanding of what is needed is known. This crucially changes the
dynamic of community interaction with institutions, from the community being under pressure
to shape themselves to the externally provided services being offered to now utilizing resource
and investment that creates sustainable community development.
THE END GOAL?
Support and toolkit development for ABCD- https://www.nurturedevelopment.org/asset-based-
community-development/

3.Participatory Approaches

Historical Development of Participatory Techniques in Community Development

The participatory approach has evolved over the decades, with different techniques emerging at
various points to improve community engagement and ownership in development processes.

1. Rapid Rural Appraisal (RRA) – 1970s

Rapid Rural Appraisal (RRA) emerged in the 1970s as a response to the limitations of traditional
top-down, survey-based approaches. It aimed to gather reliable data quickly, focusing on
understanding the conditions of rural communities with limited resources and time.

Key Characteristics of RRA

• Interdisciplinary Teams- RRA was conducted by teams with varied expertise, ensuring
diverse perspectives on local issues.
• Quick Data Collection- Techniques such as interviews, observation, and short surveys
allowed for the rapid gathering of qualitative and quantitative information.
• Use of Local Knowledge- RRA sought to incorporate the knowledge and insights of local
people, recognizing that they were the most familiar with their own environment and
problems.

Strengths

• Faster and less resource-intensive than traditional surveys.

• Engages communities, leading to more relevant data collection.

Weaknesses

• Data is collected quickly, so it may lack depth or overlook complex issues.

• Limited community involvement in decision-making; locals are more informants than
active participants.
Use Areas

• Agriculture,
• Infrastructure Planning,
• Emergency assessments.

2. Participatory Rural Appraisal (PRA) – 1980s

By the 1980s, Participatory Rural Appraisal (PRA) built upon RRA but emphasized more
inclusive and participatory methodologies. PRA evolved as a way to engage rural communities
not only in providing information but also in analyzing their problems and planning solutions.

Key Characteristics of PRA

• Participatory Tools-PRA introduced tools such as mapping, transect walks, and seasonal
calendars, which encouraged local people to share their knowledge through visual methods.
• Community as Analysts- The community was seen not just as a source of information but
as co-analysts who contributed to identifying their needs and potential solutions.
• Facilitative Role of Outsiders- Outsiders became facilitators rather than experts, helping
to guide the process rather than leading it.

Strengths

• Engages communities directly in problem-solving.

• Builds on local knowledge and fosters ownership of solutions.

Weaknesses

• Requires skilled facilitation to avoid bias or elite capture.

• Still tends to focus primarily on rural areas, though applicable more broadly.

Use Areas

• Agricultural planning,
• Natural resource management,
 • Rural health, and
• Infrastructure projects.

3. Participatory Learning and Action (PLA) – 1990s

Participatory Learning and Action (PLA) emerged in the 1990s as a more dynamic and iterative
extension of PRA, designed to foster ongoing learning, reflection, and action by communities.

Key Characteristics of PLA

• Continuous Learning Process- PLA emphasizes an ongoing cycle of action, reflection,

and learning, where communities continually assess their development initiatives and make
adjustments.
• Diverse Techniques- PLA encompasses various participatory tools (mapping, role-
playing, diagrams) and encourages the use of any creative method that engages the
community.
• Local Capacity Building- The approach emphasizes not only problem-solving but also
the building of skills and capacities within the community, allowing them to take
ownership of development efforts.

Strengths

• Encourages active and sustained participation, rather than one-time interventions.

• Empowers communities to take control of their own development processes.
• Builds local capacity for future problem-solving.

Weaknesses

• Can be resource-intensive and requires continuous facilitation.

• Risk of participatory fatigue if communities are over-engaged without clear results.

Use Areas

• Social services (education, health),

 • Gender Empowerment,
• Environmental Sustainability, and
• Economic development.

4. Participatory Integrated Development (PID) – 1990s

Participatory Integrated Development (PID) was developed in the 1990s as an integrated

approach, focusing on multiple aspects of community life (economic, social, environmental) and
ensuring that all stakeholders were involved in the planning and execution of projects.

Key Characteristics of PID

• Integrated Planning- PID brings together different sectors (e.g., agriculture, health,
education) to develop a holistic approach to development.
• Broad Stakeholder Engagement- All community members and external stakeholders,
including government agencies, NGOs, and private actors, are engaged in the process.
• Focus on Sustainability- PID emphasizes creating solutions that can be sustained by the
community without long-term external support.

Strengths

• Encourages holistic development across various sectors, addressing multiple community

needs.
• Fosters collaboration between different stakeholders, ensuring broader buy-in.

Weaknesses

• Complexity in coordinating multiple sectors and stakeholders.

• Requires strong local leadership and facilitation to manage diverse interests and
expectations.

Use Areas

• Integrated Rural Development Projects,

 • Water Resource Management,
• Environmental Conservation, and
• Education.

5. Co-design, Social Innovations, and Citizen Science (2000-Present)

In the 2000s, the rise of Co-design, Social Innovations, and Citizen Science marked a shift
towards even more collaborative and creative forms of participatory development, often
incorporating technology and innovation.

• Co-design involves the community in the design phase of projects, working alongside
experts to co-create solutions. It is commonly used in urban planning, healthcare, and
technology development.
• Social Innovations emphasize finding novel, creative solutions to social problems through
community-driven initiatives, often with the help of new technology and entrepreneurial
models.
• Citizen Science engages citizens directly in scientific research, enabling communities to
collect data, contribute to scientific understanding, and take part in environmental or
health-related projects.

Key Characteristics

• Collaborative Innovation- These methods focus on collaboration between experts and

community members to develop innovative solutions.
• Technology Use- The use of mobile apps, open-source platforms, and other technologies
allows for broader participation and data collection.
• Global Networks- These approaches often leverage global or regional networks to share
knowledge and experiences.

Strengths

• Promotes creativity and innovation through collaborative design processes.

• Use of technology allows for wider participation and real-time data collection.
Weaknesses

• Technology-based solutions can sometimes exclude marginalized groups who lack access
to the necessary tools.
• Co-design requires deep commitment from both community and experts, and managing
this relationship can be challenging.

Use Areas

• Urban planning (e.g., smart cities),

• Environmental Monitoring,
• Healthcare Innovations,
• Education, and
• Governance.

Class Activity- Video Analysis/Reviews

Summary and use of participatory Approaches-Examples of projects using Participatory

Methods

AUA Acopian Center for the Environment

https://www.youtube.com/watch?v=VvllNWxBJ9k

Review of the Community Led Total Sanitation (CLTS) case study on community
participation in Kenya

https://www.youtube.com/watch?v=ztqT0FjYCiQ