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Abcd in action, 2 day workshop manchester
The document outlines findings from a two-day workshop led by Cormac Russell and Jim Diers focused on Asset-Based Community Development (ABCD) principles. It emphasizes the importance of identifying and leveraging community assets, engaging local residents in collaborative initiatives, and fostering stronger community ties to address social issues. Key discussions included community mapping, storytelling, and strategies for encouraging citizen leadership in community improvement efforts.
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Abcd in action, 2 day workshop manchester
- 1. ABCD in ActionNurture Development 2 Day Workshop (Cormac Russell & Jim Diers)
- 2. World Outside Sharewhat’s going on through Twitter #ABCD At @4everMcr_CB
- 3. Day One: OverviewStories from field The ABCD Approach The 12 Domains Game ABCD & Inclusion 1 2 3 4
- 4.
- 5. About the ABCDInstitute Est. 1995, Northwestern University, Illinois Presence on every continent throughout the world.
- 6. Tell us astory….. ‘ Can you tell us a story about a time when you and your neighbours came together to make things better?’
- 7. Community is aboutidentifying and contributing our assets
- 8.
- 9.
- 10.
- 11. Community = Economic Exchange
- 12. Community = Stories
- 13.
- 14. Assets? Thesecommunity assets include: the skills of local residents the power of local associations the resources of public, private and non-profit institutions the physical and economic resources of local places. The stories of our lives and of evolving community .
- 15. Determinants of HealthPersonal behaviour Social Networks Economic circumstances Environmental conditions Access to health care.
- 16. The glass ishalf full
- 17. Village Needs MapFood insecurity Hunger Poverty Poor infra -structure AIDS/HIV Drought Corruption Lack of basic Education Health crisis Malaria Crime Gender inequality
- 18. Pastoral communities inrural 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
- 19. What is anAsset Based Approach?
- 20. Asset-based Community DevelopmentMethodology Discovering Strengths Organizing & Mapping Linking and Mobilizing Community Driven Initiatives Sustaining the Process
- 21. A Picture ofa strong Community $ NFP NFP $ G G
- 22. Doing work theold way
- 23. SBA: processes withownership
- 24. How we viewdetermines what we do ..
- 25. Where we reallyget our needs met
- 26. Fundamental Needs SecurityAutonomy 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)
- 27. You can’t knowwhat you need Till you know what you have…
- 28. Understanding motivation toact In every community there is work to be done. In every heart there is the power to do it. People will support what they help to create.
- 29. When people careenough to act.. When do you act within your family and community life?
- 30. 3 enablers DreamsConcerns Gift giving opportunities ‘ There is no greater power than a community that has discovered what it cares about.’ Margaret Wheatley
- 31. A new policyanyone? 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
- 32.
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- 34. Festival Day inThornton Heath-Sept 18, 2011
- 35. And on theday people were invited to share their gifts….
- 36. This is Shirleywith her neighbour...Shirley is a neighbourhood connector
- 37. Why have ameeting when you can have a party?
- 38. The connectors wantto discover hidden treasure and build relationships….
- 39. They had alreadyknocked on doors, and heard peoples stories like Mr and Mrs Ahmed…..
- 40. Paul Macey whois 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….
- 41. And Peggy andMr & Mrs Ahmed were connected
- 42. The connectors haveexperienced the power of connecting people…
- 43. And they havebeen mapping local associations too….
- 44. And seeing thehuge potential for connecting these assets also….
- 45. And the olderpeople will have plenty to teach the kids as well…
- 46.
- 47. Being intentional aboutthe process of engagement, mapping: a) associations; b) capacity/contribution and then invitation
- 48. What formal orinformal groups are you part of?
- 49. What are yourskills and talents?
- 50. What gifts andtalents would you like to share?
- 51. Wow! That many?What would happen if we had these conversations with everyone in Thornton Heath?
- 52.
- 53. Young people areleaders of today, not tomorrow, we invite them in. The message on the day: Thornton Heath needs you, we can not do this without you…
- 54. The art ofconversation, conversations matter….
- 55. And they stayedfor the vision….
- 56. News flash: thestreets of Thornton Heath were filled today with young people (and the young at heart) making fun…and Community
- 57. Learning Pairs We’vebeen here before: What is your high point story of helping create a stronger community? What difference were you able to make? Why did it matter to you? What did you learn about your strengths and gifts? Who else was involved and what did they contribute? What community assets were resources in making the change happen?
- 58. The 5 Ds Process of Strength Based Well Being Promotion D1- DISCOVER D2 - DREAM D3-DESIGN D1- We have done it before. D2 – We have a vision for our future. D3 – We agree on what could be done. D4 – We have a list of our resources to draw from. D5 – action plan & start implementing it. D5 – DELIVER/DO IT D4 -DEFINE
- 59. Health Break Networking11:30-11:45 Visit the Keep Doing, Stop Doing, Start Doing Wall and share you’re views.
- 60.
- 61.
- 62. People Power Whatis it, that only people organised into communities can do? And that no system, no matter how well resourced can replace or substitute for?
- 63. Insert 12 domainsover 4 slides Plus Tessy’s slides
- 64.
- 65. Lunch Lunch 1pm– 2pm
- 66. Stories from thefield 3
- 67. Let’s have alearning conversation Your dream? So what’s
- 68.
- 69. Debriefing exercise Whatcurrent trends give you most hope that such a movement can and will grow stronger? What is contributing most to your own willingness to make a difference in your community now? What are the most important factors likely to sustain your involvement? What resources are available to help you do something around what you care about?
- 70. Stories from thefield 5
- 71. Community BuildingMatters
- 72.
- 73. Development trends Do development to the people Do development for the people Do development through the people Do development with the people Developing local capacity for self-development Identify connect and mobilise assets people decide together what change should look and feel like, we serve them
- 74.
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- 79. Community Asset Map-BallinacurraWeston 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
- 80. 1. What canyou do with people power? Once There is a NEIGHBOURHOOD VISION…ask
- 81. 2. What canyou do with help from outside agencies? What would that help look like?
- 82. 3. What doyou need outside agencies to do unilaterally?
- 83.
- 84. Strangers aretwice 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%
- 85. The main protagonists:Leader – someone that can bring people together to work on an issue Gift Giver – a person that is willing to contribute their asset to work on an issue. Invisible Person – a person that has not yet been “discovered” or been convinced to use their assets to help achieve their dreams or address their concerns in the neighborhood.
- 86. The unsung hero! Connector – an individual that is good at discovering what people care about and where their assets can be used. Gift centered Well connected Trusted Believe they are welcome
- 87. Person Centered WorkThe move is from services to clients to supports for citizens Community Centered Work Inclusion
- 88. There are manydifferent bird calls The Common Loon
- 89. Our Solutions areoften not fit for purpose
- 90.
- 91.
- 92. Day Two: OverviewMatching Grants Stories from the field Asset Mapping Next steps 5 6 7 8
- 93.
- 94. Social inclusion? Whereit matters? Participation Friendship Intimacy Economic Exchange
- 95.
- 96. Full circles indicatecapacity to deal with life and are a powerful measure of health in our society.
- 97.
- 98.
- 99.
- 100.
- 101. My Good LifeReal friends A relationship like Cormac has A real job Enough money to do the things I like
- 102. My Good Lifebegins at Home I live at home with my wonderful Mom and Dad I am a proud Limerick man And a Munster Rugby supporter
- 103. Day Two: OverviewStories from the field 5
- 104. Keys to EffectiveEngagement and Appreciative Inquiry…. Jim Diers.
- 105.
- 106.
- 107. Will lead tothe hidden treasure?
- 108. Learning Conversations-30 mins1. What would you love to teach? 2. What would you love to learn from a neighbour? 3. Where are the bumping places? 4. What are the social networks?
- 109.
- 110. Classic Needs mapsRacial 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
- 111.
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- 113.
- 114.
- 115.
- 116. Taking Stock Whatare the areas where you feel more citizen engagement could have the most impact on improving the quality of public life and personal wellbeing in our Thornton Heath? As you reflect on successful ways citizens are currently engaged in improving the community, what initiatives stand out as being exceptionally promising in expanding local citizen leadership and why?
- 117. Next Steps Whatsmall changes could we make right now that would really encourage more families to get engaged with improving their community in Thornton Heath? How would you personally like to be involved in expanding citizen leadership here?
- 118. Open Space Affinity groups to work up specific action points
- 119. Access to SlidesGo to www.slideshare.net
- 120.
Editor's Notes
- #8 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.
- #9 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.
- #10 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.
- #11 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….
- #14 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.
- #23 By doing this we change the old way of working which put us in the driving seat of the transaction.
- #24 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.
- #25 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.
- #26 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.
- #27 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?
- #80 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
- #81 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?’
- #82 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?’
- #83 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?’
- #84 And what might strengths based thinking and ABCD have to offer???
- #91 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.
- #92 For policy makers as well as traditional community leaders the new starting point in my humble option is at the fire side, the one on one conversations, and the neighbourhood organising, that’s where Britain will begin to coproduce and re-weave its wellbeing and future in terms of its economic prosperity, it environmental sustainable and the welfare of all its citizen in real partnership with Government, the Third Sector and the Corporate Sector, that to my mind is the path from so-called Broken Britain to a truly Caring Society. But they cannot hope to reap that harvest until they plough the soil, and I think that’s where people like us come in. Thank you!