h. daniels duncan faculty member asset based community development institute asset based community...
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H. Daniels DuncanFaculty Member
Asset Based Community Development Institute
Asset Based Community Development
MAXIMIZING YOUR TOOLS TO MANAGE DATA - RESULTS BASED ACCOUNTABILITY
WORKSHOP OBJECTIVES
To become effective community impact organizations, local United Ways are transforming from primarily fundraising and allocating agencies to community building and engagement organizations, bringing the community together to act collectively for the common good, through giving, advocating and volunteering. There are two complementary approaches that can provide an effective framework to help local United Ways complete this transformation and achieve real long-term result; Results Based Accountability (RBA) and Asset Based Community Development (ABCD). This workshop will outline how to use the concepts of RBA and ABCD to drive greater impact and results.
Participants will learn: How to use RBA to identity their community level outcomes and the
data/indicators required to track their community level results; How to develop effective performance measures to track and improve
their program and strategy level results; and, How to use the principles of ABCD to achieve greater community
engagement and results.
ASSUMPTIONS FOR CREATING COMMUNITY CHANGE
It takes a wide variety of strategies and activities to achieve community change
To achieve real impact requires the community and its residents to be 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
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
Source: “Getting to Maybe: How the World Is Changed”Frances Westley, Brenda Zimmerman, Michael Patton
SIMPLE, COMPLICATED AND COMPLEX PROBLEMS
WHAT IS RESULTS-BASED ACCOUNTABILITY (RBA)?
A disciplined way of thinking and taking action that communities can use to improve the lives of children, youth, families and the community as a whole.
It can also be used to improve the performance of programs, agencies and service systems.
RESULTS ACCOUNTABILITY IS ABOUT…
Unified purpose: focusing the energy of multiple partners on continuously improving the most important measures of well-being
Transparency: Using data and effective questions to access facts and the “story behind the facts” to move quickly to action
Communication power: Being able to tell your story in the most compelling and data-driven way
RBA IN A NUTSHELL2 – 3 – 7
2 Kinds of Accountability • Population- or Community-Level Quality of Life
• (Results & Indicators)• Performance- or Program-Level
• (Performance Measures)
3 Kinds of Performance Measures• How much did we do?• How well did we do it?• Is anyone better off?
7 Questions From Ends to Means9
THE LANGUAGE TRAP - TOO MANY TERMS. TOO FEW DEFINITIONS. TOO LITTLE DISCIPLINE
Benchmark
Target
Indicator Goal
Result
Objective
Outcome
Measure
Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic
Lewis Carroll Center for Language Disorders
DEFINITIONSRESULT
INDICATOR
PERFORMANCE MEASURE
Children born healthy, Children succeeding in school, Safe communities, Clean Environment, Prosperous Economy
Rate of low-birth weight babies, Rate of high school graduation, crime rate, air quality index, unemployment rate
1. How much did we do? 2. How well did we do it?
3. Is anyone better off?
A condition of well-being for children, adults, families or communities.
A measure which helps quantify the achievement of a result.
A measure of how well a program, agency or service systemis working. Three types:
= Customer Results or Outcomes
RESULTS BASED ACCOUNTABILITY – TURNING THE CURVE E
It takes a variety of strategies to turn the curve – beyond the delivery of services. (low-cost citizen
action, media support, public policy, etc.)
Trend
Projection without action
Goal: Turn the Curve
LEAKING ROOF (RESULTS THINKING IN EVERYDAY LIFE)
Experience
Measure
Story behind the baseline (causes)
Partners
What Works
Action Plan
Inches of WaterBASELINE
? Fixed
Not OK
Turning the Curve
CI 2020 - GOALS
Education• Population Results
• Primary Population Result - Youth are Ready by 21 – Ready for college, work and life
• Secondary Population Result - All children (0 – 5) in Pima County enter Kindergarten eager to learn and ready to succeed in life.
• Indicators• High School Graduation Results• 3rd Grade Reading Scores*
4 Year Graduation Rates in Pima County
0
10
20
30
40
50
60
70
80
90
100
2000 2001 2002 2003 2004 2005 2006 2007 2008
Year
% o
f s
tud
en
ts w
ho
gra
du
ate
d
Series1
CI 2020 GOALS
Income• Population Result
• Families are financially stable • Indicator:
• Percent of households with incomes below 200% of the Federal Poverty Level.
Percentage of Individuals Living Below a Sustainable Income Level (200% FPL - Pima County)
0%
10%
20%
30%
40%
50%
60%
1999 2000 2001 2002 2003 2004 2005 2006 2007
Year
Per
cen
t Pima County
Arizona
US
CI 2020 GOALS
Health• Population Result
• Seniors are Healthy and Maintain Maximum Independence • Indicator:
• The percent of Pima County population 65 and older reporting an independent living difficulty and the percent of Pima County population 65 and older reporting a self-care difficulty.
Institutions doing the things that only
they can do and stepping back to support citizen
and neighborhood/community
action
TURNING THE CURVE REQUIRES:
Neighborhood/Community Action(low-cost solutions)
Citizen Action(no-cost solutions)
TO “TURN THE CURVE” THE QUESTIONS WE MUST ASK TO ANSWER THE FINAL THREE ACCOUNTABILITY QUESTIONS
What are the things that only residents can do?
What are the things that residents can do with help?
What are the things that only institutions can do?
RBA and Asset Based Community Development
PERFORMANCE MEASUREMENT CATEGORIES
Mark Friedman (2005). Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities. USA Trafford Publishing
Effor
t Eff
ect
Quantity Quality
Is Anyone Better off?
How well did we do it? How much did we do?
# of Customers Served
# Activities
Customer Satisfaction(Residents as Advisors)
Retention Rates
Following Protocols
# Skills / Knowledge
# Attitude / Opinion
# Behavior
# Circumstance
% Skills / Knowledge
% Attitude / Opinion
% Behavior
% Circumstance
Are we doing the right things?
(Residents as co-producers)
Are we doing things right?How productive?
Contributionrelationship – Not cause and
effect
Alignmentof measures
Defining Roles
THE LINKAGE BETWEEN POPULATION AND PERFORMANCE
POPULATION ACCOUNTABILITYYouth Succeeding in School •% 3rd graders reading on grade level•% MS students proficient in math & reading •% and # students dropping out of school
CUSTOMERRESULTS
Total # of1:1 hours with
students
% parents with “active” connection to
program
# with 10 or less days
absent for year
% with 10 or less days
absent for year
PERFORMANCE ACCOUNTABILITYMiddle School Intensive Mentoring Project
POPULATION RESULTS
HAND, HEAD AND HEART EXERCISE
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?
“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 HEALTH
1. Personal behavior
2. Social relationships (networks of support)
3. Physical environment
4. Economic status
5. Access to health care
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
EVERYONE SHOULD HAVE THE OPPORTUNITY TO BE A PRODUCER OF THEIR OWN AND THEIR COMMUNITY’S
WELL-BEING
IT TAKES EVERYONE TO BUILD A STRONG AND SAFE COMMUNITY
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 your agenda and mobilizing their action
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?
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.
ABCD
ABCD helps us see people and places not as problems for experts to solve, but as being full of hidden assets, skills and
strengths that can be harnessed
(Kretzmann & McKnight, 1993)
B
B
G
NP
NP B
NP
GG
Time & Money ExchangesTi
me
& M
oney
Exc
hang
esTim
e & M
oney Exchanges
INGREDIENTS OF A HEALTHY COMMUNITY
FIVE TYPES OF ASSETS
Individual talents and skills Local associations Local institutions Land, property, and the
environment Economic strengths
EFFECTIVE COMMUNITIES:
Look inside first to solve problemsRelationships are seen as powerHave a good sense of assets and capacities, not just needs
Leaders open doorsCitizens are involvedPeople take responsibility
THE THREE ACTS OF ABCD
Askthem to share their gifts
Connectpeople with the same
passion to act collectively
Discovereveryone's
gifts and passions
NEEDS MAP: COMMUNITY
Unemployment Housing Projects
Poverty
Uninsured
Illiteracy
Child Abuse
Truancy
Crime
Teen Mothers Gang Members
Mentally Ill School 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
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
ups
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
THROUGH ASSET MAPPING, COMMUNITY RESIDENTS MOVE FROM BEING:
“consumers” of services
“advisors" ofcommunity
programs
“producers” ofcommunity well-being
THE PATH OF INDIVIDUALS
Clients
People as recipients of
service
We know what you need:• Patients/Clients• Dependency• Agencies and funders
in control• Service, not care
People as advisors for institutional
action
Co-producers of their own and
community well-being
What do you need?How should we deliver it?
• Clients• Dependency• Agencies and funders
in control• Service, not care
What can you contribute?• Resident engagement • Care not just service
Advisors Producers
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 STEPS
Create a Resident Leadership Team Select the geographic area for action Draw first Asset Map Identify individual gifts and passions Draw second Asset Map Connect people with the same passions to act
collectively Celebrate
CREATE A RESIDENT LEADERSHIP TEAM
Widen the circle Create leadership Look for people that have a passion for their
community Look for connectors Look for people with a passion for meetings
Church
Church
Church
School
School
Agency
Agency
Agency
Agency
Store
Store
SNAP Office
ASSET MAPPING – A NEIGHBORHOOD – FIRST MAP
Where are assets of the residents?
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
GROUP AND MAP BY PASSIONS
Colored Sticky Dots = Children and Youth
= Seniors
= Hunger
= Crime and Safety
Church
Church
Church
School
School
Agency
Agency
Agency
Agency
Store
Store
SNAP Office
ASSET MAPPING – A NEIGHBORHOOD: THE ACTION MAP
ASSET MAPPING STEPS
Create a Resident Leadership Team Select the geographic area for action Draw first Asset Map Identify individual gifts and passions Draw second Asset Map Connect people with the same passions to act
collectively Celebrate
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”
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
A funder is going to give your United Way $25,000 if you or your agencies will stop doing
something (service) you are currently doing and create space for citizen action to do it.
What would you stop doing and how would you support citizen action?
TWELVE 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
PERHAPS THE MOST IMPORTANT CONTRIBUTOR TO A COMMUNITY’S SUCCESS IS A BELIEF IN ITS ABILITIES
RATHER THAN IN ITS PROBLEMS.
- Mark Homan
- Dave Barry
NEVER BE AFRAID TO TRY SOMETHING NEW. REMEMBER THAT A LONE AMATEUR BUILT THE ARK.
A LARGE GROUP OF PROFESSIONALS BUILT THE TITANIC.
ABCD Toolkithttp://hdanielsduncanconsulting.org/
Dan Duncan, dan@hdanielsduncanconsulting.org512-788-8646
RESOURCES - ABCD
ABCD Institute – Order Publicationshttp://www.abcdinstitute.org/
RESOURCES - RBA
Websitesraguide.orgresultsaccountability.com
Book - DVD Ordersamazon.comresultsleadership.org
Dan Duncan
dan@hdanielsduncanconsulting.org
512.788.8646
MAXIMIZING YOUR TOOLS TO MANAGE DATA - RESULTS BASED ACCOUNTABILITY
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