Community Development 101

Bo Beaulieu, Purdue Center for Regional DevelopmentRachel Welborn, Southern Rural Development Center

Defining CommunityDevelopment

A group of people in a community reaching a decision to initiate a

planned intervention to change their economic, social, cultural or

environmental situation.

-- Christenson and Robinson, 1978

Development “In” vs. “Of” Community

• IN: Building the economic or physical infrastructure of a community (bricks & mortar approach)

• OF: Building the human capacity to address local issues and concerns; alter the structure of the community in terms of engagement

Reasons for Doing Community

• Expand participation• React to proposed changes that are

deemed to have potential negative consequences for the community

• Improve serious severe social, economic or environmental problems

• Satisfy missing needs or resources

Three Approaches toCommunity Development

• Technical Assistance

• Conflict Approach

• Self-Help Approach

Technical Assistance Approach

• Involves the delivery of programs or services

• Involves “top-down” use of experts • Focuses on the task to be performed• Assumes the answers needed are scientific• Requires residents to understand complex

information to participate • Defines local citizens as consumers• Is often used by government

The Conflict Approach• Focuses on deliberate use of confrontation by

professional organizers

• Has the redistribution of power as its goal

• Involves confronting the forces that are blocking efforts to solve problems

• Fosters suspicion of those who have formal community power

• Assumes power is never given away, that it has to be taken

The Self-Help Approach

• Encourages people within the community to work together

• Employs collaboration to provide important needs and services

• Emphases the process above the task or goal

Comparing CD ModelsFeatures Technical

Assistance Conflict Approach Self-Help Approach

Change Agent Consultant Organizer Facilitator, Educator

Orientation Task Process and Task Process

View of Individual

System defines who plays a role Oppressed

Inherently good, but goodness is often suppressed

Basis of Change Science provides a means to solve problems

Power is the key ingredient for making changes

People can identify and solve problems collectively

Core problems addressed

Capacity to harness science to solve human problems

Concentration of power in the hands of a few persons

Capacity of people to take collective action

Action Goal Technical problems

Redistribution of power

Community capacity-building

Two Examples of “Self-Help” Approaches to Community

Development

Asset-Based Community Development: Four Key Arenas

People

Local Formal Institutions

VoluntaryAssociations

Physical Resources

Source: Kretzmann & McKnight (1993)

Assets of People

• Talents and skills of people in your community

• People in key positions with access to important resources

Voluntary Associations

• Rely on regular or occasional volunteers

• Have few, if any, paid staff• Have autonomy from the state• Are usually self-governed by a board of

unpaid individuals• Tend to be not-for-profit organizations• Provide a benefit or service to non-

members

Source: BusinessDictionary.com

Local InstitutionsFormal organizations that . . .

• Provide programs, facilities and services to meet needs of residents.

• Carrying out functions vital to long-term community sustainability.

• Influence the vitality of a community by their presence and strength

• Include family, education, economic, health, political/governmental, and religious institutions.

Source: Etzen and Baca-Zinn, 2001; Sparknotes.com, 2006

Physical ResourcesNatural & Human-Made

• Water and land-related amenities• Vacant and underused buildings• Historical & cultural sites• Recreational facilities & parks• Educational centers • Health-related structures• Roads & transportation systems

The Community Capitals Framework

Sources: Flora & Flora (2008); Jacobs (2007)

The Seven Community Capitals

Natural

Cultural

Human

SocialPolitical

Financial

Built

A Vibrant Community

Defining the CapitalsCapitals Definition

Natural Quality & quantity of natural & environmental resources.

Cultural Values, norms, beliefs & traditions; includes historic material goods

Human Education & skills of residents; learning opportunities; programs that build local leadership.

Social Connections among people & organizations; links inside & outside of the community.

Political Ability to influence & enforce rules and regulations. Access to influential people in government positions; level of citizen engagement.

Financial Financial resources available for development efforts.

Built The infrastructure of the community – facilities, services, roads, physical structures.

The Spiraling Up ofCommunity Capitals

More educated/creative workers stay or are attracted to the region

Banks & community foundation create small loan program

Launch entrepreneurship program

Work to retain and expand existing local businesses

Leaders reach out and gather input from local residents Social &

Political

Built, Human, Financial & Social

Human, Financial, Social & Built

Financial

Human,Social & Political

Spiraling Up

Source: Emery & Flora (2006)

Applying These Approaches to ourExtension Work

Types of Capitals

People Voluntary Association

s

Formal Institutions

Physical Resources

Natural

Cultural

Human

Social

Political

Financial

Built

The Asset Mapping Arenas

The Community Capitals

An Example to Guide You

Let’s Try the Process• Select a goal relevant to your

Extension program area.

• Develop a list of assets (people, voluntary associations, formal institutions and physical resources) that you can tap to help

• Use the seven capitals to assess if the full breath of assets have been identified.

Final Reflections

• Insights gained?

• Issues to clarify or discuss?

• Type of training needed to advance your Extension work?

For More Information . . .

Bo Beaulieu, PhDDirectorPurdue Center for Regional DevelopmentPurdue University765-494-7273ljb@purdue.edu

Rachel WelbornProgram ManagerSouthern Rural Development CenterMS State University662-325-3207rachelw@srdc.msstate.edu