6.3. Identifying Community Needs

Organisations are generally set up to respond to community needs or issues with an intention to develop and implement solutions. Finding solutions requires getting the right information. The board can use its formal and informal communication networks to source this information from the community, from within the organisation and through networks.

The people who know the community best are the people who live in the community. This is where the bulk of information will come from. Elders and other respected individuals will be able to shed light on historical events and how particular issues first arose. Community members are likely to know who is involved in issues, alliances and disparities and who needs to be consulted.

Facts and figures can be gathered to assess how many people are affected by certain issues. Associated organisations may have information to share on how your organisation is viewed by others. Local clinics will have figures on numbers of people with diabetes. Schools will have general literacy levels for their students and an estimate on the literacy levels amongst parents. Other businesses may have information on the cost of food or level of value that community members place on items, events or attitudes.

Working out what communities need may come from consultation but it can also come from monitoring community trends. Reviewing previous records can often give insight into future needs. Being observant can also help to prepare for upcoming needs or filling in gaps where things have not been identified by the community.

This information must be sourced with full consideration of people’s privacy and the requirements for organisational confidentiality.

Other methods of gathering community information may include: 

• researching organisation records, including complaints registers
  
• questionaries/ surveys completed by community members
  
• organising workshops, forums or community meetings
  
• being observant, looking at what is happening in the community
  
• listening to the concerns of community members
  
• having a casual yarn to people you know
  
• speaking directly to people about issues, face to face or over the telephone
  
• talk back radio
  
• social media
  
• web searches
  

In order to ensure that organisations are in tune with the needs of their community, the respective boards must work out the difference between what is “needed” and what is “wanted”.

Basically, needs are things that are necessary for the community’s welfare. On the other hand, something that is wanted may simply be desirable but may not be necessary for the betterment of the community. For example, a community may need a better access road to deal with flooding during the wet season whereas it may want a new billiard table for the social club.

Each organisation will have its own procedures for evaluating and responding to information and feedback from community members and other stakeholders. Either way this information is critically important to maintaining the organisation’s relevance and ensuring that it is driven by the best interests of the people that it works for – the community.

Policy

Community feedback must be considered as an integral part of policy development.

Draft policies need to be explained to the community, along with the possible effects they may have. Community members should be given time to consider the proposed policy and respond with questions and feedback. 

The operations of an organisation can span decades, so a large number of people can affect the running of an organisation over its lifespan. It is important that the organisation’s vision is maintained to ensure it will continue to be steered in an appropriate direction. 

New policies will be developed and old ones updated to reflect changes and development within the community.  This could include changes made in law such as new or amended Acts.  Changes can also occur within communities as different needs are made known.

Reviewing policy may include discussing whether the policy:

• reflects the vision of the organisation
  
• is achieving its objective
  
• includes relevant issues
  
• makes sense
  
• is easy for others to read and understand
  
• aligns with other policies, funding conditions and the constitution of the organisation
  
• reflects current community needs
  
• is culturally appropriate