Empowering Your Community, Stage 1: Initiation
Group of young activists in a meeting; Photo credit: Antenna with free to use license from www.unsplash.com
Introduction
Local residents are increasingly asked to take on a greater role in providing community services and planning for future needs. In response to the pressures and changes facing our communities, activists, grassroots social change organizations, non-governmental organizations (NGOs), and coalitions of concerned community groups have emerged to shape and guide the development process. Similarly, organized residents continue to play instrumental roles in identifying new development opportunities in localities that historically were presented with few such options.
Community-based action, in these and other settings, is seen as essential to the development of community and local well-being. In its most basic form, this action refers to the process of building social relationships in pursuit of common community interests and maintaining local life (Dolan and Brady, 2012; Luloff and Bridger, 2003; Wilkinson, 1970; Wilkinson, 1991). Social support comes in the form of practical, emotional, and tangible support; qualities include closeness to others, capacity to exchange support rather than one being beholden to others, ability to be helpfully critical in ways that are not dismissive or demeaning, and occurring in contexts of reliable and durable relationships (Cutrona, 2000). Such actions are the foundation of the community development process because it represents deliberate and positive efforts designed to meet the general needs of all local residents. Community-based research, driven by the organization of local residents, is increasingly being shown to help with social innovation, solving complex community issues, and public policy improvements (Ochocka and Janzen, 2014).
While central to the emergence of community, the organizing of local residents into community actions does not take place by itself. It is a process that needs to be cultivated and systematically approached. Through this process, the interactions of local residents develop through a series of steps that focus on solving specific problems, establishing channels of communication, and establishing a framework for long-term social change (Wilkinson, 1991). The first stage focuses on initiating community interest and promoting awareness of issues as well as establishing opportunities for participation in action (Wilkinson, 1970; Wilkinson, 1991).
Initiation of Community Action
While interaction among residents facilitates many of the basic human needs, the development of purposive community action requires more focused links between members to foster change. The first phase of community action is initiation (Wilkinson, 1991; Luloff and Bridger, 2003). Initiation and the spread of interest occurs when residents from across the community identify common needs and begin to discuss these as a potential focus for group action, which can also be referred to as community-based research (Luloff and Swanson, 1995; Ochocka and Janzen, 2014; Wilkinson, 1991). This process facilitates the spread of awareness across diverse groups and reflects the process of acknowledging common needs/problems and the recognition that solutions exist (Korsching and Allen, 2004; Ochocka and Janzen, 2014). By addressing these commonalities and planning possible solutions, the community action process begins.
For example, a local school board and a real estate broker can have widely different priorities that they feel are essential to meeting the needs of their particular social groups. Through interaction in a variety of settings, however, both agree that they and other groups have mutual community needs, such as community safety. Instead of the school board asking for increased security guards and the real estate sector pushing for more police coverage, the groups realize that a partnership such as a neighborhood crime watch program and a homeowner's association would achieve a greater impact. Such efforts would not only help the school protect its students but also increase property values and the preservation of neighborhood security. Bringing in even more groups such as religious, business, civic organizations, and others within the community would further expand the representation of local voices in the decision-making process.
The identification of common needs and initiation of efforts to meet these needs can take many forms. Often the active choice of diverse residents to organize results from some immediate threat or overarching need. In fact, it is often only in times of crisis that one values their social networks which are sources of social support (Bolger, 2016; Coulshed and Orme, 2006). Such conditions often make the organization of active individuals simpler and more direct. Community action often focuses solely on the success or failure of efforts to address these needs (task accomplishment). While such conditions are of course beneficial to bringing people together, they can serve only short-term action efforts. Considering such factors, it is useful for Extension and other change agents to consider more long-term plans and to frame action as part of a greater effort to address the lasting viability of the community. Bringing together residents in such settings is not based around a single contentious issue, but rather in response to the need to contribute to the general local well-being of residents. In this way, a strong network will exist to address crises that arise.
Including Initiation in Extension Work
When issues are identified and discussed in the initiation stage, they are often in the context of accomplishing one or more specific goals. Herein lies the importance of interaction: when diverse residents communicate about issues facing their shared locality, they are building relationships between members who would otherwise not interact. As a product of such interaction within community, the development of community emerges.
Fostering Initiation
Change does not come only from those formally named as community organizers, but from people who live and interact within a community. Recognizing these people as important assets and direct agents of change is imperative to shaping the emergence of community. The initiation stage of community action is therefore essential to increasing individual awareness and providing a venue for people to become active. Initiation can include the following actions:
Start with a small number of people who represent the diversity of the community.
Identifying stakeholders, leaders from various groups throughout the community, and other important partners will help frame initial efforts. This includes members of the business community, social service sector, local government, school board, Parent-Teacher Associations, local newspapers and media, as well as religious leaders. These individuals are the primary connection to the diverse groups that comprise the community and can serve to bring a wider audience into development efforts.
Identify social fields not represented.
Based on the initial grouping of individuals identified, it will be possible to identify individuals/groups missing from the decision-making process. To better identify these groups, a listing or map of all of the social fields within the community (e.g., religious, social, business, government) and the organizations or groups that comprise these fields (e.g., churches or synagogues, chamber of commerce, city commission, Kiwanis club) can be developed. This process helps identify those voices that might be missing from local decision-making. To be successful, community action efforts must be inclusive of the many different groups and perspectives within the community. By fostering diverse interactions and relationships across the locality that would otherwise not occur, an entity stronger than the sum of its parts develops.
Develop a framework for linking fields and bringing in new people.
Once the organizations existing within the community are identified, innovative, creative, and unique strategies for addressing issues that build on the strengths of the locality can be developed. Building on the diverse skills and backgrounds present within the community, this approach involves meeting local needs through methods unique to the locality instead of concentrating on traditional courses of action. This framework involves innovation and allows us to link a variety of organizations and institutions within the locality towards its given needs.
Spread awareness through all channels available.
With groups and partners identified, it is important to begin a course of action for spreading awareness. By identifying various groups and establishing channels of communication, these groups can in turn disseminate the information about local issues to their respective members. For example, efforts to raise awareness and call residents to action can be presented at civic events, festivals, sports events, religious gatherings, and town meetings.
Summary
Initiation and creation of awareness is a vital first step in the community action process. From this stage, strong relationships are established that represent the entire community. These relationships cut across the various divides and social barriers that exist within our communities. More importantly, the initiation and creation of awareness provides a strong foundation for stage two of the action process, organization of sponsorship. Initiation is the first step in the process that allows local residents to take on a more direct and active role in local decision-making, thereby taking on an increased say in the decisions that shape their lives.
References and Useful Reading
Bolger, J. (2014). Video self-modeling and its impact on the development of communication skills within social work education. Journal of Social Work, 14(2), 196-212.
Coulshed, V., and Orme, J. (2006). Social work practice: An introduction. Basingstoke, United Kingdom: Palgrave
Cutrona, C. E. (2000). Social support principles for strengthening families: Messages from America. In J. Canavan, P. Dolan, and J. Pinkerton (Eds.), Family support:Â Direction from diversity (pp. 103-122). London, England: Jessica Kingsley Publishing.
Dolan, P., and Brady, B. (2012). A guide to youth mentoring: Providing effective social support. London, England: Jessica Kingsley Publishing.
Korshing, P.F. and J. C. Allen. 2004. "Locally Based Entrepreneurship: A Strategy for Community Economic Vitality."Â Community Development Journal. 39 (4):385-400.
Luloff, A.E., and J. Bridger. 2003. Community Agency and Local Development. Pp. 203- 213 in, Challenges for Rural America in the Twenty-First Century, edited by D. Brown and L. Swanson. University Park, PA: Pennsylvania State University. Press.
Luloff, A. E. and L. Swanson. 1995. "Community Agency and Disaffection: Enhancing Collective Resources."Â Pp. 351-372 in Investing in People: The Human Capital Needs of Rural America, edited by L. Beaulieu and D. Mulkey. Boulder, CO:Â Westview Press.
Ochocka, J., and Janzen, R. (2014). Breathing life into theory: Illustrations of community-based research – Hallmarks, functions and phases. Gateways: International Journal of Community Research and Engagement, 7(1), 18–33.Â
University of Oklahoma. 2000. Community Readiness: A Promising Model for Community Healing. Retrieved on March 29, 2005.
Wilkinson, K. 1970. "Phases and roles in community action." Rural Sociology. 35 (1): 54-68.
Wilkinson, K.P. 1991. The Community in Rural America. New York, NY: Greenwood Press, 1991.
