Community Capitals Analysis Kb Cds V1


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  • Using the Community Capitals Framework as a post-hoc analysis tool to detect the community capitals contributing to the SEATS project at its onset, development, and implementation, I focus on the stocks and flows of the community capitals – what people said was in place that made success possible - and what investments of capitals (flows) occurred during the process.
  • First, before we get into the example of SEATS, let’s take a look at what capital means and how it is used within the context of the CCF.
  • Decapitalization – resources can lose their value when one type of capital is emphasized over another. ex; Time at work is time away from family Capitals assets can be spent as the folks with industrial park did. They can be hidden under the bid springs and lose value over time which is often true of many assets in natural capital that deteriorate from lack of use. Or, they can be invested in ways that generate assets in other capitals. For instance when utilities invest financial assets in well designed community leadership programs they build assets in human capital, social capital, political capital, and cultural capital that will lead to increased assets in built capital, financial capital, human capital etc.
  • Helps to strengthen internal and external community relationships, connections, and resources. The Community Capitals Framework (CCF) is a well-known approach that leading experts in the community development field utilize in the work of building community capacity.
  • Those assets that abide in a location, including resources, amenities and natural beauty. How can natural capital be used? What is the prettiest place in southern Alberta?
  • What is included in our community’s cultural capital?
  • Ability to access outside resources
  • It really is WHO you know? Who knew?
  • Bonding Social Capital = community cohesion, ties among individuals Bridging Social Capital = ties made between an individual or an organization and another individual or organization for a specific purpose Creativity and innovation occur when both bonding and bridging social capital occur. Mix local wisdom with outside resources, ideas and expertise.
  • How can we increase social capital in our communities and regions and involve more people, particularly those who have moved to the community, seniors and youths?
  • What are the ways that political capital can be used to influence community development?
  • The financial resources available to invest in community capacity building, to underwrite business development, to support civic and social entrepreneurship, and to accumulate wealth for future community development
  • What are some ways that built capital dictates what kind of community development happens?
  • Description – Theory of Change, Background Methodology - Description of Data, Data Collection Key Findings – Analysis -
  • The intent of this study is to illustrate the relationship of community capitals to:
  • The intent of this study is to illustrate the relationship of community capitals to:
  • Community Capitals Analysis Kb Cds V1

    1. 1. <ul><li>A Community Capitals Analysis of a Regional Change Initiative: </li></ul><ul><li>The South East Alberta Technology Strategy </li></ul><ul><ul><ul><ul><li>Presented by: Karen Blewett </li></ul></ul></ul></ul>
    2. 2. Overview / Purpose of Study <ul><li>Use of the Community Capitals Framework as a positive, asset-based analytic tool to assess what community assets and resources were integral in the foundation and building of a regional rural diversification initiative. </li></ul><ul><ul><li>What did those involved in the project say was in place to make success possible? </li></ul></ul><ul><ul><li>What investment of capitals occurred during the process? </li></ul></ul>Through the lens of the South East Alberta Technology Strategy…
    3. 3. The SEATS Initiative Defining capital What is the Community Capitals Framework? Part 1
    4. 4. <ul><li>Is a collaborative community initiative aimed at increasing the technology sector in SE Alberta </li></ul><ul><li>Made up of technology sector partners, CF Entre-Corp and the Medicine Hat College. </li></ul><ul><li>Vision: </li></ul><ul><li>South East Alberta will have a thriving technology sector renowned as a preferred region for technology-driven organizations, professionals and students. With leading edge infrastructure, services and networks, South East Alberta will serve as a catalyst for community-wide collaboration and growth in the Technology industry. </li></ul>The South East Alberta Technology Strategy
    5. 5. <ul><li>Background: </li></ul><ul><li>Started in 2005 as a community-based project focusing on incubating start-up technology businesses, the South East Alberta Technology Strategy has evolved into a broader approach to develop the technology sector as a whole. </li></ul><ul><li>This project has advanced through the following three phases: </li></ul>The South East Alberta Technology Strategy
    6. 6. The SEATS Initiative Over Time…
    7. 7. The South East Alberta Technology Strategy SEATS Initiative Regional Community Partners Funders SEATS Project Manager Lead Partner: Community Futures Entre-Corp
    8. 8. <ul><li>When resources or assets are invested to create new resources over a long time horizon, they become capital </li></ul><ul><li>Community capitals represent assets in all aspects of community life. </li></ul><ul><li>Capital can be spent, saved, invested or lost </li></ul><ul><li>Every community has seven primary capitals </li></ul>So What is Capital?
    9. 9. Community Capitals Framework The Community Capitals Framework (CCF) is an integrated technique that looks at what resources exist within a community and how a community can invest in one resource to create new resources (Emery and Flora, 2006).
    10. 10. <ul><li>Provides possibilities and limits to human action. </li></ul><ul><li>It influences and is influenced by human actions. </li></ul><ul><li>Water </li></ul><ul><li>Soil </li></ul><ul><li>Biodiversity </li></ul><ul><li>Weather </li></ul><ul><li>Parks and Recreational Activities </li></ul><ul><li>Farm Land </li></ul>Natural Capital Refers to the assets in a location such as natural resources, the environment, and natural beauty.
    11. 11. <ul><li>Heritage </li></ul><ul><li>Ethnicity </li></ul><ul><li>Symbols - sense of place </li></ul><ul><li>Ways of knowing and acting </li></ul><ul><li>Traditions and languages </li></ul><ul><li>Festivals </li></ul><ul><li>Spirituality </li></ul><ul><li>Appreciate and enhance local and Traditional Knowledge and to see the health of the community as our responsibility. </li></ul>Cultural Capital Reflects how we “know the world” and how to act within it.
    12. 12. <ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Health </li></ul><ul><li>Self-esteem </li></ul><ul><li>Leadership Abilities </li></ul><ul><li>Opportunities for people to apply their knowledge, skills, and abilities for the betterment of the community. </li></ul>Human Capital Is the native intelligence, skills, abilities, education, and health of individuals within a community.
    13. 13. <ul><li>Relationships </li></ul><ul><li>Interactions </li></ul><ul><li>Trust and Reciprocity </li></ul><ul><li>Forming groups, collaboration, taking collective action </li></ul><ul><li>Collective identity </li></ul><ul><li>Shared future </li></ul><ul><li>Working together </li></ul><ul><li>People from different groups use their own networks to access resources, knowledge and information. </li></ul>Social Capital Is about the connections among people and organizations. It is the social glue that makes things happen.
    14. 14. <ul><li>Bonding Social Capital </li></ul><ul><li>consists of relationships among individuals and groups with similar backgrounds or interests. </li></ul><ul><ul><li>Tight, exclusive networks </li></ul></ul><ul><ul><li>Strong distinction between insiders and outsiders </li></ul></ul><ul><ul><li>Single answer focus </li></ul></ul><ul><li>Bridging Social Capital </li></ul><ul><li>connects diverse groups of people within a community to each other, and to groups outside of the community </li></ul><ul><ul><li>Open and flexible networks </li></ul></ul><ul><ul><li>Permeable and open boundaries </li></ul></ul><ul><ul><li>Legitimization of alternatives </li></ul></ul>Social Capital
    15. 15. Dimensions of Social Capital -Bonding/+ Bridging -Bonding/ - Bridging + Bonding/+Bridging + Bonding/- Bridging Community resists externally initiated change or infighting negates community change efforts; often little cooperation between groups within (Strong Boundaries) Locally initiated change driven by community defined goals with links to external resources (Progressive Participation) Wealthy solve problems with financial capital; the poor have few options (Extreme Individualism) Community change driven by goals of outsiders; change may also be dominated by local or extralocal bosses or power elite (Top-down Decision Making)
    16. 16. The ability to influence standards, rules, regulations and their enforcement. Political Capital <ul><li>Political Capital reflects: </li></ul><ul><li>Access to a local office of a Member of Parliament or Member of the Legislative Assembly </li></ul><ul><li>Access to local, county, provincial, or tribal government officials </li></ul><ul><li>Leverage with a regional company </li></ul>
    17. 17. <ul><li>Savings </li></ul><ul><li>Debt capital </li></ul><ul><li>Investment capital </li></ul><ul><li>Tax revenue </li></ul><ul><li>Tax abatements </li></ul><ul><li>Grants </li></ul><ul><li>Gifts </li></ul>Includes public and private funds, land, equity, and investments. Financial Capital Financial Capital is also about how and where we choose to spend our funds – Consumption patterns
    18. 18. Is the infrastructure that supports the community such as telecommunications, industrial parks, main streets, facilities, machinery, water and sewer systems, roads. Built Capital
    19. 19. Integrating the Community Capitals Framework into the Analysis of the South East Alberta Technology Strategy Part 2
    20. 20. Study’s Table of Contents <ul><li>Introduction </li></ul><ul><ul><li>Research Description and Purpose </li></ul></ul><ul><ul><li>Theory of Change / Research Model </li></ul></ul><ul><ul><li>Significance / Background of Research </li></ul></ul><ul><li>Literature Review / Context </li></ul><ul><ul><li>Community Readiness and Capacity </li></ul></ul><ul><ul><li>Analyzing Community-Driven Projects Using the Community Capitals Framework </li></ul></ul><ul><li>Methodology </li></ul><ul><ul><li>Description of Data / Data Collection Process </li></ul></ul><ul><li>Key Findings </li></ul><ul><ul><li>Degree of Readiness (Pre-Existing Capitals) </li></ul></ul><ul><ul><li>Process (Investment in Capitals) </li></ul></ul><ul><ul><li>Impact (Change in Capitals) </li></ul></ul><ul><li>Analysis </li></ul><ul><ul><li>Social Capital Invested </li></ul></ul><ul><ul><li>SEATS Strategies and Implementation Plan </li></ul></ul><ul><li>Conclusions </li></ul><ul><ul><li>Recommendations for Future Research </li></ul></ul>
    21. 21. Description and Purpose of Study <ul><li>Scope </li></ul><ul><li>To better understand the interconnectivity of the existing and enhanced community assets in the SEATS initiative, the Community Capitals Framework is applied as an analytic tool to look at the influence of what community capitals were in place and how these capitals were mobilized as SEATS developed over time. </li></ul><ul><li>Applying this framework lays the foundation for assessing the impact of a variety of community capital investments that occur through a project’s development cycle and how those investments translate to successful CED work in action (Flora, 2006, p. 6). </li></ul>
    22. 22. Theory of Change What change happened to the existing community capitals and what new capitals are now in place? What investments on community capitals seem to have the best return on investment? What seems to be most crucial to have in place to move forward? The impact of SEATS development. The process of the initiative and the investments made to move forward. The degree of strategic readiness to mobilize outside and internal resources. Positive changes in new and existing capitals ( Change in capitals) SEATS development and growth (Investment in capitals) SEATS Characteristics and Assets (Initial stocks in capitals) Results of Actions Actions, investments, intervention Pre-existing conditions Outputs and Outcomes Process Context
    23. 23. Methodology <ul><li>Using the Community Capitals Framework as a post-hoc analysis tool to detect the community capitals contributing to the SEATS project at its onset, development, and implementation. </li></ul><ul><li>Description of Data </li></ul><ul><li>Content analysis of the following data sources identified the relative importance of each of the capitals at different periods of time in the SEATS’ process. </li></ul><ul><ul><li>Written notes taken from oral interviews with seven of SEATS’s community partners </li></ul></ul><ul><ul><li>Typed notes from facilitated discussion of two community planning sessions in April and July 2007 </li></ul></ul><ul><ul><li>Hard copies of SEATS’s December 2008 and March 2009 Progress Activity Reports (to funders) </li></ul></ul><ul><ul><li>SEATS Strategy 2008-2011 (Strategy development documentation) </li></ul></ul><ul><ul><li>Written notes and observations from informal interviews and conversations with SEATS lead project partner on an ongoing basis throughout the duration of the study. </li></ul></ul>
    24. 24. Methodology <ul><li>Data Collection Process </li></ul><ul><li>The data was recorded by summing the number of times each capital was mentioned in all of the data sources (using key words for each capital). The indicator of importance is the number of times each capital was mentioned. </li></ul>Data Collection on T 2: SEATS Strategy Document, in-depth interview with SEATS lead project partner Data Collection between T1 & T2: Interviews, SEATS Progress Reports (Dec 08 and Mar 09) Data Collection on T 1: Interviews, 2007 Community Planning Session Notes March 2009 July 2007 - Feb 2009 Apr 2005- July 2007 Time 2 Between Time 1 & Time 2 Time 1 Changes in new and existing capitals (Measure of change in capitals) SEATS development and growth (Investment in capitals) SEATS Existing Assets (Initial stocks in capitals) Impact Process Readiness
    25. 25. Key Points <ul><li>Social and Human Capitals </li></ul><ul><li>The importance of social and human capital at the beginning of SEATS and through its development. </li></ul><ul><li>The interaction among these community capitals serve as a catalyst to influence the growth and development of other capitals and the goals of the SEATS initiative overall. </li></ul><ul><li>Readiness (Pre-existing capitals) Process (Investment of capitals) </li></ul>
    26. 26. Key Points <ul><li>Interaction of Community Capitals </li></ul><ul><li>Reinforces how all community capitals have influenced, and continue to influence, SEATS strategies and implementation. </li></ul><ul><li>A number of community capitals are invested at any given time – which demonstrates the importance of the interconnectivity of all community capitals and their ability to impact change. </li></ul>
    27. 27. Key Points <ul><li>Interaction of Community Capitals </li></ul>
    28. 28. Learnings <ul><li>Great opportunity to apply a community development approach (the CCF) to an existing project both as a post-hoc analysis as well as a tool that can be integrated into future work in the evaluation of SEATS. </li></ul><ul><li>Since SEATS is a current initiative, the findings from this study can be used to develop further (or targeted) articles, reports and evaluations that can assist the partners involved in the project. It can also help other community development practitioners and funders gain a broader understanding of how the CCF can be utilized in the planning and development of community-driven initiatives </li></ul><ul><li>There can be a challenge with coding and overlap of capitals (due to fluid nature of community development work in projects and the measuring of change in capitals because the project is still in its early implementation stage). </li></ul>
    29. 29. Community Development Branch Presented by: For More Information: Karen Blewett Community Development Officer Email: [email_address]