This document provides an introduction to and overview of a community development handbook. It was written by Flo Frank and Anne Smith for Human Resources Development Canada to build community capacity. The handbook covers understanding key terms in community development, when community development happens, and developing an effective community development process. It aims to provide tools to strengthen communities.

1. THE COMMUNITY DEVELOPMENT HANDBOOK
THE COMMUNITY DEVELOPMENT HANDBOOK
A TOOL TO BUILD
COMMUNITY CAPACITY
Written by
Flo Frank and Anne Smith
for Human Resources Development Canada

2. This project was sponsored by the Labor Market Learning and Development Unit,
Human Resources Development Canada (HRDC).
Copies of this handbook, as well as the related Community Development Facilitator's Guide,
in both French and English, are available from the HRDC Internet website at
http://www.hrdc-drhc.gc.ca/community
Copies or further information may also be obtained from:
Labour Market Learning and Development Canada
5th Floor, Place du Portage IV
140 Promenade du Portage
Hull, Quebec K1A OJ9
Telephone: (819) 953-7370
Fax: (819) 997-5163
e-mail: learning-apprentissage.lmld-apmt@hrdc-drhc.gc.ca
Author: Flo Frank
c/o Common Ground Consulting Inc.
Box 39, Meacham, Saskatchewan S0K 2V0
Telephone: (306) 376-2220
e-mail: flofrank@sk.sympatico.ca
Author: Anne Smith
c/o J. A. Smith Consulting Ltd.
10934 — 66 Avenue, Edmonton, Alberta T6H 1Y2
Telephone: (780) 437-6749
e-mail: jasmith@compusmart.ab.ca
© Minister of Public Works and Government Services Canada 1999
Cat. No. MP 33-13/1999E
ISBN: 0-662-28233-7

3. A
ACKNOWLEDGEMENTS Marc Rivard, a co-op student with the Labor Market
Learning and Development Unit, as someone without
The development of this handbook was greatly assisted any knowledge of community development, agreed to
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by a number of committed people who helped to make read early drafts and provided insight into how it would
it what it is. Our appreciation is expressed to: be viewed by people like himself.
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Those who developed the Community Future Training
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Dal Brodhead, François Lamontagne and Jon Pierce of
package, Community Economic Development and the New Economy Development Group who coordinated
Strategic Planning, produced by Human Resources the external validation process and provided many
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Development Canada (HRDC) in 1992, that provided the valuable comments about this document.
basis for the development of this Handbook.
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This initiative was led by David Douglas at the The external content experts, from across Canada,
School of Rural Planning at the University of Guelph in who actively assisted with the validation process:
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conjunction with a team of national content experts. Stephen Ameyaw, Robert Annis, Paul Born,
Dal Brodhead, David Bruce, Lucie Chagnon,
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The team, led by Mary Glen and Cheryl O’Toole, who David Douglas, Wendy Featherstone, Harold Flaming,
developed HRDC’s Community Capacity Building Toolkit Diana Jedig, Rankin McSween, Roy Mussell, David Pell,
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of which this forms an integral part. Larry Kennedy and Carol Rock, Ron Ryan and Laurie Thompson. All of these
Lois Williams of that team provided valuable input to people, recognized as experts in the community
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this document. development field of this country, took time from their
busy schedules to review the various drafts of this
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HRDC staff—working at National Headquarters, in document and provide much valuable input.
Regional Offices and in the field—who actively assisted
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with the validation process: Elizabeth Bastien, Chuck Caroline Sparks of C. Sparks Consulting Ltd., Watson
Bowie, Ken Donnelly, Radmila Duncan, Carol Evoy, Lake, Yukon, who provided input into the initial concept
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André Fauvel, Neil Floyd, Anne Gillis, Roy Hanna, Tom and first draft.
Hawco, Henry Holik, Brian House, Tannis Hughes, Susan
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Kennedy, John Lutes, Shirley McCluskey, Sheila Phillips, Dr. David Redekopp of the Life Role Development
Fianca Piccin, Daniele-Marie Rouleau, Gilbert Roy, Group, Edmonton, Alberta, who provided suggestions
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Eileen Sobey, Brenda Varney, Mike Wedge, Valerie that helped shape the section on skills, knowledge
Wilson and William Worona. and attitude.
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Support was given throughout the project by Luna
Bengio, Chief of HRDC’s Labor Market Learning and
Development Unit.
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4. A Ross Mayer of the Council for the Advancement of And a special thank you to Ken King, Consultant
Native Development Officers, Edmonton, Alberta, who with HRDC’s Labor Market Learning and Development
assisted with the overall structure and format. Unit in Ottawa, Ontario. Ken is a real champion of
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effective community development. He initiated,
Ley Ward of Common Ground Research and Consulting managed and coordinated the process that has resulted
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Inc., Meacham Saskatchewan, who did the initial lay-out in this handbook.
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and graphics.
Finally, people who work everyday in community
Gwen Chappell and Margie Johnson for their development are the ones who are making it an exciting
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editing assistance. field of study and practice. Without you, there would be
no lessons or experience from which to acquire learning
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Mike Souliere from Communications with HRDC in or explore new concepts. This handbook is dedicated to
Ottawa, Ontario, who provided the graphic design for you with thanks and respect for all the good community
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this book. development work that is taking place across this country.
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5. T
TABLE OF CONTENTS
A
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
B
A Word About Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
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SECTION I — UNDERSTANDING THE TERMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Principles and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
E
What is Community Development? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Community Development Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
What is Community Capacity Building? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
The Impact of Building Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
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SECTION II — WHEN DOES COMMUNITY DEVELOPMENT HAPPEN? . . . . . . . . . . . . . . . . . . .13
F
Responding to a Challenge or Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Community Awareness — The Power to Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
The Desire to Build on Diversity and Find Common Ground . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
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Understanding Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Checking the Readiness of Your Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
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The Need for a Catalyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Who are Likely Catalysts? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Can You Take on the Role of Community Catalyst? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
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SECTION III — DEVELOPING A PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
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1 Building Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Who Should Be Involved? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
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Creating a Valued Local Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Developing Buy-In . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
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2 Making a Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
The Benefits of a Community Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
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The Seven Steps in a Community Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
Factors That Contribute to Successful Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
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6. T 3 Implementing and Adjusting the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
Possible Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
A
Sharing the Load . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
4 Maintaining Momentum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
B
Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
Building Community Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
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Funding Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
E
Reviewing and Adapting the Community Development Plan . . . . . . . . . . . . . . . . . . . . . . . . . .53
Motivation and Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55
Using Technical Support and Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
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SECTION IV — ATTITUDE, KNOWLEDGE AND SKILLS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
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Attitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62
Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62
Communication, Facilitation and Team-Building Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
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Research, Planning and Evaluation Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
Problem-Solving and Conflict-Resolution Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64
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Management Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64
Organizational Design and Development Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64
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Building on Skills and Responding to Skill Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65
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SECTION V — COMMON PROBLEMS AND SOLUTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Not Understanding Your Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
E
Getting From Planning to Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70
Failing to Evaluate Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71
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Lack of Financial Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73
Role Confusion and Power Struggles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74
T
Unresolved Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Not Applying Tools and Techniques Effectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
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SECTION VI — CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79
Evaluation Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81
iv

7. I
INTRODUCTION Why this handbook was developed
This handbook has been created by the Labor Market
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In order to understand community development is it Learning and Development Unit at Human Resources
important to understand that it means different things to Development Canada to support the understanding and
effective application of community development.
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different people in different places — and that our
understanding about what constitutes effective or Community development is one of several vital tools
appropriate community development has expanded used in the building of the capacity in communities
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considerably in the past few years. What we do across Canada.
know is that it is founded on voluntary and healthy
interdependence, mutual benefit and shared responsibility. Community capacity is an important consideration in
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In recent years, more often than not, community community development as the process of community
development has involved local people seeking and development itself often results in increased capacity.
taking advantage of opportunities or working together to Therefore, the two are interrelated but distinct.
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solve problems. Combined or separate, they both have a great deal to
do with developing potential and enhancing community
living. This handbook was designed to look at communi-
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Our interest in community development is not new but
something to which we are returning. And returning to it ty development, realizing that capacity building and
we are, with interest being generated in all sectors and other processes often get confused with it.
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by a wide variety of people in each sector. Along with
this increased interest comes some confusion about what Who this handbook is for
community development is and what it is not.
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While different approaches and a variety of ideas exist This introductory handbook is not designed to be a
about community development, there remains an textbook for practitioners, but as an introductory guide
underlying assumption that it is familiar to us and that we to community development and capacity building. It is
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have a part to play in it. designed primarily for those who have an interest in
community development but who may not have an in-
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The fact is that, just as individual people vary, communi- depth understanding of the concept, the process or the
ties differ and no one approach will work in all situa- resources available across Canada.
tions. Therefore, a flexible process and general informa-
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tion are being offered in this handbook to be adapted to For those already possessing knowledge about the topic
your own situation. and/or experience in the field, this handbook provides
a resource for exploring and initiating community
development and reviewing the basics of the community
development process. 1

8. I What this handbook will do Contents of the handbook
This handbook is designed to spark, rekindle and reaffirm This handbook is designed to provide information,
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your interest in community development. To do this, tips and questions about the basics of community
information and tools are offered to assist in building development, which can then be applied to your own
common understanding and appropriate approaches. circumstances. Throughout, there are sections labeled
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quot;Lessons from Experiencequot; and quot;Points to Ponderquot;.
By reading this book, you should be able to:
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quot;Lessons from Experiencequot; provides quick points about
s define the terms quot;community developmentquot; and various aspects of each section. The comments are from
quot;community capacity buildingquot; and explain the link consultants, community service workers and others with
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between the two, extensive experience in community development.
s explain the community development process,
s explain the skills and knowledge needed to quot;Points to Ponderquot; offers questions based on the
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be effective, information that has been provided in each section.
s identify the most common problems experienced in The questions are designed to help generate thoughts
community development and about what has been read and how it might apply to
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s explain how experience tells us these problems may your own situation. These can also be used to
be overcome. initiate discussion.
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In addition, throughout this handbook, you will find
What this handbook will not do stories that are based upon community development
experiences across Canada. They are snapshots of
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This handbook cannot and does not provide you with all
different situations and are intended to be brief and to
that you need to know to pursue community development
the point. In order to keep them short and simple, there
in your own community. Reading it, and answering all
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is very little contextual background or detail provided.
of the questions posed, will not turn you into a fully-
These types of situations happen every day in most
qualified community developer. Neither will it answer
communities and provide concrete examples of the many
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all of your questions. It is simply one resource that is
ways the community development process can be
available to you. If you are interested in learning more
applied — as well as creating real-life stories upon which
about these subject areas you will need to undertake
we can draw.
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further exploration by seeking out other resources and
talking to individuals who have been active in the
community development process.
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9. I
The content of the handbook is as follows: A Word About Words
s Section I focuses on defining community We have defined the term quot;community developmentquot;
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development and capacity building; to mean the planned evolution of all aspects of
community well-being (economic, social, environmental
s Section II identifies the conditions that support and cultural). It is a process whereby community
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community development; members come together to take collective action and
generate solutions to common problems (see Section I
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s Section III outlines the community development for further elaboration).
process and how to apply it;
Other similar terms, such as community economic
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s Section IV explores the attitudes, knowledge and skills development and community-based economic
required to develop the capacity needed to effectively development, are being used within communities and,
undertake a community development initiative; and often, they are used without a clear understanding of
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their meaning. There is a great deal of confusion about
s Section V examines common issues and concerns these terms because they may mean something slightly
as well as providing some possible solutions. different to each person using them.
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The handbook has been reviewed and validated There are no absolute definitions and rarely does
by respected community development practitioners. everyone agree on the precise wording of terms that are
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A listing of their names can be found on the commonly used. There may be different and even better
Acknowledgements page. definitions than the ones provided, and they too may
change over time. That’s the nature of working in the
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A Facilitator’s Guide has also been developed and is community with people and learning better ways of
available through Human Resources Development expressing ourselves.
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Canada. It is designed to help facilitate learning and
discussions about community development based on the
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contents of this handbook. A copy may be obtained as
per the inside cover of this book.
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10. 4

11. S E C T I O N
The result is that the community’s overall capacity is not
SECTION I - built, although the community appears to be developing.
UNDERSTANDING THE TERMS
Another example where capacity is built but community
Although very closely related, community development development may not occur (or at least not right away) is
and community capacity building are not the same thing. in marginalized communities. Some are in social and
Some might argue that you can’t have one without the economic paralysis and are dependent on outside
other or that one is a result of, or leads to the other — expertise and assistance. Sometimes communities remain
and they would probably be correct. It’s much like the damaged and unhealthy for a very long time. They need
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chicken and the egg. There is an obvious relationship to heal, become safe and build personal and community
between the two, but there is also confusion about which wellness. Opportunities may be present, but the
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is which and what is involved in each one. community is unable to identify or take advantage of
them. Leadership is required, long-range thinking and
u n d e r s t a n d i n g
The primary focus of this handbook is on community strategic plans are needed, skills must be developed,
development. The handbook will outline a community attitudes often have to change and resources must be
development process that builds upon and results in acquired. It is important that capacity be built before
increased community capacity. Both community community development can take place.
development and community capacity building are being
viewed and discussed as community-based and Most communities, however, experience a healthy
participatory. In actual fact, community development relationship between community development and
does not have to be driven by community members and, capacity building and, as a result, it is useful and
in many instances, it isn’t — but when it is not, very little practical to consider them together as complimentary
community capacity building occurs. processes.
An example of this could happen when government and Principles and Values
t h e
industry are in control of the economic and social
development of a community. Jobs are created, programs Principles and values are a key part of both
and services are provided and yet the local residents community development and capacity building,
t e r m s
often have little input. In this situation, the community’s particularly when they are being considered as
economic wealth may be improved (and some might participatory or inclusive processes.
consider its capacity increased) but sacrifices are made in
the community’s ability to manage itself, make decisions, They should be based on respecting people, improving
sustain long-term well-being or prepare for a future that the quality of living, appreciating and supporting cultural
might not include that particular industry. differences and being good stewards of the land, water
and wildlife. 5

12. S E C T I O N What we do now in communities has an impact on The primary outcome of community development is
future generations. In order to honor one of the improved quality of life. Effective community
overriding values in community development, which is development results in mutual benefit and shared
to leave a positive legacy, care must be taken to add responsibility among community members
value to everything that is done. The desire is to build and recognizes:
capacity and develop communities in a way that
enhances all aspects of the community (the total ecology) s the connection between social, cultural,
and is appropriate for today as well as for tomorrow. environmental and economic matters;
s the diversity of interests within a community; and
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What is Community Development? s its relationship to building capacity.
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Community development is the planned Community development requires and
What Is Community
u n d e r s t a n d i n g
evolution of all aspects of community helps to build community capacity to
Development?
well-being (economic, social, address issues and to take advantage of
environmental and cultural). It is a It is a quot;grassrootsquot; process by opportunities, to find common ground
process whereby community members which communities: and to balance competing interests.
come together to take collective action It does not just happen — it requires both
and generate solutions to common Ì become more responsible; a conscious and a conscientious effort to
problems. The scope of community Ì organize and plan together; do something (or many things) to improve
development can vary from small the community.
Ì develop healthy options;
initiatives within a small group, to large
initiatives that involve the whole Ì empower themselves; Let’s consider some of the assumptions
community. Regardless of the scope of the Ì reduce ignorance, poverty about the words quot;communityquot;
activity, effective community development and suffering; and quot;developmentquot;.
t h e
should be: Ì create employment and
economic opportunities; and Community
s a long-term endeavor, Ì achieve social, economic,
s well planned, Often when we think of the term
t e r m s
cultural and
s inclusive and equitable, environment goals. community, we think in geographic terms.
s holistic and integrated into the Our community is the location (i.e. city,
bigger picture, town or village) where we live.
s initiated and supported by community members, When community is defined through physical location,
s of benefit to the community, and it can be defined by precise boundaries that are readily
understood and accepted by others.
s grounded in experience that leads to best practice.
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13. S E C T I O N
Defining communities in terms of geography, however, is The community development process takes charge of the
only one way of looking at them. Communities can also conditions and factors that influence a community and
be defined by common cultural heritage, language, and changes the quality of life of its members. Community
beliefs or shared interests. These are sometimes called development is a tool for managing change and,
communities of interest. therefore, is not:
Even when community does refer to a geographic s a quick fix or a short-term response to a specific issue
location, it does not always include everyone within the within a community,
area. For example, many Aboriginal communities are s a process that seeks to exclude community members
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part of a larger non-Aboriginal geography. In larger urban from participating, or
centres, communities are often defined in terms of s an initiative that occurs in isolation from other related
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particular neighbourhoods. community activity.
u n d e r s t a n d i n g
Most of us belong to more than one community, whether Community development is about community building as
we are aware of it or not. For example, an individual can such, with the process as important as the results. One of
be part of a neighbourhood community, a religious the primary challenges of community development is to
community and a community of shared interests all at the balance the need for long-term solutions with the day-to-
same time. Relationships, whether with people or the day realities that require immediate decision and short-
land, define a community for each individual. term action.
Development
The term development often carries with it an assump-
tion of growth and expansion. During the industrial era,
development was strongly connected to increased speed,
t h e
volume and size. Many are currently questioning the
concept of growth for numerous reasons. There is a
realization that more is not always better. Increasingly,
t e r m s
there is respect for reducing outside dependencies and
lowering levels of consumerism. The term development,
therefore, may not always mean growth; it does,
however, always imply change.
7

14. S E C T I O N Community Development Resources as often we are not sure who should be doing what, what
the required skills are, or where to get the necessary
The term resources is used in many contexts. It is often skills if they are missing. Placing people into the right
understood to mean money; however, in the context of roles and building skills or developing human capacity is
community development it can mean far more than that. called human resource development. Occasionally it is
Community development includes natural, human, referred to as building or increasing social capital.
financial and infrastructure resources. Either way, it acknowledges the value of people and their
talents and recognizes that this type of development is as
Natural resources are all the things that nature provides. important as natural resource development. Unlike many
I
Oftentimes, community development focuses on the of the natural resources on the planet, people are
natural resource industry that extracts the natural renewable and should be treated as the most valuable
-
resource, creating jobs and wealth but, if not managed resource in a community.
u n d e r s t a n d i n g
properly, may not be sustainable over time. Part of
effective community development is to be good stewards Human resources include things such as:
of the land and maintain a healthy balance between the
environmental, economic and social undertakings in s healthy families and lifestyles;
the community. s skills building, education and training;
s career planning and employment;
Natural resources include things such as: s effective and legal hiring practices;
s workers compensation and pensions; and
s land, air and water; s human rights and labour laws.
s minerals and surface/subsurface metals and ores;
s oil, gas and petroleum; The term financial resources is well understood. We know
s trees and other plants; that it means money and it often implies having the ability
t h e
s wildlife; and to acquire it. What gets complicated is how to locate and
s the standards, legislation and policies relating to successfully attract the type and amount of financial
resources to community development initiatives.
the above.
t e r m s
Just like having the right people doing the right jobs,
it is important to have the right money at the right time.
Human resources are about people. People are at the
Traditionally, community development is funded (in part
heart of all community matters and, as such, they are
or in total) through economic development channels,
critical to success. But just having people involved is not
taxes or government grants. This leaves little power or
enough. In community development, it is important to
control in the hands of the people who want or need
have the right people in the right jobs with the right
to do things that are not on the government or private
8 skills, knowledge and abilities. This is not an easy matter

15. S E C T I O N
sector agenda. Fundraising and the seeking of grants A community development undertaking often has its own
have become full-time jobs for many organizations and infrastructure, such as leadership or a physical building,
groups involved in community service and development. but it should exist within a healthy relationship to that
Financial resources include things such as: which exists.
s fundraising and grant-seeking; Lessons from Experience
s banks and other financial institutions;
s community loan funds and lending circles; Experience tells us the following:
s access to capital and investment funding;
I
s government loans and program funds; Ì There are many ways to define community.
s cooperatives and other forms of investment; and
-
s policies and guidelines related to finance lending Ì We may belong to more than one community.
u n d e r s t a n d i n g
and reporting.
Ì Community development follows a planned process
Infrastructure is part of the resources needed to be that is long-term and integrated.
effective in community development and includes such
obvious things as:
Ì Community development is not a quick fix for the
s physical buildings and structures; day-to-day operations of the community.
s transportation and access;
s communication systems; and Ì Planning the resources for community development
s electrical, hydro, sewage, garbage and heating. includes considering all the resources — people,
money, infrastructure and the environment —
However, infrastructure also refers to the political systems in which it will operate.
t h e
and leadership needed to support a community, as well
as the policies, standards and laws established in the Ì Community development is a way to enhance the
community. Without infrastructure there would be no resources of a community and often has sustainability
t e r m s
physical community. When considering resourcing a and increased quality of life as its primary focus.
community development initiative it is important to
consider what infrastructure is required, what the Ì Developing an understanding of and acquiring access
relationship is to what currently exists and whether or not to resources is often difficult and requires specific
there are policies or existing support systems to which skills. Community development helps to build them.
contact or adherence are required.
9

16. S E C T I O N Points to Ponder What Is Community Capacity Building?
Ì How do I define my community? All people and communities have a certain amount of
capacity. No one is without capacity but often we need
Ì Do I belong to more that one community and, to develop it. What is important to realize is that the
if so, what is the relationship between my heart of capacity building is people. Healthy communities
different communities? are made up of healthy people and families. The creation
of healthy environments will encourage healthy
Ì What sort of development is going on in
economies and sustainable development. It takes
I
capacity to do this as well as good leadership, a viable
my community?
plan, motivation and the support of the community.
-
Basically, it takes capacity to build capacity, and it takes
Ì What sort of development would I like to see
u n d e r s t a n d i n g
a well-thought-out process to start both capacity building
in my community? and effective community development.
Ì How does or might this development improve Capacity is simply the ways and means needed to do
quality of life? what has to be done. It is much broader than simply
skills, people and plans. It includes commitment,
resources and all that is brought to bear on a process to
make it successful. Most often, capacity is referred to as
including the following components:
s people who are willing to be involved;
s skills, knowledge and abilities;
t h e
s wellness and community health;
s ability to identify and access opportunities;
s motivation and the wherewithal to carry
t e r m s
out initiatives;
s infrastructure, supportive institutions and physical
resources;
s leadership and the structures needed for participation;
s economic and financial resources; and
s enabling policies and systems.
10

17. S E C T I O N
Community capacity building is based on the premise More and more people will be getting involved,
that community sustainability can be improved over identifying key issues and taking action. Results are
time. Capacity, or the lack of it, is reflected in the people, becoming obvious and the abilities, esteem and
economy, environment, culture, attitude and appearance resources of many communities are improving as
of the community. capacity grows.
Community Assets and Capacity Assessment It takes leadership, time and effort to build capacity. It may
also require the support of individuals with expertise
The following are assets in a community and should and/or money for training. Increased capacity is a direct
I
be assessed when considering a community’s assets result of effective community development and, as such,
and capacity: is critical to everyone, whether they are aware that a
-
community development process is underway or not.
s human assets and liabilities;
u n d e r s t a n d i n g
s environmental resources; Lessons from Experience
s economic opportunities and limitations;
s cultural and recreational facilities, programs Experience tells us that the results of building or
and services; increasing capacity can be measured. The following are
s financial, political and security systems; some examples of the outcomes of capacity building:
s infrastructure in existence and needed; and
Ì stronger community relationships: healthier people,
s communication processes.
caring families and safer, welcoming communities;
The Impact of Building Capacity
Ì an increased number of community-based
When communities are building capacity, there is a opportunities identified;
t h e
significant impact on many aspects of community life.
Capacity building places the emphasis on existing Ì the enhanced ability of community members to share
strengths and abilities, rather than being overwhelmed by their ideas on a course of action;
t e r m s
problems or feelings of powerlessness. An indication that
capacity is developing within a community is that people Ì increased competency in setting and realizing
are active, interested and participating in what is going common goals;
on. They may also be questioning, challenging and
debating — but they will be debating what should be
Ì expanded intuition in sensing what to do, when to do
done, not complaining that nothing will ever change.
it and when to quit;
11

18. S E C T I O N Ì an enhanced respect for limited resources, including Points to Ponder
people, so that shortages, duplication or waste are
minimized; Ì Do you think that community development may be a
useful approach for your community to tap into and
Ì an increased awareness of the importance of build upon its capacity?
protecting, advocating for and improving the
conditions for vulnerable people, distinct cultures, Ì What is the capacity in your community that you can
floundering economies and environments; build upon?
I
Ì skilled leadership; Ì What areas of community capacity need to be
-
developed or strengthened in your community?
Ì an increased interest from young people to become
u n d e r s t a n d i n g
future leaders; and
Ì an increased ability to handle disappointment, threats
and hazards to community pride and well-being.
t h e
t e r m s
12

20. S E C T I O N
SECTION II - Responding to a Challenge or Opportunity
WHEN DOES COMMUNITY DEVELOPMENT A crisis which threatens the viability of the community
HAPPEN? or an opportunity to enhance the quality of life in the
community is often the driving force for community-
Community development is a planned process that based action. Community members perceive that action
requires certain prerequisites. Effective community must be taken. A multitude of circumstances could
development most often happens when: occur that cause a community to respond.
s a challenge or opportunity presents itself, and the Examples of negative circumstances that can motivate
I I
community responds; communities to consider a community development
s community members are aware of their power to act approach are:
together to benefit their community;
-
s there is a desire to build on diversity and to find s closure of a primary industry upon which many of
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
common ground; and/or the community members are dependent,
s change is taking place and community development s a community facing significant social problems
is understood to be a positive approach to manage but with little that can be achieved until issues of
this change. community health and well-being are addressed,
s too many young people leaving the community,
Each of these situations is described below. At the end of s withdrawal of government funding for an initiative
this section is a set of questions that will help determine upon which the community is highly dependent, or
whether or not your community has the resources in s frustration about the results of previous efforts and
place that will support community development. the desire to use a different approach.
Community development is not solely pursued as a
response to negative circumstances or a crisis.
Increasingly, community development is viewed as a
way to build upon strengths (capacity) and take
advantage of opportunities. Some communities view
the community development process as a way to tap
into the multitude of strengths, skills and abilities of
community members.
13

21. S E C T I O N Examples of positive circumstances that can result in Lessons from Experience
community development are:
Ì A community is a group of individuals wanting to
s the desire to build stronger connections between achieve something collectively rather than separately.
community members;
s an interest in creating grassroots Responding to an Opportunity Ì Regardless of how big or small the
initiatives to respond to interests or action, the feature that distinguishes
talents within the community (i.e. A group of friends on welfare community development from
bartering, co-operatives, arts festivals); talked about the idea of creating
anything else is the collective
s the potential to diversify economic a community business. They
knew that they had to become
approach to decision-making.
I I
activity within the community; more self-reliant and their social
s the need to help community members workers had provided Ì Any number of things can trigger an
help themselves (community gardens, information about community interest in community development,
-
collective kitchens, cooperative loan funds for new businesses. so it is important to understand the
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
housing); or They asked others to join them in
need or problem as well as the
s the opportunity to create programs or the creation of a community-
based economic development
possible solutions.
facilities for children, seniors or others
project. Because they had
in the community.
experience in both cooking and Points to Ponder
customer service, the group
Regardless of whether the community is decided to open a restaurant. Ì Is there a threat or opportunity facing
responding to a perceived threat or an Their goal was to create jobs for
your community?
opportunity, the motivation to pursue a themselves and others. It took
community development approach stems effort, planning and the
from a belief that the community itself not development of community trust Ì Do you think community development
only has the solutions but the ability to to start the business, but there could be a useful approach to
translate their ideas into action. was an opportunity to do responding to this threat
something and they took it. or opportunity?
Today a successful restaurant is
in place. The restaurant remains
committed to hiring
disadvantaged people.
14

22. S E C T I O N
Community Awareness — The Power to Act Without the awareness and belief that community
members have the power to act and to bring about
Community development stems from the belief that the positive change there will be little motivation for
community itself has or is able to develop solutions to community development. Motivation is not the only
the issues and opportunities within the community. requirement for successful community development but
Rather than waiting for someone else, community it is a foundation.
members believe in their own ability to
take action. Lessons from Experience
The Power to Act
Some people may need to be convinced Ì Creating awareness and motivating
Community members in a small
I I
that they do in fact have the power to act rural community were disturbed community members to take responsi-
and that the contribution they could make by the fact that many of their bility for the future of their community
is of value. Too often we see outside young people were going to can be a challenge. The best approach
-
experts or professionals as the ones with larger centres to find work. As a may be to use real examples of inclu-
the answers and defer to them. result of this concern and, after sive community development
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
Community development requires much work, a number of approaches as a powerful tool for
awareness by members that they too have business people sponsored a creating awareness of the potential of
small local sawmill. The mill is a this approach.
expertise about their community.
success and other business
Although outside assistance may be opportunities are being
needed, it should only be as a tool to considered to help create Ì Practical and small projects can be a
develop community-driven responses in a additional jobs in the great experience that demonstrates
way which responds to the community. community. Having seen one the power of collective community
venture succeed, it is easier to development. Starting small and
Discussion in the community may be plan others. building on strengths is a good
needed to create the awareness that: strategy for building awareness
and motivation.
s community members are the experts with respect to
the needs, hopes and dreams of their community;
s it can be beneficial to act together to achieve results;
and
s all community members have skills, knowledge and
abilities to contribute.
15

23. S E C T I O N Ì Community development does not work well if The Desire to Build on Diversity and Find
members see the answer to the threat or opportunity Common Ground
as being outside of themselves (believing, for
example, that government should act on their behalf Communities are made up of individuals with a variety of
or that one large private-sector investor can turn the cultural backgrounds, beliefs, interests and concerns.
economy around and make the One of greatest challenges is to find the common ground
community a better place to live). out of the diversity. Success requires that a good cross-
section of community members participate.
Points to Ponder
Inclusive processes are those that:
I I
Ì Do individuals in your community believe they have
the power to bring about change? s are open and participatory in nature;
s respect differences and value all contributions;
-
Ì If community members do not believe they have the s ask questions rather than impose answers;
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
power to act, how can you create this awareness? s look for solutions and areas of agreement;
s break down barriers to communication such as the
Ì If they do have this awareness, how can you build use of jargon and stereotypes; and
upon it and sustain it? s provide a variety of opportunities for participation.
Examples of the way communities include a variety of
people in community development processes are:
s town-hall meetings,
s focus groups,
s coffee gatherings and potluck suppers,
s discussion papers that provide an
opportunity for response,
s questionnaires about community matters,
s surveys that identify the skills and abilities of
community members,
s local media reports,
s e-mail and chat rooms,
s planning workshops, and
16

24. s interviewing individuals in leadership roles.
S E C T I O N
Acknowledge this and get some experienced help if it
becomes a problem.
Failure to involve a cross-section of community members
and interests will weaken your communi- Ì The process is as important as the
ty development effort. To be effective, all Finding Common Ground results. A process that fails to be
sectors must be involved. Invite inclusive is not good community
community leaders to participate, and Two non-profit agencies were development, regardless of the results.
design strategies to bring together frustrated by the fact that very
individuals who do not normally few job opportunities existed in
their community for mental Ì If certain people or stakeholders in
participate in community processes.
health survivors. There were your community are skeptical or don’t
I I
Make sure that it is the right time and that
mixed feelings and much wish to participate, keep them
there is enough interest to proceed. ignorance about the abilities of informed and continue to invite their
the survivors and many doubts participation. An inclusive process
-
Community development is not one set of about supporting anything that keeps the door open.
interests within a community imposing a
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
could create a financial
solution or action on others. Community dependency. These two agencies
development is a democratic process acted as the catalyst to bringing Ì To be inclusive, keep asking the
and involves the active participation of together community people to questions quot;who else needs to be
a variety of people. increase awareness, consider involved?quot; and quot;are we unintentionally
options and develop innovative excluding someone from the process
and community-based solutions because they are not connected to
The strength of community development to the problems. They discovered
is that it is an approach that brings a group or organization in
that everyone was interested in
individuals of diverse interests together sustainable and meaningful
our community?quot;
to achieve a common purpose. employment, regardless of other
differences, so they proceeded to Ì Don’t just include the official or
Lessons from Experience create a cooperative that was run regular leaders. There is a lot of talent
by and for the mental health and energy in those less recognized in
Ì Inclusion must be intentional. survivors. This helped improve
community activities.
understanding and enhanced
Identify the variety of interests in your
community relations.
community and develop strategies
for involvement.
Ì Inclusion of a wide spectrum of
interests can push people out of their comfort zones.
17

25. S E C T I O N Points to Ponder Understanding Change
Ì Which individuals or organizations should be involved Community development involves change. The community
in a community development process? must understand that community development will bring
about changes as well as address issues
Ì Think of other community processes that have already taken place. Some of
Sometimes It Doesn't Work
with which you are familiar. Who was the changes will be anticipated,
left out of these processes? How could but others will occur as part of the
A rural town was trying to
they have been included? organize a formal community process and may not be foreseen.
development initiative with other
I I
Ì What challenges can you identify groups and agencies in the Community development can bring
community. Some felt there was about significant transformations in the
in designing an inclusive community
an urgency related to funding community. These can involve re-
development process in
-
cuts while others seemed content structuring, shifting of power, new
your community? to share information about
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
relationships, and new economic or
current and future events. community activities.
They held several meetings that
were well-attended, but didn't
seem to be getting anywhere. Even positive change can be stressful and
For the fourth meeting, they needs to be managed. How we respond
hired an outside facilitator who to, cope with, or handle change is known
tried to find a place from which as managing transition and is a part of the
to begin. As it turned out, there community development process.
was no common need or issue
beyond the sharing of Community development is usually
information and networking. initiated by individuals who have passion
They decided that, for the time
and vision. If, however, community-based
being, that was a good enough
goal and that a community plan structures are not put into place to
or shared initiative was not that support this, even the best efforts can fail.
important at that time.
18

26. S E C T I O N
Structures to support change can vary depending on the Lessons from Experience
size and complexity of the endeavor. The following
structures are examples: Ì Make community members aware that change will
occur and may be stressful. Do not minimize the stress
s a community development plan, that can be caused by change. Develop strategies for
s a communication strategy, and managing change and transition.
s a hub of individuals or organizations Understanding Change
established as a focal point for Ì Community development requires a
community development. A Community Development balance between process and action.
Corporation (CDC) had been
This can often be difficult to achieve.
receiving base funding to create
I I
Community development is often Take time to develop an effective plan,
jobs in an isolated area. The jobs
supported by more formal organizational were part of the fishing industry communication approach and focal
structures such as community economy that was slowly point for your activity. These structures
-
development offices, community collapsing. Over a three-year will be beneficial in the long run.
d e v e l o p e m e n t h a p p e n
w h e n d o e s c o m m u n i t y
development corporations or not-for-profit period, new economic activities
organizations. A formal structure may not began to be created in eco- Points to Ponder
be needed every time. It is best to wait to tourism and the CDC had to re-
determine what is most appropriate for the think its services. They shifted
from being employment-focused Ì What changes may result from
situation. The key thing to keep in mind is community development activity?
to facilitating business start-ups
that support structures are necessary to
and seeking community
manage the community development financing for joint ventures and
process as well as the change it creates. Ì How will community members react
partnerships. As the financial
As this is an ongoing process, the to this change?
agencies had not moved as
structures will not be static. quickly to cope with the
changes, the CDC also became Ì What actions can you and your
They will change and adapt as the an advocate for policy and community take to offset the impact
community moves forward. Make sure program changes that reflected of change?
that you see the structures you create as the new priorities and
opportunities.
mechanisms to support your action, not as
ends in themselves.
19