Case Study #7: Rebuilding Communities Initiative

CASE STUDY #7: REBUILDING COMMUNITIES INITIATIVE

Foundation Funding of CO: The Annie E. Casey Foundation's Rebuilding Communities Initiative.

The Rebuilding Communities Initiative (RCI), underway since 1993, requires groups to make their activities resident-driven, taking a CO approach to develop a strong and lasting constituency for change. The Foundation has seen that while a CO approach achieves very important results it is not a simple transition for community-based organizations. Bill Traynor, executive director of the Lawrence Planning and Neighborhood Development Corporation, assessed the challenges facing community-based organizations and residents involved in RCI.

The first is overcoming the "caretaker" mentality and allowing residents to become "owners" of their agencies. At the core of organizing philosophy is a "reciprocal" relationship between organizer and the organized. According to Garland Yates and Sherece West of the Foundation, "This was a leading challenge for most of our RCI sites. ...To meet this challenge head-on, each site has worked hard to make community residents true owners and leaders guiding their agencies. For the organization, CO forces changes in decision-making, power sharing and risk taking. For the individuals in the organization, it can raise serious challenges to long-held personal attitudes, instincts and behaviors."

To face this and other challenges, the RCI sites are working to develop their capacity in four areas:

1. Developing a culture of organizing. Bill Traynor states, "The entire organization needs to think like an organizer rather than like caretakers or service providers. ...Thinking strategically, viewing residents as leaders, valuing collective power, being willing to use mobilization and other organizing tactics are all essential instincts that the group can develop."
2. Creating an apparatus for social capital development. The group needs to have the capacity to do outreach to community residents.
3. Building systems for leadership development. A significant investment in leadership development and training is essential. Creating a learning organization with an action - reflection - change - action style is necessary for both staff and leaders.
4. Conducting effective campaigns. Every community-based organization needs to have the ability and will to mobilize its members when necessary. The organization needs to feel comfortable with conflict and have the skills to wage effective campaigns.

Organizing often leads to challenging power which can be very uncomfortable for agencies who must collaborate on projects and programs. These tensions are important to be dealt with by the organization and its leadership. It is also important that funders understand these tensions.⁵³