1. Unlocking the Power of Communities Sergio Matos Mark S. Homan Diné College Tsaile March 22, 2006

2. Healthy communities tend to produce healthy people. Distressed and depressed communities tend to produce distressed and depressed people.

3. Definition of Community Development Community development recognizes sources of wealth (or community capital) that exist in the community, helps those sources to grow, and links them with one another to form a stronger, more capable community. Fundamental to this notion is that members of the community itself have the primary responsibility for decision making and action. Community development produces self-reliant, self-sustaining communities that mobilize resources for the benefit of their members.

4. Types of Community Capital Environmental Physical Human Economic Political Informational Social Spiritual Cultural

5. Elements of Community Development BUILD ON COMMUNITY ASSETS INCREASE SKILLS OF INDIVIDUALS CONNECT PEOPLE WITH ONE ANOTHER CONNECT EXISTING RESOURCES CREATE OR INCREASE COMMUNITY RESOURCES

6. EXPECT COMMUNITY TO ASSUME OWNERSHIP OF DIRECTION, ACTION AND RESOURCES PROMOTE THE EXPECTATION THAT COMMUNITY MEMBERS WILL DO ALL WORK POSSIBLE CREATE BENEFICIAL EXTERNAL RELATIONSHIPS

7. FOSTER COMMUNITY SELF-RELIANCE AND CONFIDENCE BUILD SELF-SUSTAINING ORGANIZATIONS ENHANCE THE QUALITY OF LIFE

8. Service versus Development Service focuses on problems Service is episodic Service reinforces power imbalances from giver to receiver Service promotes passivity Development focuses on assets and capacities Development is ongoing Development equalizes power relationships Development promotes capability and power

9. Service relies on experts Service emphasizes recipient ownership of problems Service keeps recipients isolated and dependent Service meets needs Service requires problems Service expects no contribution to others Development relies on partnerships Development emphasizes mutual ownership of possibilities Development links people with shared interests and promotes leadership Development fuels abilities Development prevents Development requires contribution

10. Conditions Necessary For Community Action TENSION BETWEEN DISCOMFORT WITH THE PRESENT SITUATION AND ATTRACTION TO A NEW SITUATION BELIEF IN THE POSSIBILITY THAT ACTION WILL PRODUCE A SUCCESSFUL OUTCOME RECOGNITION OF A COURSE OF ACTION

11. SUFFICIENT CREDIBILITY OF THE ORGANIZERS OF THE EFFORT, VALIDITY OF THE ISSUE AND SUSTAINABILITY OF THE ORGANIZATION SUFFICIENT DEGREE OF EMOTION SUFFICIENTLY RECEPTIVE ENVIRONMENT DECISION TO ACT

12. Questions for Community Capacity Building Is there an identified community? Does the project build skills of community members? Does the project produce new leaders and new teachers? Who owns the project? Does the project produce new community resources that can exist apart from the project?

13. Capacity Questions cont’d Do the benefits or resources create other benefits or resources? Which community capacities or assets will the project build upon? Which community conditions does the project intend to change? How does the project build inclusivity? How does the project build social capital? How does the project acknowledge and meet system needs?

14. Continuum of Family Involvement Parenting Personal development Participation/input Planning and implementing family support activities Family Driven policymaking and community development Developed by OCSHCN Parent Leader/Developers

15. The Fab Four: Most important things for a change agent to do Connect people Develop leadership Inspire confidence Create and maintain a culture of learning