Mobilizing Communities for Development and Social Change Save

Mobilizing Communities for Development and Social Change Save the Children US

l What is community mobilization?

Operational Definition l Community mobilization is a capacitybuilding process through which community individuals, groups, or organizations plan, carry out, and evaluate activities on a participatory and sustained basis to improve their health, education, food security, etc, and other needs, either on their own initiative or stimulated by others.

Community Mobilization: Definitions l Community mobilization is not a campaign, nor is it a series of campaigns. It is a continual and cumulative communic-ational, educational and organizational process that produces a growing autonomy and conscience.

Community Mobilization is not. . . l l Social mobilization Community participation Advocacy Interpersonal communication Although community mobilization may utilize the above strategies, or may be a strategy utilized by them, these terms are not synonymous.

l What is the difference between community mobilization and social mobilization?

Social Mobilization l Social mobilization is a process of bringing together all feasible inter-sectoral partners and allies to determine felt-needs and raise awareness of, and demand for, a particular development objective. (UNICEF)

l l Successful social mobilization strategies have been one-time or annual campaigns to solve one problem (e. g. UNICEF’s EPI strategy of the 1980 s). Maternal and neonatal health is more complex and program strategies are evolving. (e. g. Nepal Safe Motherhood network).

Illustrative ‘Communication’ Activities Interpersonal Communication/ Counseling 22% Mass Media 42% Community Mobilization 36%

Why Community Mobilization? l l l Decentralization and democratization require increased community level decision-making Communities have different needs and problems, different cultures, beliefs and practices--one message may not fit all Builds mechanisms and systems to sustain health improvements

Why Community Mobilization? l Brings additional resources that may not be available to health system alone l Communities can apply political pressure to improve services. l Empowering CM approaches can strengthen community members’ skills and capacity to address the underlying causes of health problems and reduce barriers to access of information and services.

Why Community Mobilization? l l Social structures and norms may need to be changed if true access to information and services is to be achieved by those who need them most. CM can help to facilitate these changes. CM can increase community members’ awareness of their right to decent treatment and can strengthen members’ ability to claim this right.

What is Community?

What is community? l Geographically defined l Shared interests, identity and/or characteristics l Shared resources

Consider using CM when and where…. · · National IEC campaigns fail to reach pockets of the country because access to mass media is limited, language is different, etc. Systemic changes are needed at community level Sustained community support is desired Theme is too politically sensitive to be thrust of a major national campaign

Consider using CM when and where…. · · Settings are very diverse and local solutions are required Problem of individuals affects the rest of the community Communities themselves have identified a health problem and request assistance Community resources are required or desirable

For the Group…. . l What are some of the important/key elements of community mobilization?

Key Elements of Community Mobilization l l l l Human rights Community Health Culture Gender Education Communication Leadership l l l l Mobilization Participation Dialogue of knowledge Power Equality Citizenship Ethics Role of institutions

Dimensions of Community Participation l o r t on C r O e d i s ut Collective action Co-learning Collaborating Co-opted ai Su st Cooperating na bi lit y Consulted Adapted from: Andrea Cornwall, 1995, IDS

Putting the strategies together-A Community Action Cycle Preparing to Mobilize GETTING ORGANIZED EXPLORING C. M. FOCUS & SETTING PRIORITIES EVALUATING TOGETHER COMMUNITY ACTION PLANNING TOGETHER

What skills do “Mobilizers” need? l l l l Understand be able to apply learning and behavior change principles and theories Be politically, culturally and gender sensitive Excellent communication skills-- LISTEN! Facilitation skills; know and use appropriate methods/techniques--Don’t “facipulate” Technical knowledge of heath issue Possess program design and management skills Organizational development skills (group dynamics, structures, etc. ) Be able to assess, support and build community capacity/competency (organization, participation, leadership, management, link to external orgs, etc. )

What roles can external organizations play in community mobilization? l l l l Mobilizer: works directly with existing leaders and community groups to stimulate action. Organizer: forms new organizations or bring existing organizations together in new ways around an issue. Partner: may focus on capacity building of local organizations or complement local organizations in a joint effort. Liaison: links communities with resources, builds networks. Advisor: provides assistance to communities who request specific advice/technical expertise. Advocate: supports community members efforts to obtain resources or change policies. Donor: provides funding to community to address health issue Marketer: shares experience with others to expand CM

Community Mobilization Strategies and Approaches

Program Approaches l Problem-posing approaches l Strength-based approaches (Freire: critical reflection, generative themes, critical incidents…. ) (Cooperrider, Zeitlin, etc. , organizational development “Appreciative Inquiry”) l Mixed/Others?

Community Organizing l l Identify and work with existing organizations and leaders. Identify those most affected by issue. If they are not already organized, facilitate organization and work with and through them. Establish support groups. Redefine community structures and roles.

Community Organizingcont’d l Organize community around: • Critical incidents • Common problem(s)/issue(s) • Expressed needs • Traditional community events • General development activities • Emergencies

Strength-Based Strategies l l Appreciative Inquiry - Discover (what is now) - Dream (what might be) - Design (what should be) - Deliver (what will be) Assets-based approaches

Strength-Based Strategies l “Positive Deviance” (SC/Vietnam) Identify those who practice healthy behaviors and enlist them to model positive behaviors for others.

Participatory Research & Evaluation l l Rural Rapid Appraisal Participatory Research & Assessment Participatory Learning & Action “Autodiagnosis” Community participates in question formulation, design of methods and instruments, conduct, analysis of research & evaluation.

Community Development l l “C-BIRD”- community-based integrated rural development Institutional development approaches Partnering (joint agreements, plans, etc. ) Leadership training (changing concept)

Community Development u“Community Action Cycle” (SC/Bolivia Warmi Project) Autodiagnosis Participatory Evaluation Planning Together Implementation

Participatory Communication & Community-based Media l Community members develop, design and produce: • Local radio shows • Street theater, dramas, concerts • Print materials (newspapers, educational materials, booklets, comics, brochures. . . ) • Slide shows, videos • Health fairs (“Lilac Tent”) • Other (“talking drums”, town crier, etc. )

“Community Defined Quality” l Community members work with service providers to define and improve quality of care. (e. g. Peru “Building Bridges for Quality” project, Save the Children/Nepal CDQ project)

Advocacy l l l Political action Petitions Lobbying Demonstrations and rallies Support of political candidates Drafting of legislation or policy proposals

Evaluating CM programs Current SC (JHU/PCS 4) community mobilization projects are attempting to measure indicators related to: • Health outcomes • Community competency/capacity outcomes • Linkages/relationships between communities and service providers

CM “sticky issues” l l l Varying opinions about what CM is and how it should be done Evaluation frameworks, indicators Going to scale Cost-effectiveness compared with other approaches (goals and objectives may not be comparable) Donor support often not realistic (time frames and resources)

More “sticky issues” l Ethical and political issues related to equity and empowerment (cultural biases, transparency, control, what is role of external orgs. ? etc. ) l l CM often not considered a technical discipline Emphasis on tools and methods rather than comprehensive approaches & philosophy

Key Element: Community l Community is not merely a human space confined to a defined territory. Communities today may be defined more broadly in terms of common interests or characteristics, but they are not homogenous and are likely to be full of conflict and contradiction. Many people living in a community may be excluded from decision-making processes and have limited access to services and information. These marginalized groups are often at greater risk of health problems. They have the right and should be invited to actively participate in community work to ensure that their needs are addressed. It is important to respect and promote a community’s autonomy, but this autonomy should not be interpreted as isolation from the outside world.

Key Element: Mobilization l Mobilization is always closer to interaction and dialogue about knowledge than messages with which one intends to change behaviors. Mobilization cannot be confused with spontaneous and sporadic impulses. Experience shows that in some cases it is necessary to create new organizations in the community to stimulate the mobilization process. Mobilization is not a linear process; it has its peaks, its highs and lows. Mobilization does not only seek to resolve specific problems, but also to influence local, regional and national policies.

Key Element: Participation l Participation is not merely an instrument to more effectively ensure compliance with reaching project objectives, but is a right and a fundamental necessity of people and of communities. Participation cannot be considered as merely a strategy of health services to obtain the collaboration of the population. Participation is an action of responsibility, of liberty and self-determination. Participation is important in relation to the group, but also as a democratic value. From participation, one learns how to pass from comanagement to self-management. Participation can resolve conflicts, but it can also generate them. One should not sanctify participation, it is not a panacea nor is it indispensable for all occasions. It has to do with passing from a representative democracy to a participatory one.

Key Element: Dialogue of Knowledge l Community mobilizers should recognize the importance of both kinds of knowledge: the scientific technical and the popular traditional. Establishing a respectful dialogue between the two can lead to innovative and effective “new improved practices” and broader understanding of the rationale behind existing and recommended actions.

More Definitions. . . l Approach: An approach is the course to be followed, in a broad sense. Your approach helps to define how you orient your program. For example, • Problem-posing · Appreciative, Strength-Based, Asset. Based

l Strategy: A strategy sets forth the direction in which you move toward achieving a specific goal. For example, · Organize and strengthen women’s groups. · Work with traditional healers to increase community acceptance of condom use · Child-to-child promotion of healthy practices

l Methodology: “a set or system of methods, principles, and rules used in a given discipline, as in the arts or sciences. ” (Webster’s Dictionary) For example, • “ 4 -D’s” of Appreciative Inquiry · Warmi’s “community action cycle” · Participatory Rural Appraisal

l Methods: Methods are the techniques and tools that you use in your program. For example, • Facilitated group discussion · Venn Diagram analysis of community relationships · Socio-drama or role play

l Activity: “a specific deed, action, function, or sphere of action. ” (Webster’s) For example, · Train 50 Community Volunteer Health workers in how to facilitate group meetings. · Community youth group will develop and perform a drama depicting how HIV/AIDS affects young people in the community.

Measuring a Group’s Social Standing and Capacity for Collective Action l ¨ ¨ ¨ Increased access to resources Increased collective bargaining power Improved status, self-esteem and cultural identity The ability to reflect critically and solve problems The ability to make choices Recognition and response of people’s demand by officials Self-discipline and the ability to work with others (Suzanne Kindervatter Non-formal education as an empowering process: case studies from Indonesia and Thailand. Amherst: Center for International Education, University of Massachusetts, 1979. )

Dimensions and Sub-Dimensions of Community Capacity l Citizen participation that is characterized by: · Strong participant base · Diverse network that enables different interests to take collective action · Benefits overriding costs associated with participation · Citizen involvement in defining and resolving needs Identifying and Defining the Dimensions of Community Capacity to Provide a Basis for Measurement, Robert M. Goodman, Ph. D. et al. , Health Education and Behavior, Vol. 25 (3): 258 -278 (June 1998).

Leadership that is characterized by: · Inclusion of formal and informal leaders · Providing direction and structure for participants · Encouraging participation from a diverse network of community participants · Implementing procedures for ensuring participation from all during group meetings and events · Facilitating the sharing of information and resources by participants and organizations Goodman, et al (1998)

Leadership that is characterized by: · · · Shaping and cultivating the development of new leaders A responsive and accessible style The ability to focus on both task and process details Receptivity to prudent innovation and risk taking Connected-ness to other leaders Goodman, et al (1998)

Skills that are characterized by: · The ability to engage constructively in group process, conflict resolution, collection and analysis of assessment data, problem solving and program planning, intervention design and implementation, evaluation, resource mobilization, and policy and media advocacy · · The ability to resist opposing or undesirable influences The ability to attain an optimal level of resource exchange (how much is being given and received) Goodman, et al (1998)

Resources that are characterized by: · · · Access and sharing of resources that are both internal and external to a community Social capital, (the ability to generate trust, confidence, and cooperation) The existence of communication channels within and outside the community Goodman, et al (1998)

Social and inter-organizational networks that are characterized by: · · · Reciprocal links throughout the overall network Frequent supportive interactions Overlap with other networks within the community The ability to form new associations Cooperative decision-making processes Goodman, et al (1998)

Sense of community that is characterized by: · · High level of concern for community issues Respect, generosity, and service to others Sense of connection with the place and people Fulfillment of needs through membership Goodman, et al (1998)

Understanding of community history that is characterized by: · · · Awareness of important social, political, and economic changes that have occurred both recently or more distally Awareness of the types of organizations, community groups, and community sectors that are present Awareness of community standing relative to other communities Goodman, et al (1998)