1

Dr. Ajit Kumar

Content outline

Part A: Community Organization

• Ø  Introduction
• Ø  Objectives of the module
• Ø  Definition
• Ø  Steps
• Ø  Principles
• Ø  Roles to be performed, Skills required
• Ø  Identifying characteristics
• Ø  Analyzing a community problem
• Ø  Outlining a solution
• Ø  Approaches to  community organization practice
• Ø  Case studies
• Ø  Conclusion

• Part B: Introduction to Community Development Content outline
• Introduction
• Ø  Objectives of the module
• Ø  Definition & Objectives of community development
• Ø  Principles of community development
• Ø  Community Development in India
• Ø  Evaluating the Indian community development programme
• Ø  Mahatma Gandhi, Rabindranath Tagore and community development
• Ø  Community Development and Community Organisation
• Ø  Summary

Part A :

Introduction to the Practice of Community Organization

Introduction:

The profession of social work has evolved the following four methods of practice: case work for working with individuals, group work for working with groups, community organization for working with communities and social action for working at the societal level. Under this typology there are four levels and there is a method appropriate to each level. Community organization as a method is practised at the level of communities.

Objectives of the module

The objective of this module is that at the end of the session learners will be able to :

1.  comprehend various aspects of community organization

2.  provide definition of commuiity organization

3.  Enlist steps

4., principles, roles, skills, identifying characteristics, analysing a community problem, outlining a solution and the approaches to community organization practice.

Definition

Professor K. D. Gangrade in his book titled Community Organization in India has cited the definition given by Murray G. Ross. This definition says that community organization is a Process by which the community identifies its needs or objectives, gives priority to them, develops the confidence and will to work at them, finds resources –internal and external- to deal with them, and in doing so, extends and develops co-operative and collaborative attitudes within the community.

Two aspects of this definition are very significant. One, the method of community organization is a process meaning that it is continuous. This method will encompass many activities and programmes which is time-bound. But the final objective of this method is larger than its planned activities and programmes because of which the practice of community organization is viewed as an ever-continuous process. What is the final objective of community organization? Here the second aspect becomes significant. This method must nurture co-operative and collaborative attitudes within the community. This is a non-material goal and is the final goal of the community organisation process. The practice of community organization will lead to many activities and programmes to meet a specific material goal. It may succeed or fail. This success or failure is only a short – term outcome of the practice of community organization. The long-term success depends upon the degree and extent to which a co-operative spirit has been nurtured in the community.

I. Steps in practicing community organization

Based on the above definition the following five steps in practising community organization can be outlined:

3.1. It is a process in which the community identifies its needs.

3.2. Then prioritizes these needs.

3.3. Develops the will and confidence to work at fulfilling these needs.

3.4. Finds internal and external resources.

3.5. And develops co-operative and collaborative attitudes within the community.

II. Guiding Principles

Murray G. Ross has identified the following principles to guide us while practising the method of community organization:

2.1. Discontent with the existing conditions must prevail in the community.

People in the community must be dissatisfied with one or the other aspect of their life in their community. This discontent is the strongest motive for people to participate in the community organization process. Without this discontent the process will become weak.

2.2. Discontent must be widespread.

Not only must discontent exist in the community but it should also be widespread. Only if a large number of people in the community are dissatisfied can we effectively practise community organization.

2.3. The discontent must be focused and channelized into an organization

Unfocused discontent is a block to action. Only when it gets channelized into an organised effort will it lead to a fruitful outcome.

2.4. The community organisation method must involve both formal and informal leaders of the community.

Formal leaders refers to persons occupying positions in organizations while informal leaders are those persons who command influence in the community yet hold no official position in any organisation. Often an informal leader may be able to contribute more to the process of community organisation than a formal leader.

2.5. The community organisation method must promote harmonious relationships in the community.

Given the diversity and the divides in a community this method must pay special attention to the nurturing of harmonious relations in the community.

2.6. The community organisation method must nourish informal groups in the community.

A community may contain many informal groups pursuing their interest. These groups need to be nourished. Non-discriminatory attitudes and skill training can strengthen these groups. These groups and their work can further the goals of community organization practice.

2.7. The community organisation method should develop effective leaders in the community.

Effective leaders mean participatory and process oriented leadership. Identifying and nurturing such a leadership is the task of community organization practice.

III. Roles to be performed by the community organizer

The word ‘role’ refers to a set of expected behaviour and actions. The following four roles must be performed for effective work:

3.1 Role of a guide.

In this role the worker is expected to stimulate discontent and initiative through discussions and then channelize them into constructive work.

3.2. Role of an enabler

In this role the worker is expected to promote co-operative decision making in the community.

3.3. Role of an expert

In this role the worker is expected to provide specific, relevant and technical information on community-related issues.

3.4. Role of a social therapist

In this role the worker is expected to help the community understand their diversities and divides and resolve them.

IV. Skills required

The word ‘skill’ implies the ability to do a particular action and do it effectively. In community organization a worker needs to acquire skills related to fact-finding, analyzing, planning, implementation, communication, conducting meetings, handling leaders, establishing rapport, fund-raising and so on. The Columbia University has classified these skills into the following five categories:

i. Identifying characteristics

To practice community organization in a community we need to study that community.

An outline to identify the major characteristics of the community is presented below:

4.1. Postal address, geographical location of the community and its history.

4.2. Draw a community map with houses, lanes, boundaries and important landmarks such as shops, religious places and so on.

4.3. List out the following community facilities : water, toilet, drainage, garbage disposal, streets, energy, schools, crèches, health centres and so on. Also take note of the quality of the facilities available.

4.4. Describe the community power structure by listing out the formal and informal leaders of the community. Describe their role in the life of the community.

4.5. Describe the economic aspects of the people of the community with reference to the following: occupation, income, expenditure and assets.

4.6. Describe the social life of the community with reference  to the following:

marriage and family, religion, value systems, food practices, festivals and so on.

ii. Analyzing a community problem

The outline presented below helps in analysing a community problem:

4.2.1 Describe the problem.

4.2.2 Trace its history.

4.2.3. How does it affect the people of the community?

4.4.4. Who are the people/groups affected by it?

4.4.5 What is the urgency of the problem?

iii. Outlining a solution

The outline presented below in the form of a series of questions is a guideline in solving a community problem:

5.1. Can the problem be tackled in parts?

Or

Is it to be tackled as a whole?

5.2. Who should take the initiative? Why and how?

5.3. What personnel will be required?

5.4. What resources are required?

5.5. What methods and procedures should be used?

5.6. What is the cost of undertaking this effort?

5.7. How is this cost to be met?

5.8. Is the participation of the entire community required?

Or

Is only a section of the community is participating?

Answering these questions will enable us to outline a possible solution.

Approaches to community organization practice

The following are the two approaches in the practice of community organization:

1. Directive Approach:

In this approach the worker and their organization take all decisions and the people of the community are mere beneficiaries. The advantage of this method is that some results can be demonstrated immediately but it does not build up the capacity of the community to identify and solve their own problems. In certain select situations such as in case of disasters requiring immediate assistance this approach is necessary.

2. Non-Directive Approach:

In this approach the worker and their organization take very few decisions. The people of the community are encouraged to take decisions. The disadvantage of this method is that results cannot be immediately demonstrated. The advantage is that it does build up the capacity of the community to identify and solve their own problems

No practice of community organization can be completely directive or completely non-directive. Both the elements will be found in any such practice. A non-directive approach is more sustainable and strengthens the problem-solving capabilities of the community.

Case Studies from community organization practice

Case Study : 1

A Case Study of Anganwadis of Dakshina Kannada Zilla Panchayat

As a Case Study of Dakshina Kannada Zilla Panchayat has pointed out that all the 1724 anganwadis of the district have LPG gas connection, utensils and a model kitchen with storeroom. These anganwadis came to be well equipped because of the “high involvement of the Anganwadi Coordination Committee and the Locals“. The “committee networks with GP members, mahila mandals and the local NGOs“. The local people never say ‘no’ to any request made by the anganwadi. They “have a sense of ownership and responsibility to transform the anganwadi as a child-friendly centre”. They have contributed “so that the anganwadi centres can have beautiful flag

pole, compound walls, better quality tiles etc”                .

Source:

“Total Sanitation Campaign in Dakshina Kannada Zilla Panchayat, karnataka”, Centre for Budget and Policy Studies, Bengaluru, in Best Practices in Panchayats Management and Service Delivery Volume I, Ministry of Panchayati Raj , Government of India, p.22-23.

Case Study: 2

The Bearhatty Gram Panchayat, Nilgiri, Tamil Nadu has performed well under the Panchayat Empowerment and Accountability Incentive Scheme PEAIS. One reason for this good performance is the “Enabling President-Member Relationship”. As the case study of this GP points out:

The president and ward members share cordial and warm relationship which helps in decision making and delivery of services. According to the members of the GP as well as the records maintained, these meetings are held on a monthly basis and act as platforms to raise issues, discuss and reach consensus which act as the basis for the GP’s decision.

Source:

1.    “Social Security Benefits, Enhancing Resources and Improving Sanitation in Bearhatty Gram Panchayat, Nilgiris, Tamil Nadu”, Best Practices in Panchayats Management and ServiceDelivery, Volume I, Ministry of Panchayati Raj , Government of India, p. 2,3 & 5.

Summary

From the above eleven sections we learn that:

The definition of community organization stresses on the fact that it is a process which finally must nurture a spirit of co-operation in the community. Based on this definition six steps have been listed for practicing community organization.

1.  Seven principles have been stated to guide us in the practice of community organization

2.  Four roles have been listed which a worker is expected to perform in the community organisation process

3.  A variety of skills have been enumerated which a worker needs to acquire.

4.  Six points have been given to study community characteristics.

5.  Five points have been given to analyse a community problem.

6..Eight points have been listed to solve a community problem.

The directive and non-directive approaches enables the worker/learner to gain a perspective as to how the method of community organization can be practised. The two case studies provided us a glimpse of field realities

Part B :

Introduction to Community Development

Content

Introduction

I.             Objectives of the module

II.           Definition and Objectives of community development

III.          Principles of community development

IV.    Community Development in India

V.            Evaluating the Indian community development programme

Mahatma Gandhi, Rabindranath Tagore and community development Community Development and Community Organisation Summary

Introduction

The origin of the idea of community development can be traced back to the end of the Second World War 1939-45 and the end of colonialism with many poor countries of Asia and Africa becoming free to chart out their path of development. Since these countries were primarily rural and agricultural the search was for an effective idea aimed at regenerating rural economies and rural communities in the shortest possible time.

Objectives of the module

To enable the learner to understand the following aspects of community development: definition, objectives, principles and the community development programme in India.

Definition of community development CD

The definition of community development given by Professor K. D. Gangrade says that it is a “process by which the efforts of the people themselves are united with those of government authorities to improve the economic, social and cultural conditions of communities, to integrate these communities into the life of the nation and to enable them to contribute fully to national progress”. From this definition three points are clear:

1.    People play the key role in community development.

2.  Self-help and self-reliance is the key to this process.

3.  The government steps in by providing technical support and other services.

Objectives of community development CD

• To improve agricultural production
• To improve housing and village communication
• To foster primary education and public health
• To promote indigenous handicrafts and small-scale industries

Principles of community development

The following are the principles of community development

a. The programme should be based on the felt needs of the people.

The focus should be on meeting those needs felt by the village community and not needs identified by external agencies.

b. The programme should be based on an integrated approach.

Problems should not be seen in isolation from each other. For example a health problem is related to adult literacy. So the community development programme must link the two together.

c. No distinction should be made on the basis of caste, gender, creed or class.

The Indian village community is a diverse community and severe divides of caste and gender prevails there. Special efforts should be taken for inclusive participation.

d. Educational and democratic methods should be used to change the attitudes of the people. This programme must not be imposed on people.

e. The programme should be based on the culture and tradition of the people. This programme must take into account local cultural mores and traditions.

Community development in India

The community development programme was launched in India on 2nd October, 1952 and was Independent India’s first programme of rural development. It was launched in units of blocks, each comprising 100 villages with a population ranging from 60,000 to 70,000 people. Each block would undergo three phases of development. The first phase of one year duration would focus exclusive on agriculture. In the next phase of five years development in other areas will be taken up. In the third and concluding phase again of five years all these programmes would be completed. In short in 11 years these blocks should become a permanent unit of planning and development and an established channel for developmental expenditure.

Evaluating the Indian community development programme

Within a short while the programme evaluation cell of the Planning Commission reported that this programme was not meeting its goals. It was depending too much on governmental initiative with poor participation by the people while the benefits were being cornered by the rural gentry. This lead to a more detailed study by the Balwantrai Mehta committee in 1956-57 and they came to the conclusion that the programme had failed because of the lack of decentralisation of power at the district, block and village level. The Mehta committee recommended a three-tier panchayati raj system to decentralise power at the three levels. This recommendation led to the ushering in of the panchayati raj system in India. Rajasthan was the first state to inaugurate a panchayati raj system in 1959.

Mahatma Gandhi, Rabindranath Tagore and community development

Before independence much effort in evolving an effective approach to developing villages in India had been undertaken. Among them Gandhi and Tagore have been pioneers. From 1920 onwards Gandhi put forward the idea of sarvodaya meaning ‘welfare for all’ and within this framework he evolved a ‘constructive work programme’ which initially began with communal unity, removal of untouchability and the promotion of khadi and village industries. Subsequently it grew into an eighteen-point programme. A key element of this programme was that the workers had to live in the village as the villagers lived. To practice what he preached Gandhi in 1936 shifted to Sevagram village an hour’s drive from Nagpur and lived and worked there for ten years till 1946. For Gandhi Indian villages suffered from want of corporate sanitation, deficient diet, inertia and the practices of untouchability.

Tagore established an Institute of Rural Reconstruction at Sriniketan in 1922 as a part of his university at Shantiniketan. Work began in three villages and by 1953 it had extended to 65 villages. The project was divided into three zones with headquarters at Sriniketan. The headquarters had all the demonstration projects aimed at influencing the surrounding villages. The activities focused on research, extension and education. This institute was highly organised with a clear structure, programmes and a method of work and it came to influence the community development programme in India.

Community organisation and community development

Professor Gangrade says that community development is a planned effort for inducing desirable changes. He has pointed to the following similarities and dissimilarities between the two:

8.1. Similarities:

The philosophical base between the two is the same in the sense that both aim at enabling people live a ‘fully developed life”. Both give emphasis to self-help and self-determination as guiding values. Both work as agents of social change.

8.2. Differences:

Community organization is practiced more as a voluntary effort while community development is a government-initiated programme. Community organization is an outcome of an urbanized and industrial society. Community organization tends to be process oriented while community development is target oriented.

Summary

Community Development is an approach to rural development where the efforts of the people are united with that of the government in developing the village community. In this approach development programmes are undertaken in the areas of livelihood generation, education, and health and village infrastructure. Five principles have been enunciated as guidelines. The 1952 Community development was the first programme of rural development launched by the government of India after Independent Indian become free from colonial rule. This programme failed in meeting its goals but it led to the ushering in of the panchayati raj system in India. Mahatma Gandhi and Rabindranath Tagore have done pioneering work in rural reconstruction.

References

1. Cox, Fred M. et al (1960): “Communities” In Cox, Fred M.  et al  (ed.) Strategies of Community Organization – A Book of Readings, F.E. Peocock Publishers: Itasca.

2. Desai A.R. (1984): ‘Community Development Projects – A Sociological Analysis’ InA.R. Desai (ed.) Rural Sociology of India, Popular Prakashan : Bombay

3. Gangrade, K.D. ( 1971): Community Organization in India Popular Prakashan : Bombay
4. Kumar, Ajit (2005):“Social Work Among Communities”, In General Areas of Social Work Practice -Social Work Intervention with Individuals and Groups – BSWE-002, Indira Gandhi National Open University School of Continuing Education: Delhi
5. Mehta, M.S. & Sohan Singh (1968): “Adult Education” In Encyclopaedia of Social Work in India, Volume one, Publications Division, Government of India.
6. Presthus, Robert (1960) : “Community Power Structure : Theoretical Framework” In Cox, Fred M. et al (ed.) Strategies of Community Organization – A Book of Readings, F.E. Peocock Publishers: Itasca