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Stories of Collective Impact: How to Use the Principles of Asset Based Community Development
and Results Based Accountability to Achieve Greater Results and Impact
August 6, 2013
Asset Based Community Development
H. Daniels Duncan,Faculty MemberABCD Institute
Workshop Premise
To improve lives of the families and their members in today’s world requires neighborhoods and their
residents to be involved as coproduces of their own and their community’s well-being. Everyone has something to contribute and we need their “gifts and assets”. Using the principles of Asset-Based
Community Development funders and agencies can help create powerful community partnerships to
build healthier, safer and stronger neighborhoods and communities.
Collective Impact Today Why Place-Based Strategies and Community
Engagement are Critical Introduction to ABCD – Definitions & Principles Examples of ABCD in action The roles of Residents in Building a Stronger
Community Asset Mapping – Discover-Ask-Connect – From
Mapping to Mobilizing The New Role of Institutions – How Institutions Can
Use All Their Assets to Build a Stronger Community Tools for Agencies - Leading By Stepping Back
Workshop Topics:
Hand, Head and Heart Exercise
Pair up with a person you don’t know very well. Take a few minutes to think about your assets and then take about five minutes each to share these assets with the other person in three realms of knowing.
Hand – Physical skills you possess that you would be willing to teach others. I.E., carpentry, photography, painting, bicycle repair…Head – Knowledge that you have in a particular area like child development, health care, history of the neighborhood…Heart – What are your passions; what stirs you to action; what would you walk across hot coals for?
Collective Impact - Today
Collective Impact - Conditions
John Kania & Mark Krame
Common Agenda
Shared Measurement
Multiple Reinforcing Activities
Continuous Communication
Backbone Support
• Common understanding of the complex problem
• Shared vision for change• Collecting data and measuring results• Focus on learning and performance
management• Shared accountably
• Willingness to adapt individual activities and coordinate
• Focus on what works including no-cost and low cost community engagement
• Consistent and open communication• Focus on building trust
• Separate organization(s) with staff • Resources and skills to convene and
coordinate the work of the partners and the community
Lisbeth Schorr: Lessons on What Works
Suggests five lessons:
Be clear about the purposes of our work, the outcomes we are trying to achieve
Be willing to be held accountable for achieving those purposes
Create and sustain the partnerships to achieve these purposes
Move audaciously into the world beyond programs
Have the capacity to take community-wide responsibility to assure that actions that will lead to improved lives will actually happen
Source: Lisbeth Schorr Keynote Address, Santa Clara County Children’s Summit – January 31, 2008
Assumptions for Creating Community Change – Help Children, Youth and
Families Succeed It takes a wide variety of strategies and activities to
achieve community change – Policy Change, Service Enhancement & Resident Engagement
Accept Vulnerability – speak the truth - Learn from successes as well as failures
To achieve real impact requires the community and its residents to be engaged and involved
Communities have an abundance of resources. The issue is that they have not been identified and engaged
All of our activities should be directed at increasing and not stifling community engagement
Place matters
Many Factors Contribute to Pressing Community Issues
Community Issue
Personal choices
Family characteristics
System relationships
Educational system
practices
Health care system
practices
Media messages
Historical trends
Economic
conditionsPublic
attitudes
Public sector
practicesPrivate sector
practices Neighborhood conditions
Most Direct-service Programs Address Only One or Two Factors
Community Issue
Personal choices
Family characteristics
System relationships
Educational system
practices
Health care system
practices
Media messages
Historical trends
Economic
conditionsPublic
attitudes
Public sector
practicesPrivate sector
practices Neighborhood conditions
Effective Collective Impact: Addresses More of the Factors with New Approaches and Additional
Partners
Community Issue
Personal choices
Family characteristics
System relationships
Educational system
practices
Health care system
practices
Media messages
Historical trends
Economic
conditionsPublic
attitudes
Public sector
practicesPrivate sector
practices Neighborhood conditions
Collective Impact vs. Collaboration
Collaboration In Addition to What You Do
Collective Impact Is What You Do
Collective Impact – Effective Partnerships
Organizations do not work together – People Do Should not be rushed – It takes time to build trust
and relationships Effective partnerships are based on:
A common purpose; Relationships; and Trust
When key people change assume the partnership re-sets to zero – Therefore we must always be focused on building relationships and trust.
Assumptions for Creating Community Change – Help Children, Youth and
Families Succeed It takes a wide variety of strategies and activities to
achieve community change – Policy Change, Service Enhancement & Resident Engagement
Accept Vulnerability – speak the truth - Learn from successes as well as failures
To achieve real impact requires the community and its residents to be engaged and involved
Communities have an abundance of resources. The issue is that they have not been identified and engaged
All of our activities should be directed at increasing and not stifling community engagement
Place matters
Assumptions for Creating Community Change – Help Children, Youth and
Families Succeed It takes a wide variety of strategies and activities to
achieve community change – Policy Change, Service Enhancement & Resident Engagement
Accept Vulnerability – speak the truth - Learn from successes as well as failures
To achieve real impact requires the community and its residents to be engaged and involved
Communities have an abundance of resources. The issue is that they have not been identified and engaged
All of our activities should be directed at increasing and not stifling community engagement
Place matters
What “Engage the Community” Means
Not based on an opinion poll
Not organizing the community to care about your agenda
Identifying the individuals that already care about the issues and mobilizing their action
Assumptions for Creating Community Change – Help Children, Youth and
Families Succeed It takes a wide variety of strategies and activities to
achieve community change – Policy Change, Service Enhancement & Resident Engagement
Accept Vulnerability – speak the truth - Learn from successes as well as failures
To achieve real impact requires the community and its residents to be engaged and involved
Communities have an abundance of resources. The issue is that they have not been identified and engaged
All of our activities should be directed at increasing and not stifling community engagement
Place matters
Why Place Matters “To solve our social problems in our communities, the solution must be to build stronger communities not just stronger programs and services. We forget that people live in communities and that families, friends, neighbors, and faith communities have always been the front lines of how communities solve problems.” Paul Schmitz
Changes in Neighborhoods -- Examples• Vacant lots are cleaned up and outfitted
with safe and sturdy playground equipment
• Neighborhood-based businesses are flourishing
• Housing is safe and complies with local codes
• Decent-paying jobs are available in the neighborhood
• Residents take action if they see suspicious or illegal activity
Self
FamilyFriends
Neighbors
Associations
Organizations
Government
Circles of Care and Responsibilities
Faith Based
Helping Professionals
Source: “Getting to Maybe: How the World Is Changed”Frances Westley, Brenda Zimmerman, Michael Patton
Simple, Complicated and Complex Problems
Understand how complicated the problems are and the lives of those we serve
Introduction to ABCD – Definitions & Principles
Asset Based Community Development
It is the capacities of local people and their associations that build powerful communities.
What can we do with what we already have.
It starts with the simple truth, everyone has gifts
The belief that neighborhoods and communities are built by focusing on the strengths and capacities of the citizens and associations that call the community “home.”
A place-based approach focusing on the assets of an identified geographic area.
The belief that the assets of a community's institutions can be identified and mobilized to build community not just deliver services.
A range of approaches and tools, such as asset mapping, that can put these beliefs into practice.
What is ABCD?
Six Types of Assets Individual talents and skills Local associations Local institutions Land, property, and the
environment Economic strengths Culture and Stories
Effective Communities
Look inside first to solve problemsRelationships are seen as powerHave a good sense of assets and capacities, not just needsLeaders open doorsCitizens are involvedPeople take responsibility
The Three Acts of ABCD
How do you engage people to share their gifts?
Focus on the gifts of their Heart
The Roles of Residents in Building a Stronger
Community
“Unfortunately, many leaders and even some neighbors think that the idea of a strong local
community is sort of “nice,” a good thing if you have the spare time, but not really important, vital or necessary. However, we know strong communities are vital and productive. But, above all they are necessary because of the
inherent limitations of all institutions.”
Why Community Matters: The Limitations of Institutions
John McKnight, July 8, 2009
What Only Individuals Can Do:
Primary source of our health
Safety and security
The future of our earth – the environment
Build a resilient economy
Raise our children
Provide care
Determinants of a Healthy Community Personal Behaviors – what we eat, how much we
drink, whether we smoke, whether we exercise . . . Social Relationships – how much time we spend with
friends, family, community . . .
Physical Environment – where we live, the quality of the housing, streets, and parks, what’s in the air . . .
Economic Environment – availability of jobs, level of income of residents, commercial and retail opportunities . . .
Access to medical care – can we get help when we need it . . .
17
County Health Rankings
What Only Individuals Can Do: Primary source of our health
Safety and security
The future of our earth – the environment
Build a resilient economy
Raise our children
Provide care
Healthy communities Require both Care and Service
Place-based strategies unlock the power of care
The Path of Residents
People as recipients of
service
Rural Area in Upstate New York - Example
Population 5,041, scattered across three small towns and a large rural area
“Our Town Rocks” has helped our community move from a sense of “down on our luck” to a sense of hopefulness.” D. Anderson
“Grass roots, ground-breaking public health at its best.” H. Hoffman
Asset Mapping – Discover-Ask-Connect – From Mapping to
Mobilizing
Asset MappingExercise
1. Get Paper and Markers2. Pick a Neighborhood or Area3. Draw the area (key streets)4. Plot the Assets
Asset Mapping
Not just another list of resources It is:
A strategy to identify assets that are available from within the community
A process for connecting and engaging the community and using the talents of people to help solve problems and build a better community
Through asset mapping, community residents move from:
Needs Map: Community
Unemployment Housing Projects
Poverty
Uninsured
Illiteracy
Child Abuse
Truancy
Crime
Teen Mothers Gang Members
Mentally IllSchool
DropoutsHomeless
Delinquency
Addiction
Consequences of the Power of the Needs Map
Internalizations of the “deficiencies” identified by local residents
Destruction of social capital Reinforcement of narrow categorical
funding flows Direction of funds toward professional
helpers, not residents Focus on “leaders” who magnify
deficiencies Rewards failure, produces dependency Creates hopelessness
The Asset Map: Community
Gifts of Individuals
Citizens’ Associations
Local Institutions
Skills Youth
Artists Labeled People
Seniors
Churches Block Clubs
Cul
tura
l Gro
ups
Businesses Schools
Parks
LibrariesH
ospi
tals
Ath
letic
Gro
up
s
Consequences of Asset Mapping Shift in Power!!!
Inclusiveness – all people have gifts and talents
Relationship building
People, not programs build power in a community
Welcoming the stranger
Learning community atmosphere
Place based
Cooperative orientation
Asset Mapping Steps
Create a Resident Leadership Team Select the geographic area for action Draw first Asset Map Identify individual residents’ gifts and
passions Draw second Asset Map Connect people with the same passions
to act collectively Celebrate
Step 1: Create a Resident Leadership Team
Widen the circle Create leadership Look for people that have a passion for
their community Look for connectors Use associations to identify leaders Look for people with a passion for
meetings
Step 2: Select the geographic area for action
An Area the Resident Leadership Team calls home – they all live there
An Area they are willing to be responsible for
An Area large enough for critical mass…small enough to facilitate resident engagement
ChurchChurch
ChurchChurch
ChurchChurch
SchoolSchool
SchoolSchool
AgencyAgency
AgencyAgency
AgencyAgency
AgencyAgency
StoreStore
StoreStore
SNAP OfficeSNAP Office
Step 3: Draw first Neighborhood Asset Map
Where are assets of the
residents?
Where are assets of the
residents?
Step 4: Identify individual resident’s gifts and passions
Create Questionnaire Develop strategy to
interview residents Never interview someone
you do not know Do not just hand the
questionnaires out or use the internet
Conduct Porch Time - Learning Conversations
NEIGHBORS THAT CARE
Name:________________________________________________ Phone:________________________________________________ Address:______________________________________________ Email:________________________________________________ Occupation:____________________________________________
What are your gifts, skills, or abilities that you are willing to share? (Examples: child care, reading, computers, gardening, singing, listening, praying, cooking, teaching, caring for the sick, sewing, auto/home repair, construction, etc.)
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What do you care about? (Examples: children issues, family, environment, teenagers, seniors, teenage pregnancy rates, domestic violence issues, personal safety, education, widows/widowers)
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What associations do you belong to? (Example: church, organizations, support groups, women and men’s groups, etc.)
________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Who else do you know in the Neighborhood? Would you be willing to interview them? __________________________________________________________
Step 5: Map Resident Gifts and Passions
Get a map that will enable actual address mapping
Map individuals on the map – actual addresses
Map by passions, not gifts Group by passions
Group and Map by Passions
Colored Sticky Dots = Children and Youth
= Seniors
= Hunger
= Crime and Safety
ChurchChurch
ChurchChurch
ChurchChurch
SchoolSchool
SchoolSchool
AgencyAgency
AgencyAgency
AgencyAgency
AgencyAgency
StoreStore
StoreStore
SNAP OfficeSNAP Office
Asset Mapping – a Neighborhood The Action Map
ChurchChurch
ChurchChurch
ChurchChurch
SchoolSchool
SchoolSchool
AgencyAgency
AgencyAgency
AgencyAgency
AgencyAgency
StoreStore
StoreStore
SNAP OfficeSNAP Office
Step 6: Connect people with the same passions to act collectively
Step 7: Celebrate
Make it fun and take time to celebrate small successes.
THE NEW ROLE OF INSTITUTIONS – HOW INSTITUTIONS CAN USE ALL THEIR ASSETS TO BUILD STRONGER COMMUNITIES AND FAMILIES
Businesses
Government
Agencies
Building healthy communities requires agencies to. .
Change their thinking from Siloed Thinking to Holistic Approaches
From Starting with Needs
To Starting with Strengths
From Top-Down
To Community-Driven
INSTITUTIONS SHOULD LEAD BY STEPPING BACK TO CREATE SPACE FOR
CITIZEN AND COMMUNITY ACTION
The role of agencies and programs should not be to just provide services to meet client needs
The most effective role we can play is to work to remove barriers so that people have the opportunity to share their gifts and be a producer of their own and their community’s well-being
Today’s Human Service Role
Institutional Assets
More than an Institution’s Products or Services
“A neighborhood may not need an agency’s hours of counseling, what they need is the
agency’s copy machine or meeting room or their staff’s computer experience.”
“Ask the neighborhood what they need…do not just tell them what services you offer.”
“Never do anything that nobody wants”
Tools for Agencies - Leading By Stepping Back
Five Strategic Questions:1. What functions could community people perform by
themselves?
2. What functions can people achieve with some additional help from institutions?
3. What functions must institutions perform on their own?
4. What can we stop doing to create space for resident action?
5. What can we offer to the community beyond the services we deliver to support resident action?
The answers become the basis for community engagement strategy
development
What Can We Stop Doing
Exercise Think about the services your agency offers and make a list of the activities that you could stop doing…because people can do them themselves.
What can residents do by themselves for themselves? -- Examples
• Parents and other caregivers use everyday moments to encourage early learning
• Breastfeeding support group is started in the neighborhood
• Men in the neighborhood come together to tell their friends “Real Men do not hit their wives/girlfriends”
• Neighbors routinely clear snow and ice from steps and walks of elderly residents
• Friends don’t let friends drive drunk
What functions can people achieve with some additional help from institutions? -- Examples
• Businesses make time and space available for financial literacy seminars
• Service providers have staff and materials appropriate to clients’ language and culture
• Faith groups provide vans to transport low-income citizens to prenatal and immunization services
• Pizza parlors serve as drop-off sites for ongoing books-for-children program
• Civic groups work with 2-1-1 to develop year-long volunteer projects related to a pressing community issue
• Domestic violence agency provides training on safety planning to the local women’s quilting group
What do residents need done that they can’t do? -- Examples• The human services system engages all service
providers in connecting low-income families with services and supports to grow family assets
• Public, private, and nonprofit sectors join to develop a coordinated community crisis response system
• The juvenile court system helps prevent drop-outs by treating truancy as a serious offense
• The school board and dental association collaborate to operate dental clinics in schools
• Low-cost health clinics offer prenatal services to expectant mothers
• Domestic violence shelter provides a safe location for women fleeing an unsafe home.
Build Community Capacity: Offer leadership training Assist with outreach tools like translation Work with associations of all types Provide forums for networking Offer non-meeting options for engagement Share stories of successful communities Highlight community strengths Move beyond citizen participation to community
empowerment
First, Do No Harm:
Don’t distract the community from its own priorities.
Don’t force the community into the bureaucracy’s silos.
Don’t take people’s time without showing results.
Don’t make the community dependent. Never do for people what they can do for
themselves.
Assessing Your Organization What is your organization’s relationship to community residents?
How accountable is your organization to the people and community it serves?
How does your work foster communication and relationship-building among the people you serve and residents in your community?
How does your service define and engage constituents? What power do they have? Are they seen as resources and co-producers?
How does your service strengthen community relationships and social capital?
How are you identifying other assets/resources your organization has to offer to the community and the people you serve?
Resources for Organizations
Discovering Community Power: A Guide to Mobilizing Local Assets and Your Organization's Capacity
http://www.abcdinstitute.org/docs/kelloggabcd.pdf
Sample: Agency Assets Profile
Agency Assets Profile
A tool to illustrate partnerships that your organization already has with institutions or associations in your community and to think about new partnerships which mightbe useful to your organization.
10 LESSONS from Broadway United Methodist Church – Indianapolis, IN
1. Begin with what’s already there--and use it.
2. Involve yourself in what others are doing (not the other way around)
3. Stop doing what’s not working.
4. Act human.5. Go to the people seen as
broken and ask for their help.
10 LESSONS from Broadway United Methodist Church – (cont.)
6. Know that change is slow.7. There will be drama.
There is also forgiveness.8. Recognize that everyone
has the capacity to discover gifts and build community.
9. Celebrate constantly.10. INVITE, INVITE, INVITE!
Twelve Guiding Principles for Successful Place–Based Community Collective Impact
People, Places and Results Matter Everyone has gifts, something to contribute Relationships build a community A citizen centered organization is the key to community
engagement Leaders involve others as active members of the community Everyone cares about something What they care about is their motivation to act Listening conversations to Discover, Ask and Connect Asking questions rather than giving answers invites stronger
participation We need both care and service Institutions have reached their limits in problem-solving Institutions as servants
Lessons Learned from a Collective Impact Perspective
It can not be overstated that the long term success and sustainability of our work is dependent on strong active citizen involvement. The work of agencies and other institutions is to build strong communities through citizen involvement. It is the community’s work to solve problems.
We must develop and support effective citizen engagement and empowerment, helping all residents identify and share their “gifts”.
It is not just about money. It is not about funding, grants and allocations it is about strategically leveraging individual, neighborhood and community resources.
No one institution or group can solve today’s problems alone, we must all work together.
Bill Moyers Journal America Bracho
http://www.youtube.com/watch?v=MEqdNOo9SDY
ABCD Tools A Community Building Principles and Action Steps Chart – A quick guide to the principles of ABCD community building and how to put the principles into action for greater impact.
B The New Paradigm – A chart that explains the differences between a Needs Based approach and an Asset Based approach to solving problems.
C Creating Space for Resident Action – A planning tool to help an organization begin to create space for increased resident engagement and action.
D Three Questions for Effective Strategy Development – A tool to help guide your organization´s strategic planning to increase resident engagement.
E Asset Mapping Eight Steps to Increase Resident Engagement — Tips on how to support ABCD based neighborhood organizing.
F Porch Time – Learning Conversations, tips on how to connect and talk with neighborhood residents to identify their gifts and passions.
G Tips for Working with Neighborhoods – A chart on the difference between how we work with institutions and how to work with neighborhoods.
H Gifts Discovery Activity (short version) – The purpose of this exercise is to demonstrate the wide variety of resources we have available to address an issue, beyond the services agencies offer.
I Gifts Discovery Activity (long version) – This exercise is a powerful way to start a meeting and demonstrate the power of resources (gifts) in the room that are available to address the issue or issues identified for action.
www.hdanielsduncanconsulting.org
ABCD Toolkithttp://hdanielsduncanconsulting.org/
Resources - ABCDABCD Institute – Order Publicationshttp://www.abcdinstitute.org/
Online ABCD Communityhttp://abcdinaction.ning.com/
http://www.abundantcommunity.com/
H. Daniels DuncanFaculty Member
Asset Based Community Development Institute512.788.8646
dan@hddabcd.org
Asset Based Community Development
Thank You!