Utilization of Community Mobilization Strategies in the Implementation of Community Development Projects in South-East States, Nigeria

Utilization of Community Mobilization Strategies in the Implementation of Community Development Projects in South-East States, Nigeria

Chapter One

Purpose of the Study

The main purpose of this research is to determine the extent of the utilization of community mobilization strategies in the implementation of community development projects in South-East States of Nigeria. Specifically, the study was to:

ascertain the extent to which capacity building for stakeholders has been utilized as community mobilization strategy in the implementation of community development projects in South-East
determine the extent to which formation of community coalitions has been utilized as community mobilization strategy in the implementation of community development projects in South-East
find out the extent to which direct engagement of community members has been utilized as community mobilization strategy in the implementation of community development projects in South-East
find out the extent to which partnering with organizations has been utilized as community mobilization strategy in the implementation of community development projects in South-East
find out the challenges affecting the utilization of community mobilization strategies in the implementation of community development projects in South-East States.

CHAPTER TWO

LITERATURE REVIEW

This chapter reviewed the various literatures that are related to the study under the following sub-headings:

Conceptual Framework

Concept of Utilization
Concept of Implementation
Concept of Community Development
Concept of Community Mobilization

Theoretical Framework

Management By Objectives (MBO) Model
General Systems Theory
Theory of Organizational Change

Review of Related Empirical Studies

Studies relating to capacity building as a strategy for community mobilization
Studies relating to formation of community coalition as a strategy for community mobilization
Studies relating to direct engagement of community members as a strategy for community mobilization
Studies relating to creation of partnership with organization as a strategy for community mobilization
Challenges affecting the effective utilization of community mobilization strategies

Summary of the Reviewed Literature

Conceptual Framework Concept of utilization

Utilization means the relationship between actual output (i.e. actually produced items with the installed equipment), and the potential output which could be produced with it, if capacity was fully used. Hornby (2006) stated that utilization is the use of something for a practical purpose. Progressive utilization motivated by consumption and based on human values will ensure social security of resources. Here, utilization of community mobilization strategies is a process whereby a group of people transcend their differences to meet on equal terms in order to facilitate a participatory decision-making process. In other words, it can be viewed as a process which begins a dialogue among members of the community to determine who, what, and how issues are decided, and also to provide an avenue for everyone to participate in decisions that affect their lives. Proper utilization of community mobilization strategies means the right to work in a proper way for community development.

Therefore, capacity building for the stakeholders, formation of community coalitions, direct engagement of community members, and creation of partnerships with organizations should be utilized maximally and properly as community mobilization strategy in the implementation of community development projects. There has not been so much effort to explore the maximum utilization of community mobilization strategies. Yet, there is ample scope in community mobilization strategy to provide a baseline for adequate community development. For example, there are credible community members that are influential, well- known, and respected members of the community. Most of the community members are strategic thinkers with excellent negotiating skills, board members, advisors, and engaged community partners/stakeholders. Above all, they have talents in critical areas, i.e., fundraising, plan and policy development, and building public awareness. Only the concept of proper utilization can give the town union members the opportunity to articulate and implement community development projects through the proper utilization of community mobilization strategies.

In the context of this study, the concept of utilization refers to the use of the community mobilization strategies (capacity building for the stakeholders, formation of community coalitions, direct engagement of community members, and creation of partnerships with organizations) in the implementation of development projects in the communities within the study area.

CHAPTER THREE

RESEARCH METHOD

This chapter presents the research method used for this study. It was discussed under the following sub-headings: Design of the Study; Area of the Study, Population of the Study, Sample and Sampling Technique, Instrument for Data Collection, Validation of the Instrument, Reliability of the Instrument, Procedure for Data Collection and Method of Data Analysis.

Design of the Study

The design to be used for this study is descriptive survey design. Descriptive survey design, according to Ali (2006), is a study which seeks to use the data obtained from a sample in an investigation to document, describe, and explain what is in existent or non-existent, or the present state of a phenomenon being investigated. The design is considered most appropriate for the study as the researcher will use the information to be obtained from the sample of community development officers and local government town union executives in the five South-East States to determine the extent to which community mobilization strategies are utilized in the implementation of community development projects in the South-East States of Nigeria.

Area of the Study

The study covered all the five states of South-East States of Nigeria, namely; Abia, Anambra, Ebonyi, Enugu and Imo States. The five states are all Igbo-speaking states. Geographically, South-East States are located at the South-East Zone of Nigeria. The zone shares boundaries with Kogi State to the North-West and South West, respectively; Benue and Cross-River States to the North-East and South-West, respectively and Rivers and Delta States to the South. Each state has three senatorial zones namely: Abia State (Abia Central,

Abia North and Abia South); Anambra State (Anambra Central, Anambra North and Anambra South), Ebonyi State (Ebonyi Central, Ebonyi North and Ebonyi South), Enugu State (Enugu East, Enugu North and Enugu West) and Imo State (Imo East, Imo North and Imo West Senatorial Zones). There are also 95 local government areas in the five South-East States. They are: Abia State (17 local government areas), Anambra State (21 local government areas), Ebonyi State (13 local government areas), Enugu State (17 local government areas) and Imo State (27 local government areas) as shown on Appendix 2 (p.155).

The South-East States are heterogeneous in terms of values, beliefs, norms and cultural ceremonies. Most of the inhabitants from these states are Christians while others are believers of African Traditional Religion (ATR) and Moslems. In terms of occupation, some of the inhabitants are traders and some are farmers. Yet, others are public servants. However, the states are known for their infrastructural development as there are community development projects that are being implemented in the various communities under the supervision of community development officers in their local government areas. The area was chosen based on incidence of many abandoned community development projects due government’s negligence of the area based on prejudice of the civil war and politics.

Population of the Study

The population of this study comprised all the community development officers and local government executive members of town unions in all the 95 local government areas in the five states of South-East States of Nigeria. This includes 895 community development officers and 852 local government executive members of town union making a population of 1,747 as shown on Appendix 2 (p.155). The community development officers and members of the town union executives were chosen as they are in position of authority as regards community affairs and community mobilization. Therefore, they are in better position to supply the relevant data as regards the utilization of community mobilization strategies in the implementation of community development projects in the zone.

CHAPTER FOUR

RESULTS

In this chapter, the data collected are presented and analyzed using the tools already mapped out in the previous chapter. The data are organized according to the research questions asked and the hypotheses that were postulated.

CHAPTER FIVE

DISCUSSION OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

This chapter presents the discussion of the findings, educational implications of the study, conclusion, recommendations, limitations of the study and finally, suggestions for further research.

Discussion of the Findings

The findings of the study were discussed under the following sub-headings: Utilization of capacity building for stakeholders in the implementation of community development projects:

The findings of the study showed that the major capacity building strategy for stakeholders include the mobilization of community members in planning and development of projects through development of collaborative skills in stakeholders, sensitization of community members on the need for minimized conflict in project implementation through development of conflict resolution skills in stakeholders, and mobilization of active participation of community members in development of projects through the training of stakeholders on participatory activities. Others are the mobilization of community resources by providing skills for resources management to stakeholders, mobilization for team building in community development implementation by developing leadership skills in stakeholders, mobilization of funds for implementation of community development projects by providing stakeholders with skills in funding, mobilization of community members for effective evaluation of community development projects by training stakeholders on project assessment, and mobilization of community members for efficient implementation of community development projects by developing project management skills in stakeholders. Supporting the findings of the study, Lotz-Sistka and Burt (2006) stated that there is need to invest into stakeholders’ development or empowerment through training and building quality partnerships for learning and economic activities.

Therefore, the process of empowering them will be enhanced through provision of huge investment and a conducive environment for quality interaction and partnership development among stakeholders at a local level. The aim of capacity building is to establish a group that can influence community mobilization activities. It usually consists of partners that have a stake in the issue as well as influential groups and members of the community such as formal and informal leaders and religious and traditional leaders. Due to extremely diverse nature of the stakeholders with varying interests, the participation processes require reaching a large number of stakeholders. Therefore, Snapp and Heong (2003) affirmed that heterogeneity can be addressed through the empowerment and investment in the local stakeholders’ capacity, knowledge construction based on the integration of indigenous and scientific knowledge, and establishment of homogenous socio-economic groups within the complex environment. Through capacity building for the stakeholders, it will be easy for people with common socio-economic interests to work together.

The first hypothesis (H0₁) was rejected meaning that there was a significant difference in the mean ratings of community development officers and members of town union executives on the extent to which capacity building for the stakeholders have been utilized as community mobilization strategy in the implementation of community development projects in South-East States. Out of nine items, five had t-Calculated values less than the t- Critical value of 1.96, while four of them had t-Calculated values greater than the t-Critical value of 1.96. Based on the grand t-Calculated value of 2.78 which is greater than the t- Critical value of 1.96, the null hypothesis was rejected. So, the hypothesis showed that both the community development officers and members of town union executives did not agree on the same parameters on the extent to which capacity building for the stakeholders have been utilized as community mobilization strategy in the implementation of community development projects in South-East States. The significant difference may be attributed to the incidence of high rate of illiteracy among the stakeholders in the rural communities. This is because the community development officers have prerequisite educational qualifications than the members of the town union executives.

Utilization of community coalitions’ formation in the implementation of community development projects:

The findings of the study showed that the major community coalitions’ formation strategy include mobilization of community linkages required for the effective implementation of community development projects, mobilization of accountability in the implementation of community development projects, and mobilization of trusted community members into community development projects implementation committee through coalition formation with community-based organizations. Others are coalition formation with community-based organizations in the mobilization of community resources for implementation of community development projects; mobilization of active participation of governmental agencies in the implementation of community development projects, mobilization of community members on needs assessment survey for effective implementation of community development projects, mobilization of community members towards resolving conflicts during community development projects implementation, and mobilization of community members towards the ownership of the implemented community development projects.

On this, Mitchell, et. al., (2002) stated that formation of coalitions adequately helps to assess and identify the community’s prevention needs and to implement and sustain relevant, comprehensive, and effective prevention policies, programmes, and products that will have a lasting impact on the community. An essential element of an effective coalition is the creation of structures and operations that maximize community inputs and ensure goal attainment. Coalition requires a strong and stable organizational structure that clarifies roles and procedures, and adequately addresses task and maintenance function (Florin, et. al., 2000). The coalition should develop and maintain quality organizational management strategies such as effective communication, conflict resolution, perception of fairness, and shared decision making. Centre for Prevention Research and Development (2006) asserted that high levels of coalition organizational effectiveness result in a positive work climate, higher member satisfaction and communication among committee members, linkages established with community organizations, and less conflict.

Also, effective leadership, leadership development, and staff support are identified as the most essential elements of an effective coalition. According to Foster-Fishman, et. al., (2001), coalitions require a common vision, high quality communication, strong relationships both internally and externally, targeted outcomes, and human and financial resources to be effective. The coalition builds capacity for action by increasing members’ knowledge and skills (Florin, et. al., 2000), and empowers individuals by getting them involved in the issues that affect their lives (Lasker & Weiss, 2003). Therefore, a positive organizational climate improves coalition effectiveness and outcomes, and results in cohesion, effective and regular communication, shared decision making, leadership support and control, task orientation, and order and organization.

The findings of the study showed that coalition formation led to proper mobilization of community linkages, accountability, mobilization of community resources, and mobilization of active participation of governmental agencies. Others include mobilization of community members on needs assessment survey, mobilization of community members towards resolving conflicts, and mobilization of community members towards the ownership of the implemented community development projects.

The second hypothesis (H0₂) centred on finding out if there is any significant difference in the mean ratings of community development officers and members of the town union executives on the extent to which community coalitions’ formation strategies are utilized in the implementation of community development projects South-East States. Out of nine items, five had t-Calculated values greater than the t-Critical value of 1.96, while four of them had t-Calculated values less than the t-Critical value of 1.96. However, based on the grand t-Calculated value of 2.81 which is greater than the t-Critical value of 1.96, the null hypothesis was rejected. Therefore, the hypothesis showed that both the community development officers and members of town union executives did not agree on the same parameters on the extent to which formation of community coalitions have been utilized as community mobilization strategy in the implementation of community development projects in South-East States. The significant difference may be attributed to the fact that the community development officers are more conversant with the formation of coalitions than the town union executives. Also, the involvement of the members of town union executives in the formation of community coalitions as community mobilization strategy in the implementation of community development projects is a new development in South-East States.

Utilization of direct engagement of community members in the implementation of community development projects:

The findings of the study showed that the major direct community members’ engagement strategy include mobilization of active participation of community members in the implementation of community development projects by engaging community-based organization members directly, and the mobilization of community members on the need for effective security of the implemented community development projects by engaging community vigilante directly. It also includes the mobilization of community members on the employment of direct labour for the effective implementation of community development projects by engaging community-based organization members directly.

The findings of the study further showed that other strategies include engaging directly community development projects implementation committee in mobilizing community members for developing acceptable policies that guide community development projects implementation, and engaging directly community experts in mobilizing community resources for effective implementation of community development projects. Others are engaging directly community leaders in sensitization of community members to have feeling of ownership of the implemented community development projects, engaging directly community development projects implementation committee in mobilizing community members for collective monitoring of community development projects implementation, and engaging directly community-based organization members in mobilizing latent potentials in community members for the implementation of community development projects.

The findings of the study are in line with the assertion of Campbell and Cornish (2010) which stated that community mobilization teams and community-based organizations engage community members in conversations pertaining to community development issues. The conversations are excellent ways to understand the community, thereby allowing community-based organizations to tailor their messages to address local opinions. The community-based organizations also engage in similar conversations within their social networks, which helped disseminate key messages into the community. The community mobilization teams and community-based organizations hold community meetings with focus groups to raise awareness about the project, foster discussion, and gain community insights. Community mobilization teams arranged sporting events, community dramas, dancing competitions, and even movie showings in some sites. Sometimes, local celebrities and community leaders would attend these events, dramatically increasing participation.

The findings of the study revealed that engaging directly community-based organization members in mobilizing community members for obtaining immediate feedback during the implementation of community development projects was rated low. This is contrary to the view of Wallerstein and Duran (2010) that one of the priority objectives advocated in the community engagement initiatives is to improve community capital and reduce social isolation across the social gradient through immediate feedback. Evidence has shown that interventions to reduce social isolation through immediate feedback are more effective when communities and individuals are included in their design. It is important to note that most community engagement initiatives do involve communities that function as integrated systems and that understanding the interplay of the different actors they contain may contribute to developing an appreciation of how they can be mobilized to improve people’s standard of living. Wallerstein and Duran further noted that there are types of interventions that work best when communities are engaged. These interventions include those not conducted in community settings, such as primary and secondary care settings; those that employ skills development or training, or the offer of contingent incentives, those that involve education professionals in delivery of the intervention, and those interventions that are shorter in duration (less than 6 months). Community engagement gives a voice to the voiceless.

The third hypothesis (H0₃) centred on finding out if there is any significant difference in the mean ratings of the community development officers and members of town union executives on the extent to which the direct engagement of community members have been utilized as community mobilization strategy in the implementation of community development projects in South-East States. Out of nine items, seven had t-Calculated values less than the t-Critical value of 1.96, while two of them had t-Calculated values greater than the t-Critical value of 1.96.

However, based on the grand t-Calculated value of .95 which is less than the t-Critical value of 1.96, the null hypothesis was not rejected. Therefore, the hypothesis showed that both the community development officers and members of town union executives agreed on the same parameters on the extent to which the direct engagement of community members have been utilized as community mobilization strategy in the implementation of community development projects in South-East States.

Utilization of creating partnerships with organizations in the implementation of community development projects:

On the creation of partnership with organizations as community mobilization strategy, the findings of the study showed that partnership creation strategies include the mobilization of active community participation in the implementation of community development projects, the facilitation of effective implementation of community development projects by community members, and the mobilization of community members for community development projects implementation through workshops and seminars. Supporting the findings, Centres for Disease Control and Prevention (2014) emphasized that forming partnerships with other organizations in the community increases available resources and expertise for community mobilization efforts. It also helps to extend the reach of community mobilization messages through the most effective communication channels. In Zimbabwe, Centre for Prevention Research and Development (2006) asserted that the community mobilization team addressed the issues of widespread hunger and unemployment by partnering with local non-governmental organizations to distribute food supplements, hold workshops on new agricultural techniques, and find partners to donate garden supplies and agricultural support to the community. Similarly, Tedrow, et. al., (2011) stated that in Soweto where community members expressed concern over high unemployment rates, staff organized several skills-building workshops as a mobilization strategy. Partnerships were created to help enhance the sustainability of the mobilization.

In another development, the findings of the study revealed that partnering with institutions of higher learning in mobilizing experts (e.g. community development officers) and community members through retraining programmes, partnering with research institutions in mobilizing research findings, and partnering with training institutions in mobilizing human capacity are rated to a little extent. Others are partnering with private companies in mobilizing funds for community development projects implementation, and partnering with international agencies in mobilizing community members to acquire cost- effective strategies for the implementation of community development projects. On these, National Association of County and City Health Officials (2008) stated that ensuring the public’s welfare is not just the responsibility of service providers and government officials. Improving the public’s welfare requires the expertise of all those who live and work in the community. All entities make important contributions to the local/public welfare system. Mobilizing for action through planning and partnerships (MAPP) provides the framework for convening the variety of organizations, groups, and individuals that comprise among others, the local public health system in order to create and implement a community improvement plan. Through the MAPP process, communities can create and implement a well-coordinated plan that uses resources efficiently and effectively. Resulting community plans do not focus on one agency or public health challenge; rather, MAPP improvement plans provide long- term strategies that address the multiple factors that affect the community. Therefore, community involvement leads to community ownership of the process, which in turn, increases the credibility and sustainability of community’s welfare improvement efforts.

The fourth hypothesis (H0₄) centred on finding out if there is any significant difference in the mean ratings of the community development officers and members of town union executives on the extent to which the creation of partnerships with organizations have been utilized as community mobilization strategy in the implementation of community development projects in South-East States. Out of 10 items, five of them had t-Calculated values less than the t-Critical value of 1.96, while the other five items had t-Calculated values greater than the t-Critical value of 1.96.

However, based on the grand t-Calculated value of 1.34 which is less than the t- Critical value of 1.96, the null hypothesis was not rejected. Therefore, the hypothesis showed that both the community development officers and members of town union executives agreed on the same parameters on the extent to which the creation of partnerships with organizations have been utilized as community mobilization strategy in the implementation of community development projects in South-East States.

Challenges affecting the utilization of community mobilization strategies in the implementation of community development projects:

Finally, the findings of the study showed that the major challenges affecting the utilization of community mobilization strategies in the implementation of community development projects include corruption, misappropriation and embezzlement of community development funds, insufficient fund for community mobilization in the implementation of community projects, inadequate government support for community development activities, and gap in communication between the community and the government agencies. Other major challenges are ineffective private-sectors’ support for community development projects, non-involvement of the entire community members in decision-making, shortage of skilled manpower in the community for the implementation of community development projects, poor leadership qualities among the community mobilization officers, creation of conflicts between external agencies and communities, incidence of high illiteracy among the rural communities, and socio-cultural factors which prevent women from participating in community development activities.

On corruption, misappropriation and embezzlement of community development funds, Obetta (2014) observed that community projects management committee sometimes misappropriate funds meant for financing or maintaining community welfare programmes and/or projects. This act aggravates the problem of insufficient fund. Many a time, community mobilization officers face the problem of embezzlement or diversion of funds that are meant for them. Ugwuzor (2000) maintained that whenever such funds are diverted, it becomes impossible for effective community mobilization to take place. It is also a common knowledge that funds that are released for community development programmes and/or projects are not adequately accounted for. This makes it impossible to know how such funds were invested. Therefore, National Teachers’ Institute, NTI (2000) affirmed that the task of proper handling of finance is very crucial to effective community mobilization especially at the time of inadequate funding, high cost of materials and inflation. These problems affect the relative performance of managers of community projects.

On insufficient provision of community mobilization funds in the implementation of community projects, Obetta (2014) noted that insufficient fund has led to delay in the provision of materials for community projects’ execution. Inadequate funding arises from widespread poverty and prevalent economic predicament that exist in many communities. Therefore, insufficient fund is one of the threats in mobilizing indigenous technology for community development project implementation. Consequently, the communities concerned become frustrated whenever government policies do not favour them.

On inadequate government support for community development activities, Twebaze (2003) stated that there may be few agencies capable of carrying out participatory community development projects effectively. The sector agencies may even not be qualified or may not be willing to involve primary stakeholders more actively. Also, there may be competing priorities for development in the various communities. Sometimes, the available infrastructural support from the public sector is seldom adequate to provide the services necessary to facilitate local mobilization of resources for community development programmes. Nwafor (2007) confirmed that extension services are often over-committed, and there are very few training programmes in community mobilization techniques to enable technical staff to interact effectively with communities. Even where staff have been trained in community outreach, community mobilization may be difficult to promote because private- sector sources are unable to provide spare parts and tools.

On gap in communication between the community and the government agencies, Obetta (2014) stressed that there is inadequate communication between the government agencies and various communities. The communication gap can make community members ignorant of the roles they are expected to play in the developmental process. The findings of the study revealed that ineffective private-sectors’ support for community development projects is one of the challenges affecting the utilization of community mobilization strategies in the implementation of community development projects. Amujiri (2009) affirmed that private-sector support is vital in the area of tool procurement, local production and the distribution of spare parts. Many times these agencies lack proper co-ordination and end up sending conflicting messages to the communities. This has an effect on the community in the sense that they understand the same issue differently. Qurash and Abdallah (2000) noted that some corrupt officials often suggest costly interventions especially where donor funds are involved. Also, some technocrats go as far as hiding reports and information pertaining to interventions for selfish motives. This withholding of information leaves mobilization work with a lot of information (communication) gaps, which of necessity should be a vital component to effective mobilization.

Another important challenge is shortage of skilled manpower in the community for the implementation of community development projects. According to Nwafor (2007), lack of qualified community mobilizers who would utilize the relevant data in planning, lack of relevant qualified and experienced personnel (such as project analysts and evaluators project technologists), and lack of appropriate capacity for co-ordinating machinery are also among the problems that confront the effective community mobilization. Therefore, understaffing of community mobilization personnel is a big threat to effective community mobilization process because it may be too boring for few people to cover many community mobilization activities. Onah (2009) pointed out that some of the community welfare facilities such as electricity; health centres and pipe-borne water require technical know-how. In many cases, they are not readily available in communities. Also, incidence of high illiteracy among the rural communities affects the effective utilization of community mobilization strategies in the implementation of community development projects. Molefe (1996) affirmed that literacy beyond being able to read and write is still wanting in many rural areas. This usually leads to inferiority complex. As such, people are afraid to take part or be fully involved in community development projects, thinking they cannot make worthwhile contributions.

In a related development, socio-cultural factors which prevent women from participating in community development activities are part of the challenges that affect the effective utilization of community mobilization strategies in the implementation of community development projects. Amujiri (2009) stated that treating women as second-class citizens makes their own contributions towards effective community development to be lost. Molefe (1996) noted that women in some cultures are relegated to inferior positions. Such positions lead them to shy away from contributing constructive ideas towards community development projects. It relegates them into second class citizen positions where they are not free to air out their views hence hampering the mobilization effort. Women’s marginalization and discrimination place obstacles on the effective mobilization of women towards community development programmes. This shows that customs and traditions still play a major role in many communities to the extent that people feel obliged to follow customs and traditions even if they work against their development. This works negatively on the mobilization efforts.

Other challenges that affect the effective utilization of community mobilization strategies in the implementation of community development projects are the non-involvement of the entire community members in decision-making, poor leadership qualities among the community mobilization officers, and creation of conflicts between external agencies and communities.

Educational Implications of the Study

The findings of the study have several implications for an effective utilization of community mobilization strategies in the implementation of community development projects. Community development projects will be effectively implemented when the community members effectively utilize the various community mobilization strategies in the implementation of community development projects. The community mobilization strategies that can be effectively utilized in the implementation of community development projects are building capacity for stakeholders, formation of community coalitions, direct engagement of community members and creation of partnership with organizations.

On the utilization of building capacity for stakeholders as community mobilization strategy, the study revealed that the mobilization of community members in planning and development of projects through development of collaborative skills, sensitization of community members on the need for minimized conflict in project implementation through development of conflict resolution skills, and mobilization of active participation of community members in development of projects through the training on participatory activities are utilized to a moderate extent. Others are mobilizing community resources by providing skills for resources management, mobilizing team building in community development implementation by developing leadership skills, mobilizing funds for implementation of community development projects by providing funding skills, mobilizing community members for effective evaluation of community development projects through training on project assessment, and mobilizing community members for efficient implementation of community development projects by developing project management skills. The implication is that the resulting education empowerment of the people can stimulate the existing community leadership and also, encourage new leaders to mobilize funds, acquire collaborative, conflict resolution, leadership, resources and project management skills. The acquisition of these skills will eventually spark further development efforts towards identifying various community development projects that can be implemented utilizing the community mobilization strategies.

The findings will enable governmental and non-governmental agencies to properly disseminate information and offer technical and managerial assistance to the members of the town unions on matters pertaining to adequate utilization of capacity building as community mobilization strategy in the implementation of community development projects. The findings will also enable community development officers to involve as many as possible those who are affected by or have an interest in any project, initiative, intervention and/or effort. Involving all these folks will lead to a better process, greater community support and buy-in, more ideas on the table, a better understanding of the community context, and, ultimately, a more effective effort.

On the utilization of community coalitions’ formation as community mobilization strategy in the implementation of community development projects, the study showed that community coalitions’ formation strategy with community development stakeholders has not been adequately utilized in eliciting active participation of the community members in the implementation of community development projects. This implies that the state and local governments through the community development officers should come to the assistance of the various communities by conscientizing them on the need to involve everybody in the planning, financing, execution and monitoring and supervision of community development projects. They should be made to realize that there exist experts in the community that can utilize effectively the community mobilization strategies in the implementation of community development projects.

On the utilization of direct engagement of community members as community mobilization strategy in the implementation of community development projects, the study revealed that direct engagement of community-based organization members has not been effectively utilized in mobilizing community members for obtaining immediate feedback during the implementation of community development projects. This implies that governmental agencies through the community development officers should utilize two-way communication and consultation methods in dealing with the community members. It builds bridges to community stakeholders and helps in providing feedback on the various stages of community development projects implementation. Community development officers use community input to shape their actions. The findings of the study also implied that government should engage the community members by integrating them in joint learning and joint management of community development projects. Communities may even lead a project. Community integration can lead to novel, transformational, outcomes. Government and the community share control over the engagement process. Government only has the capacity to undertake a few of these partnerships.

The study further revealed that the extent to which the creation of partnership with organizations as community mobilization strategy is utilized in the implementation of community development projects is not encouraging. This is made manifest on the low extent to which community-based organizations partner with international agencies, private companies, research institutions, training institutions and institutions of higher learning have been utilized in mobilizing international participation, acquisition of cost-effective strategies, mobilization of funds, mobilizing research findings, mobilization of human capacity, mobilizing experts and retraining programmes. The implication of this is that religious institutions, non-governmental organizations (NGOs), governmental agencies and international agencies, among others should establish partnerships with community organizations. By forming partnerships, project teams utilize pre-existing forums to disseminate their information. It also helps to address felt-needs and issues raised by communities.

Finally, the study has implication for the policy developers on the moderate extent to which various challenges affect the utilization of community mobilization strategies in the implementation of community development projects Therefore, there is need for the experts in policy development to formulate policies in community development programmes that will enable community members, especially the town union members to utilize the various community mobilization strategies such as building capacity for stakeholders, formation of community coalitions, direct engagement of community members and creation of partnership with organizations in the implementation of community development projects. Through this, the community members will rise up to the challenges of investigating at the grassroots level, the impact of political, economic, educational, and socio-cultural development policy planning and implementation on the various community development programmes in South- East States of Nigeria.

Conclusion

This study assessed the extent to which community mobilization strategies are utilized in the implementation of community development projects in South-East States, Nigeria. The study was carried out on 525 community development officers and 517 members of town union executives from the five states of south-east zone. It was done with the aim of improving the extent of utilizing community mobilization strategies in the development of community projects thereby achieving sustainable community development in the country. For sustainable community development to be achieved, the various community mobilization strategies have to be effectively utilized in the implementation of community development projects. The community mobilization strategies include capacity building for stakeholders, formation of community coalition, direct engagement of community members and creation of partnership with organizations.

Five research questions were formulated to guide the study, while four hypotheses were tested at .05 level of significance. The design of the study was descriptive survey research method. The collection of data was done through the use of structured questionnaire. The collected data were analyzed by computing and comparing the mean scores, and by the use of Student t-test statistics.

From the findings and the discussion of the study, it was discovered that the respondents agreed that the capacity building for stakeholders, formation of community coalition and direct engagement of community members were utilized moderately in the implementation of community development projects. However, the creation of partnership with organizations as community mobilization strategy was utilized to a little extent in the implementation of community development projects. Also, two null hypotheses (H0₁ and H0₂) were rejected showing that the community development officers and members of town union executives did not agree on equal level on the extent to which the capacity building for stakeholders and formation of community coalition have been utilized as community mobilization strategies in the implementation of community development projects in South-East States. On the other hand, two null hypotheses (H0₃ and H0₄) were not rejected showing that the community development officers and members of town union executives agreed on equal level on the extent to which the direct engagement of community members and creation of partnership with organizations have been utilized as community mobilization strategies in the implementation of community development projects in South- East States.

Recommendations

Based on the findings of the study, the researcher proffered the following recommendations:

State governments should as a matter of urgency effectively strengthen communities’ ownership of development projects in the various communities, both urban and rural. This will help to generate capacity building priorities with the leadership of key stakeholders in the various communities, building on existing infrastructure, abilities and experience, recognizing the interdependence among multiple actors, systems and levels, and responding to political and governmental realities.

State governments should encourage communities to form partnerships with federal, state and local governments, and even international agencies. In doing so, active involvement of all stakeholders in communities should be sought for as they are essential in establishing ownership for the capacity building goals, implementation of activities and monitoring and evaluation plans. Also, forming partnership with international agencies will help in the continual provision of capacity strengthening and technical assistance to community stakeholders, community organizations and community members.

State governments should ensure proper formation of a formidable communication structure made up of members from support organizations (consultants), government departments and project implementation executive committee in the various communities.

Hence, support organizations and government departments need to help resolve issues before they are taken to the project implementation executive committee. Community project planning should happen together and everyone should be given a chance to contribute to the vision of the project.

The community development officers should ensure adequate mobilization of the community members by providing direction and structure for community members. This should be done by encouraging participation from a diverse network of community participants, implementing procedures for ensuring participation from all during group meetings and events, and facilitating the sharing of information and resources by participants and organizations.

The community development officers should empower community members in the community mobilization process so as to enable them utilize the process to address future community issues and concerns. This will be achieved through building of partnerships with local organizations and teaching community members how to secure continued support which is an important consideration in mobilization projects.

The community development mobilizers should encourage formation of women clubs where empowerment messages could be disseminated such that women are encouraged to participate more effectively in all social issues concerning the community and more especially in the implementation of community development projects that directly affect them. Therefore, there is great need to improve on gender sensitization and participation in the implementation of community development projects. This is against the background that they are the people in common contact with these facilities in the community.

State governments should periodically organize workshops and sensitization for adult males and females, and even youth and children. They should all be involved in the training since they are active players in project implementation process in their respective communities. The community development mobilizers should take it upon themselves to enrich the mobilization messages in order to eliminate some of the backward traditions myths and taboos associated with and or hindering the functionality of the community development projects.

Federal and state governments should ensure that more logistics in terms of budgetary allocations are sourced for community mobilization process. The budgetary allocations are not only to facilitate community development mobilizers but also to build the town union members through the acquisition of collaborative, conflict resolution, resources management, leadership, funding, project assessment and management skills in community mobilization as they are all the time with their communities which they should ably help.

Limitations of the Study

The aim for which study was set out has been accomplished. In the course of carrying out the study, the limitation encountered is that despite the training of research assistants for the distribution and collection of the instrument for data collection, extraneous variables such as reactions of the members of the town union executives who are the respondents might have distorted the actual information needed.

Suggestions for Further Research

The findings of the study made the researcher to suggest that further research be carried out in the following areas:

Similar study should be conducted in other geo-political zones of south east
Assessment of the extent of utilization of mobilization strategy for effective involvement of women in the implementation of community development projects in South-East States of
Assessment of the accountability development through community mobilization approach as a strategy for bridging the gap between communities and service providers South-East States of Nigeria.

Community mobilization strategy as a means for the institutionalization of community participation in rural water supply and management in South-East States of
Strategies for developing a community mobilization model for community-based management projects in South-East States of Nigeria.

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