Community Enterprise - Essay Example

COMMUNITY ENTERPRISE APPROACH TO COMMUNITY WORK AND ITS POTENTIAL TO TRANSCEND LOCAL ISSUES AND REALISE MORE PROFOUND SOCIAL CHANGE INTRODUCTION: Community is that web of personal relationships, group networks, traditions and patterns of behaviour that develop in the local and geographical focus of the physical neighbourhood and its socio-economic situation (Velasquez, 2006: 20). Communities may define themselves by religion, history, ethnic origin, geographic location or other concepts. Community Enterprise: Community enterprise is a project undertaken as a part of community work. It is a broad term used to describe an increasing number of community self-help initiatives. It provides much needed services and opportunities for the local community, especially where private entrepreneurs do not operate, and public sector or governmental organizations do not take responsibility for. According to Chell (2007: 10), a community enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners. In this paper, community enterprise is studied with regard to its definition, scope, origin of the concept, theories, and its potential to transcend local issues resulting in profound social change. DISCUSSION: Where the Idea of Community Enterprise Originated From: Community enterprise appears to have a relatively recent English history to it. The term enterprise was adopted in the 20th century to identify economic zones in depressed areas earmarked by government for industrial and commercial renewal (hence ‘enterprise zones’). Current policy discourse of urban regeneration adopts the language of enterprise and entrepreneurship. The concept of community enterprise is currently being implemented in both rural and urban areas (Chell, 2007: 8). Community enterprise is a particular approach and ethos for achieving beneficial changes in the community with the combined efforts of the members of the community. Some common characteristics of community enterprises are1: 1. Community enterprises are primarily driven by a social purpose to fulfill crucial needs. 2. They strive to be financially self-sustaining by engaging in trade of goods and services. 3. Any financial surplus generated is reinvested in the enterprise or for community benefit rather than being distributed as private profit to individuals. 4. Assets and wealth are held in trust for community benefit. 5. They are community owned and democratically involve members of their community in the governance of the organisation. 6. They are independent organisations accountable to their specific community. The theories which underpin contemporary community enterprise are: community care, community organization, community development, social or community planning, community education and community action. Within community action two further models are located: feminist community work and black and anti-racist community work (Popple, 2000: 6). To Meet Critical Need for Change in the Community: The major components of the process of planned change are: 1) Establishment of communication by a change agent with the recipient people. 2) Selecting an innovation particularly in reference to local motivation. 3) Adapting the innovation to the existing cultural pattern. 4) Utilizing project strategies (Arensberg; Niehoff, 1971: 110). This is reiterated by Hopkins (1989: 60), who states that there must be an attempt on a national basis to activate existing community expertise and channel it into effective action. One way of doing this would be by means of a strategy of helping to improve the resources of local communities by offering education, information and advice. Even before a change agent begins working in a local community, he will have given some thought to the general kind of innovation he will attempt to introduce. Most such change agents are committed simply by their technical training, state Arensberg; Niehoff, 1971:110). The agronomist will work on agricultural problems, the public health specialist will work on problems of sanitation or communicable diseases. Probably the only individuals who are not committed to such specific areas are community development advisers and unspecialized members of volunteer groups. They are concerned about working on problems that are recognized as significant by the respective communities. Arensberg; Niehoff (1971: 111) state that in the village areas of the world or in the poverty zones of an industrial country, it will be possible to draw up a long list of conditions which need to be improved. These may be related to basic civic infrastructure such as sanitation, waste disposal system, fresh water supply, electricity, roads, etc. Animal husbandry may need improvement, and animal rights may need to be established. It is observed that efforts to induce change are by nature in basic conflict with existing ideas and customs. The local people may want to have a better life, but the forces of conservatism and fear of risk-taking are further barriers to social change in the community (p.131). Community Enterprise and Sustainability: It has been observed that sustainable development requires innovation as well as community participation, both in principle and in practice (Velasquez, 2006: 19). According to the UNCED (1992), local communities have a central place in the agenda for development, and emphasis is on the need for community involvement in managing and solving the problems. Further, both at national and local levels, it has become increasingly common for community involvement to be given an important role in formulating public policy, programmes and projects. Promoting sustainability ultimately involves behavioural change and transformation, overcoming fear of the unknown, states Velasquez (2006: 46). By creating innovative momentum in a community, a virtuous cycle of creativity can be generated. To drive momentum, it is essential to trade power for creative influence. When those with power release their tight hold on power great potential is unleashed in communities who are empowered. Imaginative community leaders create the conditions within which it is possible for citizens to think, plan and act creatively. Successes build ambition and excitement, with the result that more obstacles are overcome; in the process changing the mindset of key individuals in the community and helping to create an innovative environment. Community Enterprise has the Potential to Transcend Local Issues and Realize More Profound Social Change: Community enterprise is when members of a community work together towards a common goal to bring the required changes in the community, which often have far-reaching and permanent effects. The outcome of community enterprise is that the community environment changes to an innovative and active one. With success, there is empowerment, followed by the determination to overcome greater challenges using innovative methods. From a passive group, the community undergoes profound social change to become proactive and capable of solving their community problems. The main attributes of an innovative community environment as a result of social change are as follows: widespread leadership, taking measured risks, a sense of direction and working towards important goals, having the strength to go beyond the political cycle, being strategically principled and tactically flexible, as well as recognizing the resources that come from a community’s history, and talents. To foster this situation, changes in mind-set, perception, ambition and will are required (Velasquez, 2006: 47). CONCLUSION: Communities have been seen to have found unusual ways of generating projects that are models of sustainability, for example: environmental initiatives including natural resource management, eco-tourism, forest management, solid waste management, and water management. According to Velasquez (2006: 47), the key requirements are insight, courage, tenacity and determination as well as a willingness to go against conventional thinking. REFERENCES Arensberg, Conrad Maynadier; Niehoff, Arthur H. (1971). Introducing Social Change: A Manual for Community Development. New York: Aldine Transaction. Chell, Elizabeth. (2007). “Social Enterprise and Entrepreneurship: Towards a Convergent Theory of the Entrepreneurial Process”. International Small Business Journal, 2007, Vol.25, No.1: pp.5-26. Hopkins, Roger. (1989). “Industrial Wales and the Enterprise Culture: The Community Development Aspect”. Community Development Journal, Vol.24, No.1: pp.55-61. Popple, Keith. (2000). Analysing Community Work: Its Theory and Practice. England: Open University Press. United Nations Conference on Environment and Development (UNCED). (1992): Rio de Janeiro. Velasquez, Jerry. (2006). Innovative Communities: Community Centred Environmental Management Cases in Asia and the Pacific. New York: United Nations University Press. Read More