Engaging Clients, Customers, and Communities for Greater Health … · 2018-06-06 · social...
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1 Asset-Based Community Development Engaging Clients, Customers, and Communities for Greater Health Outcomes
Transcript of Engaging Clients, Customers, and Communities for Greater Health … · 2018-06-06 · social...
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Asset-Based Community Development
Engaging Clients, Customers, and Communities for Greater Health
Outcomes
2This workshop is for individuals interested in discovering the power of Asset-Based Community Development (ABCD) as a tool to help increase
social capital by engaging clients, customers and communities as co-producers of their own and their community’s well-being.
Participants will learn:
• Why place-based strategies, community engagement, and social capital are critical to building healthy communities.
• The framework and principles of Asset-Based Community Development• How organizations can “lead by stepping back” using a social justice
perspective to create space for effective community engagement.
• How to employ the asset mapping tool to identify and mobilize all a community’s assets for greater health outcomes.
• How ABCD and RBA can be applied together for greater results.
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Community Engagement and Health
4Assumptions for Creating Real Community Level Change
• Understand how complex the problems and lives of those in our communities are
• It takes a wide variety of strategies and activities to achieve community impact. It is not just about better programs. We must change policies, institutions and structures and most importantly engage the community.
• Communities have an abundance of resources. The issue is that they have not been identified and engaged
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Source: “Getting to Maybe: How the World Is Changed”
Frances Westley, Brenda Zimmerman, Michael Patton
Simple, Complicated and Complex Problems
6Assumptions for Creating Real Community Level Change
• To achieve real impact requires the community and its residents to be involved – as producers and co-producers
• Organizations do not collaborate – People do based on common purpose, relationships and trust
• Should not be rushed – It takes time to build trust and relationships
• We need to conduct our work through a racial equity lens
• People, places and results matter
7County Health Rankings – Determinates of Health
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Your Neighborhood and Health
Our health and mental health is affected by what we do and the places we live in where we are born, grow, work and age, Not just by doctors, hospitals and clinics.
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Social Capital & Health “New research shows that maintaining strong social bonds, starting from a young age, increases life expectancy by reducing health risks throughout a person’s life.
The January 2016 study, “Social Relationships and Physiological Determinants of Longevity Across the Human Life Span(link is external),” was published in the Proceedings of the National Academy of Sciences.
This study, by researchers at University of North Carolina at Chapel Hill, is the first to definitively link strong social relationships with concrete measures of physical health including: high blood pressure, abdominal obesity, BMI, and inflammation.
This study builds on previous research which found that aging adults live longer if they have robust social connections.
The findings illustrate how strong social relationships have the power to reduce health risks at each life stage, starting with adolescence and continuing through young, middle, and late adulthood, ”
Christopher Bergland, Psychology Today 1/14/16
10Greater Rochester Health Foundation -From Theory to Practice
“People's daily lives affect their health in countless ways—from the sense of safety and connection to
neighbors, to the availability of healthy food, to access to green space and fresh air. And when
neighborhoods are inspired to improve from the inside out by building on their strengths rather
than dwelling on needs, they can realize improved physical, social and economic health.
That's the premise of a grant program introduced by the Greater Rochester Health Foundation in 2008”
11Rural Area in Upstate New York - Example
Population 5,041, scattered across three small towns and a large rural area
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13“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
14Their Your Health Care Team
15Asset-Based Community Development
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People and Communitieshave deficiencies & needs
Individuals and Communities have assets and capacities
The Dilemma . . .
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Hand, Head and Heart ExercisePair 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?
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Asset-Based Community DevelopmentIt is the capacities of local people and their associations that
build powerful communities.
What can we do with what we already have to get what we need.
21ABCD Starts With Different Questions
What can we do with what we already have to
get what we need?
What do you need?
What can you contribute?
What do we need?
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ABCD Rules of Three
People Powered ChangeThe three strategic questions to drive action and help institutions lead by stepping back:
1. What can residents do by themselves for themselves?
2. What can residents do with a little help from institutions?
3. What do residents need done that they can’t do?
ABCD Principles of Three
24ABCD Principle 1: Three Characteristics of ABCD
What can we do with what we already have to get what we need?
Asset Based
Locally Focused
Relationship Driven
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B
B
G
NP
NP B
NP
GG
Time & Money Exchanges
Tim
e &
Mon
ey E
xcha
nges
Time &
Money Exchanges
Ingredients of a Healthy Community
Culture & Stories
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Ingredients of a Healthy Community – Six Types of Assets
• Individual talents and skills• Local associations• Local institutions• Land, property, and the environment• Economic strengths• Culture & Stories
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What can we do with what we already have in our neighborhood to improve our neighborhood?
Locally Focused
28Why a Focus on Neighborhoods
• It is where families and their children live
• It is where the action is – good & bad• To help kids succeed - they do better in
strong families and families do better in supportive communities
• It simplifies engagement • Increasing social capital and
collective efficacy makes a difference
Locally Focused
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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, former CEO Public Allies
30Social Capital • Social Capital refers to the connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them.
• The more relationships someone has in their community, more likely to:
• Be Healthy• Be Employed• Volunteer• Participate in Political and Civic Activities• Join Clubs• Participate in Child’s School Life• Be Honest & Trusting
31Collective Efficacy • Collective efficacy, the belief and ability to accomplish
things by working together. Efforts to promote collective efficacy try to close the gap between the generations, build social resources that promote reciprocal exchange between members of the community and encourage informal social controls - such as intervening to reduce anti-social behavior.
• Evaluations of programs based on the theory have demonstrated promising results with respect to:
• physical and mental health• inter-personal violence, • child maltreatment, • depression and risky sexual behavior.
Sami Ansari, Salem State Universityhttp://www.preventionaction.org/reference/collective-efficacy
32Effective Communities
• Look inside first to solve problems• Relationships are seen as power• Have a good sense of assets and capacities,
not just needs• Leaders open doors• Citizens are involved• People take responsibility
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Individual
Family
Friends
Neighbors
Associations
Organizations
Government
Faith Based
Helping Professionals
Social Media
Communities of Interest
Relationships: Circles of Care
and Responsibilities
Effective strategies engage all of the circles
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Jay Pathak & Dave Runyon
1. Their Names.2. Something about them you cannot just observe.3. Their passions and gifts
1. Mary and Luis Gonzales2. Their oldest is going to UT.3. They are passionate about gardening and they have tools
Relationships: The Art of Neighboring
35The Art of Neighboring Strangers Acquaintances Relationships
Block Map Block Party
36ABCD Principle 2
The First Three QuestionsThe three strategic questions to drive action and help institutions lead by stepping back:
1.What can residents do by themselves for themselves?
2.What can residents do with a little help from institutions?
3.What do residents need done that they can’t do?
37What Individuals Can Do:
•Three Examples•Create Health•Safety and Security•Raising Powerful Connected Children
38The Power of Community Organizing for Health OutcomesAmerica Bracho
https://www.youtube.com/watch?v=MEqdNOo9SDY
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Latino Health Access Park and Community Center –Dedicated April 2013
40Determinants of Health1. Personal Behavior
41Determinants of Health2. Social Relationships
42Determinants of Health
3. Physical Environment
43Determinants of Health
4. Economic status
44Determinants of Health
5. Access to Health Care
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Crime & Safety
46Children's Time During the Year
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Only residents can provide care and local asset-mappingunlock the power of care
Healthy Communities Require Both Care and Service
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12 Domains Activity Game
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“There are things that only a community can do – so get out of their way. There are things that a community can do, with some
help – so offer to help. There are things that only government can do – so do them.”
Cormac Russell, ABCD Institute Europe.
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12 domains that are uniquely
within the competencies
of people
� Health and Wellbeing� Our health and wellbeing is mainly determined by the extent
to which we are positively connected to each other, our environment and local economic opportunities.
� Safety and Security� Increased police presence does not lead to enhanced safety
and security in the same way that a connected community can.
� Caring for the Environment� Imagine what is possible if people become more intentional
and collective about their decisions around transport, heating and lighting their homes and how they manage their waste.
� Nurturing the Local Economy� Most enterprises start small and local, in garden sheds, attics
and at the kitchen table and in return they become the heart blood of local economies and one of the most reliable sources of employment for many communities. Cormac Russell
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12 domains that are uniquely
within the competencies
of people
� Mindful Food Consumption and Production� Local food chains enhance outcomes in the areas of health,
environment and local economic well being.� Raising Powerful Connected Children� Children need to believe in their families and community. Children do
not grow powerful in institutions; their power grows the closer they are to the center of family and community life.
� Ageing Well in Place/Locale� The type of care required to age well across the life course is the kind
that sees both the gifts and needs of older people, in that order . This kind of care is only located among communities who have a central place for older people.
� Building Communities� Communities grow from inside out, evolving from the place where ‘I’
live, to the community where ‘we’ grow. They can only grow through the deepening of human relationships.
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12 domains that are uniquely
within the competencies of
people
� Civic Action for Deeper Democracy & Just Society� Civic action for social, environmental and economic justice provides
the rudder for keeping governments honest and on track, democracy meaningful, and people engaged in civic life.
� Respond to Natural Disaster/Climate Control� No where is people power more apparent than in the face of natural
disasters and the consequences of climate change; as human beings, when put to the pin of our collar we dig deep, pull together (self organize), and respond by building community.
� Lifelong Learning and Sharing Wisdom� Knowledge and wisdom are hatched in the nest of everyday life and
more particularly in associational life, not in educational, commercial or professional institutions.
� Changing the World� "Change doesn’t happen because of how we invest our
money . Change happens because of how we invest our human energy, and it always has since we came down from the trees." Daniel Taylor–Future Generations
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Exercise: People
Powered Change
Instructions
What can only people do?
What can only people do together with government & professionals?
What can only government &
professional do?
Health & Wellbeing
Safety & Security
Caring for the EnvironmentNurturing Local EconomyFood Consumption & ProductionRaising Powerful Connected Children
Aging Well
Building Community
Improving Democracy & Social Justice
Responding to Natural DisastersLifelong Learning
Changing the World
Read each action card and place it in
the most appropriate place on the grid
Walking your dog
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ABCD Principle 3
We know what you need?
What do you need and how would you like it delivered?
What can you contribute?
55We need Everyone’s Gifts to Cross the Finish Line for Individual, Family and Community Well-being
From an individual marathon to a relay race
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The role of Government, Nonprofits,and programs should not be to just provide services to meet client needs
The most effective role we canplay is to work to removebarriers so that people have theopportunity to share their giftsand be a producer of their ownand their community’s well-being
Today’s Government & Human Service Role
58Everyone should have the opportunity to be a producer of their own and their
community’s well-being
It takes everyone to build a healthy and safe community
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ABCD Principle 4
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Discover Ask
Connect
Asset Mapping
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RelationshipsDriven
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
� Asset Mapping must be done by the residents that call the neighborhood home.
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� Not based on an opinionpoll
� Not organizing the community tocare about your agenda
� Identifying what individuals careabout and their gifts and mobilizingtheir action
What “Engage the Community” Means
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Homeless
Unemployment HousingProjects
Poverty
Child Abuse Crime
Illiteracy
Teen Mothers Gangs
Truancy AddictionUninsured Delinquency
Needs Map
64Consequences 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
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The Asset Map
Gifts of Individuals
Citizens’ Associations
Local Institutions
Skills Youth
Artists LabeledPeople
Seniors
Churches Block Clubs
Cul
tura
l Gro
ups
Businesses Schools
Parks
Libraries
Hos
pita
ls
Ath
letic
Gro
ups
66Consequences 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
67Why Asset Mapping?
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Focus on the gifts oftheir Heart
How do you engage people to share their gifts and become involved?
69Neighborhood Clean UP
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Aruba – Story of the Sidewalk Grass
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RelationshipsDriven
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
� Asset Mapping must be done by the residents that call the neighborhood home.
72Asset Mapping Steps
• Create a Resident Leadership Team• Select the geographic area for action• Draw first Asset Map• Identify neighbors gifts and passions• Draw second Asset Map • Connect people with the same passions to
act collectively• Grow connections and relationships• Celebrate
73Step 1: Create a Resident Leadership Team of Connectors
� Residents that have a passion for their neighborhood and the health of its residents
� People that have a history of being “connectors” (A lot of relationships)
� People that are respected in their neighborhood
� People that have gotten things done in their associations
� Look for people with a passion for meetings
74How to Identify Connector Leaders
Mike Green – A Well Connected Leader Can Engage a Group to Act
75Step 2: RLT identifies their initial neighborhood boundaries.
• An Area the RLT 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
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Church
Church
Church
School
School
Agency
Agency
Agency
Agency
Store
Store
SNAP Office
Step 3: RLT draws first Neighborhood Asset Map (Institutions, Associations & Physical Assets)
Where are assets of the
residents?
77Step 4: RTL creates a gifts survey to identify the gifts and passions of the residents in the neighborhood
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? __________________________________________________________
Sample – Gift Inventory
Questionnaire
78Step 5: Conduct in-person conversations with neighborhood residents to identify resident gifts and passions
� Use the Snowball interviewing technique to interview people in the neighborhood.
� Have the Resident Leadership Team interview each other.
� Ask the Team to interview 5-10 of their friends who live in the neighborhood.
� Ask the people they interview to interview 5-10 of their friends that live in the neighborhood, etc.
79Never Interview Someone You Don’t Know
80Step 6: Resident Leadership Team adds the residents to the asset map
• Have the Resident Leadership team come together to map the residents using the following three step process: 1. Group the surveys by what people care
about - that is their motivation for action.2. Assign a different colored sticky dots to
each passion (i.e. Kids/Red, Seniors/Blue, Safety/Yellow, Animals/Green, etc.)
3. Write the residents name on the sticky dot and place it on the map where they live.
81Group and Map by Passions
Colored Sticky Dots
= Children and Youth
= Seniors
= Hunger
= Crime and Safety
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Church
Church
Church
School
School
Agency
Agency
Agency
Agency
Store
Store
SNAP Office
Step 6: RLT adds the residents to the asset map
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Church
Church
Church
School
School
Agency
Agency
Agency
Agency
Store
Store
SNAP Office
Step 7: RLT connects residents that live close together with the same passions and ask them to come together to share their gifts to accomplish something related to their passion
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� The RLT needs to be continually working to increase the number of engaged residents, associations and organizations.
� The RLT can also use the map to identify areas were they have not identified anyone.
� The map should always be growing and evolving as more people, associations and organizations are brought into the process.
Step 8: RLT grow the Connections – People, Associations and Organizations
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Step 9: Recognize and celebrate successes
Make it fun and take time to celebrate small successes.
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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.
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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!
88Twelve Guiding Principles for Community Development: ABCD in Action
• Everyone has gifts• Relationships build a community• Citizens at the center• Leaders involve others as active members of the community• Everyone cares about something• What they care about is their motivation to act• Listening conversations• Asking questions rather than giving answers invites stronger
participation• Ask, ask, ask• A citizen centered organization is the key to community
engagement• Institutions have reached their limits in problem-solving• Institutions as servants
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Questions, Comments, Stories
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INSTITUTIONS SHOULD LEAD BY STEPPING BACK TO CREATE
SPACE FOR CITIZEN AND COMMUNITY ACTION
“Avoid the pull inward, and the danger of allowing programs and professionalization to crowd out the community.” Rich Harwood
How ABCD and RBA can be applied together for greater results.
91Turn the Curve Thinking
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2
5. What is our action plan to turn the curve?
2. What is the story behind the curve?
3. Who are the partners who have a role to play in turning the curve?
4. What works to turn the curve?
1
5
1. How are we doing?
Turn the Curve?
92The Matter of Baselines
Baselines have two parts: history and forecast
History ForecastTurning the Curve
OK?
93Story Behind the Curve
Identify Root Causes• Disaggregated Data• Demographic Factors• Cyclical Factors
Force Field Analysis• Consider the Restricting
and Contributing Factors• Bullet Point• Prioritize the top 3-5
94PartnersWho Has a Role to Play in Improving Progress?
Funders
Community Partners Businesses
Government Entities
Neighbors and Families
Education
95What WorksWhat would work to Turn the Curve?
Multi-FacetedDoes the proposed solution address multiple root causes or just one?
Low Cost/No Cost• What can we start without a
grant?• What is the role of clients and
community residents?
Promising PracticesOur best guess about what will work here in our community
Off the WallSuggest “off the wall” and outrageous ideas as well as researched best practices.
Evidence-basedWhat can we apply in our community?
96Action PlanWhat do we propose to do to Turn the Curve?
S M T W T F S S M T W T F S
First Task
Second Task
Third Task
Fourth Task
Fifth Task
Sixth Task
Seventh Task
Eighth Task
Be specific: Who, What, by When?
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1. What can residents do by themselves for themselves?
2. What can residents do with a little help frominstitutions?
3. What do residents need done that they can’t do?
4. What can we stop doing to create space for residentaction?
5. What can we offer to the community beyond theservices we deliver to support resident action?
Five Strategic ABCD Questions to Help Institutions Lead by Stepping Back:
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� Participation and Inclusion� Build Capacity – Focus on Assets� Civic Responsibility� Collaboration and Partnership� Comprehensive� Social Justice � Learn� Focus on Results
Community Building Principles
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• Directly involve people affected to decide, develop and implement solutions in their neighborhoods and communities.
• Create an environment which encourages and supports the participation of all people and differing perspectives.
• Ensure that the process is inclusive, open, and that information is shared by all.
• Try to not always be helpful.
A variety of impacted residents of differing social and economic groups, are invited to share their gifts and participate in the work of their community in increasing proportions.
PARTICIPATION & INCLUSION
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How we normally work with other organizations
How we work differently with neighborhoods
We know who to contact by position We have to research who to contact (sometimes it is not obvious)
We give them timelines and deadlines
We ask them to give us a reasonable time frame
We write things up – give them memos and job descriptions
We meet with them and have face to face conversations (preferably in their community)
We often take the lead in projects We need to allow theneighborhood to lead us
We set up meetings during the day We go to meetings at nights or on the weekends and when appropriate help to figure out childcare and transportation
Tips on Working with Neighborhoods
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Adapted from Untied Way of Metro Atlanta
We offer a list of possible roles forour organization
We ask how our organization can bemost helpful
We use our leadership structure to help us make relationships
We look to current relationships to help introduce us into new communities
We manage projects We negotiate our role, offersuggestions and learn to be flexible
We reach our objectives in a way that is most efficient
We follow the lead of residents with patience, as work takes much longer, is not efficient, often involves several players and lots of twists and turns
We assume authority is in the person with positional power
Authority rests in the one with the most relationships
Tips (cont.)
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• Work to mobilize residents and communitiesfor collective action.
• Promote the civic responsibility of residents inall aspects of community and neighborhoodlife.
• Encourage activities that follow the principlesand values of democracy.
• Encourage individuals and groups to freely express their views.
• Promote the concept of collective andindividual leadership and responsibility for thecommon good.
More individuals choose to exercise and fulfill their civic and community responsibilities.
CIVIC RESPONSIBILITY
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• Strongly encourage collaborative activity amongst neighborhoods, agencies, businesses, funders, policy-makers and other stakeholders.
• Encourage activities that respond to the uniqueness of each neighborhood and community by bringing together the strengths of local individuals, associations, businesses, faith-based entities and other organizations.
• Promote open communication with an emphasis on active listening and reaching consensus.
Initiatives undertaken increase the number of involved partners andresult in increasedcollaboration.
COLLABORATION AND PARTNERSHIP
104Collective Impact vs. Collaboration
9Collaboration In Addition to What You Do
9Collective Impact Is What You Do
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• Create incentives for approaches andinterventions which cut across programboundaries whenever and whereverpossible (e. g. education, employment,housing, health, and human services).
• Balance priorities which focus on solvingindividual problems with actions that strategically target the development ofneighborhoods and communities
• Support the integration of community economic development, human servicesand civic responsibility as a comprehensive approach to communitybuilding.
Community-building interventions and approaches cross organizational boundaries (e.g., businesses, churches, human service agencies, etc.) in addressing community issues.
.
COMPREHENSIVE
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ABCD recognises that the motivations for providing services, such as foodbanks, are usually compassionate. However, the structures of serviceprovision have often done as much harm as good to local communities.ABCD asks challenging questions of those involved:
�
How much do you need a steady stream of ‘clients’ for your own survival as anorganization or project?Where are you creating dependencies on your service and disconnecting people from the interdependence and mutual support of their local community?What are you doing that the community’s networks could do for themselves (with or without support)?What are you doing ‘to’ or ‘for’ people that you might be able to do ‘with’ them?How can you start from people’s gifts and strengths, rather than their needs andproblems?How can you turn strangers into friends, rather than ‘clients’ or ‘service users’?
�
�
�
�
�
�
Al Barrett, Vicar of Hodge Hill Church in Birmingham
ABCD Challenges the Service Provision Approach
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• Work to recognize and remove barriers of racism and implicit bias.
• Recognize and celebrate the differences and uniqueness of residents in neighborhoods and communities by encouraging and supporting inclusiveness.
• Promote the values and history of our many cultural traditions and ethic groups.
Work to ensure social justice for all and engage a variety of impacted residents of differing racial, ethnic, social and economic groups to participate in the work of their community in increasing proportions.
SOCIAL JUSTICE
108Racial Equity & Inclusion – The Foundation of Effective Collective Impact
Applying a racial equity lens is not a separate principle of collective impact. It is not an add-on to the work that can be applied as needed.
A commitment to furthering racial equity should be the foundation of each of the collective impact conditions.
To apply a racial equity & inclusion lens data must be disaggregated by race, gender, age, class, location, etc. to develop effective strategies that ensure no one is left behind.
In addition, the only way to truly understand the story behind the data is to engage with community members about their lived experiences.
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Disaggregation of data (or the unintended consequences of stopping at “all”)
Whose lives are you looking to impact?
Unless data is disaggregated by race, ethnicity, poverty, gender, etc. your efforts may be wasted
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Data Through the Aggregated Lens
111Data Through the Disaggregated Lens
White
Asian
All children
Hispanic
Black
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• Promote a supportive environment which allows communities and organizations to continually learn and grow.
• Support innovations where all can learn together from successes and failures.
• Use data for decision-making and continuous improvement.
Demonstrate that successes and failures of community building efforts are used as learning opportunities for communities and organizations.
LEARN
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• We are here to lead the community • We are here to use my leadership skills to (help)lead the community to respond to its issues
• We are here because it looks important • We are here because there’s important work to do
• We are here because of our capacity • We are here to build more capacity in all of us
• We are here to teach. • We are here to learn
• We are here to speak • We are here to listen intently (as we all speak)
• We are here to do work within our comfort • We are here to place ourselves at risk for thezone. We don’t like risk benefit of our community
• We are here because we all have similaropinions and can reach consensus
• We are here to seek out and consider other pointsof view in decision-making
• We are here to make quick decisions(because we are busy)
• We are here to make thoughtful decisions
Source: Atlanta United Way
Organizational Leadership Behaviors
114The New Paradigm for Effective Community ImpactThe Old The New
• Focus on deficits • Focus on assets
• Problem response • Opportunity identification
• Individual responses • Collective responses
• Focus: Individual • Focus: community, neighborhoods, families and individuals
• Fix people • Develop potential
• See people as “clients” • See people as “citizens”
• Programs are the answer • People are the answer
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Lessons Learned from a Community Building 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 allresidents 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.
Asset-Based Community Development
116Resources - ABCDABCD Institute – Order Publicationshttp://www.abcdinstitute.org/
Online ABCD Communityhttp://abcdinaction.org/
http://www.abundantcommunity.com/
https://clearimpact.com/solutions/asset-based-community-development/
