Use what’s already there – asset based and community driven ED - Serious Enterprise Development 2011


Published on

Presented during Tshikululu Social Investments' 2011 Serious Enterprise Development workshop.

The asset-based and community-driven approach to development espouses the belief that communities can take the lead in identifying and managing their own priorities; empowering communities to genuinely take ownership of their development. Put simply, the approach argues that less is achieved by identifying 'needs', and rather the emphasis should be on the 'assets' in any given community.

Published in: Business, Economy & Finance
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Use what’s already there – asset based and community driven ED - Serious Enterprise Development 2011

  1. 1. “Serious ED”Asset Based Community Driven Development 29 Sept 2011
  3. 3. Intro & Welcome Sebastian Mathews This is who I am.Please tell me your name, what you do, and something amazing about yourself… 3
  4. 4. Workshop programme Thursday, 29 Sept10:30 – 11:30 Think Appreciative Inquiry • Group Activity: A Tale of Two Communities (10 min) • Group Activity: Human Assets: ‘Head, heart & hands’ (10 min) Overview of Asset Based and Community Driven (ABCD) Development • The Sustainable Livelihoods Framework11:35 – 12:45 Do • Group Activity: Social Assets: Association Mapping • Group Activity: Physical Assets: Community Mapping • Group Activity: Economic Assets: Leaky Bucket12:45 - 13:00 Reflection - Experiences from South Africa/International • - Planning an ABCD pilot • - Engaging with the community • - Supporting community projects • - Changing role of the external agency • - Monitoring & evaluation • - Next steps •
  5. 5. Exercise: A Tale of Two CommunitiesInstructions: (15min) Each group to select a community A or B. If you are anNGO/local government official, what policies or actions would yourecommend to support each communities? Give 3 suggestions… Healthy families - positive role models High prevalence of Women’s self help groups HIV/AIDS Strong values and culture Community B Community A Entrepreneurial culture Wide range of individual skills No jobs or formal Positive role models (i.e. farmer innovation) History of communal work employment Stockvels/Burial societies Close proximity to urban market Diaspora that still feel strong links to the community Many informal associations
  6. 6. Answer?Guess what – A and B are the same community! The way we view acommunity tends to determine, however inadvertently, how weapproach them…Do we see problems… or possibilities….Disease prevention Healthy families - positive role models- High prevalence of HIV/AIDS Women’s self help groups Existing values and cultureImprove incomes Entrepreneurial culture- No jobs or formal employment Wide range of individual skills Positive role models (i.e. farmer innovation) History of communal work Burial societies Close proximity to urban market Diaspora that still feel strong links to the community Many informal associations
  7. 7. The Dilemma . . . People and Communities have deficiencies & needs Individuals and Communities have skills and talents
  8. 8. Two key questions we are exploring:How can you stimulate community-drivendevelopment where it is not occurring?How can communities sustain thatvirtuous spiral of increasing assets andagency?
  9. 9. Needs, assets and citizens: Consequences of a problem-solving approachLeadership emphasizing community“needs” in order to secure resourcesCommunity members internalizing whattheir leaders are saying (a deficitmentality)Funding by categories of needs, and Money going to the institutions filling the needs A dependence on external rather than internal relationships Downward Spiral Coady International Institute, September 2009
  10. 10. Neighborhood Needs MapA needs assessment of a community may for example emphasizethe following issues and problems that require external agents tocome in with programs and services to solve it: Unemployment Early School Leaving Broken Families Poor Housing Drug Disability Gangs Crime Literacy Dealin challenges g Joy riding Graffiti Environmental pollution
  11. 11. Consequences of the Power of the “Needs Assessment”Internalizations of the “deficiencies” identified bylocal residentsDestruction of social capitalReinforcement of narrow categorical fundingflowsDirection of funds toward professional helpers,not residentsFocus on “leaders” who magnify deficienciesRewards failure, produces dependencyCreates hopelessness
  12. 12. Asset BasedGrowing recognition oftheexistence of a multitudeof assets in even thepoorest communities
  13. 13. Assets….are resources for making livelihoodsand coping with life’s setbacks….provide us with a sense of identity andmeaningful engagement with the world….have emancipatory value – byproviding us with the capacity to act….are a catalyst for civic involvement andenterprise development (Sen, Bebbington, Moser, Carter, Sherraden,)
  14. 14. What do we mean by community assets?StoriesKnowledge, experiences, innovations, talents andskills of individualsAssociations and social networks (including thecommunity’s diaspora)Local institutionsPhysical assets and natural resourcesFinancial resources (including the assets accumulatedthrough stokvels, funeral societies and other informalsavings and credit associations)Cultural assets (including traditions of mutual aid andcollective action – e.g. the spirit of Ubuntu – thebelief that a person is only a person through the helpof others, including values such as compassion,respect and human dignity )Rights, claims and entitlements
  15. 15. Neighbourhood Asset MapWhile a social asset assessment of the same community highlights arich network of internal associations and organizations that cancreatively take their community to a preferred future…
  16. 16. The Sustainable Livelihoods Framework – 5 Asset Model Economic AssetsHuman Assets Environmental/ Natural Assets Physical/ Social Assets Infrastructure Assets
  17. 17. Community Driven – Agency (“the capacity to act”)We also want to strengthen agency i.e. the capacity to act… In every community there are countless examples of “positive deviance” - where citizens have self-mobilized and undertaken development initiatives without assistance (at least initially) from outside organizations
  18. 18. Effective CommunitiesLook 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
  19. 19. Community Building Approach• Children do well when their families do well,• And, families do better when they live in supportive neighborhoods and communities. • (Search Institute Research Data) ‘It takes an entire village to raise a child’ African Saying
  20. 20. Service Delivery AND Community Development Service delivery efforts should ideally be balanced by genuine asset based community development initiatives Service Delivery Community Development To Meet Needs To Build AssetsSolve problem Invest in opportunityFocus on needs Focus on assetsResponds to problems Builds from opportunitiesGrants Matching funds - Grants, Loans, InvestmentsEntitlement (or charity) orientation Investment orientationEmphasis on external agencies, programs Emphasis on the initiatives of local associationsPower comes from credentials Power comes from relationships“Motivation to act”- incentives, terms of “Motivation to Act” – dreams, fears, being askedemployment to contributeGoal is excellent service Goal is community-driven developmentPeople are clients, consumers People are citizens, members, producersPrograms are the answer People are the answer
  21. 21. SummaryEveryone should have the opportunity to be a producer of their own and their communities well-being It takes everyone to build a strong and safe community
  22. 22. Conclusion“It is what we make out of what we have, not what we are given, that separates one person from another.” Nelson Mandela