Locality development Involves building interdependence and solidarity .

1. Locality development Involves building interdependence and solidarity. Interdependence is built with valued exchanges, contracts and norm development. Often starts in neighborhoods and pockets of communities. Involves building on existing strengths and desires. Uses existing groups, natural leaders and natural networks. Purpose = Building resources and networks! Conformity should be voluntary in locality development. Thus always look for natural leaders, exisitng networks and spontaneous or organic energy. USE COMMON INTEREST - BUILD UPON COMMONALITY. TWO MAJOR STRATEGIES ARE AWARENESS-BUILDING AND TRUST BUILDING! Social work roles should be more toward the ENABLER end of spectrum; not ADVOCATE

2. LOCALITY DEVELOPMENT IS THE MIDDLE OF THE THREE MODELS • IN THAT SENSE, IT REQUIRES THE COLLABORATIVE STRATEGIES OF SOCIAL PLANNING AND THE STIMULATING STARTEGIES OF SOCIAL ACTION! • Thus, with locality development, the tactics would be mainly geared to STIMULATING, educating and connecting others. They would include: Coalition building, network development, education, promotion, persuasion, leadership training, program development, trust-building, work groups development, developing ability to access resources, fundraising

3. Here is a community structure that suggests an under-developed community; with too few resources And hardly any access. No one has power here!

4. A MAJOR PART OF LOCALITY DEVELOPMENT IS TO IDENTITFY AND ENGAGE NATURAL HELPERS AND NATURAL LEADERS.

6. Locality Development Condition: Community is fragmented or alienated; relationships are underdeveloped and people are apathetic, disinterested, hopeless and/or ignorant. Community structures are non- existent, sparse or irrelevant Tactics; ENGAGEMENT,Coalition building, capacity building, education, persuasion and trust- building. Goal: Communicative action, empowerment of community Involvement: Whole community, common goals Differences: few and resolvable Leadership: Usually people within community are supported and trained; visibility emerges, develops; LEADERS ARE OFTEN NATURAL Power Structure – under developed – concentrated. Either diffuse boundaries or rigid boundaries

7. GENERAL PHASES OF LOCALITY DEVELOPMENT (Worker roles in parentheses) 1. People are vaguely dissatisfied but isolated, fragmented and possibly passive. (Worker helps people understand why they are dissatisfied) 2. People become aware of specific needs. (Worker encourages people to think about desirable changes, attempts to connect them to each other) 3. People become aware of what type of change they are looking for. (Worker stimulates people to think about what actions they themselves can take to bring about change) 4. People decide whether or not they want to act. (Worker aids people in examining options for getting organized, helps people examine commitment and investment) 5. People plan what to do and whether they are able to do it. (Worker helps obstacles, crisis, planning options etc) 6. People begin to plan for permanency (Worker helps people realize this involves a long term commitment and participation) 7. People begin to act without consultation (Worker begins process of termination or assumes more minor role) Locality developers are always accessible. They are in the community and have a habit of being around. Locality developers respect and uphold the positive norms of the local community. Always look for ways to incorporate and enhance diversity. Locality developers minimize their professional aspect. UNION ORGANIZERS, PEACE CORPS AND RURAL CLERGY = LOCALITY DEV

8. Just as you can think of macro strategies along a continuum of assertiveness, you can think of corresponding tactics in the same way. Look below! The first row indicates types of power structures; the second row is corresponding strategies; the third row is corresponding types of tactics. Pluralistic(supportive)<------Under-developed(ignorant/indifferent)---------->Elitist (oppressive/unresponsive) Social planning <----------------Locality development------------------------------> Social Action Collaborative <--------------Capacity-building/-------------------Campaigning-----------------------Contestinggrouowork skillseducation empowermentvoter education/turnout pressuring Teams Coalition-building workshops core group building Work groups networking Education persuasion accountability sessions Program development quid pro quo letter-writing petitions turnout events(listed below) Grant writing demonstrations civil disobedience bargaining agency policy changing bargaining public hearings community forums focus&/nominal groups city council meetings board meetings Media events whistle-blowing co-optation e-mail advocacy phone campaigns cooptation lobbying litigating embarassing the target private visits with public officialsengaging in the medium of the opponent Conflict resolutionengaging the communicative medium of opp Negotiating client social action groups client mobilizing

9. Locality development requires a combination of education, mentoring and coalition building. • In locality development one must • must build goals • Identify key players/systems******** • develop core leadership************** • relate to base organization After the identification of key systems within the community (those that have power-all different types, as well as those without - mainly informal systems but also formal. One must begin to focus on the development of a shared vision within the community and some emotional attachment to that vision. At its most basic, that vision should show an understanding of this: "The more united we are, the more able we are to identify, development and implement the fruition of community needs.

10. Engagement is key!!! • Must engage key folks!!!! • Build individual relationships – know your folks!!! • Use existing positive relationships – get yourself introduced • Provide accurate and sound information to key folks • Use quid pro quo – always follow through!!! • Engage/buld client groups. Use successful clients/families in organization/collaborative!!!

11. Assessment is comprehensive • Where in the stages of change readiness is the community?? • Must treat the WHOLE community as the client!!!! • Think of the community as an extended family network!! • Leadership in locality development requires a non-authoritarian, non-professional approach. Relationship-building/trust-building, only then focusing on goal of coalition-building. One major element of success is to get participants to begin talking to each other in meaningful, but structured ways. Small community forums and focus groups are good methods of needs assessment to start this process. • Needs assessments are conducted often!! • They must be comprehensive • Felt need, normative need, comparative • GOAD Goals Of All Desirable

12. PLANNING • PLANNING IS ONGOING • REVISING IS CONTINUAL • GO FORWARD WHILE BEING READY TO GO ELSEWHERE!! • BE AWARE THAT YOU WILL ALWAYS MISS SOMETHING!! • BE PREPARED TO INCLUDE WHAT YOU MISS!!

13. Int. cont’ micro skillsimportant building/maintaining • You will go through many people who will not wish to participate until they see you are successful. DON’ GIVE UP!! • Must focus on inclusion of everyone. That means delegating authority. Thus • One must give up control in order to include. Give them something to be in charge of • Scan environment – see who is ready to join • Always make room for someone who wants to join • People will join when they see success. Remember Tom Sawyer’s fence

14. THE FOLLOWING TWO SLIDES CONTAIN THE RESPONSES OF EXPERTS IN LOCALITY DEVELOPMENT. • THEY RANKED THE MOST IMPORTANT INTERNAL ORGANIZATIONAL ELEMENTS THAT ARE KEYS TO SUCCESS • THE MOST IMPORTANT EXTENAL ELEMENTS

15. internal elements of success (ranked) • good process leadership (focused on developing the coalition as a task group). Group facilitation • Task responsibility and authority spread throughout the coalition • commitment to unity • equitable decision-making process. • mutual trust respect • broad-based constituency • achieving interim victories • members continued to contribute • shared responsibility • providing benefits to coalition members • adequate time to address issues • right connections/contacts – good networking

16. External factors • the right timing • Isolate/identify critical issues • Identify the appropriate target • community climate of openness/flexibility • no opposing coalitions • resources that coalitions obtain from members • expertise on issues goals • staff • meeting attendance • reputational legitimacy