The flow of the methodology starts with the 1) practical, then goes to the 2) contradictions, then to the 3) practical proposals, and then to the 4) tactical systems. What is left are two steps, One is the 5) actuating programmes, and the other is the 6) time line implementaries. The implementaries finally have to be plotted and cane by the local people in the particular projected They fi80~ out what is going to be done, and who is going to do it Finally add when, day by day, week by week, month by month, quarter by quarter, year by year.




I want to talk for a little bit about what is in between the tactics we have done here and the implementaries that the people on the local scene must do. This is the actuating programmes, that are actually done are built off both the tactical system and the practical proposal charts, Conceiving of the programmes is rather simple, writing them up is a difficult job. We could do it in the consult if ,we had one mare day. It is fairly unimportant because the basic work is, there and then already done, They are constructed by drawing together primarily the tactics into a fairly specific programmatic entity that ,a group of people could accomplish and that you could build a cost estimate off of and begin to promote the money to meet the cost.








The function of the actuating programme is first a means of organizing the manpower who are actually going to do the tactic, second they are the means whereby the cost estimates are relatively easily arrived at. Third, they make more simple the validity or the arriving at the funds whereby the project can be financed. It is not possible to sel1 a tactic to either the public or private sector; but it is possible to sell a programme of tactics. Fourth, it is difficult to build implementaries off of tactics because they go so many different directions. The programmes bring the tactics in focus in such a way that building the implementaries on the local level is simplified. Fifth, it is difficult to put tactics on a timeline. It is relatively simple to build a one, two, or four year programme. It is fairly easy to build a one year phase, a two year phase, a four year phase out of programmes, it is difficult to do this out of tactics. Lastly, and very important, is that programmes motivate the people on both the local level and the more remote people who are the support forces. Tactics do not motivate, they come as a huge burden of impossibilities.

How is it that the actuating programme is constructed? First, work on the tactical systems, and maybe have two or three or four groups of people who go through the tactics and locate the tactics that can be programmes in themselves. Do the same thing with the proposal chart. This is a task of disciplined intuition on the corporate level primarily. The tactics and proposals that are left over that do not seem to be programmatic in themselves are set aside. And then the different groups come together with their wisdom to decide corporately upon the programmes; the parts left over by the group is either put into some programme or coagulated into new programmes. The process does not add new data, it organizes data for operation in the fields. What you would come up with is some chart, though it would be unique in each situation. For example, the chart from Oombulgurri ­­ there were 18 programmes, 9 of them more having to do with the social, 9 more having to do with the economic and in each one a very key programme; notice that is the way the chart is organized. For instance, in any social demonstration project dealing with a developing group of people, the matter of procurement of all kinds of things becomes very crucial. In Oombulgurri, for illustration, the programme that was conceived was a local co­op belonging to all of the people, a trading company where all purchasing was unified and they were responsible for promoting procurement, howsoever it came. In different places, that kind of requirement would take different shapes, but that's what is meant by programming. Guessing how many actuating programmes might come here, it would be something like it. Supposing there are eleven programmes, that enables building an accurate cost estimate. In Oombulgurri, the categories that the Australian government uses to build a budget were adopted and they have very simple forms. Then we organized the programmes together to get the total­cost in a year and then spread that out over an estimate of 8 years, which was simple, of course. And then timeline the cost year by year, with particular concern for funding the project yearly. For instance, in the first year from the Australian government a large bit of money was requested ­­ then by the time of 8 years the Australian government gives no subsidy to that community save the normal subsidies that all get, like for fire department, and police protection and basic education, no extra subsidies within 8 years. Whereas from the local people, the first year very, very little, by 8 years, however, bearing their whole project, and that, of course, is extremely significant with the aborigines in Australia, because they are an extremely deprived and primitive people. The concern is that each community become self-sufficient and increase their own standard of living and in certain places that can be done much more quickly than 8 years. The third source of funds was from the private sector across Australia, and the private sector was asked for the monies that related to the difference between the cost of the project and what the local people could pay, and the government thought it could pay.







Now a word relative to funding in general, if the funds come simply from the government, it is not going to be an effective project. If the funds come simply from the private sector, it is not going to be a successful project, if the funds come from the local sector, if the local supplies the funds it did not need the project to begin with. First of all, if the actuating agent or the catalytic force for community development is, at the beginning, worried about the cost, he'll never get anywhere. If one is seriously concerned with profound social change, he will forget about the cost until he gets friction. An effective catalytic agent has disciplined himself to believe that he can accomplish the impossible. If he loses that, he's failed before he's started. Relative to government participation ­­ there is no government around the world at this moment in history that is not interested in funding a social demonstration which they believe would be effective. A serious community developer does not even ask what their motives are, he's after the money to do the project. The government has to be concerned in one degree or another and in one way or another with the well­being of the local people. That is the secret that any serious catalytic agent knows. Secondly, every government that I know of in the world today is frustrated about the fact that they have been spending billions or millions of dollars on the local level and nothing has happened ­­ and U.S. leads it all. Therefore, such an agent can believe that he will receive some kind of government economic support for the project. If he doesn't ­­ he doesn't go home and­quit, but he believes that it will happen. This has to do not only with governments on the funneled into the last local community in the world. On the private front it seems that this time in history, that one can take courage about the possibility of finding support monies for any serious effort toward the well­being of human beings. This has to do with individuals who are well to do; it has to do with corporations which have become extremely well to Jo, and have increased in their social consciousness, and it has to do with monies to be found in foundations. These relationships extend into the international arena, first of all to the expatriot Koreans, for example, those in Japan. The United States is full of Koreans who have become well to do; this may be true in other nations also. There are corporations and foundations and individuals who are not Korean but of some other nationality who are concerned about what happens in Korea, and I hope that those in Korea are concerned about what happens in the black ghetto in Chicago. It is apparent, now, the crucial function of guardian­s­and patrons. It is necessary to grasp the crucial function of actuating programmes in this methodology. The effectivity of the project depends on them.