What do you do if the community's needs are unclear when developing a non-profit program?

The community’s needs should never be unclear if you’re engaged in a true, authentic co-design process. We have to get out of the thinking that programs are being designed FOR people and start insisting that programs be designed WITH people.

I believe bringing people who want to be impactful together with those they desire to be impactful with during an idea phase encourages ownership and inclusiveness. I have involved myself with many groups with good intent but have put the cart before the horse. Like startup businesses a non profit organization must find ways to develop a 3 to 5 year business plan. Direction and time is crucial for any startup success.

Nonprofit programs must always have measurable goals with intended outcomes that will benefit communities. Without knowing what the community's needs are, it is impossible to propose a program to meet them. If the project is to assess the needs, even then there first must be evidence that needs exist. Use your imagination and best judgment to anticipate potential needs to create opportunities for engagement and to obtain community input to gauge interest in effective needs assessment.

As you engage directly there are some important things to consider. First, identify your biases. You will likely have preconceived notions before you begin. When you do any kind of qualitative research, it is easy to see and hear what you want to hear. Determine your questions ahead of time, find a reliable way to record what you see and here and take someone with you who doesn’t necessarily agree with you.

Ask the community. Listen to the community. Trust the wisdom of the community in assessing its own needs. This will inform any additional research that is needed, but it is the appropriate starting point.

One thing I know that is always helpful and that is the door knocking in person. People conversation in community hold a great deal of information more so than what the data we may collect.

While understanding the data is important, also pay attention to the data that is missing. What are the data gaps that, if they were filled, could help create a more effective program? If there are glaring gaps in the research, perhaps find a data partner (like a university) that already has or can secure funding to do a research study that can help your organization develop a more responsive and responsible program.

My approach to program development is to start by meticulously mapping out community stakeholders. I did this in my previous stops in Vancouver, Northern British Columbia, and Uganda. The key stakeholders included target groups, media professionals, journalists, businesses, government officials, and religious leaders. By engaging with them, I gained valuable insights into the unique needs of each community. I then strategically collected research data where it mattered most.

Resilience Design puts more emphasis on having the community engagement in lead to enable you have the true picture of where the community members are (current status), what resources are in the community and where they want to go!

Pilots are a great way to get to a full scale program. It’s important to divide your pilot into three phases. Start with a small group. Gather data and then adjust the pilot and how you measure it. Do this again and then run your final group through. This ensures that what you end up with can actually scale.

Start small and pilot Rather than launching a large, ambitious program, start with a pilot focused on a specific perceived need…. Evaluate impact and refine based on results and feedback.

Pilot programs are great but this needs to sit within a context of regular review of desired impact and unintended consequences and iteration.

As someone deeply committed to community development, I recognize the significance of the MEAL (monitoring, evaluation, accountability, learning) framework. The MEAL framework serves two critical purposes in community programs: 1. Effective Management: It ensures programs stay on track, adapt, and achieve their intended outcomes. 2. Stakeholder Trust: By promoting transparency, accountability, and continuous learning, MEAL builds trust with the community. Equally crucial is establishing a robust Complaints and Response Mechanism (CRM)—This ensures transparency, responsiveness, and community trust.

Processing feedback involves 4 parts: * soliciting feedback * synthesizing feedback * acting on feedback * letting the community know how you acted on the feedback. Often folks forget the last part, which leaves community members feeling like they are shouting into a void. Circling back to share the impact of feedback helps deepen community partnerships.

Support people with living experience to document and amplify their expertise - to slap data onto narrative to persuade policy shift and budget funding. Theory of change = 10 years.

Engage with those who you want to serve and LISTEN to them. Include them in building the solution whenever possible. To do this you may have to go to them (instead of expecting them to come to you) and accommodate their needs (meeting outside of business hours, providing childcare, etc.) in order to participate.

Great guidelines! Now develop these strategies with storytelling. It personalizes the process and data which is imperative for successful development of projects and continued funding. I would also like to add that even with all these strategies you’re going to have something that doesn’t work out. Learn from it, don’t let it be a make or break situation.