From protest to programs: neighborhood associations in a Brazilian municipality.

PIP: The examples of community participation and organization in Brazil reflect the benefits to health and education programs and land entitlement. The community and government were working together toward self-improvement. An alliance was formed between neighborhood groups and a reform mayor. The result was an end to clientelism, stronger community organization, and local participation in designing and implementing development programs. The neighborhood groups were located in Cambe, which is a region located within the metropolitan area of Londrina, the 3rd largest city in southern Brazil. Mechanization of agriculture and extensive cattle ranching had caused migration into the area. Population increased 60% during the 1980s. The poorest neighborhoods were Jardim Tupy, Santo Amaro, and Novo Bandeirantes. Jardim Tupy was the poorest, and in 1980 a neighborhood association was formed to demand infrastructure and public services. The clientelism mayor and national government refused aid. When the association sued over a motor vehicle accident involving farm workers living in the community and won, there was momentum to change city hall. Support was given to the reform mayor who won and agreed to community demands for a community garden. The garden became a model for 14 others in Cambe and led to a strong neighborhood association which learned the strength of unity. The mayor rewarded good neighborhood organization with increases in public goods and services. The Catholic Church became involved in Jardim Tupy with a Pastoral of the Child program to reduce infant and child mortality rates. Health improvements in the community are attributed to the neighborhood association, the Pastoral of the Child, the local Catholic parish, and a thaw in the relationship with local government. The residents learned the limits of local government and the lessons of self-help. Santo Amaro, while not as well organized as Jardim Tupy, was successful at overcoming the lack of resources. novo Bandeirantes was successful in direct action to design and implement public programs. This involved survey in the socioeconomic conditions of the neighborhood, obtaining funding for and building latrines, and helping landholders gain title to their lands.^ieng