Presentation on theme: "Asset Based Community Development Experiences in Australia - Presentation Notes - Peter Kenyon Director Bank of IDEAS (Initiatives for the Development."— Presentation transcript:
Asset Based Community Development Experiences in Australia - Presentation Notes - Peter Kenyon Director Bank of IDEAS (Initiatives for the Development of Enterprising Action and Strategies) Ph:61 8 9293 0623 Fax:61 8 6293 1137 email: email@example.com web: www.bankofideas.com.au
Communities have never been built upon their deficiencies. Building community has always depended upon mobilizing the capacities and assets of a people and a place. That is why a map of community assets is necessary if local people are to find the way toward empowerment and renewal. (J. McKnight & J. Kretzmann)
Communities have deficiencies and needs Communities and its citizens Have capacities and assets
COMMUNITY NEEDS MAP Unemployment Vacant Shops Run Down Shopping Centre Homelessness Truancy Dysfunctional Families Welfare Dependency Alcoholism Drug Abuse Youth Suicide Loss of Community Spirit Child Abuse Mental Health Crime Bullying Graffiti Early School Leavers Illiteracy
COMMUNITY ASSETS MAP LOCAL INSTITUTIONS & RESOURCES COMMUNITY ASSOCIATIONS GIFTS OF INDIVIDUAL Local Businesses Ovals Hospital Schools Service Clubs Neigh - bourhood House Community Organisations Sporting Teams ChurchesYoung People All Residents Senior Citizens Community Stories Artists Labelled People Local Facilities Government Agencies Local Council
A campaign which will celebrate the great place that Geraldton is. It will encourage people to strive, by working together, to make Geraldton even better through their own enterprise and initiative. (J. McKnight & J. Kretzmann)
To build a healthier, vibrant community with an energy for a change, a sense of pride, trust and a spirit of self – reliance. In doping so, we create a city of fun and goodwill that is positive about its future Vision:
1.Instil community pride and confidence 2.Recognise the importance of local business vitality 3.Develop a creative community 4.Enhance community commitment to local business 5.Create a positive community mindset 6.Encourage community participation Campaign Objectives
'Harrow was down to being a two keg a week place, and struggling … it needed an outside income … we looked within and identified our assets - location to other tourism product, its history as the oldest inland town in Victoria, and a cemetery full of great stories. With these assets we have scripted a story based on the towns heritage and folklore, and the rest is definitely history... (Angela Newton, Publican, Heritage Hotel, Harrow)
Pub went from 2 kegs to 20 kegs a week $250,000 in ticket sales annually 3 new businesses in main street 3 new accommodation businesses Renewed sense of pride and confidence Development of a $700,000 Indigenous Cricket Interpretive Centre Beaut Blokes Weekends – now franchised nationally HARROW ACHIEVEMENT
WE CAN ASK QUESTIONS IN TWO WAYS– 1.What is wrong with our community? What problems can we fix? What are the needs of our community? What is broken? OR 2.What are the strengths and assets of our community? Share a time when you felt our community was at its best? What do you value most about our community? What is the essence of our community that makes it unique and strong?
SMALL POPULATION LIMITED FINANCIAL AND TECHNICAL CAPACITY COMMODITY PRICE DEPENDANT INDUSTRIES LOSS OF CRITICAL BUSINESS ISOLATION CHRONIC HEALTH PROBLEMS POOR EDUCATIONAL OPPORTUNITIES HIGH UNEMPLOYMENT FEW RECREATIONAL OPPORTUNITIES LIMITED HOUSING UNHEALTHY WATER YALGOO – CHALLENGES
CAN DO COUNCIL SKILLS WITHIN THE COMMUNITY INDIGENOUS POPULATION AND CULTURE INFRASTRUCTURE - RAILWAY DAMS - RAILWAY STATION MINING INDUSTRY PASTORAL INDUSTRY LOCATION YALGOO ASSETS
YALGOO TOURISM APPEAL GATEWAY TO OUTBACK INDIGENOUS CULTURE & HERITAGE MINING, PASTORAL & RAIL HERITAGE GREAT STORIES MONSIGNOR HAWES HERITAGE TRAIL WILDFLOWERS ANIMAL LIFE
In the early 1950s when the demand for housing became acute the State Housing Commission planned a new suburb in the Melville district to be called Willagee which was the aboriginal name for a lake in the district. The concept was for a population of 6,000 to serve as a dormitory for an area then beginning to become industrialized. (p 134, The City of Melville: From Bushveld to Expanding Metropolis)
In every community something works. Change can be achieved by identifying what works and focusing on doing more of what works.
Appreciative Inquiry AI is a reaction to problem based and deficiency focused change methodologies. It is the cooperative search for the best in people, their organisations and their community. It involves systematic discovery of what has happened in the past, and what gives a person, an organisation or community life when most effective and capable. AI involves the act and practice of asking questions that strengthen capacity to heighten positive potential.
1.Looking back over your time working with the City of Melville, share a high point – a time when you felt most alive, a time when you felt you were making a difference – what was it that made you feel this way? 2.What do you value most about – - yourself - the people you work with - the orgnisation? 3.If you had 3 wishes for the organisation, what would they be City of Melville Staff Workshop Discussion Questions
Kentish Positive Future aimed to build community pride and confidence, community capacity, greater community participation and leadership
Vision and Plan of Action Based on: experience of pride and achievement of the past; assets, skills and capacities of its residents, organisations and networks; shared community values; windows of opportunity for embracing social, economic and cultural life; and future aspirations and hopes of community members.
Three Congress Events (2002, 2004, 2006) ABCD Tool Kit Video of Initiatives (www.communitycongress.org)www.communitycongress.org
Supporting young people to pursue to personal, community and career aspirations
HANDS (things I know how to do and enjoy, e.g. project organisation, gardening, painting, rock climbing, cooking, jewellery making, using the internet, sign language etc) HEART (things I care deeply about, e.g. environment, intergenerational activities, animal welfare, womens rights, youth unemployment etc) HEAD (things I know something about, and would enjoy talking about or teaching to others about, e.g. local history, conservation, business management etc) Community Skills and Passion Audit
(Creating Rural Enterprising Attitudes Through Education) C.R.E.A.T.E. Initiative
Curriculum Themes of the C.R.E.A.T.E. Initiative I Understanding change in rural Australia II Knowing oneself and ones strengths III Discovering what it means to be an enterprising person, community and business enterprising individuals enterprising businesses enterprising communities IV Exploring our community as a place of opportunity auditing the community appreciating its uniqueness, assets and windows of opportunity V Testing and tasting the enterprise option idea generation and critical thinking social entrepreneurialism understanding the world of business testing enterprising ideas
Every single person has capacities, abilities and gifts. Living a good life depends on whether those capacities can be used, abilities expressed and gifts given (John McKnight and Jody Kretzmann)
Every time a person uses his or her capacity, the community is stronger and the person more powerful. That is why strong communities are basically places where the capacities of local residents are identified, valued and used. Weak communities are places that fail, for whatever reason, to mobilise the skills capacities and talents of their residents or members. (Asset-Based Community Development Institute)
Top down, outside in Weaknesses Deficiencies, needs Disabilities Silo provision Consumers of services Dependence on outside Asset Based Community Development Traditional Community Development Inside out Strengths Assets, opportunities Abilities, capacities Collaboration Relationships, networking Producers of services Importance of Professionals and relationships
Seven Pillars Of A Healthy Community Practices ongoing dialogue Generates leadership Shapes its future Embraces diversity Knows itself Connects people and resources Creates a sense of community (Healthy Cities and Communities Coalition, USA)
Strong Communities have strong leaders have strong networks with other communities can build on their existing assets and resources have a can-do community spirit and are optimistic about the future can grasp the opportunities that come their way have a sense of belonging to the community among its members embrace change and take responsibility (Stronger Families, Stronger Communities at Department of Family and Community Services)
Successful Communities Build on the strengths of local individuals, associations and institutions; Focus on specific actions and measurable results to improve community life; Promote participation by people of all races, genders, cultures and age groups; Ensure local decision making and ownership; Draw upon the resources of the whole community; Bridge all sectors to develop healthy children, families and communities,and Share experience and knowledge to promote continuous community learning. (According to Prime Ministers Youth Pathways Action Plan Taskforce 2001)
Contact Details Peter Kenyon Ph: +61 8 6293 1848 Fax: + 61 8 6293 1137 14 Bird Rd, Kalamunda WA 6076 Email for copy of presentation: firstname.lastname@example.org Website for bookshop & newsletter mailing list: www.bankofideas.com.au