Abcd in action, 2 day workshop in devon
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Hugely successful event on Asset Based Community Development in Torbay, delivered by Cormac Russell. January 2012. Hosted by Brixham YES. Funded by NESTA (Neighbourhood Challenge) & Big Lottery.
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Abcd in action, 2 day workshop in devon
- 1. ABCD in Action Nurture Development 2 Day Workshop (Cormac Russell) Torbay, Devon Jan 23 & 24, 2012
- 3. Day One: Overview Stories from field The ABCD Approach The 12 Domains Game ABCD & Inclusion 1 2 3 4
- 5. 9:50-10am
- 17. The Approach 1
- 20. Community is about identifying and contributing our assets
- 24. Community = Economic Exchange
- 25. Community = Stories
- 29. The glass is half full
- 30. Village Needs Map Food insecurity Hunger Poverty Poor infra -structure AIDS/HIV Drought Corruption Lack of basic Education Health crisis Malaria Crime Gender inequality
- 31. Pastoral communities in rural Kenya. Skilled people Business skills Farmers Leaders Businessmen Women Elders (traditional leaders) Entrepreneurs Activists Warriors Laibons / seers Religious Leaders Students Asset Map Turkana, Pokot & Samburu Individuals Physical Space Rangelands Pasture grazing fields – Kadengoi, Kataruk, Kasarani, Loru plains, Silale, Aroo Hills – Kalangol, Lotiruk, Loriu, Silale, morwakiring, kamarok Farms – Morulem, Lokubae, Elelea Seasonal streams Water source e.g. wells, boreholes and water pan Women groups Youth groups Development committee VICOBA Group ranches Conservancies Family Support Groups Health Advocacy and Fitness Groups PFS Youth groups Business groups Religious groups Elderly groups Community Animal health worker groups Dong’a Cultural Groups Men’s Groups Youth Mentoring Groups Mutual Support Groups Neighborhood Improvement Groups Political Organizations Recreation Groups Religious Groups Social Groups Water users Groups CAHWs vet shop groups Former livestock rustlers group assosciat Local Economy Livestock trade (small scale) Charcoal burning Sale of animal Drugs shops by CAHWS For-Profit Businesses Business Associations Village banks Micro enterprises pasture Livestock Business trade Small scale farming Sand harvesting Quarry harvesting Honey harvesting Charcoal Mining Hides and skin products Eco – tourism Small arms trade Livestock rustling Stories Of Burning of prosopys Juliflora by the women Of Ashes from trees burning acts as manure to the soil Of background and personal history Of what we like to do and contribute Of existing and ongoing skills and capacities Of successful community development Of economic growth Of addressing discrimination Of including those who are marginalized Of recognizing the value of everyone Of a time when we felt appreciated and valued Of a time the community was at its best Community Community Institutions MWUA / LWUA (food security) LOMEDS (micro credit, peace, livestock marketing) LCRC – meeting facilities Schools (primary) Nginyang, Amaya, Ngoron, Chesawach,Kokwototo, Natan ) Secondary (Chemolingot, Barpello and Churo AIC) Nginyang Polytechnic Health facilities Churches
- 32. Asset-based Community Development Methodology Discovering Strengths Organizing & Mapping Linking and Mobilizing Community Driven Initiatives Sustaining the Process
- 33. A Picture of a strong Community $ NFP NFP $ G G
- 34. Doing work the old way
- 35. SBA: processes with ownership
- 36. How we view determines what we do ..
- 37. Where we really get our needs met
- 38. Fundamental Needs Security Autonomy Belonging Competence ? Emotional & Material Agency. Independence. Sense of efficacy in the world. Plus authenticity Community, Family & Friends, as giver & receiver Ability to sustain tasks of choosing, to contribute. Security Belonging Competence Autonomy Russell, C (2010)
- 39. You can’t know what you need Till you know what you have…
- 44. 12 Domains Process 2
- 55. Festival Day in Thornton Heath-Sept 18, 2011
- 56. And on the day people were invited to share their gifts….
- 57. This is Shirley with her neighbour...Shirley is a neighbourhood connector
- 58. Why have a meeting when you can have a party?
- 59. The connectors want to discover hidden treasure and build relationships….
- 60. They had already knocked on doors, and heard peoples stories like Mr and Mrs Ahmed…..
- 61. Paul Macey who is a wonderful Community Builder, and is facilitating the process on behalf of Croydon Voluntary Action and Croydon NHS sat with Peggy and heard her story….
- 62. And Peggy and Mr & Mrs Ahmed were connected
- 63. The connectors have experienced the power of connecting people…
- 64. And they have been mapping local associations too….
- 65. And seeing the huge potential for connecting these assets also….
- 66. And the older people will have plenty to teach the kids as well…
- 67. Bingo!!!!
- 68. Being intentional about the process of engagement, mapping: a) associations; b) capacity/contribution and then invitation
- 69. What formal or informal groups are you part of?
- 70. What are your skills and talents?
- 71. What gifts and talents would you like to share?
- 72. Wow! That many? What would happen if we had these conversations with everyone in Thornton Heath?
- 74. Young people are leaders of today, not tomorrow, we invite them in. The message on the day: Thornton Heath needs you, we can not do this without you…
- 75. The art of conversation, conversations matter….
- 76. And they stayed for the vision….
- 77. News flash: the streets of Thornton Heath were filled today with young people (and the young at heart) making fun…and Community
- 82. End of Day Harvest Gathering the emergent themes and possibilities for action
- 83. Day Two: Overview Inclusion Limerick Story/Matching Grants Asset Mapping Next steps 5 6 7 8
- 84. A new policy anyone? People are the Answer Programmes are the Answer Develop Potential ‘ Fix People’ See People as Citizens and Co-producers See People as Clients Development Maintenance Focus on communities/neighbourhoods Focus on Individuals Emphasis on Associations High Emphasis on Agencies Fewer Services More Services Grants, Loans, Investments, Leverage Grants to Agencies Investment Orientation Charity Orientation Opportunity Identification Problem Response Focus on Assets Focus on Deficiencies Why not also have a model that… Present Policy
- 85. Stories from the field 5
- 94. Community Asset Map-Ballinacurra Weston Individuals Gifts, Skills, Capacities, Knowledge and Traits of Youth Older Adults Artists People with Disabilities Students Parents Entrepreneurs Activists Institutions Schools Universities Community Colleges Police Departments Hospitals Libraries Social Service Agencies Non Profits Museums Fire Departments Foundations Physical Space Gardens Parks Playgrounds Parking Lots Walking Paths Forests/Forest Preserves Picnic Areas Campsites Fishing Spots Stories Of background and personal history Of what you like to do and contribute Of existing and ongoing skills and capacities Of successful community development Of economic growth Of addressing discrimination Of including those who are marginalized Of recognizing the value of everyone Of a time when you or your group felt appreciated and valued Of a time the community was at its best Local Economy For-Profit Businesses Consumer Expenditures Merchants Chamber of Commerce Business Associations Banks Foundations Institutional-Purchasing Power and Personnel Micro enterprises Local Coops Corporations and Branches Animal Care Groups Anti Crime Groups Residents Assoc Business Organizations Charitable Groups Civic Events Groups Cultural Groups Education Groups Elderly Groups Environmental Groups Family Support Groups Health Advocacy and Fitness Groups Heritage Groups Hobby and Collectors Groups Men’s Groups Mentoring Groups Mutual Support Groups Neighborhood Improvement Groups Political Organizations Recreation Groups Religious Groups Service Clubs Social Groups Union Groups Women’s Groups Youth Groups Associations My Community Our Community
- 95. 1. What can you do with people power? Once There is a NEIGHBOURHOOD VISION…ask
- 96. 2. What can you do with help from outside agencies? What would that help look like?
- 97. 3. What do you need outside agencies to do unilaterally?
- 99. Strangers are twice more likely to assist you, than you think Studies by Flynn & Lake (2010) of Columbia University show that people underestimate how likely others are to help by as much as 100%
- 102. Person Centered Work The move is from services to clients to supports for citizens Community Centered Work Inclusion
- 103. There are many different bird calls The Common Loon
- 104. Our Solutions are often not fit for purpose
- 106. Henry Moore, Savannah Grants for Blocks Leading by Stepping Back……
- 117. Asset Mapping 6
- 118. What map
- 120. Will lead to the hidden treasure?
- 121. Classic Needs maps Racial tension/hate crimes High crime rates. Significant fear among older people High levels of ADHD Smoking related Heart disease Respiratory difficulties Obesity across The life course High levels of drug and Alcohol use. High unemployment Poor educational attainment Poor housing/environmental issues High morbidity Anti social behaviour Gender inequality
- 122. Coffee
- 123. Everyone means everyone! Everyone means everyone Everyone means everyone
- 124. Social inclusion? Where it matters? Participation Friendship Intimacy Economic Exchange
- 125. Spot the difference?
- 126. Full circles indicate capacity to deal with life and are a powerful measure of health in our society.
- 130. My Vision
- 135. Lunch
- 136. World Café 7
- 138. Next steps 4
- 140. Evaluation
Notas do Editor
- Better Engagement with parents is an ongoing question.
- Thankfully, as I’ve already said, we have all we need to light the path ahead.
- ABCD recognises five assets, the primary asset being the capacity of individual to give of their gifts and talents…Sometimes these are referred to as gift of the hands which relates to things you can make, gifts of the heart which speaks to the things you are passionate about, and gifts of the head pointing to the which you apply brain power or creativity to solve, resolve or create. A iron clad principle of ABCD is that everyone has gifts, without exception.
- The second, the great magnifier and amplifier of citizen power is associations, groups of residents who come together to do what individuals can not. 75% of associations when asked would they be prepared to help with community building efforts said yes.
- The fourth assets in many of the stories we hear about community regenerating from the inside out are of institutions that act like treasure chest instead of fortress wall, institutions of course include business, Government and NGO’s. The fifth asset is economic exchange including bartering and timebanking. Lastly the stories themselves constitute the sixth and often forgotten asset.
- The third asset is physical assets, including built environment, natural environment, and physical infrastructure. Some physical assets look like liabilities at first glance, but a sharp eye will spot the hidden treasure….
- Bringing programmes, services and funding is only part of the process of community building. It speaks only to the half empty part of the glass, and all too often if not balanced with community building work that helps communities to define their own internal priorities and to work on them, it builds a perverse relationship of dependency. Funding dependent communities are weak and ultimately made more vulnerable, making people dependent on funding turns them into passive recipients or clients, true regeneration does not leave dependent or dissatisfied clients in its wake, its legacy if it is to be worthwhile should be a growing body of powerful and connected citizens with a vision for the future and the support to get there.
- By doing this we change the old way of working which put us in the driving seat of the transaction.
- To a process of grass roots grant making and community building that puts citizens in the led. Of course we want to do this in a way that does not simply give gate keepers more power, and this is why Asset Based Community Development as a process matters so much: it shows us a clear way that everyone can be included and everyone’s voice can be heard.
- Assets only become useful when they are connected in positive ways that build community power and agency for actionable change. One of the important ways of moving forward is to conduct an asset map. It is important though that it is the community that does this, since it is not a data gather exercise, so much as a relationship building process. Asset maps are not done so that outside agencies can pounce on the information, nor are then meant to sit on shelves looking pretty, they are used as vital information to help identify, connect and mobilise community abundance.
- I think we take Ellerman’s ideas to an even deeper level by asking the question where in our lives do we get our needs met? There are four areas I believe where this happens, the first is within our own personal sphere of influence, where for example I can chose health seeking or health avoidant behaviour. The second in the domain of family, friends and neighbourhood, where I gain a sense of belonging, mutuality and civic participation and contribution. The third is in the domain of co-production where my personal family and community agency can join forces with professional services and supports; the aging in place agenda presents some very fine examples around the world where health care systems, families, communities and older people themselves are coproducing their own and their communities well being. Limerick example. Often if systems try to do what we personally or at a community level can do, not alone does it create unhealthy dependency but is also makes no fiscal sense whatsoever. It’s like asking a toddler to pick up a butterfly without crushing it. With the best of intentions there are things the state does well and things communities and individual do better, understand the unique function of each is key to figuring out how to have a good life and a Good Society.
- Lets look more closely at this. Starting with needs. Sometimes when people present ABCD they present it as a polemic between needs and assets. To me that somewhat of a superficial interpretation. ABCD is not suggesting that we ignore needs in preference for assets, but that we take care as to how we understand needs. Most psychologists now agree that there are four fundamental needs. See slide… So ABCD begs the question how do we as helpers address for example security needs in a way that does not harm autonomy, competency and belonging. Can you think of any examples from your own life experience when someone in an honest effort to help inadvertently undermined the need for autonomy, competence or belonging of the person or community they were endeavouring to assist?
- Better Engagement with parents is an ongoing question.
- Thankfully, as I’ve already said, we have all we need to light the path ahead.
- Better Engagement with parents is an ongoing question.
- Thankfully, as I’ve already said, we have all we need to light the path ahead.
- The asset based approach starts with a focus on the strengths it recognises the truth that the map is not the territory and that the glass is both half full and half empty at the same time
- Society can be understood as a configuration of people in certain patterns of interdependence which continues even when some of its members die or leave. So how can society exist if the patterns of interdependence disintegrate or if new people are not constantly being welcomed? So, given that Britain currently is not doing enough of either, is British Society dying the death of a thousand cuts? Cameron being a much better communicator than me simply asks the question: ‘who’ll cut the grass, when you can’t?’
- Society can be understood as a configuration of people in certain patterns of interdependence which continues even when some of its members die or leave. So how can society exist if the patterns of interdependence disintegrate or if new people are not constantly being welcomed? So, given that Britain currently is not doing enough of either, is British Society dying the death of a thousand cuts? Cameron being a much better communicator than me simply asks the question: ‘who’ll cut the grass, when you can’t?’
- Society can be understood as a configuration of people in certain patterns of interdependence which continues even when some of its members die or leave. So how can society exist if the patterns of interdependence disintegrate or if new people are not constantly being welcomed? So, given that Britain currently is not doing enough of either, is British Society dying the death of a thousand cuts? Cameron being a much better communicator than me simply asks the question: ‘who’ll cut the grass, when you can’t?’
- And what might strengths based thinking and ABCD have to offer???
- Moving from a culture of knowledge repositories (people-to-information) to one of knowledge collaboration (people-to-people). Careful not to stereotype all local government or public sector workers! Undeniable facts: Public sector organisations are deeply hierarchical. Over-reliance on stored and categorised information. With some notable exceptions (e.g. NHS), no systematic development of peer learning and sharing techniques or strategies. Closed and private culture. But…. The past five years have seen significant changes across the local government sector. The need to meet stringent targets for performance and efficiency as part of the Comprehensive Performance Assessment, and the huge investment in technology driven by central government’s ‘e-government’ strategy (or latterly “Transformational Government”) have indeed led to improvement across the sector. However, as many councils have found, digitising assets, developing new web sites and investment in EDRM have not always delivered the improvements they were hoping for. On the contrary, the proliferation of web sites across the sector has only served to encourage a silo mentality in many authorities, making life far more difficult for staff to find, use and share information and knowledge. There is a growing realisation that, coupled with the reduction in central government funding, the tipping point has arrived, and that any further efficiency and service improvements can only be delivered by smarter working and making more effective use of shared and tacit knowledge to drive innovation.