Part II - Rural Development Handbook

* Forming and Working with Groups
* Planning and Mobilizing for Group Action
* Managing Projects and Activities
* Volunteer Management
* Understanding Change

Community Development

* Community Development
* Attitudes for Community Development
* Understanding Community Development
* Understanding Community and Society
* Understanding Global Perspectives
* Accessing Information
* Understanding the Role of Economics in Community Development
* Responding to Community Issues
* Identifying Individual Roles in Community Development

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Organization Development

Forming and Working with Groups

Changes in technology, social trends and government support are presenting new challenges to many groups and organizations. They require leaders who possess the Skills, Knowledge and Attitudes to help them organize to effectively meet these challenges.

A) Knowledge: When forming and working with groups and organizations, an effective leader understands:

- stages of group development
- what makes an effective group
- the group's mission, directions and goals
- needs assessment and evaluation methods
- job descriptions
- reporting relationships
- funding sources
- recruitment methods
- networks
- leadership styles
- organizational development models and styles
- group dynamics (individual roles and responsibilities and their relation to the group)
- team building
- strategic planning
- relevant legislation
- various group process facilitation techniques (e.g. problem solving, decision making)
- the Skills and Attitudes listed below

B) Skills:

When forming groups and organizations, an effective leader is able to:

- recruit for appropriate personalities/tasks
- assess and/or respond to community needs
- orient new members
- develop a constitution, by-laws and/or terms of reference
- delegate responsibility
- build rapport among group members

When working with groups and/or organizations, an effective leader is able to:

- balance task and maintenance functions
- motivate members
- evaluate activities
- observe the group and recognize the stages of its development
- assess and accommodate the needs of all members
- manage meetings
- use parliamentary procedure
- facilitate various group processes (e.g. problem solving, decision making, etc.)
- keep records
- plan and implement a public relations strategy
- facilitate the development and implementation of mission, directions and goals
- manage conflict
- work as a team member
- assess health of organization
- manage change
- delegate

C) Attitude: When forming and working with groups and organizations, an effective leader:

- respects and adjusts for a diversity of personalities, opinions, needs
- encourages team work
- is enthusiastic and assertive
- is patient, tolerant, open-minded
- encourages use of all resources

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Planning and Mobilizing for Group Action

An organization with a clear purpose can more effectively respond to the needs of its members. Determining the most important issues, setting goals, planning programs and taking action are key to an effective response.

A) Knowledge: To effectively plan and mobilize for group action, a person/organization understands:

- purpose, goals and objectives
- issues to be addressed
- the organizations "place" in the issue
- who the key decision makers are
- the power systems related to the issues
- strategic and business planning
- program planning
- social marketing
- Forming and Working With Groups - Core Curriculum
- the Skills and Attitudes listed below

B) Skills: To effectively build support and mobilize the group, a person/organization is able to:

- develop long term strategies
- develop and implement action plans
- design a communication plan
- develop and deliver concise presentations
- network with decision makers
- build group credibility
- describe the issue and need for action to members
- manage conflict
- negotiate

C) Attitudes: A person/organization which effectively mobilizes for group action is:

- committed to the issue and the organization
- optimistic
- enthusiastic
- sensitive
- persistent
- confident that it can make a difference

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Managing Projects and Activities

An organization's leadership ensures the Skills and Knowledge to manage its activities are in place. Effective management means programs and projects meet the organization's short-term objectives and long-term goals and strategies.

A) Knowledge: An effective manager understands:

- the organization's strategies, goals and objectives
- the organization's systems and operations
- the organization's resources
- the Skills and Attitudes listed below

B) Skills: An effective manager is able to:

1. Consult and Delegate:

- use appropriate leadership styles
- encourage participation in decision-making
- incorporate the ideas of others in decisions
- delegate appropriate responsibility and discretion to others in carrying out work plans and making decisions

2. Clarify Roles and Objectives:

- assign tasks
- provide direction in how to do the task
- clearly explain job responsibilities, task objectives, deadlines and standards

3. Plan and Organize:

- determine long-term objectives and strategies for adapting to environmental change
- develop short-term objectives, program/project plans to meet long-term objectives
- allocate human and financial resources to accomplish objectives
- analyze and improve the efficiency of operations
- coordinate the efforts of all parts of the organization
- keep accurate records (minutes, financial statements, contracts, etc.)
- budget financial resources
- interpret financial statements

4. Inform:

- disseminate relevant and appropriate information about decisions, plans, and activities to members, staff and the public
- answer requests for information
- market the organization's activities and products

5. Solve Problems:

- identify work-related problems
- analyze problems in a timely and systematic manner to identify causes; finding and decisively implementing solutions

6. Monitor Operations and Environment:

- gather information about activities
- check on progress and quality of work
- evaluate the performance of individuals, committees and the organization
- scan the environment for threats and opportunities

7. Motivate:

- use influence techniques that appeal to emotion,values or logic to generate enthusiasm
- set an example of proper behaviour
- respond to requests for support and resources

8. Recognize and Reward:

- provide praise and appropriate recognition for effective performance, significant achievements and special contributions

9. Support and Mentor:

- assist, cooperate and support
- facilitate others' skill development and position advancement
- be patient

10. Manage Conflict and Team Building:

- encourage and facilitate the constructive resolution of conflict
- encourage cooperation and teamwork
- facilitate team-building activities

11. Network:

- socialize informally
- develop contacts for support and information
- maintain contacts through visits, telephone calls, correspondence, meetings and social events

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C) Attitude: A good manager is:

- committed to the organization and its objectives
- cooperative, supportive, and helpful
- friendly and considerate
- open-minded, sensitive and tolerant
- enthusiastic and assertive

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Volunteer Management

People volunteer for non-profit organizations to meet their personal and professional needs. A good volunteer manager recruits, trains, and motivates people enabling both the volunteers and the organization to attain their goals.

A) Knowledge: An effective volunteer manager understands:

- methods of recruiting volunteers
- what motivates people
- the importance of job descriptions
- the qualifications necessary for the jobs
- the need for orientation and training volunteers
- that people respond to rewards
- the importance of documenting volunteer performance
- staff/volunteer relations
- volunteer burnout
- legal liabilities and volunteer responsibilities

B) Skills: An effective volunteer manager is able to:

1. Develop and Use Job Descriptions:

- identifies jobs required
- writes detailed job descriptions, including duties, qualifications and B) Skills required, time commitment, benefits and rewards

2. Recruit Volunteers:

- identifies candidates for the tasks
- schedules, designs and conducts interviews
- matches volunteers with programs and jobs
- negotiates fit between volunteers and organizations

3. Orient and Train Volunteers:

- explains and describes the organization to the volunteer
- defines the expectations of the volunteer and the organization
- identify volunteer Skills and interests
- matches volunteer Skills and interests to the tasks required
- develops and delivers appropriate training programs to volunteers
- matches training methods to volunteer learning styles

4. Recognize Achievements:

- welcomes newcomers to the group
- monitors volunteer performance
- provides feedback on performance
- recognizes the positive
- designs and implements a formal recognition program
- conducts exit and/or termination interviews

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5. Keep Records:

- documents interests, Skills, training achievements and progress of volunteers

6. Monitor Staff/Volunteer Relations:

- uses conflict resolution techniques
- listens
- communicates
- clarifies roles and responsibilities

C) Attitude: A good volunteer manager:

- respects individuals
- is sensitive to the needs and abilities of the volunteer
- believes in a win/win situation

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Understanding Change

Individuals, organizations and communities are affected by internal and external forces. Driving forces initiate change but resisting forces act against the change. Change can affect our economic, psychological or social well-being. Whether or not the change is welcomed it must be understood to be addressed.

A) Knowledge: Leaders/organizations which effectively understand societal change understand:

- change theory and people's reaction to change
- the impact of change on one's economic, psychological or social well-being
- how new ideas are disseminated and adopted
- the time required to initiate and achieve change

B) Skills: A leader/organization which understands change is able to:

- identify driving and resisting forces
- identify factors that will affect acceptance to change, e.g. peoples' education level; the idea's media exposure; and the popular appeal of change
- anticipate possible reactions to change
- apply an appropriate model for change to the situation
- identify community networks
- identify formal and informal communication systems in the community

C) Attitude: A leader/organization which understands change:

- believes in the change/development process
- is responsive
- tolerant
- open to new ideas
- patient
- willing to consider other points of view

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Community Development

Community development is the process of the community coming together around its shared goals. It involves community members developing a sense of common vision. It is an inclusive process which reaches out to all segments of the community to ensure everyone participates in identifying their needs, making decisions and taking action. Community development is based on the following principles:

* wide-spread participation
* self-reliance
* broad-based leadership
* sustainable development with long-term perspective (25+years)
* innovative partnerships between government, business and community groups, community planning and cultural, economic, social and environmental goals

Healthy communities have community spirit, adequate and affordable social services, a safe environment and opportunities for people to earn a fair living. Governments can no longer provide all of these conditions. More and more communities will rely on leaders who can work with other citizens to meet the needs identified by their communities.

Effective community leaders will have the Knowledge, Skills and Attitudes outlined in the personal and organization development sections as well as a solid understanding and appreciation of the community development process.

The first two sections of the handbook identified the Knowledge, Skills and Attitudes for each of the topics. In the community development section it was determined that the Attitudes were similar for the section as a whole and therefore they are listed below.

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Attitudes for Community Development

Attitudes for successful community development include:

* believing in the community development process
* being proactive and inquisitive
* being futuristic and visionary
* being co-operative with and supportive of others
* being respectful of the opinions, Knowledge and expertise of others
* valuing creating partnerships
* being committed to the well-being of the community
* willing to work in an environment where the outcome is unknown (risktaking)
* willing to fail and understand that failures provide opportunities to learn

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Understanding Community Development

Citizens are hesitant to participate in initiatives with seemingly intangible results. To some people community development is intangible because it involves diverse issues and groups. It has few immediate results, its outcomes are varied and it is a long-term process. By understanding the philosophy of community development citizens will learn to appreciate the process and become more involved in creating community wealth.

A) Knowledge:

- learning styles
- the social, cultural, environmental, political and economic factors that contribute to the well-being of a community
- community development models and theories
- the impact of change on communities
- the importance of partnerships for resource and idea sharing
- the principles of community development

B) Skills:

- applying your preferred learning styles
- researching
- communicating
- using computers for information access and sharing, e.g. Bulletin Board Systems, Internet
- networking

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Understanding Community and Society

In Ontario, communities are part of North American society. Every community is affected by societal change. Community residents must understand how this larger society impacts on community issues. Examples of societal change include: an increase in the number of single parent families, the aging population, a decrease in the number of farms, more women in the work force and technological advancements.

A) Knowledge:

- social, economic, environmental and cultural issues of the North American society
- community history and the historical events that have shaped the community's evolution
- government structures and responsibilities (i.e. local, regional, provincial, federal)
- politicians views on North American societal issues (i.e. free trade)
- community organizations and agencies whose mandates relate to societal issues (i.e. rural day care, senior's clubs)
- other communities' experiences

B) Skills:

- recognizing societal issues and their impact on the community
- accessing services and information that relate to societal issues
- accessing local, regional, provincial and national levels of government
- networking

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Understanding Global Perspectives

Every community is part of a much larger community -- the global community. In order to anticipate community issues resulting from global happenings, citizens must be aware of and understand the big picture.

A) Knowledge:

- how the global community affects your own community
- the global economy
- the evolution from an industrial to an information society
- the importance of broadening your perspective, e.g. considering new opportunities for the community
- money markets and their effects on community prosperity
- world politics and their effects on the economic, social,cultural and environmental well being of community
- cultural diversity
- the environmental effects on the global economy
- other communities/countries experiences

B) Skills:

- identifying and analyzing how the global environment can affect your community's wealth/prosperity
- accessing information regularly (e.g. newspapers, Internet)
- interpreting data and information

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Accessing Information

Information is power. Community development is based on shared power. Citizens who have current information on economic, environmental, social and cultural issues are better able to respond to community concerns.

A) Knowledge:

- educational opportunities and resources (e.g. Ontario Training and Adjustment Board (OTAB), Television Ontario (TVO), correspondence courses)
- information provided by communities, agencies and government (e.g. Community Information Centres)
- the media as a source of information
- information professionals
- electronic communication tools (e.g. bulletin board systems, CD ROM, electronic mail, databases)

B) Skills:

- obtaining, interpreting, analyzing and applying information
- using electronic communication tools

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Understanding the Role of Economics in Community Development

Communities are being affected by forces beyond their control. Examples are:

* economic downturns and global economic restructuring
* government decentralization
* international trade agreements
* environmental concerns
* rapid technological change

Economic development is often pursued as the focus in a community development process because of the impact economics has on the social and environmental well-being of a community.

Typically, a goal for economic development is to create appropriate jobs and raise the incomes of community residents. In the long term, economic development is concerned with the efficient use of a community's resources.

Definition

Community economic development means locally-initiated activities which seek to develop the economy of a community and to improve the quality of life for the benefit of its members. It is the community helping itself and investing in itself. It is a participatory process involving all community interests, founded on the development of a long-term plan and commitment of community resources.

Community economic development must involve all groups and stakeholders, including those traditionally excluded from existing power structures and economic activity. It is a way to bring all community members into the social and economic life of the community. It incorporates social and environmental goals defined by the community, as well as economic matters such as investment and business development.

A) Knowledge:

- the local economy
- support structures for business
- wealth creation
- entrepreneurship
- business structures, e.g. corporations, sole-proprietorship, partnerships/co-ops
- business management techniques
- business plans
- marketing principles
- feasibility studies
- the process of community strategic planning
- the community's priorities
- the interdependence of economics to social and cultural factors

B) Skills:

- working with consultants and organizations (e.g.Economic Development Officers, Economic Development Committees and, Chambers of Commerce)
- interpreting and analyzing social and economic data
- applying business planning B) Skills

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Responding to Community Issues

* See Understanding Community and Society (from Community Development section).

* See Planning and Mobilizing for Group Action (from Organizational Development section).

Healthy communities have citizens, organizations and leaders able to respond to community concerns, needs and changes. The effectiveness of their response determines the vitality and worth of the community.

Every individual has a responsibility to their community. Citizens cannot rely on existing power structures to provide responses to community needs. Through active participation in planning and decision-making, citizens can determine the future of their community.

A) Knowledge:

- community based strategic and operational planning
- community priorities and issues
- the importance of wide-spread community participation
- the roles of organizations, agencies, business and government in the community development process
- the change process
- the media
- communication planning

B) Skills:

- accessing relevant data
- interpreting and analyzing issues
- determining priorities
- identifying and bringing together all stakeholders
- team building
- planning, implementing, monitoring and evaluating community projects
- communicating
- resolving conflict
- problem solving
- working with the media
- lobbying elected officials

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Identifying Individual Roles in Community Development

* See Responding to Community Issues (from Community Development section).

* See Understanding Community Development (from Community Development section).

* See Understanding and Developing Oneself (from Personal Development section).

* See Communicating Effectively (from Personal Development section).

Community development is a process dependent on a number of players. Individuals need a sense of their personal strengths in order to identify where they fit. An awareness of key issues in your community and a well-defined community profile can serve as a starting point.

A) Knowledge:

- your individual strengths and weaknesses
- your role and responsibilities in the community
- community leaders
- issues in the community
- concerns and current status of the community, e.g. a community profile

B) Skills:

- developing and maintaining a community profile
- networking effectively with key individuals (e.g. local media, elected officials)
- building trust and rapport with key players and communities
- interpreting and analyzing information
- marketing personal B) Skills and expertise
- identifying opportunities
- developing a team approach to community development
- mentoring and supporting

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